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Добірка наукової літератури з теми "Leadership"

Автор: Grafiati

Опубліковано: 4 червня 2021

Оновлено: 28 вересня 2024

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Статті в журналах з теми "Leadership"

Jaouadi, Said, Rachida Ben Jazia, Nahed Khabbouchi, and Hayat Haqawi. "A Study of Influencing Leadership Styles on Financial Performance in Saudi Arabian Commercial Banks." Saudi Journal of Economics and Finance 7, no. 11 (November 7, 2023): 508–14. http://dx.doi.org/10.36348/sjef.2023.v07i11.005.

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This study examined the relationships between different leadership styles and bank performance in Saudi Arabia. The partial least squared was conducted to assess the impacts of autocratic, democratic, laissez-faire, and transformational leaderships on financial performance of banks using data from 199 responses collected from 7 Saudi banks. The findings revealed that autocratic leadership had a significant positive effect on performance, while democratic leadership's influence was insignificant. Transformational leadership did not significantly impact outcomes despite correlating strongly with democratic leadership. Laissez-faire leadership was found to negatively influence transformational leadership. These findings provide useful insights yet also merit deeper examination of moderating factors. Autocratic leadership appears suitable given local preferences for hierarchy, but risks stifling creativity long-term. Democratic leadership fosters innovation but still be unable to affect positively the decision-making efficiency. Transformational leadership unexpectedly doesn’t positively affect the financial performance of banks in Saudi Arabia.

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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, no. 1 (January 30, 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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Arokiasamy, Anantha Raj A., and Massoud Moslehpour. "AN EXAMINATION OF THE IMPACT OF ETHICAL LEADERSHIP ON INDIVIDUAL CREATIVITY AND ORGANIZATIONAL INNOVATIONS IN THE ICT INDUSTRY IN VIETNAM." Humanities & Social Sciences Reviews 9, no. 3 (May 26, 2021): 540–52. http://dx.doi.org/10.18510/hssr.2021.9355.

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

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Nanjundeswaraswamy, T. S., P. Nagesh, Sindu Bharath, and K. M. Vignesh. "Leadership theories and styles—A systematic literature review and the narrative synthesis." Human Resources Management and Services 6, no. 3 (June 20, 2024): 3477. http://dx.doi.org/10.18282/hrms.v6i3.3477.

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This paper explores diverse conceptualizations of leadership, emphasizing its profound impact on individuals and organizations. Leadership’s influence on followers’ daily lives, necessitating adaptation to modern complexities. Various theories offer distinct perspectives: distributed leadership emphasizes shared expertise. While charismatic leadership focuses on vision alignment. Authentic leadership promotes ethical climates, while Emotional Intelligence theory emphasizes emotional competencies. Ethical leadership underscores moral conduct. Five Domains Leadership highlights talent management and strategy execution, while Leadership Transition Theory discusses dynamic changes. Other theories include direct/indirect leadership, entrepreneurial leadership, and leader-member exchange. Participative leadership explores decision-making styles, and situational leadership aligns styles with follower maturity. Trait and behavioral theories focus on inherent traits and learned behaviours. This review underscores leadership’s complexity, offering insights into its diverse conceptualizations and practical implications across contexts.

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Chua, Shireen Wei Yuin, Peter YT Sun, and Paresha Sinha. "Making sense of cultural diversity’s complexity: Addressing an emerging challenge for leadership." International Journal of Cross Cultural Management 23, no. 3 (November 21, 2023): 635–59. http://dx.doi.org/10.1177/14705958231214623.

