Variables influencing teacher autonomy, administrative coordination, and collaboration

2016 ◽  
Vol 54 (1) ◽  
pp. 58-74 ◽  
Author(s):  
Caleb Prichard ◽  
Jana E. Moore
Keyword(s):  
Leadership Style ◽  
Management Style ◽  
Teacher Autonomy ◽  
Working Environment ◽  
Teaching Staff ◽  
Significant Variable ◽  
Content Type ◽  
Program Complexity ◽  
Context Specific ◽  
Coordination And Collaboration

Purpose – Schools often vary in how they balance teacher autonomy (TA) and administrative control, and research suggests that there may be several context-specific variables which may be influential. The purpose of this paper is to determine the influence of program variables on the level of TA, administrative coordination, and administration-staff collaboration in English as a second or other language (ESOL) programs. Design/methodology/approach – Administrators from 130 ESOL programs completed an empirical questionnaire aiming to understand the influence of variables on the level of TA, coordination, and collaboration. The following five variables were hypothesized to be influential based on the literature review: complexity/size; the variability of students’ needs; external pressures; teacher qualifications; and feasibility. Findings – Top-down coordination was significantly influenced by four of the five of the program variables, and collaboration was predicted by two. However, program complexity/size was the only significant variable influencing the reported level of TA. Research limitations/implications – Teachers were not surveyed in this stage of the research. Follow-up research is planned to involve teaching staff. Practical implications – Administrators may benefit from reflecting more on how they coordinate their program by considering the potential influence of context-specific variables highlighted in the research. The findings could influence administrators to adapt their management style potentially leading to a better working environment and improved student learning outcomes. Originality/value – Previous research has looked at the influence of situational variables on leadership style, but research has not explicitly analyzed the effect of context variables on the level of TA and administrative coordination in educational programs.

The technological impact on real estate investing: robots vs humans: new applications for organisational and portfolio strategies

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Elaine Worzala ◽  
Lawrence A Souza ◽  
Olga Koroleva ◽  
China Martin ◽  
Alicia Becker ◽  
...  
Keyword(s):  
Real Estate ◽  
Leadership Style ◽  
New Technologies ◽  
Rapid Change ◽  
Management Style ◽  
Revolutionary Change ◽  
Content Type ◽  
Organisational Form ◽  
Organisational Structures ◽  
The Impact

PurposeThe goal of this paper is to present a roadmap for real estate operating companies (REOCs) to transform themselves into tech-centric enterprises.Design/methodology/approachThis qualitative approach is based on the impact of technology on physical real estate assets and organisational structures as reviewed in industry and academic literature, professional experience and current property technology (PropTech) applications.FindingsNew technologies are rapidly changing how investors, tenants and managers use, invest and finance property. The revolutionary change for the industry will be in its organisational and industry structure, away from the traditional hierarchical-mechanistic form to a virtual open-agile-innovative organisational form.Research limitations/implicationsResearch limitations come from the lack of real estate companies utilising the hybrid flipped form of organisational structures.Practical implicationsDue to the current state of the economy, effects of the pandemic and rapid adoption of new technologies, real estate companies are likely to radically change the way they are organised, how they add value, innovate and their leadership/management style.Social implicationsThe revolution in real estate technologisation will not come from the application of these technologies but the rapid change in ideological thought and management leadership style and culture.Originality/valueThe introduction of artificial intelligence/machine learning (AI/ML), blockchain, virtual reality, tablets, cell phones, applications, 5G, etc. is putting pressure on real estate organisations to change. These changes are long overdue and the future, modern real estate company will take a hybrid PropTech form – a company focussed on delivering high-quality products and services to its clients in real time.

scholarly journals The influence of organisational culture on leadership style in higher education institutions

2019 ◽  
Vol 49 (3) ◽  
pp. 709-732 ◽  
Author(s):  
Babatunde Akanji ◽  
Chima Mordi ◽  
Afam Ituma ◽  
Toyin Ajibade Adisa ◽  
Hakeem Ajonbadi
Keyword(s):  
Higher Education ◽  
Leadership Styles ◽  
Social Exchange ◽  
Leadership Style ◽  
Higher Education Institutions ◽  
Organisational Culture ◽  
Cultural Dimensions ◽  
Teaching Staff ◽  
Content Type ◽  
The Impact

