scholarly journals The Polycentric Leadership Model – A Circular and Decentralized Approach to Leadership Sociology

2021 ◽  
Vol 6 (4) ◽  
pp. 270-276
Author(s):  
Luigi Gentili
Keyword(s):  
Leadership Styles ◽  
Social Cohesion ◽  
Sociological Study ◽  
Leadership Model ◽  
Organizational Conditions ◽  
Core Skills ◽  
The Matrix

This paper introduces a new leadership model. Staring with the examination of the concept of leadership, leaders’ core skills and the differences between various management definitions, the paper highlights what organizational conditions are needed for leadership to be effective and successful. The results of a sociological study show that leadership always promotes change and involvement. It creates social cohesion and sets a clear direction. The paper focuses on these results to present the “matrix of Polycentric Leadership”. Thanks to this matrix, we can identify four leadership styles: methodical, directive, charismatic, and challenger. The paper concludes that leadership cannot be effective if just one or few of these styles are present: all four styles must be represented, as they are complementary and interact with each other, ensuring the unifying function of leadership. To conclude, the paper demonstrates that leadership is always a polycentric phenomenon that takes place via a network of relations between these four leadership styles. When the interaction does not take place, leadership degenerates, and the shadows of these leadership styles’ take over.

Triple A Leadership Dynamics of a Self-Empowering Women Group

2019 ◽  
pp. 603-615
Author(s):  
Bolelang C. Pheko
Keyword(s):  
Conflict Resolution ◽  
Individual Differences ◽  
Leadership Styles ◽  
Leadership Skills ◽  
Basic Element ◽  
The Other ◽  
Economic Empowerment ◽  
Leadership Model

From the Triple A Leadership model, this chapter shares a story of four women who gained economic empowerment through a bakery project whose success can be attributed to the application of the three tenets of this model, namely; accountable, attitude and approach. The first A denotes that ‘Accountability' is an indispensable aspect of leadership while ‘Attitude' is the other basic element. The theory further highlights that ‘approach' is fundamental to good leadership. The four women displayed self-reinforcing attitude that gave rise to increased interest in the project resulting in self- empowerment. It is clear that when people' personalities display leadership skills such as awareness of individual differences, responsibility, conflict resolution, tensions can be avoided as was the case with women who owned the bakery. In reality different situations call for different leadership styles, different actions, different strategies and this case illustrates that Triple A leadership was the appropriate approach.

Paradoxical Virtual Leadership: Reconsidering Virtuality Through a Paradox Lens

2018 ◽  
Vol 43 (5) ◽  
pp. 752-786 ◽  
Author(s):  
Radostina K. Purvanova ◽  
Renata Kenda
Keyword(s):  
Leadership Styles ◽  
Virtual Teams ◽  
Virtual Leadership ◽  
Leadership Model ◽  
Cognitive Framework ◽  
Core Function ◽  
Paradox Theory ◽  
Practical Implications

This conceptual article moves the conversation about virtual leadership forward by blending extant knowledge on virtuality and on leadership. Drawing on paradox theory, we show that virtuality is a paradox; therefore, virtual leadership’s core function is to deal with paradox. Our paradoxical virtual leadership model introduces three distinct leadership styles: synergistic, selective, and stagnant. Synergistic leaders view virtuality through a both–and cognitive framework, integrate divergent forces into synergistic solutions, and engage in varied, even opposing, behaviors to synergize virtuality’s paradoxical tensions and leverage the power of paradox. In contrast, selective leaders view virtuality through an either–or framework, and attempt to either manage virtuality’s challenges, or to capitalize on its opportunities, thus failing to balance paradoxical tensions. Finally, stagnant leaders adopt an avoidant framework, ignoring or avoiding virtuality’s paradoxes, and fail to lead effective virtual teams. The practical implications of this model—especially as they relate to how virtual leaders can synergize paradoxical tensions—are discussed.

