scholarly journals SARAK OPAT: LEADERSHIP STYLE IN GAYO COMMUNITY

2021 ◽  
Vol 6 (1) ◽  
pp. 17-36
Author(s):  
Abidah ◽  
Al Misry ◽  
Septia Wahyuni ◽  
Susidamaiyanti ◽  
Lukmannulhaqim
Keyword(s):  
Decision Maker ◽  
Leadership Style ◽  
Leadership Behavior ◽  
Cultural Symbols ◽  
Rectangular Shape ◽  
Research Techniques ◽  
Field Notes

The paper discusses Sarak opat. Sarak opat is a leadership perform in the Gayo people. Sarak opat is a leadership behavior and practice. The approach of the research is ethnography. Research techniques with special involvement when a leader giving a speech. The analysis review field notes in the cultural symbols attached to traditional forms. The study shows that the leadership of the Gayo people does not have a lower hierarchy and has a unique rectangular shape. Behavioral leaders must have communication intelligence. The leader's expression characterizes accuracy, analogy, and kindness. Leaders are advanced, religious, fair, wise, honest, consistent, and frugal. The leader in Gayo local wisdom is the main decision maker (lantak uluh), administrator (tetah tentu), mentoring (jege perala), and honorable (layak laku).

İNSAN KAYNAKLARI YÖNETİCİLERİNİN LİDERLİK TARZI, YARATICI PROBLEM ÇÖZME KAPASİTESİ VE KARİYER TATMİNİ ARASINDAKİ İLİŞKİLERİN ARAŞTIRILMASI: AMPİRİK BİR ÇALIŞMA

2016 ◽  
Vol 4 (3) ◽  
Author(s):  
Hüseyin YILMAZ
Keyword(s):  
Problem Solving ◽  
Human Resources ◽  
Leadership Style ◽  
Career Satisfaction ◽  
Leadership Behavior ◽  
Future Research ◽  
Creative Problem Solving ◽  
Democratic Leadership ◽  
Creative Problem ◽  
The Relationship

The aim of this study is the creative problem-solving capacity of the organization with leadership behaviors of human resources managers and employees to examine the relationship between career satisfaction and is tested empirically. Research within the scope of the required data structured questionnaire method, operating in the province of Aydin was obtained from 130 employees working in five star hotels. Democratic leadership style according to the factor analysis, easygoing, participants converter, and releasing autocratic leadership dimensions were determined. According to the analysis, the dependent variable with a significant level of research and positive leadership style has been determined that no relationships. Regression analysis revealed that the leadership of the relationship with the creative problem-solving capacity of democratic leadership in style when found to be stronger than other leadership styles, while the variable describing the career of the employee satisfaction level of the maximum it was concluded that the creative problem-solving capacity of the organization. Research in the context of human resources on the very important for organizations, leadership behavior, creative problem-solving capacity and career satisfaction studies analyzing the relationships between variables it seems to be quite limited. The discovery by analyzing the relationship between the aforementioned variables, can make significant contributions to knowledge in the literature and are expected to form the basis for future research.

scholarly journals Power and Decision Making in the Early Church

2020 ◽  
Vol 1 (2) ◽  
pp. 9-20
Author(s):  
Seth Akhilele
Keyword(s):  
Decision Making ◽  
Conflict Resolution ◽  
Organizational Behavior ◽  
Leadership Style ◽  
Leadership Behavior ◽  
Power Distance ◽  
Lessons Learned ◽  
Power Sharing ◽  
Early Church ◽  
Study Results

Abstract In this article, there is the intersection of biblical principles into the teaching and learning of organizational behavior. It examined the crisis in the early Church, as told in the Luke account of Acts of the Apostles Chapter six, and how the leaders decided to resolve the conflict. The exegetical analysis method revealed the lessons learned from the apostolic leaders’ decision-making strategy and the power play in their leadership style. The results included the need for decision making for conflict resolution, decision and empowerment, power distance advantage, and power-sharing advantage in the early Church. The decision-making style for resolving the conflict in the Church was then recommended for contemporary church leaders, in teaching organizational leadership behavior in Christian schools, and in practice in other organizations. The study results suggest that the Bible is a rich source of data for teaching organizational behavior. Keywords: Low-power distance, conflict resolution, decision making, church, power-sharing.