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The growing complexity of cultural diversity within organizations’ workforce today requires leadership to find new organizational approaches to diversity management. Today’s workforce are seeking a different management approach where the staff experience inclusion and belonging whilst contributing to the organization’s purpose. The current organizational approaches to diversity management have not been successful in delivering on the promised outcomes (e.g., creativity and innovation) that leadership seeks. Leadership’s role is critical to developing organizational approaches to diversity management. Cultural inclusion offers leadership today’s approach of managing for inclusion. This paper proposes a conceptual framework that looks at leadership’s role in their organization’s diversity management approach. We identify three dimensions in our conceptual framework that influence leadership in their effort’s for effective diversity management: leadership’s accountability for diversity management; leadership’s approach to diversity management; and leadership’s focus of diversity management. This conceptual framework allows the leadership of organizations to identify their current diversity management approaches by mapping leadership position’s position with the three dimensions to identify leadership’s role in managing their culturally diverse organizations.

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BROOKSJR, C. "Leadership, leadership, wherefore art thou leadership?" Respiratory Care Clinics 10, no. 2 (June 2004): 157–71. http://dx.doi.org/10.1016/j.rcc.2004.01.002.

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Misbahuddin, Misbahuddin, and Mohamad Syamsul Maarif. "The linkage between leadership style of project manager and project performance: Evidence from telecommunication industry." Journal of Project Management 9, no. 3 (2024): 163–82. http://dx.doi.org/10.5267/j.jpm.2024.6.001.

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This research analyses how different leadership styles affect project managers in the telecommunications sector, focusing on transactional and transformational leadership's direct effects on project performance. Ambidextrous Leadership's role as a mediator is explored alongside the influence of Project Management approaches (Waterfall, Agile, Hybrid) and Project Manager Certifications. Data from 224 Project Managers in 77 Indonesian telecom companies was examined using Structural Equation Modelling Partial Least Square (SEM PLS). The findings indicate that Transactional and Transformational Leadership alone don't directly affect Project Performance, but Ambidextrous Leadership significantly enhances it. Different Project Management Approaches (Waterfall, Hybrid, Agile) amplify the impact of leadership styles. Transactional leadership is strongly linked to the waterfall, while transformational and ambidextrous leadership aligns with the agile and hybrid approach. Project Management Certification strengthens Transactional Leadership's effect on Project Performance, with less impact on Transformational Leadership. The research emphasizes the significance of Ambidextrous Leadership in improving project performance and how project management approaches and certifications can enhance or moderate the influence of leadership styles on telecommunication project management. These findings offer industry practitioners and organizations valuable insights, contributing to leadership, project management, and telecommunications research.

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Chamboredon, Patrick, Nathalie Depoire, Brigitte Lecointre, and Christophe Debout. "Leadership professionnelProfessional leadership." Soins 64, no. 840 (November 2019): 31–34. http://dx.doi.org/10.1016/j.soin.2019.09.020.

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Oh, Suyeon, Sungyeop Kim, and Sungmin Park. "An Empirical Study on the Relationship between Hybrid Work Satisfaction, Leadership, and Performance in Government Organizations: With a focus on the Mediating Effect of Job Characteristics." Korean Association of Governance Studies 32, no. 3 (September 30, 2022): 1–38. http://dx.doi.org/10.26847/mspa.2022.32.3.1.

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Government agencies are changing their working methods through COVID-19 and digital conversion. Through the structural equation model (SEM), this study investigated the relationship between hybrid work satisfaction, leadership's effect on performance, and performance through job characteristics. This study demonstrated that hybrid work satisfaction had a positive effect on both work performance and organizational performance. In the case of leadership, transactional leadership had a positive effect on organizational performance but a negative effect on individual job performance, and transformative leadership had a positive effect on both job performance and organizational performance. In addition, both leaderships had a positive effect on work autonomy. This study demonstrated that the higher the workload and work autonomy were recognized, the higher the job performance and organizational performance were recognized. In terms of the mediating effect of job characteristics, work autonomy had a mediating effect between 'hybrid work satisfaction - performance' and 'leadership - performance'. In the case of workload recognition, it had a mediating effect only between 'hybrid work satisfaction - performance'. This study will not only approach timely research topics theoretically and empirically but also provide policy and practical implications to personnel managers in the public sector based on the analysis results.