Assessing Physician Leadership Styles: Application of the Situational Leadership Model to Transitions in Patient Acuity

2012 ◽  
Vol 24 (3) ◽  
pp. 225-230 ◽  
Author(s):  
Alexander Skog ◽  
Sarah E. Peyre ◽  
Charles N. Pozner ◽  
Mary Thorndike ◽  
Gloria Hicks ◽  
...  
Keyword(s):  
Leadership Styles ◽  
Situational Leadership ◽  
Physician Leadership ◽  
Patient Acuity ◽  
Leadership Model

A REVIEW OF SERVANT AND TRANSFORMATIONAL LEADERSHIP STYLE IN ISLAMIC PERSPECTIVES: A LESSON FROM THE PROPHET MUHAMMAD (PBUH) AS AN EXCELLENT ROLE MODEL FOR MUSLIM LEADERS IN INDONESIA

2020 ◽  
Vol 26 (02) ◽  
pp. 371-387
Author(s):  
Sulaeman Sulaeman
Keyword(s):  
Transformational Leadership ◽  
Leadership Styles ◽  
Leadership Style ◽  
Role Model ◽  
Journal Articles ◽  
Leadership Model ◽  
Narrative Literature ◽  
Narrative Literature Review ◽  
Transformational Leadership Style ◽  
Islamic Leadership

The purpose of this paper is to give a review of the servant and transformational leadership styles in Islam perspectives that have appeared in the literature. In so doing, the article provides the concept of the Islamic leadership model as a known dual-style Islamic leadership model by proposing the author. This paper used the narrative literature review methodology from previously publication such as textbooks and journal articles especially from primarly data - Qur’an and Sunnah. The study finds that two types of Islamic leadership were identified based on the leadership style of the prophet Muhammad (PBUH): servant and transformational leadership style. Furthermore, the paper provided a dual-style Islamic leadership model as effective leadership in practice for Muslim leaders in Indonesia. It is hoped that leaders such as managers, principals, CEOs in organizations/ corporations/social groups/communities would not hesitate to apply the Islamic leadership style especially dual-style Islamic leadership model. This paper will add to the literature on Islamic leadership style, especially for Muslim leaders in Indonesia

Triple A Leadership Dynamics of a Self-Empowering Women Group

2015 ◽  
pp. 243-258
Author(s):  
Bolelang C. Pheko
Keyword(s):  
Conflict Resolution ◽  
Individual Differences ◽  
Leadership Styles ◽  
Leadership Skills ◽  
Basic Element ◽  
The Other ◽  
Economic Empowerment ◽  
Leadership Model

From the Triple A Leadership model, this chapter shares a story of four women who gained economic empowerment through a bakery project whose success can be attributed to the application of the three tenets of this model, namely; accountable, attitude and approach. The first A denotes that ‘Accountability' is an indispensable aspect of leadership while ‘Attitude' is the other basic element. The theory further highlights that ‘approach' is fundamental to good leadership. The four women displayed self-reinforcing attitude that gave rise to increased interest in the project resulting in self- empowerment. It is clear that when people' personalities display leadership skills such as awareness of individual differences, responsibility, conflict resolution, tensions can be avoided as was the case with women who owned the bakery. In reality different situations call for different leadership styles, different actions, different strategies and this case illustrates that Triple A leadership was the appropriate approach.

scholarly journals Prevailing leadership styles among the heads of student clubs at the Imam Abdulrahman Bin Faisal University as per Goleman emotional leadership Model: الأنماط القياديّة السائدة لدى رؤساء الأندية الطلابيّة في جامعة الإمام عبد الرحمن بن فيصل وفق نموذج جولمان العاطفي في القيادة

2019 ◽  
Vol 3 (24) ◽  
Author(s):  
Essa Mohammad Ali Alsmoul
Keyword(s):  
Leadership Styles ◽  
Leadership Skills ◽  
Reliability And Validity ◽  
Academic Majors ◽  
New Members ◽  
Leadership Model ◽  
Descriptive Approach ◽  
Second Year ◽  
Emotional Leadership ◽  
Student Clubs