Purpose The purpose of this paper is to explore the impact of organisational culture (OC) on leadership styles in Nigerian universities. The study utilises the cultural dimensions theory (Hofstede’s insights) and the social exchange concept as theoretical lenses to examine the phenomena. Design/methodology/approach Using an exploratory qualitative approach, 40 interviews were conducted with senior academics and non-teaching staff working in Nigerian universities. Findings The findings reveal hierarchical, patriarchal, servile, and interdependent values as the underlying characteristics of organisation culture, shaping the choice of leadership styles in the management of Nigerian universities. As a result, it emerged from the study that positional, formalised exchanges, paternalism, relational approach and gendered reactions to leadership were typically adopted in university administration in this context. Research limitations/implications The study relies on a small qualitative sample size, which makes the generalisation of findings difficult. However, the study provides a good understanding of cultural hegemony, framing leadership styles different from those of western cultures. Originality/value The findings of this study help to bridge the research gap concerning the implications of OC, and its influence on leadership behaviours in the Sub-Saharan African context. Research within this subfield in Africa is rare. Specifically, the study also enriches our understanding of cultural dimensions, informing the leadership methods adopted in higher education institutions.

Students’ perceptions of an internationalised learning environment

2014 ◽  
Vol 32 (1) ◽  
pp. 89-106 ◽  
Author(s):  
Vanessa Quintal ◽  
Ian Phau
Keyword(s):  
Learning Environment ◽  
Student Perceptions ◽  
Student Support ◽  
Support Staff ◽  
Student Perspective ◽  
Teaching Staff ◽  
Content Type ◽  
Context Specific ◽  
Fierce Competition ◽  
The Way

Purpose – The purpose of this paper is to explore student perceptions of the internationalised learning environment across a particular university's home and offshore campuses. It addresses three research questions namely: what constitutes the internationalised learning environment for students? Can a university offer an internationalised learning environment that is equitable for students across its home and offshore campuses? And what differences exist in the internationalised learning environment for students in a university's home and offshore campuses? Design/methodology/approach – In total, 484 completed responses were collected from the university's six campuses in Australia, Singapore, Hong Kong and Malaysia. Findings – Findings suggested significant differences in the way students perceived of teaching reputation, context-specific curriculum, resources, student-support staff interaction and their attitude towards their university. Practical implications – These insights could help a university's teaching staff and administrators to focus on specific attributes in marketing the internationalised learning environments of each of its campuses. This could give the university better opportunity for improving the learning process and its outcomes for students. Originality/value – This paper sets out to define the parameters of the internationalised learning environment and conducts an audit of this environment from the student perspective. Findings suggested significant differences in the way students perceived of teaching reputation, context-specific curriculum, resources, student-support staff interaction and their attitude towards their university. In the market of fierce competition for international students, it is crucial that these positive attributes be part of the marketing messages in any promotion campaigns for universities.

Leadership humility and managing a multicultural workforce

2020 ◽  
Vol 9 (2) ◽  
pp. 251-260
Author(s):  
Camille Hutt ◽  
Shanthi Gopalakrishnan
Keyword(s):  
Cultural Values ◽  
Leadership Style ◽  
Organizational Identity ◽  
Work Experience ◽  
Leadership Behavior ◽  
Secondary Data ◽  
Management Style ◽  
Short Paper ◽  
Content Type ◽  
High Performing

