The Development of Leadership in Model Youth Football Coaches

2018 ◽  
Vol 32 (4) ◽  
pp. 253-262 ◽  
Author(s):  
Kurtis Pankow ◽  
Amber D. Mosewich ◽  
Nicholas L. Holt
Keyword(s):  
Leadership Development ◽  
Leadership Styles ◽  
Leadership Style ◽  
Role Models ◽  
Football Coaches ◽  
Youth Football ◽  
Award Winning ◽  
Perceptions Of Leadership ◽  
Outstanding Leadership ◽  
Pragmatic Leadership

The purpose of this study was to examine perceptions of leadership styles in model youth football coaches. Six award-winning youth football coaches participated, and each was interviewed twice. Within a qualitative descriptive framework, deductive analysis was completed to identify the coaches’ leadership styles, using the charismatic, ideological, and pragmatic model of outstanding leadership. Whereas pragmatic leadership behaviors were most frequently identified, all coaches appeared to have mixed leadership styles. Inductive analysis was then used to examine factors that influenced the coaches’ leadership development. Identified themes were role models, networks of coaches, experience and reflection, and formal, nonformal, and informal learning. These were consistent across all the coaches, regardless of leadership style. This study therefore provides new insights into the perceived use of pragmatic behaviors in mixed leadership styles in model youth sport coaches and indicates that similar factors contributed to their leadership development.

Athletes’ Perceptions of Pragmatic Leadership in Youth Football Coaches

2019 ◽  
Vol 33 (4) ◽  
pp. 295-303
Author(s):  
Kurtis Pankow ◽  
Amber D. Mosewich ◽  
Nicholas L. Holt
Keyword(s):  
Qualitative Description ◽  
Interpersonal Influence ◽  
Football Coaches ◽  
Canadian Youth ◽  
Youth Football ◽  
Award Winning ◽  
Semistructured Interviews ◽  
Key Features ◽  
Pragmatic Leadership ◽  
Practical Level

The overall purpose of this study was to explore athletes’ perceptions of pragmatic leadership in award-winning Canadian youth football coaches. Using a qualitative description methodology, semistructured interviews were conducted with 15 men who had been coached by 5 award-winning youth football coaches. The coaches were classified as pragmatic leaders. Participants’ perceptions of the coaches’ leadership were grouped into 3 main themes: individualized consideration, accountability/responsibility, and solving problems by valuing unique contributions. Because leadership is a process of interpersonal influence, on a practical level these themes may account for key features of the coach–athlete relationship that arise from pragmatic leadership.

Personal Branding and Teachers' Perspectives on Leadership of the Prophet

2021 ◽  
pp. 209-225
Author(s):  
Risydah Fadilah ◽  
Laili Afita ◽  
Sari Atika Prinduri
Keyword(s):  
Leadership Styles ◽  
Teacher Leadership ◽  
Leadership Style ◽  
Learning Process ◽  
Role Models ◽  
Role Model ◽  
Islamic Perspective ◽  
Personal Branding ◽  
Definition Of ◽  
Teachers Perspectives

The leadership styles of the Prophet consist of Shiddiq, Amanah, Tabligh, and Fathanah, which can be adopted as teacher leadership styles. Personal branding in Islamic perspective is a character that can be imaged by someone so that other people who see it can characterize that person, while leadership in a teacher's personal branding can be seen from the akhlaq possessed by the teacher in managing the class so that the learning process teaches work effectively. This chapter explains the definition of leadership and the leadership style of teachers in the classroom, the leadership style of the Prophet Muhammad SAW, the definition of personal branding, and how teachers can implement the type of leadership of the Prophet in leading classes that will be used as role models for their students through their personal branding assessment. It aims at how a teacher can make a personal branding who will be a role model and idolized by students in the class so that he can become a leader according to the perspective of the leadership of the Prophet Muhammad.

