scholarly journals Recent approaches in studying leadership in organizations

Sociologija ◽  
2002 ◽  
Vol 44 (2) ◽  
pp. 139-160
Author(s):  
Dusan Mojic
Keyword(s):  
Organizational Leadership ◽  
Team Leadership ◽  
Charismatic Leadership ◽  
Visionary Leadership ◽  
Contemporary Study ◽  
Substitutes For Leadership

Most influential recent approaches in studying organizational leadership were discussed in this article. Special attention is given to theories of transactional/transformational and charismatic leadership, having in mind their importance and wide presence in contemporary study of leadership in organizations. Other recent approaches such as visionary leadership, empowerment, team leadership etc. were also presented. Finally, an interesting view that leadership is sometimes irrelevant is discussed through an analysis of main standing points of theory about substitutes for leadership.

scholarly journals Value-creating organizational leadership

2016 ◽  
Vol 24 (1) ◽  
pp. 19-39 ◽  
Author(s):  
Eldad Kollenscher ◽  
Micha Popper ◽  
Boaz Ronen
Keyword(s):  
Strategic Management ◽  
Organizational Leadership ◽  
Organizational Outcomes ◽  
Charismatic Leadership ◽  
Corporate Leadership ◽  
Leadership Theories ◽  
Transformational Theory ◽  
Trait Theory ◽  
Sustained Effect ◽  
Blind Spots

AbstractDespite their many contributions, each of the most prevalent approaches to leadership – the micro interpersonal leadership models such as transformational theory, trait theory and charismatic leadership, and the macro strategic management – has notable ‘blind spots’ and relies on biased or partial assumptions. Furthermore, the macro–micro polarization of major leadership theories overlooks important meso perspective processes, such as structuring, which leaders can use to attain a more compounded and sustained effect on organizational outcomes. The goal of this paper is to propose an integrative theoretical framework – value-creating leadership – which provides what is missing from the theory of organizational leadership. Value-creating leadership combines micro and macro perspectives regarding management and leadership along with a meso perspective to create a unified model of corporate leadership.

scholarly journals Model Kepemimpinan Kyai dalam Membentuk Santri Mandiri Di Era 4.0

2020 ◽  
Vol 3 (2) ◽  
pp. 218-240
Author(s):  
Imam Safi`i
Keyword(s):  
Grounded Theory ◽  
Research Method ◽  
Applied Research ◽  
Field Research ◽  
Charismatic Leadership ◽  
Transformative Leadership ◽  
Visionary Leadership ◽  
Data Collecting ◽  
The One

The research aimed to ; 1) describe and analyse how the leadership type of Kyai Mohammad Ali Shobirin in forming independent santri; 2). what kind of habits were done in the Islamic dorm of al Qoyyim , to form independent santri; 3). model of  Kyai Ali shobirin leadership in forming independent santri in the islamic dorm Al Qoyyim Kasembon Malang. The applied research method to answer the aim above was grounded theory, because the research was field research. While the references consisted of primary, secondary and tertiary data. Collecting data by observation, interviews and documentation. Data analyze used qualitattive data analyze.  The research showed that kyai Ali Shobirin belonged to the one of three type of leadership. Firstly, visionary leadership. Secondly, transformative leadership. Thirdly, charismatic leadership. The habit of Santri to form independent santri in the era 4.0 was discipline in every aspect, santri ‘s habituality to be entrepeneur and  The model of leadership of kyai Ali Shobirin  was individual-kolektif, it happened because collaboration in developing Islamic dorm. While, the policy was taken by the head dominantly.

scholarly journals Investigating the Leadership Style Effect on the Technology Transfer Effectiveness: A Proposed New Model (An Applied Study on the Dairy Manufacturing Sector in Egypt)

2016 ◽  
Vol 11 (10) ◽  
pp. 141
Author(s):  
Amal Farouk Soliman
Keyword(s):  
Transformational Leadership ◽  
Technology Transfer ◽  
Leadership Styles ◽  
Transactional Leadership ◽  
Leadership Style ◽  
Manufacturing Sector ◽  
Charismatic Leadership ◽  
Visionary Leadership ◽  
Manufacturing Plants ◽  
Applied Study

