scholarly journals Comparison of leadership style of male and female managers in Kuwait: An empirical investigation

2015 ◽  
Vol 1 (2) ◽  
pp. 25-28 ◽  
Author(s):  
Mitra Arami
Keyword(s):  
Leadership Styles ◽  
Leadership Style ◽  
Cultural Context ◽  
Leadership Behavior ◽  
Small Sample ◽  
Future Research ◽  
Female Leaders ◽  
Male And Female ◽  
The Difference ◽  
New Perspective

Several studies have investigated differences in leadership styles between male and female leaders. This paper analyzes weather Kuwaiti male and female leaders differ in their leadership behavior. Explorative approach is applied for this research study. This study is based on a small sample in Kuwait and based on a self-rating of managers in Kuwait. In our study, we used similar approach as Eagly and Johannesen-Schmidt (2001) – rating was done through subordinates, peers and superiors – this would help to have more in-depth analyses. The quantitative analysis involves 62 leaders (38 male, 24 female) from different industries in private and governmental sector in Kuwait. Results indicated no major differences in leadership behavior by gender in Kuwait, which is similar to outcome of some studies conducted in western countries. It should be highlighted that the percentage of male and female respondents varied between different organizations. Future research should emphasis on equal sampling. It would be also interesting to analyze the difference in male or female dominated industries. This study offers knowledge for developing leadership skills in Kuwait. Very few studies have concentrated on difference in leadership styles outside Europe and North America, this study provides a new perspective in a different cultural context.

scholarly journals Leadership styles: perceived differences between male and female leaders in the fields of finance and accounting

2020 ◽  
Vol 12 ◽  
pp. 1173
Author(s):  
Emerson Weslei Dias ◽  
Elza Fatima Rosa Veloso ◽  
Marcelo Antonio Treff
Keyword(s):  
Data Collection ◽  
Leadership Styles ◽  
Leadership Style ◽  
Female Leaders ◽  
Leadership Positions ◽  
General Hypothesis ◽  
Men And Women ◽  
Male And Female ◽  
Electronic Survey

The purpose of this study is to identify how accounting and finance professionals perceive the leadership styles adopted by their male and female leaders. In order to analyze the hypothesis that there are differences in leadership styles between men and women, a bibliographical review of leadership style and contingency theories was carried out. For the data collection, an electronic survey was carried out, using an adapted version of the EAEG (Escala de Avaliação do Estilo Gerencial) scale proposed by Melo (2004), totaling 278 valid responses. Although the general hypothesis has been rejected, the results indicate that women still face differences in their chances of assuming leadership positions.

scholarly journals GAYA KEPEMIMPINAN DAN KEPUSAN KERJA DI PERUM PERUMNAS REGIONAL III

2013 ◽  
Vol 2 (2) ◽  
pp. 125
Author(s):  
Lia Kusuma Pratiwi ◽  
Herwindo Haribowo
Keyword(s):  
Job Satisfaction ◽  
Leadership Styles ◽  
Leadership Style ◽  
Leadership Behavior ◽  
Initiating Structure ◽  
Job Satisfaction Survey ◽  
Ex Post ◽  
Ex Post Facto ◽  
The Difference ◽  
Behavior Description

Abstract The aim of this study is to know the difference of leadership styles and job satisfaction in PERUM PERUMNAS REGIONAL III. The research was held in PERUM PERUMNAS REGIONAL III, Jakarta on June – September 2013. This research used quantitative ex-post facto research method. Data were collected using scale of LBDQ XII (Leadership Behavior Description Questionnaire) and scale JSS (Job Satisfaction Survey), were assessed among 129 outpatients. Statistical analysis was done using the Analysis of Varians with SPSS version 17.00. The results of the study shows that on the interaction between initiating structure and consideration to job satisfaction significance at the level of 0,044. This shows that there are significant differences in the job satisfaction in terms of the interaction between initiating structure leadership style and consideration. Keyword : Initiang Structure, Consideration, Job Satisfaction

scholarly journals Gender leadership styles and linguistic practices: The case of Lebanese International University coordinators

