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Автор: Grafiati

Опубліковано: 4 червня 2021

Оновлено: 22 червня 2024

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1

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.

2

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.

3

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.

4

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.

5

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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6

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.

7

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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8

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.

9

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.

10

Saleem, Farida, Yingying Zhang Zhang, C. Gopinath, and Ahmad Adeel. "Impact of Servant Leadership on Performance: The Mediating Role of Affective and Cognitive Trust." SAGE Open 10, no. 1 (January 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.

11

Thude, Bettina Ravnborg, Svend Erik Thomsen, Egon Stenager, and Erik Hollnagel. "Dual leadership in a hospital practice." Leadership in Health Services 30, no. 1 (February 6, 2017): 101–12. http://dx.doi.org/10.1108/lhs-09-2015-0030.

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Purpose Despite the practice of dual leadership in many organizations, there is relatively little research on the topic. Dual leadership means two leaders share the leadership task and are held jointly accountable for the results of the unit. To better understand how dual leadership works, this study aims to analyse three different dual leadership pairs at a Danish hospital. Furthermore, this study develops a tool to characterize dual leadership teams from each other. Design/methodology/approach This is a qualitative study using semi-structured interviews. Six leaders were interviewed to clarify how dual leadership works in a hospital context. All interviews were transcribed and coded. During coding, focus was on the nine principles found in the literature and another principle was found by looking at the themes that were generic for all six interviews. Findings Results indicate that power balance, personal relations and decision processes are important factors for creating efficient dual leaderships. The study develops a categorizing tool to use for further research or for organizations, to describe and analyse dual leaderships. Originality/value The study describes dual leadership in the hospital context and develops a categorizing tool for being able to distinguish dual leadership teams from each other. It is important to reveal if there are any indicators that can be used for optimising dual leadership teams in the health-care sector and in other organisations.

12

Kim, Minseong, Nancy D. Albers, and Tami L. Knotts. "Academic Success through Engagement and Trust Fostered by Professor Leadership Style." Education Sciences 13, no. 6 (May 24, 2023): 537. http://dx.doi.org/10.3390/educsci13060537.

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This study focused on professor leadership styles and investigated the impacts of various leadership characteristics on student academic performance as well as students’ perceptions of class engagement and trust toward a professor. Using multiple leaderships styles to estimate a model of the relationship between faculty leadership styles and student outcomes provides for a broader view compared to previous research. The empirical results indicated that student perception of class engagement was significantly influenced by a professor’s emotional leadership, Pygmalion leadership, and charismatic leadership. Further, student perception of trust toward a professor was significantly affected by the professor’s transformational leadership, Pygmalion leadership, and charismatic leadership. Lastly, student academic performance was significantly impacted by class engagement. This research provides practical applications for enhancing student academic performance with the adoption of relevant leadership styles in higher education classes.

13

Nugroho, Dwi, and Abdul Rachman. "GABUNGAN KEPEMIMPINAN KENABIAN (LI) DENGAN KEPEMIMPINAN KI HAJAR DEWANTARA (L2) UNTUK MENINGKATKAN HASIL REFORMASI BIROKRASI." BEduManageRs Journal 2, no. 1 (June 30, 2021): 1–5. http://dx.doi.org/10.30872/bedu.v2i1.586.

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The combined of prophetic leadership and trilogy leadership concepts called as neo- prophetic leadership. The neo-prophetic leadership covers prophets characteristics and Dewantara’steachings. The combining two leaderships models -then become L1L2- is believed able to increaseresult of bureaucratic reformation. The combination referred to descriptive and prescriptive theorieswhich were developed from theoretical and empirical perspectives. In this writing, L1 as a symbol of Prophetic Leadership, and L2 as a symbol of Dewantara’s Leadership which he is abringer of leadership trilogy teachings. This is a leadership prescription that derived from eternaluniversal values-prophetic- while still maintaining local wisdom values -trilogy- which itseffectiveness detail explained descriptively. L1L2 need to be tested by leaders and placed theorganization as a laboratoryto try-out it.

