Do Substitutes for Leadership Really Substitute for Leadership? An Empirical Examination of Kerr and Jermier′s Situational Leadership Model

The study of Ideal leadership concept currently still becomes an interesting topic. From Islamic perspective, the nature of human being who descended to earth is to be a leader. Furthermore, during the leadership history, Prophet Muhammad is named as an ideal leader due to his success of gaining many followers in the religious proselytizing. The leadership model that is conducted by the prophet is known as prophetic leadership. During his time of being a prophetic leader, he is also included in the situational leadership theory, in which the theory is the combination of authoritarian, laissez faire, and democratic leadership. This kind of leadership model is very suitable to be applied in anywhere. In this study, the writer explains about situational leadership that has been applied by Prophet Muhammad in a micro organization called library. This study is significance as an alternative leadership model that can be applied by the head of library

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Model Kepemimpinan Situasional Pada Perusahaan Keluarga ( Kasus UKM di Sentra Industri Wedoro Sidoarjo )

BISMA (Bisnis dan Manajemen) ◽

10.26740/bisma.v3n1.p1-14 ◽

2018 ◽

Vol 3 (1) ◽

pp. 1

Author(s):

SENTOT IMAM WAHJONO

Keyword(s):

Leadership Style ◽

Family Firms ◽

Leadership Effectiveness ◽

Small And Medium Enterprises ◽

Situational Leadership ◽

Leadership Model ◽

Daily Work ◽

And Performance ◽

Medium Enterprises ◽

The Relationship

Small and Medium Enterprises (SMEs) in general, grow and develop from the bottom armed with the spirit of entrepreneurship.After survived and developed into a company, usually a family company that is driven by human resources that have a family linkage to each other. As a family company that emphasizes harmony, need a central figure as a leader capable of moving the company effectively. The effectiveness of leadership in family firms in the model of situational leadership is largely determined by the adjustment of the maturity of the employees with the leadership style practiced. In the event of compliance hence could be expected would be easy to achieve corporate objectives include achieving sustained earnings growth that is sustainable. One indicator of leadership effectiveness is the satisfaction and performance improvement. Indicated satisfaction with the feeling satisfied and happy under certain circumstances surrounding the employees' daily work, including: how leaders deal with employees, provide fringe benefits, providing a space of expression, and others. This research examines the relationship between leadership effectiveness with satisfaction. Leadership model using the situational leadership theory of Hersey-Blanchard. The results turned out to support the theory that there is a positive and significant relationship between leadership effectiveness and job satisfaction.

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THE STUDY OF DEFINING EDUCATIONAL LEADERSHIP MODEL (IN MONGOLIAN SECONDARY SCHOOL CASE)

Vestnik Altaiskogo Gosudarstvennogo Pedagogiceskogo Universiteta ◽

10.37386/2413-4481-2021-1-13-17 ◽

2021 ◽

pp. 13-17

Author(s):

S. Galbadrakh ◽

◽

D. Khugjmaa ◽

G. Byambajav ◽

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...

Keyword(s):

Leadership Development ◽

Organizational Development ◽

Leadership Style ◽

Situational Leadership ◽

Theoretical Models ◽

Critical Issue ◽

Educational Institutions ◽

Leadership Model ◽

Education Management ◽

The Past

Studying the manifestations of leadership in education managers and creating effective leadership styles is currently a critical issue in education management. The methodological basis of this study is the Concept of Innovation, which has been implemented in Mongolia over the past 20 years. This article analyzes the leadership style of managers of the education system of the Darkhan-Uul aimag, based on various theoretical models of education management. The article presents the results of a survey of 430 managers and educational workers in order to identify models of leadership development in educational institutions, further organizational development of educational institutions using conditional and situational leadership models.

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SITUATIONAL LEADERSHIP IN SERVICE ORGANIZATIONS

ACTA ECONOMICA ◽

10.7251/ace2033115t ◽

2021 ◽

pp. 115-129

Author(s):

Zdravko Todorović ◽

Boris Todorović

Keyword(s):

Leadership Style ◽

Qualitative Methodology ◽

Situational Leadership ◽

Numerical Data ◽

Small Sample ◽

Service Organization ◽

Continuous Training ◽

Leadership Model ◽

Service Activity ◽

First Time

The purpose of this paper is to present a situational leadership model. The model is universal and can be applied in small, medium and large enterprises of various industries. Numerous surveys on U.S. Fortune 500 companies and surveys on other companies around the world have shown its universality, but also the need to improve the model. The aim of this paper is to adapt the model to the needs of the service activity that deals with vehicle servicing. The paper presents the hypothesis that by adapting the situational leadership model in service activities, it will lead to better personnel leadership, increased profits and satisfaction of the demands and requirements of stakeholders. We used quantitative and qualitative methodology in our paper. We collected numerical data based on a situational questionnaire, and we collected qualitative data based on interviews with employees and leaders. The results of the conducted research confirm that by adjusting the situational leadership model, the profit of the organization can be improved. The extension of the model refers to the clear definition of business objectives, and the requirements of the CEO that leaders must have the highest knowledge and skills to effectively manage staff in given situations. The limitation of the research refers to a small sample, because we applied and adjusted the model only to one service organization. The originality of the work refers to the adaptation of the model of situational leadership in a service organization that deals with vehicle servicing. For the first time, the development of leaders is assessed in situational leadership models at the request of the CEO. Based on the results, the CEO analyses the development of leaders and the development of employees. To achieve the defined goals, the CEO requires from leaders to be at the highest level of development. Therefore, the introduction of continuous training of leaders is necessary. There are several ways to assess employee development. For the first time, employees are developed based on their ability to perform jobs. Leaders must be able to adapt their leadership style to all employees, to train employees as quickly as possible to perform tasks independently.