2019 ◽  
Vol 6 (2) ◽  
pp. 47-61
Author(s):  
Nadine Sami Joudi
Keyword(s):  
Leadership Styles ◽  
Leadership Style ◽  
Case Study Research ◽  
Female Leadership ◽  
Female Leaders ◽  
Male And Female ◽  
Analytical Perspective ◽  
Academic Settings ◽  
International University ◽  
Linguistic Practices

Sociolinguistic research is interested in the way people, including leaders, use language to construct and perform social identities. Given that an increasing number of professional women have to do leadership side by side with men, this case study research, which was conducted at the Lebanese International University, studied gender and leadership styles from a qualitative content analytical perspective. More specifically, it sought to determine male and female leadership styles and to investigate their linguistic practices through the analysis of self-reflections and interviews. The researcher used five male and five female coordinators’ self-reflections and transcribed interviews that were collected, analysed and categorised to find out any differences in the leadership style and language use of male and female leaders in the academic settings. The findings showed the influence of the genders in their choice of linguistic expressions indicating the noteworthy dominance of the two prevalent dimensions in leadership styles, namely, transformational and transactional. Keywords: Gender leadership styles, gender linguistic practices, transformational leadership, transactional leadership, Lebanon.

scholarly journals Cultural intelligence and leadership style in the education sector

2017 ◽  
Vol 31 (6) ◽  
pp. 718-735 ◽  
Author(s):  
Ali Aldhaheri
Keyword(s):  
Leadership Style ◽  
Cultural Context ◽  
Cultural Intelligence ◽  
School Leaders ◽  
Small Sample ◽  
Education Sector ◽  
Abu Dhabi ◽  
Future Research ◽  
Content Type ◽  
The Impact

Purpose Schools in UAE are multicultural in nature. In this context, cultural intelligence (CQ) is a tool, which can increase an individual’s ability to interact with people outside his/her culture. The purpose of this paper is to explore the perceptions of the school leaders regarding the key influences of cultural intelligence on their ability to adapt their leadership style in the Abu Dhabi Education Sector. Design/methodology/approach An extensive review of the literature was carried out to acknowledge the cultural intelligence and leadership style adaptability concepts. This research has adopted a qualitative method of inquiry. Data for the study have been collected from three focus groups with 14 schools leaders in the Emirate of Abu Dhabi. Findings This pilot study reveals that cultural intelligence has some influence on the school leaders’ ability to adapt their leadership style within a diverse work environment. This influence is complex in nature and multiple factors have been identified. Research limitations/implications The main limitations of this study are associated with the small sample size. Regarding the implications, while this study was conducted in a UAE cultural context, it can be extended to other Gulf countries. Future research should prompt educational leaders, administrators, students, and research academics to further consider the impact of cultural intelligence on leadership style. Practical implications This study contributes towards cultural intelligence literature. Schools should provide cultural training to managers before appointing them to leadership positions, which helps in understanding the culture which they are going to operate in, and effectively manage their drives, workforce, students, and the community. Originality/value The paper highlights six core factors that influence the ability of school leaders to adapt their leadership style in culturally diverse environments. These preliminary factors need to be examined further to validate the dimensions of leadership adaptability in various contexts.

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.

Impact of Leadership Styles on Job Performance; from Nurse’s Points of View at Benghazi Medical Centre

2021 ◽  
pp. 58-64
Author(s):  
Eman Alaqeli ◽  
Ainas Altarhuni ◽  
Nidaal Almabrook
Keyword(s):  
Job Performance ◽  
Leadership Styles ◽  
Leadership Style ◽  
Pearson Correlation ◽  
Medical Centre ◽  
Future Research ◽  
Points Of View ◽  
Laissez Faire ◽  
The Impact ◽  
The Relationship