PurposeThe purpose of this paper is to understand how CEO Joseph Abraham of Commercial Bank, Qatar, has shaped the culture of the bank and driven increased success during his tenure there. This is one of a series of interview-based studies that are focused on South Asian CEOs, with the goal of better understanding their management style in a multinational context. This short paper explores how leadership style can impact the development of workplace culture among a multinational workforce to build a collaborative, innovative and high-performing organization.Design/methodology/approachThis paper uses primary interviews and supplements the analyses with secondary data sources and published research on leadership, organizational identity, culture and organizational ambidexterity.FindingsThe study found that cultural values and learned behaviors impact one's leadership and vision. In this instance, the CEO's leadership style demonstrated humility, an appreciation of diverse national cultures, and an ability to create organizational identity and cultivate a culture of ambidexterity, providing comfort to the organization in dynamically opposite contexts. All of these leadership features have enabled the organization to become more adaptive and perform better.Originality/valueThe narrative provides a glimpse of leadership humility and the implementation of those ideals in the workplace. The global experience of this South Asia-raised CEO provides an insider's view to decision-making and helps us understand how family, cultural background, and diverse work experience shape leadership behavior and culture in a multinational context.

scholarly journals The Influence of Leadership Style and Work Environment Against Work Ethic and Tutoring at PKBM in Tangerang City

2021 ◽  
Vol 5 (1) ◽  
Author(s):  
Ahmad Nazir ◽  
Adji Widodo ◽  
Akhmar Barsah
Keyword(s):  
Work Environment ◽  
Leadership Style ◽  
Significant Influence ◽  
Random Sampling ◽  
Work Ethic ◽  
Sampling Method ◽  
Statistical Test ◽  
Management Style ◽  
Working Environment ◽  
Population Research

The purpose of this study was to determine the influence of leadership style (X1) on work ethic (Y1), leadership style (X1) on teacher's performance (Y2), work ethic (Y1) on teacher's performance (Y2) and the Work environment (X2).) On work ethics, (Y1) Work environment (X2) on tutoring (Y2) at PKBM in Tangerang City. The method used is qualitatively descriptive with a population of 165 using a random sampling method, namely 117 samples of the existing population. Research results Statistical test on model 1 with tcount> ttable (3.404> 1.97) and Sig <0.05 (0.000 <0.05), leadership style sometimes has a positive and significant influence on work ethic. Value Fcount> Ftable (14.815> 3.06) and Sig <0.05 (0.000 <0.05), management style and work environment have a positive and significant effect on work ethic at the same time. In model 2, the value of tcount> ttable (5.555> 1.97) and Sig <0.05 (0.000 <0.05) is obtained. The leadership style has a partially positive and significant effect on the tutor's performance. With the value of tcount> ttable (3.447> 1.97) and Sig <0.05 (0.001 <0.05), the working environment has a partially positive and significant effect on the teacher's performance. The value of tcount> ttable (4.261> 1.97) and Sig <0.05 (0.000 <0.05), partly work ethic, has a positive and significant effect on the teacher's performance. The value of Fcount> Ftable (35.927> 2.67) and Sig <0.05 (0.000 <0.05), the leadership style, the work environment and the work ethic all have a positive and significant effect on the tutor's performance.

scholarly journals PENGARUH GAYA KEPEMIMPINAN, LINGKUNGAN KERJA, DAN HARAPAN DOSEN TERHADAP KEPUASAN KERJA

2010 ◽  
Vol 1 (2) ◽  
pp. 111
Author(s):  
Saur Mangapul Tampubolon
Keyword(s):  
Job Satisfaction ◽  
Work Environment ◽  
Direct Effect ◽  
Leadership Style ◽  
Indirect Effect ◽  
Research Finding ◽  
Working Environment ◽  
Teaching Staff ◽  
Staff Satisfaction ◽  
The University

The objectives of this research is to find out the effects of leadership style, work environment, and the lecturers or teaching staff satisfaction. The research has been conducted at Pakuan University, Bogor. The method used was a survey with data analysis of path analysis. The respondents were 72 out of 264 total teaching staff in the university. They were selected at random. The research finding are as the followings: (1) leadership style has a direct effect on the lecturer’s satisfaction, (2) and also on the work environment has a direct effect on the job satisfaction, (3) the expectation gives a direct effect on job satisfaction, but the leadership style gives and indirect effect on job satisfaction, but the leadership style gives an indirect effect on job satisfaction through expectation, and (4) the working environment has also indirect effect on the job satisfaction through expectation. The conclusion is that the lecturer’s satisfaction is affected by the leadership style, work environment and the lecturer’s expectation.

