scholarly journals Pengaruh Gaya Kepemimpinan Terhadap Disiplin Dokter dalam Ketepatan Waktu Pelayanan Sesuai Standar Pelayanan Minimal (SPM) Rawat Jalan di Rumah Sakit Umum Daerah K.R.M.T Wongsonegoro Tahun 2018

2019 ◽  
Vol 7 (2) ◽  
pp. 132-141
Author(s):  
Roosmalia Isdiani ◽  
Sudiro Sudiro
Keyword(s):  
Qualitative Study ◽  
Leadership Styles ◽  
Leadership Style ◽  
Outpatient Service ◽  
Hospital Management ◽  
Study Data ◽  
Time Service ◽  
Hospital Director ◽  
Minimal Standard ◽  
Standard Service

Doctor discipline of on time outpatient service is one of the major complaint from the community as well as hospital management. Doctor presence in outpatient service still have not meet the requirement of minimal standard service which is at 08.00 a.m. Leadership style in hospital management has a great effect on enforcement of doctor discipline on time of outpatient service.Objective of this study is to identify leadership styles applied and which one is the most frequently used by the leader of RSUD K.R.M.T. Wongsonegoro which influenced doctor discipline on time service of outpatient service. This study is a qualitative study. Data collection was conducted using indeepthinterview of 3 (three) specialist doctors assigned as main informan and 3 (three) triangulated respondents, namely: hospital director, chief of medical services and head of outpatient sevices. Result of this study shows there are several leadership style applied: auotocratic, democratic, transactional and tranformasional. The most frequently used leadership style which influenced doctor discipline in time of outpatient service are: 1. Ttransformational in which the leader encourage, inspire and appreciate doctor, so the doctors implement policy from the hospital leader because they were appreciated, 2. Transactional in the form of reward and punishment so the doctors implement policy because they were expect reward if they carry out the task well.

scholarly journals The Relationship Between the Leadership Styles and the Organizational Climate in Public Schools in Amman

2018 ◽  
Vol 14 (12) ◽  
pp. 97
Author(s):  
Osama Abdel Fattah ◽  
Ayed Zureigat ◽  
Alaa Elayyan
Keyword(s):  
Public Schools ◽  
Organizational Climate ◽  
Leadership Styles ◽  
Leadership Style ◽  
Study Data ◽  
Average Effect ◽  
Democratic Leadership ◽  
The Public ◽  
Descriptive Approach ◽  
The Relationship

This study aimed at identifying the prevailing leadership styles of managers, the organizational environment prevailing in the public schools in Amman, furthermore the relation between these leadership styles and the organizational climate. Thus, the researchers used the descriptive approach on a sample consisting of (55) teachers of the physical education in these schools, of experience between (10-15) years. Collecting the study data, a questionnaire of the leadership style (Shehadeh, 2008) was used after been modified. It consisted of (2) domains (the dictatorial style, the democratic style) with (15) paragraphs. In addition, the questionnaire of (Ahmed, 2008) was modified to measure the organizational climate. It consisted of (4) domains (communication, organization, working conditions, administrative laws) with (20) paragraphs. However, the five-dimensional Likert scale was used in both tools. The results showed that the dominant pattern in the public schools in Amman is the dictatorial pattern, with mean average of (4), which affected the organizational climate in these schools of an average effect of (2.79). The results also showed a positive correlation between the democratic leadership and the organizational climate (0.61). Accordingly, this research concluded that the leadership style based on consultation, participation in decision-making and teachers’ personal value esteem has a significant role in the organizational climate.

COVID-19 and Leadership

2021 ◽  
pp. 160-168
Author(s):  
Asma Ayari
Keyword(s):  
Qualitative Study ◽  
Leadership Styles ◽  
Crisis Management ◽  
Leadership Style ◽  
Effective Leadership ◽  
Learning Experience ◽  
Culture Studies ◽  
Leadership Performance ◽  
External Stakeholders ◽  
Comprehensive Framework

The main aim of this chapter is to investigate and report the specific personality traits, attitudes, styles of individual leaders, and learning experience of Bahraini leaders during COVID-19. A qualitative study technique used in order to purse the objectives of this research. Semi-directive interviews were conducted with 15 Bahraini leaders from different companies and sectors. The data was analysed and discussed based on themes related to the crisis management and effective leadership style. The results revealed that an exceptional leadership style has emerged in the Bahraini organizational environment to instill confidence and resilience to staff, customers, and external stakeholders during crisis. The findings of the current study will offer a comprehensive framework for effective leadership performance in times of crisis. In addition, the results of this study will be beneficial for the field of gender and culture studies, for instance culture diversification and its relationship with leadership styles.