<p><strong>Purpose: </strong>Different leadership styles' effects on technology transfer effectiveness have not been implied in the literature. This study seeks to theoretically investigate the effect of five leadership styles; Classified according to personal authority of the leader; On technology transfer effectiveness.</p><p><strong>Design/methodology/approach:</strong> This study identifies five leadership styles which affect technology transfer effectiveness including transformational leadership, transactional leadership, visionary leadership, charismatic leadership and culture based leadership. This study associates these five leadership styles to technology transfer effectiveness. A conceptual model is tested using a survey data collected from a sample of manufacturing plants in the dairy manufacturing sector in Egypt.</p><p><strong>Findings: </strong>The results indicate that only four leadership styles significantly affect technology transfer effectiveness. Visionary leadership style has the strongest significant effect on technology transfer effectiveness, followed by culture based leadership style, then charismatic leadership style then transactional leadership. Transformational leadership does not significantly affect technology transfer effectiveness.</p><p><strong>Research Limitation/Implications: </strong>Transformational leadership has been observed to have no significant effect on technology transfer effectiveness. A set of refined transformational leadership measures should be developed in future studies.</p><p><strong>Practical Implications:</strong> This paper identifies the importance of leadership styles in achieving the success of technology transfer.</p><p><strong>Originality/value: </strong>This study provides a theoretical foundation for the effect of the leadership styles on technology transfer effectiveness in the dairy manufacturing plants. This study is one of the first efforts that empirically examine the effect of leadership styles on technology transfer effectiveness.</p><p> </p>

scholarly journals IMPLEMENTASI GAYA KEPEMIMPINAN TRANSFORMATIF DALAM PENINGKATKAN DAYA SAING PENDIDIKAN

2020 ◽  
Vol 8 (2) ◽  
pp. 309-332
Author(s):  
Agus Purwo Widodo ◽  
Saifudin Zuhri ◽  
Djani Djani
Keyword(s):  
Organizational Leadership ◽  
Professional Growth ◽  
Team Leadership ◽  
Team Work ◽  
Loose Coupling ◽  
Professional Bureaucracy

Budaya organisasi pada tataran sekolah memerlukan pemimpin yang berkemampuan memobilisasi perkembangan dan perubahan yaitu melakukan kegiatan kreatif, menemukan strategi, metode, cara-cara, atau konsep-konsep yang baru dalam pengajaran agar pembelajaran bermakna dan melahirkan pendidikan yang berkualitas. Berkenaan dengan hal tersebut maka diperlukan kepemimpinan transformatif sebagai upaya untuk menghasilkan pendidikan yang mampu berdaya saing dan menghasilkann peserta didik yang mempunyai integritas kepribadian, sikap disiplin, kreatif, inovatif, dan kompetitif. Profesionalitas kepemimpinan pendidikan sebagai pemimpin transformasional perlu memiliki kompetensi, transparansi, efisiensi, dan kualitas tinggi. Strategi Pelaksanaan Kepemimpinan Transformatif   Kepala MI Perwanida Kota Blitar dan SD Islam Al Munawar Tulungagung dalam meningkatkan kebijakan daya saing pendidikan di lembaganya: (1) Di lembaga Madrasah/sekolah terjadi adanya kerjasama dengan wakil-wakilnya, guru-guru, dan staf dalam kerja tim (team work), sehingga memungkinkan terlaksananya peran kepemimpinan tim (team leadership); (2)  Di  lembaga Madrasah/sekolah  terjadi adanya peningkatan motivasi dan membangkitkan gairah kerja guru yang diorientasikan  pada terciptanya pertumbuhan personal dan profesional guru (personal and professional growth), sehingga memungkinkan terlaksananya peran kepemimpinan supervisi (supervisory leadership); (3) Di lembaga madrasah tercipta penataan organisasi madrasah, iklim hubungan yang bersifat loose coupling, dan mengubah struktur dan iklim birokrasi menjadi menyenangkan  (comfortable bureaucracy) atau profesional (professional bureaucracy) sehingga memungkinkan terlaksanya peran kepemimpinan organisasional (organizational leadership).

Distributed Leadership

Education ◽  
2015 ◽  
Author(s):  
James P. Spillane ◽  
Katie Mertz
Keyword(s):  
School Leadership ◽  
San Francisco ◽  
Organizational Leadership ◽  
Distributed Leadership ◽  
Empirical Work ◽  
Charismatic Leadership ◽  
School Principal ◽  
Leadership Theories ◽  
Leadership And Management ◽  
Formal Leadership