14

Lindert, Lara, Sabrina Zeike, Kyung-Eun (Anna) Choi, and Holger Pfaff. "Transformational Leadership and Employees’ Psychological Wellbeing: A Longitudinal Study." International Journal of Environmental Research and Public Health 20, no. 1 (December 30, 2022): 676. http://dx.doi.org/10.3390/ijerph20010676.

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Managers play a key role in realizing a humane organization of work. Transformational leadership aims to identify and examine leadership behaviors that strengthen employees’ awareness of the importance and values of task outcomes by articulating a vision for the future, providing a realistic action plan, and giving individualized support. Previous studies have revealed associations between transformational leadership and the psychological wellbeing of employees in different settings, while others did not find such associations. As research based on longitudinal data remains rare, this study builds on longitudinal data from two employee surveys conducted in 2015 and 2018 in a medium-sized German company. In this study, transformational leadershipt0 and gender had a significant impact on transformational leadershipt1, while psychological wellbeing∆, social capital∆, and age did not. Psychological wellbeingt0 and social capital∆ had a significant impact on psychological wellbeingt1, but transformational leadership∆, age, and gender did not. Therefore, it is worthwhile for companies to invest in social capital and focus on gender aspects at work. As underlying mechanisms regarding employees’ psychological wellbeing may differ between companies, it is worthwhile for each organization to conduct mental risk assessments to identify “red flags” and implement suitable measures.

15

Farrell, Maggie. "Leadership Reflections: Leadership Paradoxes." Journal of Library Administration 58, no. 2 (February 2018): 166–73. http://dx.doi.org/10.1080/01930826.2017.1412712.

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16

Farrell, Maggie. "Leadership Reflections: Parent Leadership." Journal of Library Administration 58, no. 6 (August 18, 2018): 597–604. http://dx.doi.org/10.1080/01930826.2018.1491187.

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17

Piasecka, Alison. "Not “Leadership” but “leadership”." Industrial and Commercial Training 32, no. 7 (December 2000): 253–56. http://dx.doi.org/10.1108/00197850010379802.

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18

Leonard, Edward E., and Wanda Maulding Green. "Leadership and Leadership Intelligence." Journal of School Leadership 29, no. 4 (May 3, 2019): 295–315. http://dx.doi.org/10.1177/1052684619845697.

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19

Lawless, Anne. "Leadership Leadership for Change." AORN Journal 49, no. 2 (February 1989): 662. http://dx.doi.org/10.1016/s0001-2092(07)66693-9.

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20

Mohamed, Fazleen, and Dr Siti Noor Ismail. "The Concept and Model of Strategic Leadership and Its Importance in Increasing School Achievement." JOURNAL OF SOCIAL SCIENCE RESEARCH 12, no. 1 (March 13, 2018): 2568–74. http://dx.doi.org/10.24297/jssr.v12i1.6995.

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Strategic leadership is one of the leaderships practiced by school organizations today. Organizational capabilities and individual characteristics are two key components of strategic leadership that are indispensable to ensure that this strategic leadership can be realized effectively in schools. This article discusses the concept of strategic leadership, domain and elements and theories related to strategic leadership. In addition, this study also attempts to highlight Davies and Davies 2004 strategic leadership model which has nine elements under two key components of strategic leadership i.e. organizational capability and individual characteristics. Furthermore, the final part of the study discusses the importance of strategic leadership in the school organization. An overview of previous studies also shows that strategic leadership has significant relationships with school achievement. Hence, through the practice of strategic leadership that is preached in schools, the line of leadership of the school will be more capable in helping to improve the achievement of their respective schools.

21

Lee, ChulHee, KangHyun Shin, and Changgoo Heo. "The effect of Transformational Leadership and Transactional Leadership on Work Engagement." Korean Journal of Industrial and Organizational Psychology 25, no. 1 (February 28, 2012): 147–69. http://dx.doi.org/10.24230/kjiop.v25i1.147-169.