Unequal egalitarianism

2016 ◽  
Vol 31 (1) ◽  
pp. 19-42 ◽  
Author(s):  
Lynn Gencianeo Chin
Keyword(s):  
Decision Making ◽  
Organizational Structure ◽  
Leadership Style ◽  
Gender Stereotypes ◽  
Interpersonal Skills ◽  
Women's Leadership ◽  
Management Style ◽  
Individual Choice ◽  
Female Leaders ◽  
Content Type

Purpose – This paper aims to investigate how organizational structure (i.e. centralized hierarchical vs decentralized egalitarian decision-making) can color leadership evaluations of equivalently positioned men and women independent of their actual leadership style. This study addresses three questions: Are men’s leadership abilities, in terms of competence, dominance and interpersonal skills, evaluated more positively than women when they lead a hierarchical company? Are men and women’s leadership abilities evaluated similarly when they lead an egalitarian company? Do organizational outcomes change these effects? Design/methodology/approach – The research performs an eight-condition online vignette experiment on American community college students. Findings – The findings suggest that organizational structure and outcomes influence how male versus female leaders are perceived. When leading a hierarchical company, male leaders not only gain more in perceived leadership ability when their company succeeds but are also less likely to lose legitimacy when their company fails. When leading successful egalitarian organizations, men and women’s leadership skills are thought to gain similar legitimacy, but when an egalitarian organization fails, perceptions of female leaders’ competence, status dominance and interpersonal skills drop more than those of men. Research limitations/implications – This study’s generalizablity is limited given the sample of participants and the context of the industry utilized in the vignette. Practical implications – This study suggests that women’s promotion into leadership can be impeded by the decision-making structure of the organizations they lead independent of their individual choice in management style. Women leaders face not only disadvantaged evaluations of their leadership abilities in hierarchical organizations but are also not unilaterally advantaged in egalitarian organizations. Originality/value – This paper highlights the need to theoretically examine how organizational structures fundamentally embed gender stereotypes.

The impact of rework and organisational culture on project delivery

2016 ◽  
Vol 14 (2) ◽  
pp. 214-237 ◽  
Author(s):  
Luqman Oyekunle Oyewobi ◽  
Ojo Abiola-Falemu ◽  
Olajide Timothy Ibironke
Keyword(s):  
Factor Analysis ◽  
Construction Industry ◽  
Leadership Style ◽  
Management Practices ◽  
Organisational Culture ◽  
Management Style ◽  
Project Delivery ◽  
Content Type ◽  
Qualitative Approaches ◽  
The Impact

Purpose It is generally accepted that organisational culture is capable of influencing how project organisation performs. It can also impact on how people set individual goals and objectives, perform their roles, tasks and deploy resources to achieve set objectives. The purpose of this paper is to examine the influence of organisational culture on the occurrence of rework in Nigerian construction industry. Design/methodology/approach The research adopted mixed method research using both quantitative and qualitative approaches to elicit information. Though, the result of the questionnaire survey was presented in this paper. Exploratory factor analysis was used to identify which variables measured attributes of the same underlying proportions, while descriptive statistics and multiple regression analysis were used to establish the influence of organisational culture on rework. Findings The study identifies 14 factors as causes of rework from the result of factor analysis. The outcome also indicates that leadership style, success criteria and management style are important organisational culture dimensions. Poor management practices and lack of teamwork are found to be largely responsible for poor project delivery due to rework occurrence. Practical/implications The research will be of significant benefit to both the academic and industry practitioners. The result of the research will provide academics with useful insights into the influence of organisational culture on project delivery by undertaking future research to inform better understanding. The research will also provide practitioners with good understanding of how culture within their organisations can influence the performance of their subordinates or employees. Further research is encouraged to investigate the influence of management and leadership style on project delivery in the context of Nigeria. Originality/value This study is the first attempt to investigate the influence of organisational culture on occurrence of rework empirically in the Nigerian construction industry. There is paucity of research focusing on this area as it affects project delivery.

