scholarly journals The Rise and Fading Away of Charisma. Leadership Transition and Managerial Ethics in the Post-Soviet Media Holdings

2021 ◽  
Author(s):  
Dinara Tokbaeva
Keyword(s):  
Leadership Style ◽  
Middle Managers ◽  
Maternity Leave ◽  
Charismatic Leadership ◽  
Leadership Transition ◽  
Managerial Ethics ◽  
Workload Management ◽  
Leadership Management ◽  
Privately Owned ◽  
Unsolved Issue

AbstractThis paper examines post-communist managerial ethics during the emergence and transition of charismatic leadership in two privately owned media holdings in Russia and Kyrgyzstan. These media holdings were bootstrapped in the 1990s and 2000s by people without management experience and connections. This paper argues that Weberian charismatic leadership was a necessary leadership style to start a private business for people without links to elite networks. However, once firms establish themselves on the market, charisma fades and yields itself to a legal-rational leadership style. In particular, the paper compares and contrasts the managerial ethics issues arising from the loyalty-based leader–follower relations in the charismatic leadership phase and the legal-rational phase of a firm’s development and maturation. While the legal-rational phase brings positive changes to workload management and employees’ rights for vacation and p/maternity leave, task delegation remains an unsolved issue. Ambiguous career advancement criteria of the legal-rational phase replace rapid career progression of junior and middle managers during the charismatic phase. By examining the dynamics of managerial ethics transformation, this study adds to the literature on post-communist leadership, management and governance. Recommendations are provided for privately owned firms on how to advance managerial ethics to attract and retain qualified talent.

scholarly journals Implementasi Manajemen Kepemimpinan Madrasah Aliyah di Bangka Belitung

2018 ◽  
Vol 4 (2) ◽  
pp. 45-59
Author(s):  
Suparta Suparta
Keyword(s):  
Leadership Styles ◽  
Leadership Style ◽  
Charismatic Leadership ◽  
Management Style ◽  
Democratic Management ◽  
Leadership Management ◽  
Open Management

Abstract  Based on the results of observations and interviews of researchers the implementation of leadership management in MAN I Tanjung Pandan can be categorized in two respects. The two categories are: First, leadership management seen from the aspect of leadership style. Second, leadership management is seen from the aspects they lead. The implementation of the first aspect which became the main actor was the Principal while in the second aspect the main actor was the deputy principals, teachers, staff and students of MAN I Tanjung Pandan The leadership style implemented in MAN I Tanjung Pandan is dominated by two leadership styles, namely democratic and charismatic leadership styles. However, from the two styles, the most dominant one carried out daily is the style of democratic leadershipIn other words, the leadership style is flexible based on the interests that must be implemented. Sometimes it uses a paternalistic management style and sometimes also uses open management. This is in accordance with Hasibuan stating that the management style can be divided into first management father (Paternalistic management), both closed management (closed management), third open management (open management), fourth democratic management (democratic management).   Abstrak Berdasarkan hasil Observasi dan wawancara  peneliti implementasi manajemen kepemimipinan di MAN I Tanjung Pandan dapat dikategorikan dalam dua hal. Adapun kedua kategori itu yaitu: Pertama, manajemen kepemimpinan yang dilihat dari aspek gaya memeimipinnya. Kedua, manajemen kepemimpinan yang dilihat dari aspek yang dipimpinnya. Implementasi pada aspek pertama yang menjadi aktor utamanya adalah Kepala Sekolahsedangkan pada aspek kedua yang menjadi aktor utamanya adalah para wakil kepala sekolah, para guru, para staf dan para siswa MAN I Tanjung Pandan. Gaya kepemimipinan yang dilaksanakan di MAN I Tanjung Pandan didominasi oleh dua gaya kepemimipinan yaitu gaya kepemimpinan demokratis dan kharismatis. Namun demikian dari kedua gaya tersebut yang paling dominan dilaksnakan sehari-hari adalah gaya kepemimpinan demokratis. Dengan kata lain, gaya kepemimipinannya fleksibel berdasarkan kepentingan yang harus dilaksanakan. Kadang-kadang menggunakan gaya paternalistik management dan terkadang juga menggunakan open managamant. Hal ini sesuai dengan Hasibuan menyatakan gaya menejemn dapat dibedakan atas: pertama manjemen bapak ( Paternalistik managamant), kedua manajemen tertutup ( closed managamant), ketiga manajemen terbuka (open managamant), keempat manajemen demokrasi ( democration managamant)