Over the first decade of the 21st century, a modest but expanding body of work has emerged on what is commonly referred to in the literature as distributed leadership. The idea has also garnered considerable attention from policymakers, practitioners, and philanthropists in several countries and international organizations such as OECD, though there is no shortage of scholarship on school leadership and management in particular and organizational leadership and management in general. Still, the appeal of a distributed perspective appears to lie in part in that it offered an alternative to dissatisfaction with the great person approach to theorizing about organizational leadership and management, what Gary Yukl terms the “heroics of leadership paradigm” (Gary Yukl, “An Evaluation of Conceptual Weaknesses in Transformational and Charismatic Leadership Theories,” The Leadership Quarterly 10.2 [1999]: 285–305, p. 292). At least two ideas are central in writing about and research on distributed leadership. The first is an acknowledgement that leading and managing schools (and other organizations) involve multiple individuals, not just the school principal, including other formally designated leaders and individuals without such designations (e.g., teachers with no formal leadership position, parents, or even students who influenced an organization’s core work). In this way, a distributed perspective called for attention to both the formal and informal organization and how these two aspects of the organization worked in interaction with one another (James P. Spillane, Distributed Leadership (San Francisco: Jossey-Bass, 2006); Spillane and Diamond 2007, cited under Empirical Work on Distributed Leadership in Primary and Elementary School). Still, writings about distributed leadership often focus rather narrowly on the array of individuals that take responsibility for leadership and management work. The second idea is that the practice of leading and managing needs to be a central concern in research and development work on organizational leadership (Gronn 2000 and Spillane, et al. 2001, both cited under Theoretical and Conceptual Work). Rather than narrowly conceptualizing practice in terms of the actions or behaviors of an individual leader, from a distributed perspective practice is framed in terms of the interactions among organizational members as enabled and constrained by aspects of their situation. Studying the practice of leading and managing necessitates examining how the practice is stretched over school leaders, followers, and aspects of their situation. Thus, careful attention to interactions, rather than fixating exclusively on the actions of an individual leader, is necessary when taking a distributed perspective to school leadership and management.

Revisiting Weber's charismatic leadership: learning from the past and looking to the future

2014 ◽  
Vol 20 (2) ◽  
pp. 224-240 ◽  
Author(s):  
Ivana Milosevic ◽  
A. Erin Bass
Keyword(s):  
Design Methodology ◽  
Charismatic Leadership ◽  
Future Research ◽  
Content Type ◽  
The Past ◽  
Leaders And Followers ◽  
Alternative Research ◽  
Contemporary Study ◽  
Informal Structure ◽  
Leadership Research

Purpose – Weber emphasized the informal structure, followers' power, and time in charismatic leadership; yet the extant literature either overlooks or underplays the significance of each of these facets. The aim of this paper is to revisit Weber's conceptualizations of charisma and illuminate these facets, thus creating new avenues for the contemporary charismatic leadership research. Design/methodology/approach – The focus of this research is on analysis of Weber's conceptualization of charisma. The analysis of selected quotes is grounded within contemporary discourse in order to illustrate how three overlooked facets may propel future research on charismatic leadership. Findings – By revisiting Weber's seminal work, the paper illustrates several historical findings and identifies research opportunities that are yet to be addressed by contemporary study in charismatic leadership. In doing so, the paper generates a set of propositions as an impetus for future exploration. Research limitations/implications – To address the three proposed questions, researchers should focus their attention on the exploration of charisma outside of the formal bureaucracy, the dynamic power relations between leaders and followers, and the temporally bound nature of charisma. Given the nature of these questions, researchers may also consider alternative research methods such as in-depth case studies and narratives in order to more fully capture the dynamic and unpredictable nature of charisma in complex contexts. Originality/value – Contemporary research largely overlooks or underplays the issues of time, the informal structure, and followers in the study of charisma. Through analysis of Weber's writings, this paper brings to the forefront these issues, and thus provide rich opportunities for future research on charismatic leadership.

scholarly journals Development of Spiritual Leadership in Educational Institutions Integrated with Buddhism

2021 ◽  
Vol 58 (1) ◽  
pp. 3714-3718
Author(s):  
Phra Sakda Chanasapo(Sommanawattana) Et al.
Keyword(s):  
Spiritual Leadership ◽  
Charismatic Leadership ◽  
Visionary Leadership ◽  
Educational Institutions ◽  
Educational Management ◽  
Cultural Leadership ◽  
The People ◽  
Effective Leader ◽  
Current Leadership ◽  
Future Vision

This academic article aimed to propose development of spiritual leadership in educational institutions integrated with Buddhism. Data was collected by using documentary study form the content related to spiritual leadership, educational management and Buddhist principle. Results of the study showed that a successful leader or executive or a good supervisor was one who can apply leadership principle in the management which can adjust the environment in order for subordinates or associates to share their minds to work for the most benefit of the performance. The management has leadership, as can be seen from the confidence and trust in the leader by providing support and assistance from subordinates, giving freedom to work, and hearing opinions from subordinates. Considering current leadership concepts such as visionary leadership, transformational leadership, charismatic leadership, and cultural leadership were found to be coherent in the idea that leaders have sharp vision and a future vision that is growing spiritual leadership. Therefore, it is very popular in today's society because it is sensitive not less than religious aspect. It is an effective leader in educational institutions, thus being able to provide education to excellence in the 21st century which emphasizes virtue, the strength, and deep commitment of the people in the organization which consists of important principles of oneself governance, personnel governance and work control.

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