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Luria, Gil, Allon Kahana, Judith Goldenberg, and Yair Noam. "Leadership Development: Leadership Emergence to Leadership Effectiveness." Small Group Research 50, no. 5 (August 26, 2019): 571–92. http://dx.doi.org/10.1177/1046496419865326.

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This study aimed to understand how leadership effectiveness of the trainer in a leadership development program can influence emerging leaders’ development and effectiveness. We hypothesized that the trainer’s leadership effectiveness would be a boundary condition. In this two year longitudinal field study, military cadets’ leadership effectiveness from their emergence as informal peer leaders during basic training through the officer training course (OTC) to their formal leadership roles as active duty officers was followed. The sample included 854 cadets and their 72 trainers. We found that cadets’ effectiveness during OTC mediated the relationship between informal leadership emergence during basic training and their subsequent effectiveness as formal leaders. Furthermore, trainers’ effectiveness moderated the relationship between cadets’ informal leadership emergence and effectiveness in OTC. Results indicate that informal emerging leaders are more likely to develop into highly effective formal leaders when supervised by effective trainers. Theoretical and applied implications are discussed.

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Дисертації з теми "Leadership"

Player, Abigail. "Leadership selection : leadership potential, leadership performance and gender." Thesis, University of Kent, 2015. https://kar.kent.ac.uk/53514/.

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Leadership potential is now one of the most desirable traits in candidates applying for a job or promotion (Church, 2014), and experimental evidence proposes that leadership potential is preferable to previous leadership performance in leadership candidates (Tormala, Jia, & Norton, 2012). Reports suggests that it is possible for men to progress on their future leadership potential whereas women progress on their past leadership performance (Catalyst, 2013; McKinsey, 2012). However, this has yet to be empirically tested and very little is known about the social and psychological processes behind the relationship between gender and leadership potential. This thesis presents a series of nine studies investigating leadership potential and gender in hiring situations. These studies indicate that male candidates who demonstrate leadership potential are the most likely to be selected ahead of other equally qualified candidates, whereas female candidates are selected on the basis of leadership performance. The robustness of the association between leadership potential and gender was further reinforced by examining its relationship in different management levels (junior vs. senior; Studies 5-7) and social contexts (masculine vs. feminine; Studies 8 & 9). Moreover, this thesis starts to explore the psychological constructs behind the preference for leadership potential in male candidates and the preference for leadership performance in female candidates (Study 9). The theoretical and practical implications are discussed, in addition to future directions for research.

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Gehring, Josh J. "Impact leadership : a leadership development series." Virtual Press, 2004. http://liblink.bsu.edu/uhtbin/catkey/1286600.

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The purpose of this project was to create a leadership development series for interscholastic and intercollegiate coaches that could be implemented into their athletic programs to help facilitate leadership growth within their players and team. The Impact Leadership Development Series contains four parts: 1) Part One: Responsibility, 2) Part Two: Role, 3) Part Three: Relationship, and 4) Part Four: Reach. Each part was designed for a specific grade level; Part One: Responsibility for the freshmen, Part Two: Role for the sophomores, Part Three: Relationship for the juniors and Part Four: Reach for the seniors.Although the Impact Leadership Development Series was not tested, the review committee felt that a series such as this had merit within interscholastic and intercollegiate athletics. One committee member noted that the series was a -'brilliant'' idea and the others agreed that if they were still involved in coaching they would implement a program of this nature.
School of Physical Education

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Cooper, Simon John Rankin. "Leadership of resuscitation teams : lighthouse leadership." Thesis, University of Exeter, 2000. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.312422.

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Harley-McClaskey, Deborah. "Leadership." Digital Commons @ East Tennessee State University, 2009. https://dc.etsu.edu/etsu-works/4706.

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Sjöberg, Misa. "Leadership and stress : indirect military leadership and leadership during complex rescue operations." Doctoral thesis, Örebro universitet, Institutionen för juridik, psykologi och socialt arbete, 2012. http://urn.kb.se/resolve?urn=urn:nbn:se:oru:diva-21666.