ATF, Inc.: Fasteners and Family

2016 ◽  
pp. 1-8
Author(s):  
John L. Ward
Keyword(s):  
Leadership Style ◽  
Family Business ◽  
Charismatic Leadership ◽  
Leadership Succession ◽  
Business Leadership ◽  
The Future ◽  
Personal Leadership ◽  
Fundamental Insight ◽  
The Many ◽  
Personal Philosophy

The ATF case is a succinct opportunity to explore the many special features of leadership succession for a family business. In 2009 the company was passing the baton to the oldest of three sons in the second-generation family business. ATF produced metal and plastic fasteners for, primarily, the automotive industry. ATF had grown into a company with more than $50 million in annual revenues. The company had grown in large part through alliances with other family businesses around the world. First-generation patriarch Don Surber had led the company since he acquired it in 1982. Don was known for his charismatic leadership style and his focus on driving value through a network approach. The case traces the career paths of all three sons and looks at the succession through the eyes of the oldest son, Jason Surber. The elements, constituents, and challenges of succession are evident. The fundamental insight is that business leadership succession is far more than just passing the business leadership baton. It also requires attention to the family, the board, the whole system of external stakeholders, and the future of ownership. The epilogue in this note covers the period from 2009 to 2012 by describing what Jason did to earn credibility, to incorporate his brothers, and to define his personal leadership philosophy and style. The epilogue thus provides students with an opportunity to consider and define their own personal philosophy of management leadership and their own style. They will see the art of melding styles from the past with their own for the future.

Kepimpinan Transaksi/ Transformasi dan Ciri Kerja Profesional Teknologi Maklumat Sektor Awam Malaysia

2012 ◽  
Author(s):  
Wan Faridah Akmal Wan Ismail ◽  
Noor Azmi Mohamad ◽  
Ishak Mad Shah
Keyword(s):  
Information Technology ◽  
Transformational Leadership ◽  
Public Sector ◽  
Transactional Leadership ◽  
Leadership Style ◽  
Significant Relationship ◽  
Job Characteristics ◽  
Charismatic Leadership ◽  
Technology Managers ◽  
Task Variety

Kajian ini mengkaji hubungan gaya kepimpinan dan ciri kerja di Unit/Bahagian Perkhidmatan Maklumat sektor awam Malaysia. Seramai 31 orang pengurus Teknologi Maklumat sektor awam telah bekerjasama memberikan maklumat untuk kajian ini. Kepimpinan transaksi menunjukkan lebih banyak memberi pengiktirafan dan pujian kepada kakitangan profesional tetapi rendah dalam pemberian ganjaran. Kepimpinan transformasi menunjukkan gaya karismatik tinggi berbanding komponen lain dalam gaya kepimpinan transformasi. Ciri kerja menunjukkan tahap tinggi dalam kepentingan tugas dan keperluan bekerjasama dalam menjalankan tugas tetapi dengan tahap rendah dalam autonomi tugas. Kajian ini mendapati tiada hubungan bererti antara gaya kepimpinan dengan ciri kerja, tetapi wujud hubungan bererti antara kepimpinan transaksi dengan ciri kerja identiti tugas, maklum balas dari kerja, dan ciri kerja keseluruhan manakala kepimpinan transformasi pula hanya menunjukkan hubungan bererti dengan ciri kerja kepelbagaian kemahiran, dan tidak bererti kepada ciri kerja keseluruhan. Kata kunci: gaya kepimpinan; ciri kerja; teknologi maklumat; sektor awam This research investigates the relationship of leadership and job characteristics in the Information Technology centers of the Malaysian public sector departments. 31 Information Technology managers of the public sector departments participated in the study. Transactional leadership emphasizes recognition and recommendations to their professionals but was low in giving rewards. Transformational leadership showed a high charismatic leadership compared to the other components of transformational leadership. Job characteristics showed high job significant and dealing with others but were low in job autonomy. The study found that there is no significant relationship between leadership style and job characteristics, but there exists a significant relationship between transactional leadership and job identity, feedback from job, and with job characteristics itself; whilst transformational leadership showed a significant relatinship with task variety but not significant with job characteristics. Key words: leadership style; job characteristics; information technology; public sector departments

scholarly journals Manajemen Kepemimpinan Transformasional dalam Meningkatkan Kinerja Tenaga Pendidik dan Kependidikan

