A Qualitative Research on the Meaning Structure of Principals’ Authentic Leadership in Korean Schools

2019 ◽  
Vol 37 (1) ◽  
pp. 31-62
Author(s):  
Young Hyeo Joo ◽  
Keyword(s):  
Qualitative Research ◽  
Authentic Leadership ◽  
Meaning Structure ◽  
Korean Schools

scholarly journals A STUDY OF LEADERSHIP MANAGEMENT FROM BHAGAVAD GITA BY FOLLOWING

2018 ◽  
Vol 5 (43) ◽  
Author(s):  
Bharati Chand
Keyword(s):  
Qualitative Research ◽  
Authentic Leadership ◽  
Deep Understanding ◽  
Contextual Analysis ◽  
Young Generation ◽  
Classical Text ◽  
Bhagavad Gita ◽  
Leadership Management ◽  
Qualitative Research Methodology ◽  
Bhagavad Gītā

This paper explores the leadership management from the Bhagavad-Gitaby following yoga.The study sought to investigate the two broad centripetal and centrifugal leadership management by harmonious blending of Karma Yoga,Gyan Yoga and Bhakti Yoga.This paper is based on literature review and hermeneutics, a qualitative research methodology which involves study, understanding and interpretation of ancient or classical text. The existing findings are interpreted by analysing the verse of Bhagavad Gita. At the end,it is concluded that teaching of Bhagavad Gita has authentic leadership management by following Yoga. Using contextual analysis this paper is an attempt to explore the leadership management and the guidance on vision found in this classic text.This study aimsto gain deep understanding and insights into concepts of vision and leadership to lead and develop leadership our young generation with broader perspective

Leadership in Knowledge‑Intensive Organizations

2018 ◽  
Vol 47 (1) ◽  
pp. 43-57
Author(s):  
Katarzyna Gadomska‑Lila
Keyword(s):  
Qualitative Research ◽  
Empirical Evidence ◽  
Authentic Leadership ◽  
Leadership Theories ◽  
Starting Point ◽  
Knowledge Intensive Organizations ◽  
Knowledge Intensive

The aim of the article is to present assumptions of different leadership theories and competences of leaders in a knowledge intensive context. The study of domestic and foreign publications was the starting point which enabled the author to illustrate the evolution of leadership theories by dividing these theories into traditional and modern ones, and to describe the nature of knowledge‑intensive organizations. The analyses confirmed that leadership in knowledge‑intensive organizations differs from leadership in traditional organizations. A Polish subsidiary of an international company served as an exemplification of the main considerations of the article. The empirical evidence of qualitative research confirmed that in knowledge‑intensive organizations leadership consists in elements characteristic for transformational, strategic and authentic leadership.

Authentische Führung

2018 ◽  
Vol 62 (3) ◽  
pp. 142-160
Author(s):  
Luise Franke-Bartholdt ◽  
Dirk Frömmer ◽  
Jürgen Wegge ◽  
Anja Strobel
Keyword(s):  
Authentic Leadership ◽  
Leader Member Exchange ◽  
Member Exchange

Zusammenfassung. Zur Erfassung authentischer Führung fehlt im deutschen Sprachraum ein transparent validiertes Messverfahren. Der vorliegende Beitrag soll mit einer deutschen Adaption des Authentic Leadership Inventory von Neider und Schriesheim (2011) diese Lücke schließen. Nach der Übersetzung des Originals wurde das Deutsche Inventar Authentischer Führung (DIAF) in drei Stichproben (Ngesamt = 705) geprüft und modifiziert. In konfirmatorischen Faktorenanalysen konnte die theoretisch postulierte Binnenstruktur mit vier Komponenten bestätigt werden: Selbstbewusstheit, Transparenz in Beziehung zu anderen, verinnerlichte moralische Perspektive und ausgewogene Informationsverarbeitung. Die internen Konsistenzen der Gesamtskala (16 Items) und Einzelkomponenten lagen im guten bis sehr guten Bereich. Es wurden erwartungskonforme Zusammenhänge zu anderen Führungsskalen gefunden (positive Korrelationen zu ethischer Führung und Leader Member Exchange, negative Korrelationen zu destruktiver Führung). Das Instrument zeigte bedeutsame Zusammenhänge zu zentralen organisationalen Ergebniskriterien (Wohlbefinden, Arbeitsengagement, individuelle Leistung) und inkrementelle Validität über andere Führungsskalen hinaus. Insgesamt kann das DIAF als ökonomisches und valides Verfahren zur Erfassung authentischer Führung eingesetzt werden.

Learning Conversation and Shared Network Leadership

2010 ◽  
Vol 9 (4) ◽  
pp. 181-194 ◽  
Author(s):  
Jürgen Weibler ◽  
Sigrid Rohn-Endres
Keyword(s):  
Qualitative Research ◽  
Grounded Theory ◽  
Social Network ◽  
Interorganizational Networks ◽  
Original Network ◽  
High Quality ◽  
Qualitative Research Design ◽  
Collective Processes ◽  
Shared Network ◽  
Practical Implications

This paper develops an understanding of how shared leadership emerges in social network interactions. On the basis of a qualitative research design (grounded theory methodology – GTM) our study in two interorganizational networks offers insights into the interplay between structures, individuals, and the collective for the emergence of shared network leadership (SNL). The network-specific Gestalt of SNL appears as a pattern of collective and individual leadership activities unified under the roof of a highly developed learning conversation. More importantly, our findings support the idea that individual network leadership would not emerge without embeddedness in certain high-quality collective processes of relating and dialogue. Both theoretical and practical implications of this original network leadership perspective are discussed.

Qualitative Research Comes of Age

1999 ◽  
Vol 44 (1) ◽  
pp. 97-100 ◽  
Author(s):  
Norman K. Denzin
Keyword(s):  
Qualitative Research
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