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The overall purpose of this thesis has been to increase the knowledge concerning leadership and stress in complex military and rescue operations. One of the biggest differences these leaders have to deal with compared to leaders in other kinds of organizations is the question of life and death. Their way of leading and handling stress may have consequences for their own lives, their subordinates' lives, and often also other people's lives. This thesis is based on four empirical studies which include multiple research methods, e.g. both qualitative and quantitative approaches. Paper I and II focus on indirect leadership in a military context and the main result are that indirect leadership can be understood as consisting of two simultaneous influencing processes. The first one is action-oriented and consists of interaction with a link which filters and passes the messages down to lower organizational levels. The second process is image-oriented and consists of being a role model. In the favourable case, trust is built up between the higher management and the employees. However, in the unfavourable case, there is a lack of trust, resulting in redefinitions of the higher managers' messages. Paper III and IV focused on leadership in complex and/or stressful rescue operations. In paper III, rescue operation commanders from complex operations were interviewed, and in paper IV, quantitative questionnaires were answered by informants from the ambulance services, the police force and the rescue services. The main result are that leadership in complex, stressful rescue operations can be understood as consisting of three broad timerelated parts: everyday working conditions, during an operation, and the outcome of an operation. The most important factors in explaining the outcome of a complex rescue operation were shown to be the organizational climate before an incident, positive stress reactions, and personal knowledge about one's co-actors during an operation.

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Born, Paul David. "Leadership communities, a study in community leadership." Thesis, National Library of Canada = Bibliothèque nationale du Canada, 2000. http://www.collectionscanada.ca/obj/s4/f2/dsk2/ftp01/MQ49202.pdf.

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Sapounas, Nikolaus V. "Leadership and leadership dramaturgy in Greek organizations." Thesis, University of Exeter, 2010. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.553685.

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The present research revolves around the fact that dramaturgy, especially at the organizational level and in particular in Greek organizations, has not been explored in-depth before. In other terms, the study tries to break free from the dramaturgical 'small case studies' approach that was pursued hitherto and formulate a theory on organizational studies that is absent so far. By doing so, the study combined leadership dramaturgy with ideas of social network analysis. Consequently, in order to examine the theory's validity a total of 126 interviews and 216 questionnaires were employed, in Greece, across three different sectors, namely, the public service sector, the defense sector and the business sector, and within a total of eight organizations in two different cities. The specific approach included cultural aspects hence, making cross-cultural comparisons possible. Moreover, so as to develop further- understanding in leadership dramaturgy ethnography was utilized for atime span of about ten , months. The empirical findings indicated that leadership dramaturgy exists in all regions of an organization and when an objective is to be obtained the employees' interactions are goal- driven, a range of facades are implemented and social network's networking is utilized. Furthermore, although Greek organizations were structured around Anglo-Saxon models differences were observed in their operational level that was due to cultural influences. Finally, the theory's propositions and examinations in the present study provide an alternative way of approaching leadership dramaturgy.

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Nichols, Thomas W. "Authentic Transformational Leadership and Implicit Leadership Theories." Thesis, University of North Texas, 2008. https://digital.library.unt.edu/ark:/67531/metadc9056/.