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This study was conducted to identify the effects of transformational leadership and transactional leadership on work engagement in a sample of 156 employees from major company. The present study also attempted to find out the mediating effect of psychological capital on the relationship and to investigate transformational leadership's augmentation effect on psychological capital and work engagement. The results showed that both transformational leadership and transactional leadership elevated levels of work engagement and these effects were found to be partially mediated by psychological capital. This implies that it is crucial that the role of leader who motivates employees to perceive high level of their psychological resources to create above the average performance or beyond performance expectation. Also difference test for mediating effect of psychological capital, which is a research question in this study, revealed that psychological capital had been relatively strong mediating effect on the relationship between transformational leadership and work engagement. This indicates that transformational leadership's augmentation effect on job satisfaction, organizational commitment, job performance in previous research was also found in psychological capital and work engagement. Finally, Implications and limitations of these results are discussed.

22

Raelin, Joseph A., Stephen Kempster, Howard Youngs, Brigid Carroll, and Brad Jackson. "Practicing leadership-as-practice in content and manner." Leadership 14, no. 3 (February 1, 2018): 371–83. http://dx.doi.org/10.1177/1742715017752422.

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A collective and collaborative response to an article appearing in Leadership’s “Leading Questions” department is prepared by a team subscribing to the leadership-as-practice approach. The focus is to represent the manner in which leadership-as-practice operates as a leadership theory and in its communal practice orientation. Among the themes addressed are leadership-as-practice’s theory development, its contribution in comparison to critical leadership theory, its approach to power, and its practicality. Emerging issues in leadership-as-practice theory and application are also reviewed.

23

Chapparamani, Dr Kirthi F., and Prof Dhruva B. Jyothi. "Review of Literature on Leadership and Leadership Qualities." Indian Journal of Applied Research 4, no. 2 (October 1, 2011): 7–9. http://dx.doi.org/10.15373/2249555x/feb2014/169.

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24

PANAIT, Cristian. "DEVELOPING LEADERSHIP SKILLS. IDENTIFYING LEADERSHIP QUALITIES AND ATTRIBUTES." Review of the Air Force Academy 15, no. 1 (May 22, 2017): 167–72. http://dx.doi.org/10.19062/1842-9238.2017.15.1.22.

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25

Faleh Alharbi, Mohammad, and Ghulam Muhammad Kundi. "Servant leadership and leadership effectiveness in healthcare institutions." Problems and Perspectives in Management 21, no. 3 (August 23, 2023): 361–72. http://dx.doi.org/10.21511/ppm.21(3).2023.29.

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The significance of leadership in the healthcare sector has been increasingly recognized in recent times. It is now widely acknowledged as a crucial determinant of patient security, clinical treatment quality, and the overall healthcare culture prevailing in the community. The purpose of the present study is to analyze the moderating effect of cognitive style indicator on the relationship between servant leadership style and leadership effectiveness. Mix method explanatory sequential research design was used to collect data. AMOS SEM was run for data analysis, and development of measurement and structural models. The study population were drawn from healthcare institutions in the Qassim region, Saudi Arabia. The results showed a positive association between servant leadership style, cognitive style indicator, and leadership efficiency. In addition, all values were significant and indicative of the cognitive style’s moderating impact on servant leadership and leadership effectiveness.

26

Son, Joo-young, Ji-young Park, Eun-kyung Lee, Eun-wha Lee, and Su-mi Choi. "The Mediating Effect of Social Support on the Relationship between Self Leadership and Resilience of University Students: In the COVID-19 Pandemic Situation." Korean Association For Learner-Centered Curriculum And Instruction 22, no. 16 (August 31, 2022): 233–49. http://dx.doi.org/10.22251/jlcci.2022.22.16.233.

