scholarly journals Indigenous Knowledge Systems and Leadership Styles in Nigerian Work Organisations

2014 ◽  
Vol 3 (4) ◽  
pp. 1-13
Author(s):  
Osarumwense Iguisi
Keyword(s):  
Leadership Styles ◽  
Leadership Style ◽  
Management Practice ◽  
Research Question ◽  
Knowledge Systems ◽  
Traditional Values ◽  
Managerial Leadership ◽  
Modern Management ◽  
Perceived Leadership ◽  
Indigenous Knowledge Systems

This research project investigated four managerial leadership styles in Nigerian organizations. The research question that the research tries to address is: to what extent are the leadership styles expressed in modern management theories consistent with Nigerian Traditional values? The findings do confirm that the perceived leadership style in the organizations by the managers is autocratic, the preferred style is the paternalistic and the rejected is the autocratic. For about one in five Nigerian managers, the democratic style is the most often rejected. The study challenges the validity of dominant Western universal perspectives in managerial leadership in traditional African organizations. The study suggests that elements of traditional values pose serious challenge to Nigerian managers’ ability to adopt traditional and modern management practice that can improve the effectiveness of leadership in their organizations

Cultures, Leadership Styles and Employee Coping Strategies in African Organizations

2015 ◽  
pp. 182-196
Author(s):  
Osarumwense Iguisi
Keyword(s):  
Coping Strategies ◽  
Leadership Styles ◽  
Leadership Style ◽  
Research Question ◽  
Traditional Values ◽  
Research Project ◽  
Managerial Leadership ◽  
Modern Management ◽  
Perceived Leadership ◽  
Management Theories

This research project investigated four managerial leadership styles in Nigerian organizations. The research question that the research tries to address is: to what extent is the leadership styles expressed in modern management theories consistent with the African values? The findings do confirm that the perceived leadership style in the organizations by the managers is autocratic, the preferred style is the paternalistic and the rejected is the autocratic. For about one in five Nigerian managers, the democratic style is the most often rejected. The study challenges the validity of dominant Western universal perspectives in managerial leadership in traditional African organizations. The chapter suggests that elements of traditional values pose serious challenge to African managers' ability to adopt traditional and modern practices that can improve the effectiveness of leadership in their organizations.

A Systematic Review on Leadership Styles in Small and Medium Enterprises

2021 ◽  
Vol 12 (1) ◽  
pp. 26-26
Author(s):  
S.E. Donny Sita ◽  
N.A. Mohd. Nor
Keyword(s):  
Systematic Review ◽  
Leadership Styles ◽  
Leadership Style ◽  
Small And Medium Enterprises ◽  
Research Question ◽  
Main Research ◽  
Working Together ◽  
Group Members ◽  
Medium Enterprises ◽  
And Control

Earlier notions of leadership opined that leadership can be found in one's genes that determine how an individual behaves and reacts to his/her surrounding (Bass, 1985). That is, a leader can still be detected in a group of people although nobody may be appointed to lead at the outset. In the past, an individual became a leader through inheritance of a rank or the throne in a country or in an institution. However, the temperament or characteristic of an individual determine whether one can lead or not. A leader acts as a conflict contributor, a resolver or peacemaker, and a punisher (King et al., 2009). Besides being dominant over the rest of the group members, a leader needs to influence the followers too with his/her leadership style. The leadership style of a leader depends on the attitude of him/her to influencing followers in the organisation. The modern era indicates that an uncertainty or complex situations are not uncommon. In a context of a small and medium enterprises (SMEs), turbulences arising in an enterprise require an effective leader to sustain a strong sense of opportunity for all followers. Such participation allows followers to share opinions, make better decisions and control the resources. In fact, followers and the leader cannot be separated. Likewise, leadership runs in tandem with development. Development occurs as leadership pushes it (Banyai, 2009). Hence, without proper leadership to lead the followers, it would be rather difficult to reach the mutual goals of the enterprise (Poskas & Messer, 2015). Also, a good leadership through guidance and effective communication enables followers to improve themselves. Hence, to conduct a relevant systematic review, the current paper is guided by the following main research question: how are leadership styles practiced among leaders in the context of small and medium enterprises? The focus of this paper is on the leaders of small and medium enterprises where followers are working together towards achieving the mutual goals of the enterprise. Keywords: leader; leadership style; PRISMA; small and medium enterprises; systematic literature review

Indigenous Knowledge Systems

2019 ◽  
pp. 344-355
Author(s):  
Osarumwense Iguisi ◽  
Osaro Rawlings Igbinomwanhia
Keyword(s):  
Indigenous Knowledge ◽  
Cultural Values ◽  
Management Practice ◽  
Knowledge Systems ◽  
The West ◽  
Management Philosophy ◽  
Building Models ◽  
Indigenous Knowledge Systems ◽  
Management Theories