This study aimed at identifying the prevailing leadership styles among the heads of students' clubs as per Goleman Emotional Leadership Model from the perspective of the members of the clubs and as related to their college, year and club category variables. To achieve the purpose of the study, the study employed the descriptive approach including a 43-survey questionnaire for the 6 domains of the leadership. SPSS was used in data analysis and in verifying the survey reliability and validity. The results of the study indicated that the visionary style was the most prevailing among heads of students' clubs with a mean of (4.77) followed by the coaching style (4.68), the democratic style (4.67) with high degrees and the commanding style (4.44) with mid degree; the coercive style of leadership was at the bottom of the leadership styles (3.13). The study also indicated that there were statistically significant differences that could be attributed to the science majors for students in their second year who are in majored clubs (clubs of academic majors). The study offered a package of recommendations related to its findings. Including the development of leadership skills of the heads of public clubs, because of the different faculties of the members of student clubs; to make the work environment club attractive environment for new members.    

Cross-National Stability of a Leadership Model

2004 ◽  
Vol 94 (2) ◽  
pp. 517-522 ◽  
Author(s):  
George A. Marcoulides ◽  
Laura D. Marcoulides ◽  
Panayiota Nathanael ◽  
Andreas Soteriou
Keyword(s):  
Structural Equation Modeling ◽  
Leadership Styles ◽  
Structural Equation ◽  
Equation Modeling ◽  
Leadership Model ◽  
Greek Cypriot ◽  
Different Dimensions ◽  
Cross National

This study explored 60 Greek-Cypriot managers' perceptions of different dimensions of leadership. Analyses using structural equation modeling were performed to examine the invariance of the Flamholtz six-factor leadership model. The same leadership styles observed in samples from countries previously studied were present in the sample from Cyprus. In terms of the importance assigned to each style of leadership, Cypriot managers emphasized the more directive styles to a greater extent than other styles.

Staff-Initiated Organizational Change

2021 ◽  
pp. 310-326
Author(s):  
Thomas Packard
Keyword(s):  
Social Capital ◽  
Organizational Change ◽  
Problem Solving ◽  
Leadership Styles ◽  
Change Agents ◽  
Middle Level ◽  
Problem Analysis ◽  
Top Down ◽  
Organizational Conditions ◽  
Policy Program

Staff-initiated organizational change is a series of activities carried out by lower or middle-level staff to improve organizational conditions, policy, program, or procedures for the ultimate improvement of service to clients. It has similarities with the more top-down approach to change covered in Section 3; both approaches are intended to improve the functioning of the organization, and both use some of the same processes, such as problem analysis and problem solving. Staff-initiated organizational change is different in that it is initiated by staff at lower levels. Steps include assessment, preinitiation (change agents assessing and developing their influence and social capital and inducing or augmenting stress so that the problem will be addressed), initiation, implementation, institutionalization, and evaluation. This approach may present some risk for lower level staff, depending on the leadership styles and philosophies of managers and the overall culture of the organization. If proper conditions exist, improvements in organizational operations are possible.

scholarly journals Leadershipstile im Kontext von Schulentwicklungsprozessen

2021 ◽  
Author(s):  
Franz Hofmann ◽  
Matteo Carmignola
Keyword(s):  
School Improvement ◽  
Leadership Styles ◽  
Leadership Style ◽  
School Administrators ◽  
Educational Quality ◽  
School Level ◽  
Specific Context ◽  
Discussion Section ◽  
Leadership Model

AbstractThe focus on educational quality on the single school-level and the aim for ongoing school-improvement direct the attention to investigating the quality of leadership of school administrators. However, despite a large number of educational leadership models, some do not provide a sound theoretical framework, as they confound domains and tasks with the leadership style or identify leadership styles that are based on inconsistent assumptions of motivational psychology. In this paper, a leadership model for the specific context of leading school improvement processes is designed using a functional approach, which is based on the theory of personality systems interactions (PSI). We identified four styles of leadership enactment: the (1) visionary-enthusiastic, the (2) (latent) anxious-goal-fixated, the (3) passive-avoidant, and the (4) self-directed style. The newly developed instrument was validated for a sample of n = 901 teachers and k = 75 principals. In the discussion section, particular attention is paid to the self-directed style, for which favorable effects can be postulated both in the change management of school improvement processes and in regard to the motivational experience of teachers.

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