ISLAMIKA ◽  
2020 ◽  
Vol 2 (1) ◽  
pp. 1-19
Author(s):  
Muhammad Miftah Alfiani ◽  
Yayuk Fauziyah
Keyword(s):  
Transformational Leadership ◽  
Leadership Style ◽  
Educational Institution ◽  
School Principal ◽  
Social Changes ◽  
Leadership Management ◽  
Analysis Technique ◽  
Education Personnel ◽  
Task Oriented

This study aims to determine the effect of transformational leadership management on the performance of educators and education personnel. Many things are related in order to support the success of an Islamic educational institution, one of which concerns the style displayed by the figure of the leader or the pattern of behavior that he displays in leading. In general leadership style there are two leadership styles namely task oriented style (task oriented), and member oriented style (employee-oriented). In subsequent developments along with social changes the model and style of leadership underwent a change in the style of transactional leadership, transformational leadership, and visual leadership. This research uses a descriptive quantitative approach. Data from this study were obtained from the school principal, board of teachers and other school staff at SMP Muhammadiyah 2 Taman. Data collected by observation, interview and documentation. The data analysis technique used is descriptive - qualitative. The results of the study indicate that transformational leadership management is able to improve the quality of the performance of educators and education personnel in SMP Muhammadiyah 2 Taman.

Influence of chief executive officer servant leadership on middle managers' voice behavior

2021 ◽  
Vol 49 (5) ◽  
pp. 1-13
Author(s):  
Chun Yang ◽  
Wensong Zhang ◽  
Shaoxue Wu ◽  
Daisy Mui Hung Kee ◽  
Pan Liu ◽  
...  
Keyword(s):  
Servant Leadership ◽  
Leadership Style ◽  
Chief Executive Officers ◽  
Middle Managers ◽  
Chief Executive ◽  
Positive Influence ◽  
Voice Behavior ◽  
Promotion Focus ◽  
Managerial Implications ◽  
Executive Officers

On the basis of social learning theory, we explored the mechanism through which chief executive officers' use of the servant leadership style affects middle managers' voice behavior. We analyzed data obtained from a sample of managers of firms in the energy industry in China. We found that chief executive officers' servant leadership had a positive influence on organizational collective promotion focus through its effects on top management team servant leadership. Further, organizational collective promotion focus was positively correlated with middle managers' voice behavior through the mediator of middle managers' promotion focus. Finally, a promotion focus motivated middle managers to speak out more often in their organizations. Theoretical and managerial implications are discussed.

Leadership

2022 ◽  
pp. 106-123
Keyword(s):  
Leadership Development ◽  
Human Resources ◽  
Leadership Style ◽  
Roles And Responsibilities ◽  
Leadership Management

Leadership development happens when one can determine and/or strengthen leadership style. Development continues when there is a trusting connection, when there are clear roles and responsibilities, and when an environment that facilitates quality communication is maintained. This chapter examines a study that shows a disconnect in opinions from employees, CEOs, and human resources professionals who were all asked the same questions about how people view their organization. Top-level leaders were overly optimistic about the frequency with which their employees were being recognized for their contributions. Conversely, human resources professionals were pessimistic about frequent recognition while employees seemed to be divided about the frequency and appropriateness of recognition. The authors find a variety of team qualities as they peruse thousands of leadership, management, and self-improvement books. This chapter narrows the focus to engagement, the setting of leader and manager roles, and developing members.

The Business Education of Charismatic Leaders and Good Soldiers

2021 ◽  
pp. 1225-1247
Author(s):  
Sharon E. Norris
Keyword(s):  
Leadership Style ◽  
Organizational Citizenship ◽  
Business Education ◽  
Charismatic Leadership ◽  
Organizational Citizenship Behaviors ◽  
Citizenship Behaviors ◽  
Business Educators ◽  
Organizational Environments ◽  
Extra Effort ◽  
Do So

This article describes how charismatic leaders inspire followers with a vision of a better future, but attaining that better future is not easy and requires hard work, extra effort, and sacrifice. In challenging organizational environments where crisis is present, one leadership style that emerges has been described as charismatic. Charismatic leaders have a tendency to create good soldiers, a loyal band of followers who engage in organizational citizenship behaviors. These good soldiers encourage others to join the effort to create a better world and achieve goals. The difficulty sets in when charismatic leaders and their good soldiers continually ask for more of their employees, take the spotlight, diminish the contributions of others, and create an environment where the performance of extra-role behaviors becomes the expected norm. When followers are pressured to perform citizenry behaviors, they no longer do so voluntarily, which places stress on employees and eventually dampens enthusiasm and motivation. Business educators preparing the next generation of leaders need to raise awareness of the strengths and possible weaknesses associated with charismatic leadership and organizational citizenship behaviors.