This chapter draws attention to the relevance of cultures to management philosophy with the purpose of contributing to a culturally viable practice of management in Africa. It has been shown that the different management theories in the form that they have been developed in the West may not fit culturally in Africa. However, in developing theories and building models of management theories in Africa, it is unlikely to pay Africans to throw away all that the West has to offer. Rather, the process of appropriate management theorizing should be to reflect on the assumptions of Western management theories, compare Western assumptions about social and cultural values with African cultural values, and rebuild the theories or models through experimentation. The use of anthropological and philosophical concepts in this context will help in development of appropriate management practice.

scholarly journals The Effect of Leadership Style on Employee Job Satisfaction

2019 ◽  
Vol 1 (1) ◽  
pp. 1-13
Author(s):  
Muhammad Ahsanullah Khan ◽  
Usman Waraich
Keyword(s):  
Job Satisfaction ◽  
Transformational Leadership ◽  
Positive Result ◽  
Leadership Styles ◽  
Transactional Leadership ◽  
Leadership Style ◽  
Managerial Leadership ◽  
Employee Job Satisfaction ◽  
Transformational Leadership Style ◽  
Positive Effect

This paper aims to determine the effect of leadership styles on employee job satisfaction. The survey was conducted by administering questionnaires to 400 respondents from different organizations within Pakistan. Transformational leadership style was seen to have a positive effect on various facets of employee job satisfaction. Transactional leadership also turns out to be perceived as having a positive effect on different facets of employee job satisfaction, and so does empowering managerial leadership. It was found that leaders and managers combine the various leadership styles identified in the research paper in proportions that produce a positive result when administering their leadership duties. The proportions at which these leadership styles are combined depend upon the nature of the situation they encounter in the workplace.

Indigenous Knowledge Systems

2018 ◽  
pp. 5036-5045
Author(s):  
Osarumwense Iguisi ◽  
Osaro Rawlings Igbinomwanhia
Keyword(s):  
Indigenous Knowledge ◽  
Cultural Values ◽  
Management Practice ◽  
Knowledge Systems ◽  
The West ◽  
Management Philosophy ◽  
Building Models ◽  
Indigenous Knowledge Systems ◽  
Conceptual Paper ◽  
Management Theories

This conceptual paper draws attention to the relevance of cultures to management philosophy with the purpose of contributing to a culturally viable practice of management in Africa. It has been shown that the different management theories in the form that they have been developed in the West may not fit culturally in Africa. However, in developing theories and building models of management theories in Africa, it is unlikely to pay Africans to throw away all that the West has to offer. Rather, the process of appropriate management theorizing should be to reflect on the assumptions of Western management theories, compare Western assumptions about social and cultural values with African cultural values and rebuild the theories or models through experimentation. The use of anthropological and philosophical concepts in this context will help in development of appropriate management practice.

scholarly journals Literature Review: Best Practices of Principal’s Leadership in Improving Teacher Performance

2021 ◽  
pp. 51-55
Author(s):  
Suci Yulyanti ◽  
Enung Hasanah
Keyword(s):  
Literature Review ◽  
Best Practices ◽  
Leadership Styles ◽  
Leadership Style ◽  
Principal Leadership ◽  
Teacher Performance ◽  
Teacher Competence ◽  
Managerial Leadership ◽  
Analysis Process ◽  
Clear Vision

The style or way of a principal in leading an organization greatly determines teachers' performance under his leadership. This study aims to assess the principal's leadership style, which can improve teacher performance. This research uses literature review research. The writings reviewed in this study are articles with the keywords of principal leadership, leadership best practices and teacher performance. This study uses 15 articles published in the 2010-2020 period. In the data analysis process, we conducted an analysis of leadership styles that have succeeded in increasing teacher competence based on the results of previous studies. This study shows that (1) principals who apply a leadership style that can provide motivation and provide change for their subordinates are proven to improve an educator's performance. (2) principals who apply democratic, responsible and managerial leadership styles can improve teacher performance (3) principals who apply leadership styles that are comfortable, conducive and skilled at work can improve teacher performance. (4) principals who apply a leadership style that is skilled in solving problems and influencing their subordinates in terms of kindness are proven to increase educators' performance. (5) Leaders who have a clear vision and mission that are strong, have hope, protect, encourage, and guide their subordinates to do work according to their duties and functions, this leadership style can improve educators' performance.