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Objectives This study examines the structural relationship between self-leadership, social support, and resilience of college students in the Covid-19 situation and aims to verify the mediation effect of social support on the effect of self-leadership on resilience. Methods For this study, online survey data collected from male and female college students at K University in Seoul were analyzed using SPSS and AMOS. Descriptive statistics, exploratory factor analysis and reliability verification were conducted to confirm the normality between the measured variables and the validity and reliability of the measurement tool. Correlation analysis and confirmatory factor analysis were conducted to confirm multicollinearity and to verify the validity of the structural equation model. Finally, bootstrapping and stepwise regression analysis were analyzed to test mediating effects. Results First, self-leadership’s does not have a significant effect on resilience, whereas cognitive strategy does. Second, action strategy and cognitive strategy of college students has a significant effect on the perception of social support. Third, college students' perception of social support has a significant effect on resilience. Fourth, social support has a mediating effect on the effect of self-leadership’s action strategy on resilience. Fifth, social support has a mediating effect on the effect of self-leadership's cognitive strategy on resilience except instrumental support. Conclusions The results of this study suggest that it is necessary to provide effective self-leadership programs and various forms of social support to enhance resilience by displaying self-leadership of college students who are having difficulties in school life in a pandemic situation.

27

Saadi, Ibraheem A., Zaid T. Sawadi, and Qusay H. Al-Salami. "An Evaluation Study on Leadership Styles and its Impact on Academic Employees’ Job Satisfaction (Private Iraqi Universities as an Example)." Journal Port Science Research 6, no. 3 (November 9, 2023): 240–50. http://dx.doi.org/10.36371/port.2023.3.6.

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Research confirms leadership's significant influence on employee retention and satisfaction via effective communication, fostering relationships that impact performance and loyalty. This study analyzes leadership styles in two Iraqi private universities, using quantitative methods and SPSS 26. Results show autocratic leadership dominance at (A) university and democratic leadership at (B) university, leading to substantial differences in employee job satisfaction. In summary, autocratic leadership negatively affects job satisfaction at (A) university, while democratic leadership positively impacts (B) university.

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Tortorella, Guilherme, and Flávio Fogliatto. "Implementation of lean manufacturing and situational leadership styles." Leadership & Organization Development Journal 38, no. 7 (September 4, 2017): 946–68. http://dx.doi.org/10.1108/lodj-07-2016-0165.

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Purpose The purpose of this paper is to determine leadership styles at each hierarchic level that best support the LM implementation process in a given company. Design/methodology/approach To achieve that, the authors propose a method that combines information from two sources in three major steps. First, using opinions from experts on lean implementation from an activity sector of interest the authors determine leadership styles that best suit each phase of the LM roadmap for that sector. Next, the authors analyze a specific company within the activity sector to determine: at which lean roadmap phase the company is at the moment; and the style of its current leaderships at each hierarchical level. Finally, the authors combine information from previous steps to diagnose the suitability of company’s leaderships to its lean implementation needs. Findings The method points at improvement alternatives that may be developed simultaneously at different leadership hierarchical levels in companies. Further, using the matrix of ideal leadership styles, companies may be able to identify implementation phases in the lean process that are poorly served by current leadership styles, anticipating problems and developing HRM practices to mitigate them. That is quite relevant, since changes in leadership behaviors and expectations may take longer time to be implemented; therefore, it is important to understand these opportunities and have a clear vision of current gaps within the company. Originality/value The identification of leaderships’ attributes and behaviors in companies at different phases of the lean implementation roadmap contributes to the existing body of knowledge on lean manufacturing. The method is intended as a supporting tool for lean implementation, as it enables the assessment of gaps in leadership behaviors in the organization, and directs to improvements according to the phase of lean implementation. The goal is to complement existing lean roadmaps by driving improvements in leadership-related aspects of the implementation process.

29

McKie, David, and Paul Willis. "Advancing tendencies? PR leadership, general leadership, and leadership pedagogy." Public Relations Review 41, no. 5 (December 2015): 628–35. http://dx.doi.org/10.1016/j.pubrev.2014.02.020.

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30

Chien, Chin-Wen. "Taiwanese elementary school English teachers' perception of teacher leadership." Research in Education 108, no. 1 (November 14, 2018): 46–61. http://dx.doi.org/10.1177/0034523718809390.