Labour productivity motivation framework for Iskandar Malaysia

2018 ◽  
Vol 8 (3) ◽  
pp. 293-304 ◽  
Author(s):  
Chukwuka Christian Ohueri ◽  
Wallace Imoudu Enegbuma ◽  
Ngie Hing Wong ◽  
Kuok King Kuok ◽  
Russell Kenley
Keyword(s):  
Financial Incentives ◽  
Construction Projects ◽  
Quantitative Research ◽  
Labour Productivity ◽  
Sampling Technique ◽  
Working Environment ◽  
Continuous Training ◽  
Content Type ◽  
Importance Index ◽  
Major Factors

Purpose The purpose of this paper is to develop a motivation framework that will enhance labour productivity for Iskandar Malaysia (IM) construction projects. The vision of IM development corridor is to become Southern Peninsular Malaysia’s most developed region by the year 2025. IM cannot realise this foresight without effective labour productivity. Previous studies have reported that the labour productivity of IM construction projects was six times lower than the labour productivity of Singapore construction projects, due to lack of motivation among IM labourers, and a shortage of local skilled labour. Therefore, there is a need to study how to motivate IM construction labourers, so as to increase their productivity. Design/methodology/approach A quantitative research method was used to collect data from IM construction skilled labourers and construction professionals, using two sets of questionnaire. The respondents were selected using a purposive sampling technique. In total, 40 skilled labourers and 50 construction professionals responded to the questionnaire survey, and the data were analysed using Statistical Package for Social Science software (version 22). Findings The analysis revealed the major factors that motivate labourers participating in IM construction projects. The factors were ranked hierarchically using Relative Importance Index (RII) and the outcome of the ranking indicated that effective management, viable construction practices, financial incentives, continuous training and development, and safe working environment were the most significant motivation strategies that positively influence IM construction labourers. Originality/value The study developed and validated a framework that can be used to boost the morale of IM construction labourers, so that their productivity can be increased. Implementation of the established motivation framework will also lead to career progression of IM construction labourers, based on the training elements in the framework. This career prospect will attract local skilled labourers to participate in IM construction projects.

School leadership, teacher’s psychological empowerment and work-related outcomes

2019 ◽  
Vol 33 (7) ◽  
pp. 1501-1514
Author(s):  
Kersti Kõiv ◽  
Kadi Liik ◽  
Mati Heidmets
Keyword(s):  
Job Satisfaction ◽  
School Leadership ◽  
Leadership Style ◽  
Indirect Effect ◽  
School Principals ◽  
Psychological Empowerment ◽  
Content Type ◽  
Work Related ◽  
Perceived Leadership ◽  
The Relationship

Purpose The purpose of this paper is to examine the mediating effect of teacher’s psychological empowerment between school leadership style and teachers’ work-related outcomes. Design/methodology/approach A total of 711 teachers from 31 Estonian schools were surveyed with a questionnaire measuring four dimensions of psychological empowerment (competence, meaning, self-determination and impact), school leadership characteristics (leadership style, leader’s empowering behavior and trust in leader) and teacher’s work-related outcomes (job satisfaction and workplace attachment). AMOS path analysis was used to investigate the direct and indirect relations between the teachers’ perceptions of school leadership, their psychological empowerment and their workplace attachment and job satisfaction. Findings This study found that psychological empowerment (subscales meaning and impact) mediates the relationship between perceived leadership empowerment behavior and teachers’ work-related outcomes. Also, the psychological empowerment (meaning and impact) mediates the relationship between perceived leadership style and teachers’ work-related outcomes. Trust in the principal has direct and indirect effect (through psychological empowerment) on job satisfaction, whereas there only seems to be indirect effect on workplace attachment through two components of psychological empowerment. Practical implications The mediating role of psychological empowerment includes an important message for school principals – in order to empower employees it is not sufficient to merely delegate formal power and decision-making rights. To facilitate the development of psychological empowerment, it is important to provide employees with an opportunity to experience agency, to experience that their voice and opinions are taken into account (perceived impact) and the purpose and targets of the whole organization are discussed with the employees and formulated in collaboration with them (perceived meaning). Originality/value Psychological empowerment as a mediating variable has not been widely researched, especially in school environment. The results will provide important signals for school principals, where and how to find leverage to improve teachers’ job satisfaction and workplace attachment.

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