The influence of the chief audit executive’s leadership style on factors related to internal audit effectiveness

2018 ◽  
Vol 33 (8/9) ◽  
pp. 807-835 ◽  
Author(s):  
Luciano Oreste Dal Mas ◽  
Karin Barac
Keyword(s):  
Leadership Development ◽  
Leadership Styles ◽  
Leadership Style ◽  
Internal Audit ◽  
Research Area ◽  
Content Type ◽  
Internal Auditors ◽  
Transactional Leaders ◽  
Laissez Faire ◽  
Training Programmes

Purpose The purpose of this paper is to investigate the relationship between the leadership style of a chief audit executive (CAE) and the perceived effectiveness of the internal auditing (IA) function that he/she leads. Perceived IA effectiveness is based on identified attributes in the literature influencing IA effectiveness. The aim of this paper is thus to expand the IA effectiveness debate by adding individual differences in CAEs’ leadership styles as a research focus. Design/methodology/approach A quantitative approach is followed. A survey was conducted on a sample of 58 IA students enrolled in a master’s degree programme at a South African university; all students hold senior positions in IA. Findings The study confirms that the CAE leadership style significantly influences the identified attributes of perceived IA effectiveness. It further shows that the traditional conceptualisation of leadership (as transformational, transactional and/or laissez-faire) might not be appropriate for or compatible with leaders of professional teams in a regulated environment. Practical implications Practically, the study identifies and explores attributes influencing IA effectiveness that are within the purview of the CAE’s leadership style and within his/her ability to influence. This information could (re)direct leadership development training programmes presented in industry and by the Institute of Internal Auditors (IIA), and at organisational level, it could inform appointment and retention and succession practices for heads of and senior management in IA. Social implications CAEs are cautioned about the limitations imposed by laissez-faire leadership on IA effectiveness. They should strive to become both transformative and transactional leaders as it has a significant influence on the effectiveness of their IA functions, and by being more effective, they can demonstrate the value proposition of IA. Organisations need to create the environment in which CAEs can act as transformational and transactional leaders. The IIA, as the pre-eminent professional body, could become involved in developing leadership skills of its members. The IIA could provide guidance on leadership styles for CAEs and could also offer formal training initiatives to internal auditors on skills needed to lead IA teams. Originality/value This paper may open a new research area in IA effectiveness by focussing on the role and leadership qualities of the CAE.

Technology and leadership styles: a review of trends between 2003 and 2021

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Pavitra Dhamija ◽  
Andrea Chiarini ◽  
Shara Shapla
Keyword(s):  
Job Satisfaction ◽  
Leadership Development ◽  
Organizational Performance ◽  
Leadership Styles ◽  
Leadership Style ◽  
Gender Stereotypes ◽  
Future Research ◽  
Behavioural Pattern ◽  
Content Type ◽  
Transformational Leadership Style

PurposeLeadership style denotes the behavioural pattern of a leader, which bears on employee's attitude, perception about organization, manager and job satisfaction. The existence of different styles has presented leadership from diverse perspectives related to individuals' personality and behaviour. The main objective of this article is to explore the association between leadership styles and technology, major themes in this area and what can be the future research directions of this work.Design/methodology/approachLeadership style denotes the behavioural pattern of leader, which bears on employee's attitude, perception about organization, manager and job satisfaction. The existence of different styles has presented leadership from diverse perspectives related to individuals' personality and behaviour. The present article aims to review significant work by eminent researchers towards technology and leadership styles in the form trends, annual scientific production; popular affiliations and sources, a three-field plot of countries, scholars and themes, most cited references, trending keywords, thematic analysis of leadership styles and technology research by taking insights from situational leadership theory.FindingsThe findings indicate connections between various keywords and provide interesting themes like transformational leadership style is connected to knowledge management, transactional leadership, empowering leadership, psychological capital and e-leadership. Similarly, leadership is connected to leadership development, gender stereotypes, emotional exhaustion, innovative leadership and organizational performance.Originality/valueThis review analysis of leadership styles and technology is in itself a novice contribution and first of its nature. The identified themes are presenting good knowledge and food for thought for future researches.

Leadership development in health information management (HIM): literature review

2019 ◽  
Vol 32 (4) ◽  
pp. 569-583
Author(s):  
Sarah Low ◽  
Kerryn Butler-Henderson ◽  
Rosie Nash ◽  
Kelly Abrams
Keyword(s):  
Leadership Development ◽  
Literature Review ◽  
Leadership Styles ◽  
Health Information ◽  
Information Management ◽  
Leadership Style ◽  
Health Information Management ◽  
Content Type ◽  
Research Education ◽  
Education And Development