Who’s the boss?

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Keyword(s):  
Leadership Styles ◽  
Case Studies ◽  
Leadership Style ◽  
Design Methodology ◽  
Reading Time ◽  
Charismatic Leadership ◽  
Cutting Edge ◽  
Content Type ◽  
Pertinent Information ◽  
Practical Implications

Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds his/her own impartial comments and places the articles in context. Findings When it comes to leadership styles, people invariably think of “who” rather than “how.” If, for example, a leader adopts a charismatic style, they then become synonymous with that style, or are compared with someone famous with a similar way of leading, such as Sir Richard Branson. This can be problematic, however, for a number of reasons. Firstly, while Branson has a high media profile and comes across on TV as charismatic, few people know if this is actually his leadership style in the Virgin group of companies he owns. And secondly, what is actually meant by charismatic leadership and what its strengths and weaknesses are get lost in the focus on personality. Practical implications This paper provides strategic insights and practical thinking that have influenced some of the world’s leading organizations. Originality/value The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

scholarly journals The Relationship Between Job Uncertainty and Job Satisfaction: The Moderating Effect of Charismatic Leadership, Organizational Communication, and Self-Efficacy

2019 ◽  
Vol 10 (5) ◽  
pp. 338
Author(s):  
Wanye Cheng ◽  
Sang Woo Hahm
Keyword(s):  
Leadership Style ◽  
Self Efficacy ◽  
Industrial Revolution ◽  
New Technologies ◽  
Negative Impact ◽  
Charismatic Leadership ◽  
Negative Influence ◽  
Clear Vision ◽  
New Directions ◽  
The Relationship

With the arrival of the fourth industrial revolution, many things are changing rapidly, including the way that people work.  These changes to the work environment can make workers feel uncertain about their jobs, which in turn can lead to anxiety and complaints about the job, amongst other negative variables. This study explains the factors that can reduce the negative influence of job uncertainty at the organizational, leader-ship, and worker levels. Job uncertainty involves a variety of changes and new directions driven by new technologies and information. Leaders possessed of a charismatic leadership style who are better able to enunciate a clear vision in such dynamic situations, the provision of a variety of useful information related to change within an organization, and workers’ self-efficacy in relation to change will all reduce the effects of job uncertainty. In today’s job environment, a degree of uncertainty is almost unavoidable. Therefore, by reducing the negative impact of this uncertainty, workers can be more satisfied with their jobs and will be able to achieve higher levels of performance.

Charismatic leadership, change and innovation in an R&D organization

2009 ◽  
Vol 22 (5) ◽  
pp. 511-523 ◽  
Author(s):  
Neil Paulsen ◽  
Diana Maldonado ◽  
Victor J. Callan ◽  
Oluremi Ayoko
Keyword(s):  
Leadership Style ◽  
Charismatic Leadership ◽  
Future Research ◽  
Team Identity ◽  
Team Processes ◽  
Content Type ◽  
Team Members ◽  
Team Innovation ◽  
Cooperative Strategies ◽  
Sense Of Identity

PurposeThe purpose of this paper is to investigate the effects of the charismatic dimension of transformational leadership on team processes and innovative outcomes in research and development (R&D) teams.Design/methodology/approachData are collected by surveying 34 teams that totalled 178 participants. Surveys measured charismatic leadership style, team identity, cooperative strategies and team innovation.FindingsResults reveal the importance of managers assuming a charismatic style of leadership to encourage innovation. Charismatic leaders promote team innovation by supporting a sense of team identity and commitment, and encourage team members to cooperate through the expression of ideas and participation in decisions.Research limitations/implicationsThe study is conducted in a single R&D organization and future research should explore the influence of these factors in other settings. The measures of team innovation are based on the perceptions of the team members, and future research needs to include a wider variety of data sources over time.Practical implicationsSuccessful team leaders who employ a more charismatic style facilitate more cooperative interactions in teams. Teams with a strong team identity combined with the exercise of cooperative behaviours are more innovative.Originality/valueThe preliminary model tested enhances the understanding of the importance of the leaders in influencing team processes and innovation. Leaders who are more transformational in style influence followers by affecting their sense of identity. This sense of identity influences how well teams adopt and follow more cooperative strategies to resolve issues and to make decisions. In turn, the model shows how these factors influence team innovation.

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