Leadership Behavior Predictor of Employees' Job Satisfaction and Psychological Health

2017 ◽  
pp. 323-347 ◽  
Author(s):  
Mateja Lorber ◽  
Sonja Treven ◽  
Damijan Mumel
Keyword(s):  
Job Satisfaction ◽  
Leadership Style ◽  
Psychological Health ◽  
Leadership Behavior ◽  
Job Dissatisfaction ◽  
Hospital Nurses ◽  
Medium Level ◽  
Healthy Work ◽  
Transformational Leadership Style ◽  
Frequent Exposure

Research about relationship between the leadership behavior and the psychological health is still limited. The effect of job dissatisfaction on health is important not only from medical but also from the economic perspective. The association between leadership behavior, job satisfaction and psychological health in nursing was tested. 640 hospital nurses from surgery and internal medicine departments in Slovenian hospitals participated. Data analysis was carried out by using SPSS, 20.0. The transformational leadership style, leaders' characteristics, job satisfaction predicted better psychological health. More frequent exposure to stress and the lack of stress management was associated with poor psychological health. Job satisfaction is at a medium level. The results indicated that 85% of employees in nursing had good psychological health. The psychological health of employees does not affect only on individual, but also on the quality and effectiveness. It is important to monitor employees' job satisfaction and take care for health by providing a healthy work environment.

The experiential understanding group-and-leader managerial course: long-term follow-up

2019 ◽  
Vol 40 (2) ◽  
pp. 151-162
Author(s):  
Christer Sandahl ◽  
Gerry Larsson ◽  
Josi Lundin ◽  
Teresa Martha Söderhjelm
Keyword(s):  
Experiential Learning ◽  
Leadership Style ◽  
Leadership Behavior ◽  
Group Processes ◽  
Leader Development ◽  
Small Sample ◽  
Point Of View ◽  
Positive Trend ◽  
Content Type ◽  
Positive Leadership

Purpose The purpose of this paper is to report on the results of an experiential leader development course titled understanding group-and-leader (UGL). Design/methodology/approach The study sample consisted of 61 course participants (the managers) and 318 subordinate raters. The development leadership questionnaire (DLQ) was used to measure the results of the course. The measurements were made on three occasions: shortly before the course, one month after the course and six months after the course. Findings The managers’ self-evaluations did not change significantly after the course. However, the subordinate raters’ evaluations of their managers indicated a positive trend in the scales of developmental leadership and conventional-positive leadership one month and six months after the course. Research limitations/implications The study was based on a comparatively small sample with a number of drop-outs. The study lacked a control condition. Practical implications From an organizational point of view, it could be argued that it is justifiable to send managers to such a course, as there is a good chance for an improvement in their leadership style as rated by subordinates. Social implications The integration of group processes and leadership behavior in the context of experiential learning seems to be a fruitful path to leader development. Originality/value Longitudinal studies on the results of experiential learning for managers are sparse. This is the first quantitative evaluation of a course that more than 80,000 individuals have taken.

scholarly journals Does Servant Leadership Behavior Induce Positive Behaviors? A Conceptual Study of Servant Leadership, Psychological Safety and Turnover Intention

2018 ◽  
Vol 7 (4.15) ◽  
pp. 530
Author(s):  
Noor Ahmed Brohi ◽  
Amer Hamzah Jantan ◽  
Sultan Adal Mehmood ◽  
Mansoor Ahmed Khuhro ◽  
Muhammad Saood Aktar ◽  
...  
Keyword(s):  
Servant Leadership ◽  
Leadership Style ◽  
Turnover Intention ◽  
Leadership Behavior ◽  
Psychological Safety ◽  
Servant Leaders ◽  
Safe Place ◽  
Positive Behaviors ◽  
Robert Greenleaf ◽  
Conceptual Study

In this paper, we examine how servant leadership and psychological safety may enlighten our understanding of human mechanisms that affect follower outcomes. Servant leadership style as penned by Robert Greenleaf that servant leaders guide followers to adopt the behavior of their leaders by putting others needs above their own. From emerging research on servant leadership, we proposed a model contending that servant leaders increase employees’ psychological safety that organization is a safe place to speak up ideas, opinions and take decisions, which directly influences Employees’ turnover intention. As proposed, servant leadership will be negatively related to Employees’ turnover intention and positively related to psychological safety. Psychological safety will mediate the relationship between servant leadership and turnover intention. 

Authentic way to retain hospitality staff

2016 ◽  
Vol 24 (5) ◽  
pp. 13-15
Author(s):  
Brian Beal
Keyword(s):  
Leadership Style ◽  
Turnover Intention ◽  
Authentic Leadership ◽  
Leadership Behavior ◽  
Self Awareness ◽  
Content Type ◽  
The Usa ◽  
Critical Leadership ◽  
The Impact ◽  
Positive Effect