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This study used documents, interviews, and questionnaires to explore 10 Taiwanese elementary school English teachers’ perceptions of teacher leaders and leadership and to what extent their background influenced their perceptions of leadership. The conceputal framework was developed based on the component of teacher leaderships, principles for leadership and domains of leaderships. The study had the following major findings. First, participants unanimously agreed on the perceptions of leaders in terms of teaching as an important profession, the influence of institutions on teacher leaders, and teacher leaders’ roles in decision making. Secondly, participants disagreed in their perceptions about balancing between being teachers and teacher leaders and teacher leaders’ roles in school-wide plans. Next, English teachers’ age, school size, and years of teaching experience were the major factors for such discrepancies. Arousing English teachers' awareness of instructional leadership is crucial in the language teacher education.

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Chapparamani, Dr Kirthi F. "Leadership Approaches." Global Journal For Research Analysis 3, no. 2 (June 15, 2012): 141–42. http://dx.doi.org/10.15373/22778160/february2014/45.

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32

Cole, Alistair. "Studying Political Leadership: The Case of François Mitterrand." Political Studies 42, no. 3 (September 1994): 453–68. http://dx.doi.org/10.1111/j.1467-9248.1994.tb01688.x.

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The study of political leadership, in France and elsewhere, must be appreciated in terms of the interaction between leadership resources (personal and positional) on the one hand, and environmental constraints and opportunities on the other. This article proposes a general framework for appraising comparative liberal democratic political leaderships. It illustrates the possibilities of the framework by evaluating the political leadership of the French President François Mitterrand.

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Gebczynski, Maciej, and Benjamin Kutsyuruba. "Veteran Teachers’ Perceptions of Principals’ Leadership Influence on School Culture." International Journal for Leadership in Learning 22, no. 1 (June 20, 2022): 265–304. http://dx.doi.org/10.29173/ijll13.

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School leadership and organizational culture both play an influential role in student success and academic achievement. Because school cultures consist of levels that are explicit (easily observable manifestations) and implicit (taken-for-granted, underlying assumptions), veteran teachers usually have deeper understandings of school cultures. This paper describes a qualitative study that examined veteran teachers’ perceptions of school principals’ leadership influence on school culture within the secondary school setting in Ontario. Upon reviewing the relevant literature and methodological underpinnings, we detail key themes from the study: a) effective leadership’s impact on school culture, which aligned with authentic and transformational leadership models; b) ineffective leadership’s impact on school culture, consistent with models of irresponsible leadership; and c) external factors mitigating the influence of school leadership on school culture. The paper concludes with implications for practice and further research.

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Wang, Jue, Hae-Ryong Kim, and 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, no. 20 (October 13, 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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Rezeki Putra Gulo. "Signifikansi Teladan Musa Dan Aplikasi Bagi Pemimpin Organisasi." Sinar Kasih: Jurnal Pendidikan Agama dan Filsafat 1, no. 2 (May 12, 2023): 82–97. http://dx.doi.org/10.55606/sinarkasih.v1i2.112.

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The example of Moses' leadership has become a reflection of contemporary Christian leadership, especially for organizational leadership. Today, some organizational leaderships are trapped in unhealthy leadership which results in unwanted events, one example being corruption, running away from calls, being less responsible, and being more concerned with personal needs. Avoiding events like this, today's organizational leadership wants to have complete self-integrity, missionary, obedient to God, responsible, loyal, and prioritizes the needs of others in leading the organization. The method used by the author in writing this article is a qualitative method, namely by literature research (approach). The conclusion from the author about the significance of Moses' example and implementation for today's organizational leadership is that Moses' example is indispensable for today's organizational leadership in carrying out their duties and responsibilities as leaders and servants of God's sheep.

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Gurr, David, and Lawrie Drysdale. "System Leadership and School Leadership." Research in Educational Administration & Leadership 3, no. 2 (December 15, 2018): 207–29. http://dx.doi.org/10.30828/real/2018.2.4.