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Transformational leadership describes a leader who motivates followers to performance beyond expectations, but it has often been attacked for its potential to be abused. A newer form of leadership has been proposed, that of authentic leadership. Authentic leadership is an over-arching concept that proposes to include transformational leadership and all positive forms of leadership. At the heart of authentic leadership is the concept of ethicality. The concept of authenticity may contribute to the transformational leadership paradigm, producing an ideal form of leadership. Authentic leadership may not be an over-arching form of leadership, but one suited particularly to transformational leadership. I propose that authentic transformational leadership resides in leaders' and followers' implicit leadership theories. This experiment addresses authentic transformational leadership and the role of implicit leadership theories in directing leader behavior. A model is developed that outlines the relationship between authentic transformational leadership and implicit leadership theories, including the separate implicit theories of leader and follower, leader-member exchange (LMX), and leader effectiveness. Hypotheses concerning these relationships are developed. The study is experimental, using WebCT as a delivery tool. Scenario-based surveys were developed to collect data, using both known measures and measures developed specifically for this experiment. Two pilot studies were conducted to test the soundness of the delivery tool and the validity of the constructed scenarios and measures, which largely supported the hypotheses. In the main study, all hypotheses were supported with the exception of one. The results of the unsupported hypothesis, however, suggest authentic transformational leadership may be an ideal form of leadership. There are several contributions to the literature made by this study. The first contribution is the development of authentic transformational leadership as an ideal form of leadership. Second, the development of both follower and leader implicit leadership theories and their relationship to authentic transformational leadership is studied through leader effectiveness, a concept not previously researched. Lastly, the role of a follower's implicit leadership theory and its effects on a leader are examined, a notion that is largely under-researched.

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Nichols, Thomas W. Goodwin Vicki Lynne. "Authentic transformational leadership and implicit leadership theories." [Denton, Tex.] : University of North Texas, 2008. http://digital.library.unt.edu/permalink/meta-dc-9056.

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Bond, Cheryl A. "Leadership training, leadership style and organizational effectiveness." Thesis, Boston University, 2007. https://hdl.handle.net/2144/31961.

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Thesis (Ed.D.)--Boston University
PLEASE NOTE: Boston University Libraries did not receive an Authorization To Manage form for this thesis or dissertation. It is therefore not openly accessible, though it may be available by request. If you are the author or principal advisor of this work and would like to request open access for it, please contact us at open-help@bu.edu. Thank you.
There is a well-documented shortage of competent leaders in American corporations today due in part to the fact that leadership has been traditionally conceptualized as an individual-level skill. Accordingly, development is believed to occur primarily through training to improve individual skills and abilities (Day, 2000). These approaches have failed to see that leadership is at its essence a complex interaction between the designated leader and the social and organizational environment (Fiedler, 1996). Corporate educators need to recognize this interaction and begin to focus on holistic training and development models that address the interpersonal and social leadership behaviors required for future success. The purpose of this study was to explore the relationship between a relatively new kind of leadership training based on the Health Realization/State of Mind understanding and organizational performance. It was a mixed methods design incorporating interviews with a number of leaders from a particular business area in the organization, work environment surveys, employee opinion surveys, and organizational performance measures. An analysis of the results showed that the behavior of the leaders did indeed change, but the leaders attributed those positive changes to a combination of the leadership training, the influence of a transformational leader, and a shift in the cultural norms that improved the work environment. A comparison of the employee opinion and work environment surveys showed a noticeable difference in the quality of the work environment and overall job satisfaction between the subject business area and the rest of the organization. The organizational performance indicators, sales, income, and cost of poor quality indicated improvements as well.
2031-01-02

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Книги з теми "Leadership"

Taylor, Steven S. Leadership Craft, Leadership Art. New York: Palgrave Macmillan US, 2012. http://dx.doi.org/10.1057/9781137012784.

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Collinson, David, Keith Grint, and Brad Jackson. Leadership. 1 Oliver's Yard, 55 City Road, London EC1Y 1SP United Kingdom: SAGE Publications Ltd, 2011. http://dx.doi.org/10.4135/9781446262344.

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Perrin-Jassy, Marie France. Leadership. Eldoret, Kenya: AMECEA Gaba Publications, 2001.

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Helmold, Marc. Leadership. Wiesbaden: Springer Fachmedien Wiesbaden, 2022. http://dx.doi.org/10.1007/978-3-658-36364-2.

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Grint, Keith. Leadership. London: Macmillan Education UK, 2005. http://dx.doi.org/10.1007/978-1-137-07058-6.