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Leadership in Islamic Education

International Conference of Moslem Society ◽

10.24090/icms.2019.2288 ◽

2019 ◽

Vol 3 ◽

pp. 286-295

Author(s):

Afifah Intan Fadila

Keyword(s):

Educational Leadership ◽

Situational Leadership ◽

Spiritual Leadership ◽

Communication Process ◽

Islamic Education ◽

Leadership Model ◽

Managing Change ◽

The World ◽

The Right

Leadership is a process of someone to influence other people in a group through a communication process to achieve a determined goal or target. Islamic education is a process of educating, guiding, and shaping children's personalities in accordance with Islamic teachings to be noble. Islamic education is also taught by parents to their children from the time they were born to adulthood to equip them while in the world and in the hereafter. The basics of Islamic education are sourced from the Qur'an and Sunnah Rasul which can be developed with ijtihad. The purpose of Islamic education is to form a human who is fearful of Allah SWT, by fearing Him then having a noble attitude, personality and character. Leadership in Islamic education plays a role an important for school residents. Leadership in Islamic education influences teachers to guide, educate, and motivate their students to achieve their goals and ideals. Educational leadership will be achieved well in carrying out its duties, must emulate the noble characteristics of the prophet, that is: sidq, amanah, tabligh, fathonah. Characteristics of quality leadership in Islamic education, that is: happy to get along with others, avoid false professionalism, are good at managing change, are good at choosing people, avoid doing everything themselves, and not be afraid of failure. The right leadership model in Islamic education is the situational leadership model and spiritual leadership model.

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Lewin’s Democratic Style of Situational Leadership: A Fresh Look at a Powerful OD Model

The Journal of Applied Behavioral Science ◽

10.1177/0021886320979810 ◽

2020 ◽

pp. 002188632097981

Author(s):

Gilmore Crosby

Keyword(s):

Leadership Style ◽

Situational Leadership ◽

Successful Implementation ◽

Leadership Change ◽

Leadership Model ◽

Research And Practice ◽

Democratic Leadership ◽

Situational Model ◽

Industrial Performance ◽

Democratic Principles

Kurt Lewin’s (1890-1947) democratic style of leadership was infused into his methods and research. Lewin’s democratic style combines degrees of leadership and freedom as an effective situational model. Applying democratic principles throughout his career, he documented reliable results such as increases in industrial performance and successful implementation of change. This article reintroduces Lewin’s “leadership as a triangle” concept and explores those implications with explanations from Lewin’s own action research and illustrations from the author’s OD practice. It should be noted that Lewin’s social science was a system, and that the democratic leadership style should be understood within the broader framework of Lewin’s field theory and other constructs, an exploration beyond the current scope. Nonetheless, Lewin’s leadership model holds clear implications for research and practice regarding leadership, change, engagement, and other contemporary concerns.

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Liderazgo: una clave para la innovación y el cambio educativo

Revista de Investigación Educativa ◽

10.6018/rie.37.2.365461 ◽

2019 ◽

Vol 37 (2) ◽

pp. 301-326

Author(s):

Aurelio Villa Sánchez

Keyword(s):

Education Reform ◽

Effective Schools ◽

Situational Leadership ◽

Liderazgo Educativo ◽

Leadership Model ◽

Experiential Approach ◽

Leadership Impact ◽

Liderazgo Transformacional ◽

Effective Leadership Practices ◽

The One

Este artículo constituye una revisión temática desde el punto de vista experiencial del impacto del liderazgo en el ámbito educativo y muy especialmente en los procesos de innovación y en el campo educativo. Se aportan datos de estudios y experiencias con diferentes modelos de liderazgo, llevados a cabo durante esas cuatro últimas décadas que nos permiten extraer algunas consideraciones y conclusiones. Una perspectiva del liderazgo que está emergiendo con fuerza y que actualiza el denominado liderazgo pedagógico resaltado por el movimiento de las escuelas eficaces y el de la mejora.Se recogen estudios empíricos en los que se han aplicado diversos modelos de liderazgo. En primer lugar, el modelo de liderazgo situacional de Fiedler, muy utilizado en la década de los 70 y que hemos aplicado en un contexto de reforma de las enseñanzas medias. Un segundo modelo examinado es el Liderazgo Transformacional de Bernard Bass llevado a cabo en dos contextos distintos: en el ámbito empresarial y en el ámbito educativo. Un tercer enfoque es el propuesto por Kenneth Leithwood y colaboradores de lo que se ha denominado Prácticas eficaces de liderazgo en el ámbito educativo, modelo que se ha validado en diversos países. Finalmente, se presenta una exploración del liderazgo emocional, tema del que viene enfatizándose la importancia de la inteligencia emocional como una de las variables que mejor explican la eficacia y satisfacción del liderazgo educativo. This article constitutes a review under an experiential approach of the leadership impact in education, and especially in the processes of innovation and educational change. It is provided data from studies and experiences with different models of leadership, carried out during these last four decades that allow us to draw some considerations and conclusions. A perspective of leadership that is strongly emerging and that updates the so-called pedagogical leadership highlighted by the movement for effective schools and improvement.Empirical studies are collected in which various leadership models have been applied. Firstly, Fiedler’s situational leadership model, which was widely used in the 1970s and which we have applied in the context of the secondary education reform. A second model examined is Bernard Bass’ Transformational Leadership carried out in two different contexts: in business and in education. A third approach was the one proposed by Kenneth Leithwood and collaborators of what has been called Effective Leadership Practices in Education, a model that has been validated in several countries. Finally, an exploration of emotional leadership is presented, an issue that has been emphasizing the importance of emotional intelligence as one of the variables that best explain the effectiveness and satisfaction of educational leadership.

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