Purpose The health information management (HIM) profession lacks clarity around leadership and leadership development. To date, little empirical research exists on this topic, and it is unclear if broader approaches for healthcare leadership are suitable. This paper aims to explore which the leadership styles are relevant to the HIM profession. The findings were also used to inform a discussion on how HIM professionals could develop these leadership styles. Design/methodology/approach Through a systematic scoping literature review, deductive thematic analysis was undertaken to extrapolate common themes around this style of leadership based on transversal competency domains that reflect twenty-first century skills (i.e. critical thinking and innovation, interpersonal, intrapersonal and global citizenship) (Bernard, Watch and Ryan, 2016; UNESCO, 2015). This approach enabled the findings to be discussed from a leadership development perspective. Findings Analysis of the literature revealed that a relational leadership style through a team-based approach is required. Literature studies on how to develop leadership competencies were not found. Research limitations/implications Future policy and research implications include the need for research on transversal competencies to determine if they can shape HIM leadership development. Practical implications This leadership style and competencies proposed are relevant across many occupations and may have broader applications for leadership research, education and development. Originality/value This paper defines the style of leadership required in the HIM profession and identifies a succinct set of contemporary competencies to inform the development of this type of leadership.

The impact of dissonance in schema based leadership perceptions on employee engagement

2018 ◽  
Vol 47 (7) ◽  
pp. 1309-1329 ◽  
Author(s):  
Sugumar Mariappanadar
Keyword(s):  
Information Processing ◽  
Leadership Styles ◽  
Employee Engagement ◽  
Leadership Style ◽  
Leadership Perceptions ◽  
Supportive Leadership ◽  
Content Type ◽  
Individual Level ◽  
Differentiated Leadership ◽  
Perceptions Of Leadership

Purpose The purpose of this paper is to explore the possible consequences of the intra-individual level-based perceptions of participative, supportive and instrumental leadership styles and the dissonance factors of leadership styles perceptions on employee engagement using the information-processing and connectionist perspectives of leadership perceptions. Design/methodology/approach Hypotheses relating to direct and moderated effects of perceptions of leadership styles on employee engagement were tested using a two-stage intra-individual level study (n=172 in each stage). Hierarchical regression analysis was used to test the hypotheses. Findings The findings revealed that perceptions of preferred and experienced supportive leadership styles are individually important predictors of employee engagement. It was also revealed that differentiated leadership styles have stronger (complementary) effect on employee engagement when the perceptions of experienced participative and supportive leadership styles were aligned with perceptions of respective preferred leadership styles. Furthermore, it was also found that the low level compared to the high level of dissonance factor or the difference between preferred and experienced instrumental leadership style acted as a complementer on employee engagement. Research limitations/implications This study has made contributions to facilitate scholars to build better information-processing models and implicit theories for differentiated leadership and employee engagement links. Finally, the study provides new information on the consequence of perceptions of leadership style and the dissonance factor of leadership perceptions on followers’ actions such as employee engagement. Originality/value This will be the first empirical study examining the relationships between the dissonance factor of leadership perceptions of participative, supportive and instrumental styles and employee engagement.

Absence Makes the Errors Go Longer

2014 ◽  
Vol 222 (4) ◽  
pp. 233-245 ◽  
Author(s):  
Qing Yan ◽  
Michelle C. Bligh ◽  
Jeffrey C. Kohles
Keyword(s):  
Leadership Styles ◽  
Leadership Style ◽  
Cross Sectional ◽  
Global Marketplace ◽  
Negative Effect ◽  
On Line ◽  
Error Learning ◽  
Laissez Faire ◽  
Perceptions Of Leadership ◽  
The Relationship

Learning and innovation are increasingly important for companies to compete in a global marketplace. Leaders are often in a position to exert significant influence on employees’ learning behaviors, and may also be able to foster learning from workplace errors. This cross-sectional research investigates the relationship between employee perceptions of leadership style, mindset (fixed vs. growth), and orientation to error learning. We examine five leadership styles – authentic, transformational, transactional, laissez-faire, and aversive leadership – and view them on an extended range, from more positive (authentic, transformational, and transactional) to more negative and destructive (laissez-faire and aversive). A sample of 268 participants completed an on-line survey of their leaders’ styles, as well as their own mindsets, and their reactions to workplace errors. Results suggest that authentic and transformational leadership styles foster more employee error learning than transactional leadership, while laissez-faire and aversive leadership styles are destructive in that they actively inhibit employee error learning. Somewhat surprisingly, laissez-faire leadership showed the strongest and most negative effect on a follower’s error learning orientation, although followers with fixed mindsets reported being less likely to learn from errors than followers with growth mindsets, regardless of leadership style. Our findings shed light on the relationship between leadership style and employee error learning, and suggest that negligent leadership may be particularly destructive for organizations that seek to foster a learning environment.