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Peters, Theo. Leadership. Wiesbaden: Springer Fachmedien Wiesbaden, 2015. http://dx.doi.org/10.1007/978-3-658-02673-8.

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Pendleton, David, Adrian F. Furnham, and Jonathan Cowell. Leadership. Cham: Springer International Publishing, 2021. http://dx.doi.org/10.1007/978-3-030-60437-0.

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Bagdasaryan, Vardan. Leadership. ru: INFRA-M Academic Publishing LLC., 2021. http://dx.doi.org/10.12737/1086964.

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Анотація:

The study of the course "Leadership" is associated with an increasing demand for the formation and disclosure of human leadership potentials. The presented textbook allows you to carry out this work in a targeted way. It summarizes and systematizes the world experience in the development of the theory and practice of leadership, discusses the classification of types of leaders, issues of practical use in leadership scenarios of personal qualities of a person, and offers a methodology for developing team strategies and team building. The distinctive features of the proposed program are its adaptability to the socio-cultural context of Russian society and its strong connection with the task of training the future generation of leaders in the interests of the Russian state. Each of the sections of the textbook is accompanied by practical tasks, the solution of which develops the skills of self-knowledge of a person in the perspective of developing leadership potentials and understanding the variability of leadership strategies. It is focused primarily on the preparation of bachelors studying in pedagogical areas of training, but it can also serve as a basic source for training in the course "Leadership" within the framework of a bachelor's degree in the humanities and the direction of social sciences.

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Zehndorfer, Elesa. Leadership. Second Edition. | New York : Routledge, 2020.: Routledge, 2020. http://dx.doi.org/10.4324/9781003011507.

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Marques, Joan. Leadership. New York, NY : Routledge, 2016.: Routledge, 2016. http://dx.doi.org/10.4324/9781315695662.

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Частини книг з теми "Leadership"

Salicru, Sebastian. "Leadership, Group Leadership, Functional Leadership." In Handbook of Engineering Management, 87–172. Boca Raton: CRC Press, 2023. http://dx.doi.org/10.1201/9781003374879-5.

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Clegg, Stewart, and Miguel Pina e. Cunha. "Post-Leadership Leadership." In After Leadership, 175–90. New York, NY: Routledge, 2019. | Series: Routledge studies in leadership research: Routledge, 2018. http://dx.doi.org/10.4324/9781315110196-12.

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Ola, Bolarinde, and Aishin Lok. "‘Leadership’ and ‘medical leadership’." In Medical Leadership, 8–15. Abingdon, Oxon ; New York, NY : Routledge, 2019.: Routledge, 2018. http://dx.doi.org/10.4324/9781315440880-2.

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Ross, Stanley C. "Leadership and Leadership Development." In Organizational Behavior Today, 185–210. 1 Edition. | New York: Routledge, 2021.: Routledge, 2021. http://dx.doi.org/10.4324/9781003142119-13.

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Hinsch, Martin. "Leadership." In ISO 9001:2015 for Everyday Operations, 19–21. Wiesbaden: Springer Fachmedien Wiesbaden, 2019. http://dx.doi.org/10.1007/978-3-658-25550-3_5.

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St.Pierre, Michael, Gesine Hofinger, Cornelius Buerschaper, and Robert Simon. "Leadership." In Crisis Management in Acute Care Settings, 253–75. Berlin, Heidelberg: Springer Berlin Heidelberg, 2011. http://dx.doi.org/10.1007/978-3-642-19700-0_13.

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Tracy, Brian, and Frank M. Scheelen. "Leadership." In Der neue Verkaufsmanager, 205–11. Wiesbaden: Gabler Verlag, 1997. http://dx.doi.org/10.1007/978-3-322-82806-4_23.

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Johnston, Rita. "Leadership." In Managing People, 20–28. London: Macmillan Education UK, 1990. http://dx.doi.org/10.1007/978-1-349-10942-5_3.

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Sallis, Edward, and Kate Sallis. "Leadership." In People in Organisations, 179–82. London: Macmillan Education UK, 1990. http://dx.doi.org/10.1007/978-1-349-11610-2_20.