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37

Efianda, Angela, and Iswahyuni Iswahyuni. "Political Leadership and Transactional Leadership." International Journal of Multicultural and Multireligious Understanding 8, no. 9 (September 5, 2021): 238. http://dx.doi.org/10.18415/ijmmu.v8i9.3020.

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Leadership is the activity to influences others in order to guide them towards a certain goal (Miftah Thoha, 2013; 121). A leader is someone with capabilities and advantages so that they can influences and guides others to work together for a similar goal. Political leadership covers a wide range of topics due to how a country are constituted by structures designed to run it. Transactional leadership occurs because by default leadership is a form of social control between the leader and its subordinates. Transactional leadership or often called transactional politics has become its own problem. A normal kind of leadership when applied on other fields might become biased and pose a certain problem in the political sphere. Transactional politics can be hard to avoid especially in a presidential government system which involves multiple political parties. Transactional leadership is the kind of leadership modeled to attain a certain goal by giving rewards as well as guiding and controlling the subordinates so that they can work effectively and efficiently. It also focuses more on inter individual transaction, between the members and its managers.

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Wood, Robert, and Bichen Guan. "Leadership Signatures and Leadership Emergence." Academy of Management Proceedings 2021, no. 1 (August 2021): 14280. http://dx.doi.org/10.5465/ambpp.2021.14280abstract.

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39

Brooks, Janine. "Intelligent leadership and leadership skills." BDJ In Practice 35, no. 1 (January 10, 2022): 16–18. http://dx.doi.org/10.1038/s41404-021-1005-z.

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40

Chung, Anyi, I‐Heng Chen, Amber Yun‐Ping Lee, Hsien Chun Chen, and Yingtzu Lin. "Charismatic leadership and self‐leadership." Journal of Organizational Change Management 24, no. 3 (May 24, 2011): 299–313. http://dx.doi.org/10.1108/09534811111132703.

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41

Southworth, Geoff, and Heather Du Quesnay. "School Leadership and System Leadership." Educational Forum 69, no. 2 (June 30, 2005): 212–20. http://dx.doi.org/10.1080/00131720508984685.

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Redeker, Marleen, Reinout E. de Vries, Danny Rouckhout, Patrick Vermeren, and Filip de Fruyt. "Integrating leadership: The leadership circumplex." European Journal of Work and Organizational Psychology 23, no. 3 (November 16, 2012): 435–55. http://dx.doi.org/10.1080/1359432x.2012.738671.

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43

Buenar Puplampu, Bill. "Leadership asengagement, leadership assystem development." European Business Review 22, no. 6 (October 17, 2010): 624–51. http://dx.doi.org/10.1108/09555341011082925.

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44

Kelly, Simon, Marian Iszatt White, Dave Martin, and Mark Rouncefield. "Leadership Refrains: Patterns of Leadership." Leadership 2, no. 2 (May 2006): 181–201. http://dx.doi.org/10.1177/1742715006062934.

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45

Gerhard Huber, Stephan. "School leadership and leadership development." Journal of Educational Administration 42, no. 6 (December 2004): 669–84. http://dx.doi.org/10.1108/09578230410563665.

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Wieringa, G. "The leadership challenge to leadership." Clinica Chimica Acta 493 (June 2019): S739—S740. http://dx.doi.org/10.1016/j.cca.2019.03.1434.

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47

Marsh, Marcia. "Leadership and Leading: Leadership Challenges." American Review of Public Administration 36, no. 4 (December 2006): 382–84. http://dx.doi.org/10.1177/0275074006293632.

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48

Cameron, Kim. "Responsible Leadership as Virtuous Leadership." Journal of Business Ethics 98, S1 (January 2011): 25–35. http://dx.doi.org/10.1007/s10551-011-1023-6.

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49

Taffinder, P. "High impact leadership [leadership development]." Engineering Management 16, no. 4 (August 1, 2006): 22–24. http://dx.doi.org/10.1049/em:20060404.

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50

Amagoh, Francis. "Leadership development and leadership effectiveness." Management Decision 47, no. 6 (June 19, 2009): 989–99. http://dx.doi.org/10.1108/00251740910966695.

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