Development of the Teacher Leadership Style Scale

2017 ◽  
Vol 45 (3) ◽  
pp. 477-490 ◽  
Author(s):  
Kuan Chen Tsai
Keyword(s):  
College Students ◽  
Leadership Styles ◽  
Teacher Leadership ◽  
Leadership Style ◽  
Factor Loading ◽  
Effective Teacher ◽  
Chinese College Students ◽  
3 Dimensional ◽  
School Year ◽  
Outstanding Leadership

Effective teacher leadership promotes not only students' motivation to learn, but also the productivity and development of educational institutions. My purpose in this study was to develop the Teacher Leadership Style Scale (TLSS) to extend the framework of the charismatic, ideological, and pragmatic (CIP) model of outstanding leadership. Participants were 264 Chinese college students in Macau. Data collection took place midway through the school year, and respondents took approximately 10 minutes to complete the questionnaire. The 29-item TLSS demonstrated high internal consistency (> .80) and a robust 3-dimensional factor solution. Factor loading results showed that the instrument converged well with measures for 3 possible CIP-based teacher leadership styles. Overall, my results showed that the TLSS is suitable for assessing stable teacher leadership styles based on the perceptions of college students, and that it aligns with theoretical expectations.

Attitude Tpward Visionary Leadership

1992 ◽  
Vol 2 (1) ◽  
pp. 34-44 ◽  
Author(s):  
Sandra J. Lesourd ◽  
Susan Tracz ◽  
Marilyn L. Grady
Keyword(s):  
Professional Development ◽  
Leadership Development ◽  
Leadership Style ◽  
School Effectiveness ◽  
School Quality ◽  
Visionary Leadership ◽  
Leadership Roles ◽  
Development Programs ◽  
Research Findings ◽  
Outstanding Leadership

Typologies of leadership style are emerging from naturalistic studies conducted by researchers at school sites. Through extensive observation and interviews with members of schools, researchers have accomplished a specific description of the values and behavioral attributes of leaders. For example, Bennis and Nanus (1985), Blumberg and Greenfield (1980), Deal and Kennedy (1982), Lightfoot (1983), and Wolcott (1973) have presented informative studies of schools and organizations. These analyses of leadership in context have contributed to the identification of notable, effective leadership qualities. In addition, the genre of effective school research clarified the existence of variation in the principals’ influence upon school quality (Leithwood and Montgomery, 1982; Purkey and Smith, 1982). Investigation of school effectiveness confirmed that some principals are more influential than others in making improvements. Some develop reputations as dynamic leaders who foster institutional change, while others are primarily concerned with routine maintenance functions. While documentation of the distinctive propensities of notable principals is available, specific techniques for assessing these propensities are lacking. There is a need to integrate research findings into preparation and professional development programs for school leaders. Information gained from studies of outstanding leaders should be converted into techniques and strategies applicable to the preparation of candidates for leadership roles and continued professional development of individuals who have assumed leadership roles. The following reports an attempt to formulate descriptive research findings into a utilitarian tool for leadership development programs. An instrument to measure attitude toward a leadership ideal was developed, administered, and analyzed for construct validity. Findings from the previously cited studies of leaders, who had reputations for implementing outstanding leadership, were summarized to establish the leadership ideal. It was postulated that the instrument would address a need to assess individual acceptance of the qualities identified in outstanding leaders.

scholarly journals Party members and leadership styles in new European democracies

2020 ◽  
pp. 136914812093986
Author(s):  
Sergiu Gherghina
Keyword(s):  
Political Parties ◽  
Leadership Styles ◽  
Leadership Style ◽  
Multifactor Leadership Questionnaire ◽  
Party Leaders ◽  
Multifactor Leadership ◽  
The Media ◽  
Party Members ◽  
Original Survey ◽  
Perceptions Of Leadership

The external image of party leaders has often been analysed through their behaviour or reflection in the media. However, we know little about how party leaders are seen internally. This article addresses this gap in the literature and seeks to explain what determines the variation in party members’ perceptions of leadership styles. It builds on the transactional–transformational continuum and uses original survey data from a modified version of the Multifactor Leadership Questionnaire. The analysis includes 12 political parties with parliamentary representation from Bulgaria, Hungary and Romania between 2004 and 2018. The findings of the mixed-effects linear regression illustrate that in general older and active party members are more likely to see their leaders as transformational. The determinants of leadership style assessment differ greatly across political parties.

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