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Badillo Vega, Rosalba. "Leadership." In Präsidiale Führungsstile in Hochschulen, 7–56. Wiesbaden: Springer Fachmedien Wiesbaden, 2017. http://dx.doi.org/10.1007/978-3-658-19817-6_2.

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Тези доповідей конференцій з теми "Leadership"

Ahmadi, Ahmad. "Leadership’s role in business development and organizations competitiveness – Leadership styles and appropriate leadership." In 5th International Conference on New Ideas in Management, Economics and Accounting. Acavent, 2018. http://dx.doi.org/10.33422/5imea.2018.02.50.

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"Leadership." In 2013 IEEE Energy Conversion Congress and Exposition (ECCE). IEEE, 2013. http://dx.doi.org/10.1109/ecce.2013.6646667.

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"Leadership." In 2015 IEEE 3rd Workshop on Wide Bandgap Power Devices and Applications (WiPDA). IEEE, 2015. http://dx.doi.org/10.1109/wipda.2015.7369030.

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"Leadership." In 2009 IEEE Energy Conversion Congress and Exposition. ECCE 2009. IEEE, 2009. http://dx.doi.org/10.1109/ecce.2009.5316581.

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"Leadership." In 2021 IEEE International Conference on Consumer Electronics-Asia (ICCE-Asia). IEEE, 2021. http://dx.doi.org/10.1109/icce-asia53811.2021.9641926.

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Rybakova, Anna, Marina Vinogradova, and Valeriya Sizikova. "Advancing Leadership Careers with Leadership Competences." In Proceedings of the 5th International Conference on Social, Economic, and Academic Leadership (ICSEALV 2019). Paris, France: Atlantis Press, 2019. http://dx.doi.org/10.2991/assehr.k.191221.181.

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Beekun, Rafik, and Yvonne Stedham. "LEADERSHIP DEVELOPMENT: MINDFULNESS AND LEADERSHIP PRACTICES." In 17th Economics & Finance Conference, Istanbul. International Institute of Social and Economic Sciences, 2022. http://dx.doi.org/10.20472/efc.2022.017.003.

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Iswanto, Yun, Heriyanni Mashithoh, and Zainur Hidayah. "Transformational Leadership, Creative Leadership, and Creative Performance." In 2nd International Seminar on Business, Economics, Social Science and Technology (ISBEST 2019). Paris, France: Atlantis Press, 2020. http://dx.doi.org/10.2991/aebmr.k.200522.017.

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Zafar, Aliya. "Leadership Chronicles: Academic Leadership Perspectives From Pakistan." In 2019 AERA Annual Meeting. Washington DC: AERA, 2019. http://dx.doi.org/10.3102/1434302.

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Culipei, Laura-Catalina. "Leadership between strategic leadership and power management." In The 8th International Conference "Management Strategies and Policies in the Contemporary Economy". Academy of Economic Studies of Moldova, 2023. http://dx.doi.org/10.53486/icspm2023.29.

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The concept of political management is a newer element to classical management as a sub-branch. Its emergence derived from the consequences of the increasingly insistent administration and management of political processes related to the world's successful leaders in organizational behavior and management. The particularities of leaders oriented towards political management become a concern of society as members of a larger community whose interests are managed by public figures through the delegation of responsibilities. This study represents a vision of the political leader phenomenon from the perspective of the constructive elements of the managerial form, from the context of the existing types of political leaders, from the needs of association in these personalities, from the context of the dangers that they can create in their activity. The knowledge of the particularities, but also the major interest given by the scientific community in studying the behaviors of political leaders, can serve to educate and inform society about their emergence, role and influence in the development of government and state administration, at the same time to avoid dangers in the case of existing dangers from the leaders

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Звіти організацій з теми "Leadership"

Fiedler, Fred E. Leadership Experience and Leadership Performance. Fort Belvoir, VA: Defense Technical Information Center, January 1994. http://dx.doi.org/10.21236/ada392368.