scholarly journals EVALUACIÓN DEL LIDERAZGO DEL DIRECTOR Y SU INFLUENCIA EN EL DESEMPEÑO DOCENTE DEL NIVEL SECUNDARIO DE LA INSTITUCIÓN EDUCATIVA MAGÍSTER DEL DISTRITO DE VILLA MARÍA DEL TRIUNFO. LIMA, 2013 / EVALUATION OF THE LEADERSHIP OF THE DIRECTOR AND HIS INFLUENCE IN

LOGOS ◽  
2016 ◽  
Vol 6 (1) ◽  
Author(s):  
Rosa Elizabeth Chinchayan Roman
Keyword(s):  
Leadership Styles ◽  
Leadership Style ◽  
Teacher Performance ◽  
Educational Institution ◽  
Secondary Level ◽  
Management Style ◽  
Validity And Reliability ◽  
High Association ◽  
Managerial Leadership ◽  
Estilos De Liderazgo

RESUMEN La investigación científica que hemos realizado es cuantitativa, transversal bivariada. Aplicamos un diseño correlacional causal. Los factores de estudio son dos: el estilo de liderazgo del director  y el desempeño docente del nivel secundario de la Institución Educativa Magíster del distrito de Villa María del Triunfo, Lima 2013. La población estuvo conformada por el 100% de los directivos, 20% de los docentes, 20%  de los  estudiantes y 20 % de los Padres de familia que hacen un total de 230 encuestados de  la I.E. Magíster del distrito de Villa María del Triunfo. Para la recolección de datos se confeccionaron dos cuestionarios estructurados como medición  y consta de las siguientes Variables: en cuanto a los estilo de liderazgo directivo se tomó las siguientes dimensiones Estilo Gerencial, Liderazgo, Ambiente Laboral, Monitoreo y supervisión. En cuanto a la variable desempeño docente se tomó las siguientes dimensiones: Planificación de la enseñanza, Estrategias Metodológica, Uso de medios y materiales educativos y en Estilos de Liderazgo Directivo se consideraron aquello autoritarios, democráticos y liberales.  Fueron aplicados a 230 personas entre docentes, estudiantes y padres de familia  de la muestra. Los instrumentos cumplen con las cualidades de validez y confiabilidad. El estudio plantea la siguiente hipótesis de investigación: El estilo de liderazgo del director se relaciona  significativamente con el Desempeño docente del nivel secundario de la Institución Educativa Magíster del distrito de Villa María del Triunfo, Lima 2013. Los resultados obtenidos nos permiten rechazar la hipótesis nula y aceptarla hipótesis  investigadas pues se ha encontrado según la correlación de Rho de Spearman  de 0,821 es ALTA asociación de las variables y siendo altamente significativo. Además, según la pruebas de la independencia (***p < .000) altamente significativo, se acepta la hipótesis: Existe relación entre el estilo de liderazgo del director y el desempeño docente del nivel secundario de la Institución Educativa Magíster del distrito de Villa María del Triunfo, Lima 2013. PALABRAS CLAVE: Estilos de Liderazgo Directivo– Desempeño Docente - la I.E. Magíster - Villa María del Triunfo. LIMA ABSTRACT Scientific research we have done is quantitative, cross bivariate. We apply a causal correlational design. Study factors are two: the leadership style of the principal and teacher performance at the secondary level of the Educational Institution Master of Villa María del Triunfo, Lima 2013. The population consisted of 100% of managers, 20% of teachers, 20% of students and 20% of Parents for a total of 230 respondents from the S.I. Master of Villa María del Triunfo. For data collection and two structured as a measure consists of the following variables questionnaires were prepared: as to the style of managerial leadership the following dimensions Management Style Leadership Work Environment, Monitoring and supervision was taken. As for teacher performance Variable it took the following dimensions: Planning for teaching, Methodological Strategies, Using educational media and materials and Senior Leadership Styles that were considered authoritarian, democratic and liberal. They were applied to 230 people including teachers, students and parents of the sample. The instruments meet the qualities of validity and reliability. The study raises the following hypothesis: the director's leadership style is significantly related to teacher performance at the secondary level of the Educational Institution Master of Villa María del Triunfo, Lima 2013. The results allow us to reject the null hypothesis and accept hypothesis investigated as found by the Spearman Rho correlation of 0.821 is HIGH association of variables and being highly significant. Furthermore, according to the test of independence (*** p <.000) highly significant, the hypothesis is accepted: There is a relationship between the leadership style of the principal and teacher performance at the secondary level of the Educational Institution Master of Villa María del Triunfo, Lima 2013. KEYWORDS: Leadership Styles Directivo- Teacher Performance - the S.I. Magister - Villa Maria del Triunfo. LIME

scholarly journals EFFECTS OF PERCEIVED LEADERSHIP STYLE AND ORGANIZATIONAL COMMITMENT ON JOB SATISFACTION AMONG NON-TEACHING EMPLOYEES OF FEDERAL UNIVERSITIES IN SOUTH-EAST NIGERIA