Leadership style and psychological contract

2021 ◽  
Vol 30 (1) ◽  
pp. 43-54
Author(s):  
Jane Oorschot ◽  
Gianna Moscardo ◽  
Anna Blackman
Keyword(s):  
Qualitative Study ◽  
Private Sector ◽  
Leadership Styles ◽  
Leadership Style ◽  
Psychological Contract ◽  
Psychological Contracts ◽  
Transformational Leaders ◽  
Public And Private ◽  
Public And Private Sector ◽  
The Relationship

This study explores the relationship between leadership style and psychological contract dimensions. The literature suggests that leaders in general and leadership style in particular can influence the psychological contracts of employees. Currently, there is no research as to how leaders perceive such contracts. This qualitative study presents the interview findings of twenty-three leaders working in public and private sector organisations. Differences were found between neutral and transformational leaders. Neutral leaders had a more transactional psychological contract, whereas the transformational leaders had a more relational psychological contract. This study adds to the literature as there is no current framework that considers the relationship between leadership styles with the psychological contract. Overall, the results indicate differences in psychological contract perceptions for different leadership styles.

scholarly journals Kepemimpinan Kyai Dalam Memberdayakan Kewirausahaan Santri

2019 ◽  
Vol 4 (1) ◽  
pp. 1
Author(s):  
Nur Hayana ◽  
Wahidmurni Wahidmurni
Keyword(s):  
Leadership Styles ◽  
Leadership Style ◽  
Participant Observation ◽  
National Development ◽  
Charismatic Leadership ◽  
Study Data ◽  
Business Unit ◽  
Research Findings ◽  
Depth Interviews

<p><em>Pondok Pesantren have contributed a lot in national development, including in terms of creating an independent workforce. One of them is to equip santri with entrepreneurial competencies. The aim of the study was to reveal the Kyai's strategy in empowering entrepreneurship of santri, Kyai's leadership style in empowering santri entrepreneurship, and the implications of Kyai's leadership in empowering santri entrepreneurship. A qualitative approach to the type of multisite case study was applied in the study. Data was collected by conducting in-depth interviews, participant observation and documentation studies. Data analysis uses data reduction, data presentation and conclusion drawing. The technique of checking the validity of research findings using triangulation of data sources and data collection techniques. The results showed that the strategies implemented by the Kyai in empowering santri entrepreneurship were carried out by giving an example of entrepreneurship, providing field learning, giving assignments in the pesantren business unit and providing motivation; the leadership style applied is a blend of democratic, transformative and charismatic leadership styles; the implication is that santri have a spirit of entrepreneurs.</em></p>

scholarly journals Gaya Kepemimpinan Demokratis Direktur Rumah Sakit terhadap Kedisiplinan Karyawan

2021 ◽  
Vol 4 (2) ◽  
pp. 587-592
Author(s):  
Fadilla Delima Sandi ◽  
Nyoman Anita Damayanti
Keyword(s):  
Leadership Styles ◽  
General Hospital ◽  
Leadership Style ◽  
Research Method ◽  
Work Hours ◽  
Survey Method ◽  
Democratic Leadership ◽  
Employee Discipline ◽  
Hospital Director

This study aims to determine the effect of the democratic leadership style of the hospital director on the discipline of the employees of RSU DR Moedjito Dwidjosiswojo. This research method uses a survey method carried out by collecting data through a questionnaire (questionnaire). The results showed three leadership styles at Dr. Moedjito Dwidjosiswojo General Hospital, 6 with SD 0, democracy with 21 points with 5 SD, and accessible 1 with 1 SD. In conclusion, Dr. Moedjito Dwidjosiswojo's director's democratic leadership style influenced employee discipline with no evidence. Undisciplined employees based on predetermined work hours. Keywords: Leadership Style, Employee Discipline

scholarly journals Supervisors’ Leadership Styles’ Influence on Foreign Teachers’ Self-Efficacy in a Cross-Cultural Work Setting: A Moderated Mediation Analysis

SAGE Open ◽  
2021 ◽  
Vol 11 (1) ◽  
pp. 215824402199454
Author(s):  
Bernard Gumah ◽  
Liu Wenbin ◽  
Maxwell Akansina Aziabah
Keyword(s):  
Leadership Styles ◽  
Leadership Style ◽  
Self Efficacy ◽  
Moderated Mediation ◽  
Cross Cultural ◽  
Cultural Work ◽  
Adaptation Theory ◽  
Foreign Teachers ◽  
Communication Challenges ◽  
Positive Effect

Leadership style impacts on the manner and frequency of feedback transmission. However, communication challenges between superiors and subordinates originate from cultural differences, which undermine the usefulness of feedback. The study tested leadership style’s effect on self-efficacy through a moderated mediation approach, examined through the lens of the cross-cultural adaptation theory. Path analysis conducted on data from 281 foreign teachers in Chengdu, China, revealed that there is a positive effect of Chinese supervisors’ leadership styles on foreign teacher’s self-efficacy. Leadership style similarly has an influence on the nature of feedback. And the nature of feedback in turn mediates leadership style and self-efficacy. We establish in particular that transactional and transformational leadership styles, through the nature of feedback, influence self-efficacy of foreign teachers. Moreover, the association between the nature of feedback and self-efficacy is moderated by the perceived value of feedback. Employees’ perceptions are also found to be crucial in determining the value of feedback. It is thus imperative for supervisors and managers working with foreigners as subordinates to figure out when and how to provide valuable feedback. We conclude with suggested areas for further research.