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Johnson, Ronald D. Leadership. Fort Belvoir, VA: Defense Technical Information Center, April 2003. http://dx.doi.org/10.21236/ada415336.

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Aleinikov, Andrei G. Leadership Innovations. Fort Belvoir, VA: Defense Technical Information Center, April 1993. http://dx.doi.org/10.21236/ada283133.

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Oberlander, David M. Negative Leadership. Fort Belvoir, VA: Defense Technical Information Center, March 2013. http://dx.doi.org/10.21236/ada589886.

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Stanley, Philip W. Understanding Leadership. Fort Belvoir, VA: Defense Technical Information Center, February 2011. http://dx.doi.org/10.21236/ada543743.

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Crossan, Mary, Gerard Seijts, Jeffrey Gandz, and Carol Stephenson. Leadership on Trial : A Manifesto for Leadership Development. Richard Ivey School of Business, 2010. http://dx.doi.org/10.5206/iveypub.44.2010.

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Recent books and articles have analyzed the causes of the global financial and economic crisis of 2007-09. Yet little attention has been paid to the quality of leadership in organizations that were at the epicentre of the storm, were victims of it, avoided it or even prospered from it. In the summer of 2009 a multi-disciplinary group of Ivey faculty decided to look at the leadership dimensions of the recent financial and economic crisis. We started by writing a working paper that laid out our preliminary views. We then engaged more than 300 business, public sector and not-for-profit leaders in small and large groups, as individuals and collectives, to get their reaction to this paper and, more generally, to discuss te role that organizational leadership played before, during and after the crisis. We examined leadership not just in the financial sector but also in many other public and private sector organizations that were affected by the crisis. In a sense, we were putting leadership on trial. Our aim in doing this was not to identify and assign blame. Rather, we examined leadership during this critical period in recent history to learn what we could, and use the learning to improve practice in leadership today and the development of next generation leaders. As we analyzed the role of leadership in this crisis we were faced with one major question: "Would better leadership have made a difference?" Our answer is unequivocal: "Yes!" We recognize that many people could argue it is unfair to criticize leaders whose decisions were based on their knowledge of the situation at the time and which only eventually, with the aid of 20/20 hindsight proved bad. We respect this view but we disagree with it. Some business and public sector leaders predicted better than others the bursting of the housing bubble and financial markets turmoil, positioned their organizations to avoid problems, and coped with them skillfully. Their organizations were not badly damaged by the crisis and some even prospered. Some governments and regulatory agencies' control and monitoring systems were superior to those in the U.S., the U.K., Ireland, Spain, Iceland and other countries that had to bail out their banks and other industries. Our evidence supports the conclusion that these companies, these agencies, these governments and these countries had better leadership. Good leadership mattered then and good leadership will matter in the future. We are presenting our conclusions about what good leadership involves in the form of a public statement of principles - a manifesto that addresses what good leaders do, who they are, and how they can be developed in organizations.

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Kaplan, Robert. Forceful leadership and enabling leadership: you can do both. Center for Creative Leadership, 1996. http://dx.doi.org/10.35613/ccl.1996.2007.

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Augustine, Catherine H., Gabriella Gonzalez, Gina Schuyler Ikemoto, Jennifer Russell, Gail L. Zellman, Louay Constant, Jane Armstrong, and Jacob W. Dembosky. Improving School Leadership: The Promise of Cohesive Leadership Systems. RAND Corporation, December 2009. http://dx.doi.org/10.59656/el-ls5856.001.

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Magee, Roderick R., and II. Strategic Leadership Primer. Fort Belvoir, VA: Defense Technical Information Center, January 1998. http://dx.doi.org/10.21236/ada430467.

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McCauley, Cynthia. Making leadership happen. Center for Creative Leadership, March 2014. http://dx.doi.org/10.35613/ccl.2014.1004.

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