Purpose The purpose of this paper is to explore whether authentic leadership in hospitality is composed of four distinctive but related substantive components (i.e. self-awareness, relational transparency, balanced processing, and internalized moral), the impact of authentic leadership on employees’ organizational commitment (OC), the impact of employees’ OC on their turnover intention (TI), and the indirect effect of authentic leadership on employees’ TI via OC. Design/methodology/approach The authors tested a sample of 236 students working as employees in hospitality in the USA, with the idea that authentic leadership increases OC which in turn decreases TI. The participants were asked to rate the manager’s leadership style and the frequency of their leadership behavior. Findings Results provide support for the positive effect of authentic leadership on OC in the hospitality industry, and suggest that OC mediates reduced TI. Originality/value The results of the study suggest a variety of significant theoretical contributions and critical leadership and organizational implications. The effects of authentic leadership were empirically tested on employees’ OC and the effects of that OC on TI.

scholarly journals The Relationship between Coaches’ Leadership Style and Burnout

1989 ◽  
Vol 3 (1) ◽  
pp. 1-13 ◽  
Author(s):  
Judy Dale ◽  
Robert S. Weinberg
Keyword(s):  
High School ◽  
Leadership Style ◽  
Leadership Behavior ◽  
Demographic Data ◽  
Maslach Burnout Inventory ◽  
Head Coaches ◽  
Helping Professions ◽  
High School Coaches ◽  
Behavior Description ◽  
The Relationship

The literature on burnout has concentrated on the human service and helping professions, although recently some researchers have investigated the burnout phenomenon in sport. The present investigation focused on high school and college head coaches to determine if burnout is related to leadership style. Subjects (N=302) were high school coaches from Texas and college coaches from the Southwest and Southeast Conferences. Coaches completed the Maslach Burnout Inventory (MBI), Leader Behavior Description Questionnaire (LBDQ), Social Desirability Scale (SDS), and a demographic data sheet. A MANOVA indicated a significant relationship between burnout and leadership style in four of the six subscales of the MBI. Specificially, coaches who displayed a consideration style of leadership behavior scored significantly higher in the frequency and intensity dimensions of the emotional exhaustion and depersonalization subscales. In addition, a significant gender difference revealed that male coaches scored higher in both the frequency and intensity dimensions of the depersonalization subscales. Results are discussed in terms of leadership theory, and practical implications are offered for reducing burnout in coaches.

Does Doctors' Perception of Hospital Leadership Style and Organizational Culture Influence Their Organizational Commitment?

2014 ◽  
Vol 42 (9) ◽  
pp. 1549-1561 ◽  
Author(s):  
Beste Gokce ◽  
Salih Guney ◽  
Alev Katrinli
Keyword(s):  
Organizational Culture ◽  
Organizational Commitment ◽  
Leadership Style ◽  
Leadership Behavior ◽  
Private Hospitals ◽  
Hospital Leadership ◽  
Culture Influence ◽  
Perceptions Of Leadership ◽  
The Relationship ◽  
Positive Effect

Our aim in this study was to determine the effect of organizational culture on the relationship between perception of leadership style and commitment to the organization by identifying firstly how Turkish doctors perceived the leadership behavior at private hospitals and then assessing the level of their organizational commitment. We developed and then tested a research model that incorporated leadership style, organizational commitment, and organizational culture. We distributed a survey to doctors working at four private hospitals in Turkey (N = 98). We found that doctors' perceptions of leadership behavior had a statistically significant, positive effect on their level of organizational commitment. We also found that organizational culture did not act as a moderator in this relationship.

Enhancing Employee Self-Care

2018 ◽  
Vol 25 (3) ◽  
pp. 96-106 ◽  
Author(s):  
David Horstmann
Keyword(s):  
Leadership Style ◽  
Structural Equation ◽  
Leadership Behavior ◽  
Self Care ◽  
Well Being ◽  
Equation Modeling ◽  
Cross Sectional ◽  
Personal Initiative ◽  
Employee Burnout ◽  
Study Results

Abstract. The present study investigates the relationship between health-specific leadership and employee burnout. Health-specific leadership is a domain-specific leadership style that is characterized by the focus of leaders on employee well-being and their intentional support of employee health. Following the theory, I argue that managers influence employee burnout not only directly but also indirectly by encouraging employees to take care of their own health. Further, I extend the scope of previous research and argue that managers’ personal initiative acts as a moderator for health-specific leadership; as indicated by previous research, proactivity is crucial for effective leadership behavior. A cross-sectional questionnaire study (n = 525) was conducted. Health-specific leadership, managers’ personal initiative, employee self-care, and employee burnout symptoms have been measured. A moderated mediation was tested using structural equation modeling. The findings confirm a positive relationship between health-specific leadership and employee burnout. As expected, this relationship is partially mediated by employee self-care. Managers’ personal initiative shows an interaction effect on employee self-care but not on burnout symptoms. The study results verify the concept of health-specific leadership and highlight the importance of proactive leadership behavior as a facilitator for health-specific leadership. Finally, implications for leadership research and practice are provided.

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