scholarly journals Preschool teachers and caregivers’ lack of repositioning in response to changed responsibilities in policy documents

2021 ◽  
pp. 1476718X2096974
Author(s):  
Sara Cervantes ◽  
Anna Öqvist
Keyword(s):  
Qualitative Study ◽  
Educational Reform ◽  
Educational System ◽  
Professional Competence ◽  
Preschool Teachers ◽  
Division Of Labour ◽  
Study Data ◽  
Working Relationship ◽  
Policy Documents

Preschool teachers and caregivers have a close working relationship as part of a working team to benefit the children in Swedish preschools. In 2011, a new educational reform was introduced according to which preschools became a school form in their own right within the overall educational system in Sweden. The objective of the policy was to strengthen the profession of preschool teachers by affording them clearer responsibility over the quality of educational practices and curriculum work. It also entailed a division of labour between the preschool teachers and caregivers in the working team. The current study explored how Swedish preschool teachers and caregivers positioned themselves in response to these changes in responsibility. In this qualitative study, data were collected from 17 preschool teachers and caregivers via an open-ended questionnaire. Preschool teachers and caregivers viewed themselves as having equal responsibility in the working team. Specifically, preschool teachers upgraded the competence and position of caregivers while downgrading their own professional competence and position. Caregivers downgraded the profession and position of preschool teachers and upgraded their own competence and position to be equal to that of preschool teachers.

scholarly journals Your leadership style: why understanding yourself matters

BMJ Leader ◽  
2020 ◽  
Vol 4 (4) ◽  
pp. 165-167
Author(s):  
Clare Felicity Jane Price-Dowd
Keyword(s):  
Leadership Styles ◽  
Leadership Style ◽  
Personal Development ◽  
Effective Leadership ◽  
Leadership Theories ◽  
Inclusive Leadership ◽  
Leadership Practice ◽  
Personal Leadership

Understanding of personal leadership style has been shown to be a key part of effective leadership practice. It has been a topic of interest for many decades as we have tried to understand, and replicate, what makes those considered to be ‘great leaders’ so successful. This article gives a brief introduction to different leadership ‘theories’, leadership ‘styles’ and the effect they have on the ‘climate’ in organisations. Having an understanding of the different approaches can help leaders be more effective through comprehending how and why they do what they do, as well as helping them identify where and when they need to adapt their style. By considering how our understanding of leadership has evolved, it is possible to show how effective leadership is not linked to one approach. It is a combination of knowledge, attitudes and behaviours with a focus on both the task in hand and concern for those undertaking that task. Furthermore this understanding supports impactful personal development, which creates positive climates in organisations where compassionate and inclusive leadership behaviours can, and do result in better outcomes for staff and patients.

Empowering and Directive Leadership: The Cost of Changing Styles

2021 ◽  
pp. 227853372110083
Author(s):  
Smita Mukherjee ◽  
Zubin R. Mulla
Keyword(s):  
Laboratory Experiment ◽  
Leadership Styles ◽  
Leadership Style ◽  
Affective Commitment ◽  
Team Outcomes ◽  
History Of ◽  
Satisfaction With The Leader ◽  
The Cost ◽  
First Time

We examine the cost of leaders changing between empowering and directive leadership styles on team outcomes. In a laboratory experiment, we collected data from 240 participants in 80 teams. Confederates enacted different leadership styles and led teams of participants in performing a series of tasks. When leaders changed their style from directive to empowering, teams took time to respond in terms of higher satisfaction with leader and affective commitment. However, when leaders changed their style from empowering to directive, the deterioration of satisfaction with leader and reduction in affective commitment were immediate. Moreover, teams of leaders who had been consistently directive showed higher affective commitment as compared to teams of leaders who had a history of being empowering but later shifted to being directive. First time managers can get inputs on how they should enact their leadership style and be aware that switching between styles may impose long-term costs on the team’s affective commitment and satisfaction with the leader.

scholarly journals Effect of Representative Leadership Styles on the Composition of Organization Commitment with the Facilitating Role of Organizational Maturity

2016 ◽  
Vol 9 (4) ◽  
pp. 131
Author(s):  
Hamid Hassan ◽  
Sarosh Asad ◽  
Yasuo Hoshino
Keyword(s):  
Leadership Styles ◽  
Leadership Style ◽  
Contemporary Literature ◽  
Maturity Model ◽  
Participative Leadership ◽  
Capability Maturity ◽  
Organizational Maturity ◽  
Different Dimensions ◽  
Organization Life Cycle

This study proposes a framework to explore the effect of leadership styles in defining the composition of Organizational Commitment (OC) along effective, normative and continuance dimension. To bring in a more logical choice of leadership styles, limited numbers of representative leadership styles are derived from the long list of styles presented in the contemporary literature. Higher level of organizational maturity is proposed to facilitate the role of leadership style in shaping the composition of OC in three different dimensions. Organizational Maturity is measured by Capability Maturity Model (CMM), stage of Organization Life Cycle and specificity of Organizational Culture. Results support that a more persuasive and participative leadership style enhance the affective and normative commitment while continuance dimension of commitment is maintained under authoritative and unilateral style of leadership.

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