2021 ◽  
pp. 1-18
Author(s):  
Onyibor Nweke ◽  
◽  
P.V.C. Okoye ◽  
Adannia Dike-Aghanya ◽  
◽  
...  
Keyword(s):  
Job Satisfaction ◽  
Organizational Commitment ◽  
Leadership Styles ◽  
Transactional Leadership ◽  
Leadership Style ◽  
Satisfaction Questionnaire ◽  
Perceived Leadership ◽  
Transactional Leadership Style ◽  
Age Range ◽  
Correlation Design

The study examined effects of perceived leadership style and organizational commitment on job satisfaction among non-teaching employees of federal universities in South-East Nigeria. Participants in the study were eight hundred and eighty-four non-teaching employees who were randomly selected from three federal universities in South-East Nigeria. The participants were made up of 323 (36.5%) males and 561 (63.5%) females with age range 22 years to 60 years, mean 35.04 years and standard deviation 9.96. The study deployed three instruments: Multi factor leadership questionnaire (MLQ-5X) developed by Avolio & Bass (1990), Minesota Satisfaction Questionnaire (MSQ) developed by Weiss, Dawis, England & Lofquist (1967), and Organizational Commitment Scale (OCS) developed by Mowday, Porter & Steers (1979). The study adopted correlation design and data analysis was done using multiple regression analysis Enter method. Hypothesis one result showed that dimension of perceived leadership style (transactional) predicted job satisfaction at B = 1.18**, P< .001, while hypothesis two result showed that organizational commitment significantly and positively predicted job satisfaction at B = .53**, P< .001. Hence, perceived leadership styles and organizational commitment are significant and positive predictors of job satisfaction among non-teaching employees of federal universities in south-east Nigeria. It was recommended that management within federal universities in south-east should adopt transactional leadership style.

scholarly journals PENGARUH GAYA KEPEMIMPINAN KEPALA SEKOLAH TERHADAP KEMAJUAN SEKOLAH

2019 ◽  
Author(s):  
Rezky Suci Ramadhona
Keyword(s):  
Leadership Styles ◽  
School Leadership ◽  
Leadership Style ◽  
Managerial Leadership ◽  
Positive Leadership ◽  
Referent Power ◽  
Effective Learning ◽  
Expert Power ◽  
Legitimate Power

Leadership in education is a key of effective learning process. An appropriate leadership will improve the service and quality of school. Leadership is relate to someone influences others behavior for a purpose. Leadership closely connected to power. It can be divided into five categories; 1. Expert power; 2. Legitimate power; 3. Referent power; 4. Reward power; 5. Coercive power. Besides of its relation to power, leadership also connected with characters. Many research have done to identify characters related to leadership. Indonesia faces various problems in education, one of it is how weak the principal's ability to manage the school that is related to the principal's leadership style. headmasters should apply leadership styles in schools. Some appropriate leadership styles are applied by the headmaster consisting of (1) managerial leadership, (2) transformational leadership, (3) transactional leadership, (4) instructional leadership and (5) positive leadership. Therefore, the headmaster not only applies a leadership style while managing the school but must be able to combine and contextualize leadership styles based on the need to obtain school goals.

scholarly journals Impact of Educational Leadership Styles on Job Teachers Stress

2014 ◽  
Vol 2 (1) ◽  
pp. 199
Author(s):  
Ferit Hysa
Keyword(s):  
Educational Leadership ◽  
Leadership Styles ◽  
School Leadership ◽  
Leadership Style ◽  
Research Question ◽  
Education Leadership ◽  
Effective School ◽  
Organizational Theories ◽  
The Right ◽  
Contemporary Education

During the school management, it is very important to have an effective school but more important is to use the right styles according to health safety and high outcomes. The leadership is a wide concept in general way and a specific one according to the education and school too. The tradition of school leadership is new in Albania. The education leadership in the new Albanian context request establishing of school leadership. The knowledge and application of contemporary education leadership it is obligatory for improvement and raising effectively to Albanian school. This study is focus in the influence of educational leadership styles in the job teachers stress and satisfaction. The research question is: what is the best and right education leadership style need to be applied in Albanian school. The research method is a quantities and qualitative way through the questionnaires, semi and structures interviews. The conclusion is that no all the educational leadership styles that are effective ones, are the right educational leadership styles. This conclusion brings the need to be selected the educational organizational theories for an effective school through the right educational leadership styles.

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