Background and objectives. The relationship between leadership styles and job performance draws considerable attention from recent researchers. The main objective of this study was to determine the impact of leadership style (autocratic, democratic, and laissez-faire) on job performance from nurse’s points of view at Benghazi Medical Centre. Method. This study was a descriptive questionnaire-based study conducted on 100 nurses working at Benghazi Medical Centre, Libya. To analyze the data (mean, standard deviation, ANOVA test were used. Furthermore, multiple regressions and Pearson correlation were used to determine whether a relationship exists between the independent and dependent variables. Result. Of 100, only 60 questionnaires were completed, giving a response rate of 60%. The findings of this study indicated that democratic was the most dominantly used in the hospital, followed by the autocratic and laissez-faire leadership styles. Whereas, the laissez-faire leadership style had a strong positive and significant impact on performance (R2= .333; P < 0.01). Conclusion. Laissez-faire leadership style positively affected nurses’ performance. Future research that might be relevant to be further explored are worth.

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.

The blind leading the blind

2016 ◽  
Vol 68 (2) ◽  
pp. 212-226 ◽  
Author(s):  
Chirag Shah
Keyword(s):  
Leadership Styles ◽  
Leadership Style ◽  
User Study ◽  
Collaborative Work ◽  
Relevant Information ◽  
Online Collaboration ◽  
Content Type ◽  
Team Members ◽  
Information Exploration ◽  
The Difference

Purpose – Online collaboration – a required method for many problem-solving situations in today’s work environments – has many aspects that are not clearly understood or explored. One of them is how work styles, specifically leadership styles, within a seemingly homogeneous teams with no prior role assignments affects the process and outcomes of collaboration. The purpose of this paper is to investigate the aspect of online collaboration to learn how different leadership styles that may emerge impact collaborative work. Design/methodology/approach – The work described here employs a user study involving 84 participants in 42 pairs, working in one of the three conditions across two sessions. The three conditions are defined based on the amount and the kind of awareness provided to the team members: no awareness of personal or team progress (C1), awareness of personal progress (C2), and awareness of both personal and team progress (C3). The log and chat data from the sessions where these teams work in collecting relevant information for two different topics are collected and analysed. Findings – Quantitative and qualitative analyses indicate the difference among the three conditions with respect to these two leadership styles. Specifically, it is found that those with the team awareness provided to them (C3) exhibited the least amounts of leadership, keeping the team relatively symmetric. The democratic nature of such teams also fostered more diverse searching behaviour and less need for communication. Originality/value – The work reported here is a first attempt to shed light on two kinds of connections: individual and team awareness to leadership style, and leadership style to diversity of information exploration.

Leadership Style, Anonymity, and the Discussion of an Ethical Issue in an Electronic Context

2008 ◽  
pp. 513-531 ◽  
Author(s):  
Surinder S. Kahai ◽  
Bruce J. Avolio
Keyword(s):  
Transformational Leadership ◽  
Leadership Styles ◽  
Ethical Issue ◽  
Leadership Style ◽  
Higher Order ◽  
Future Research ◽  
Transformational Leaders ◽  
Student Groups ◽  
Transactional Leaders ◽  
Electronic Meeting System

A laboratory experiment was conducted with 42 student groups to evaluate the effects of transactional vs. transformational leadership styles and anonymity when groups supported by an Electronic Meeting System (EMS) discussed the ethical issue of copying copyrighted software. A confederate leader displayed either transformational or transactional behaviors. Transformational leaders motivate effort by raising the awareness of followers to make them aspire to higher-order needs and values and by developing them to fulfill their aspirations. Transactional leaders motivate effort by highlighting the contractual exchange involved in a relationship. Participants working with a transformational confederate were more likely to make arguments that challenged the copying of copyrighted software than those working with one who was more transactional. These arguments, in turn, caused groups exposed to such arguments to have greater deviation among its members in intentions to copy the software. Participants working with a transactional confederate were more likely to make arguments in favor of copying copyrighted software. These arguments, in turn, caused groups exposed to such arguments to have a greater mean of intentions to copy the software. Implications for practice and future research on ethics and leadership in the electronic context are discussed.

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