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.    

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.

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 Pengembangan Budaya Sekolah Berprestasi: Penanaman Nilai Etos Berprestasi

2021 ◽  
Vol 7 (3) ◽  
Author(s):  
Ageng Pratiwi ◽  
Erny Roesminingsih ◽  
Karwanto Karwanto
Keyword(s):  
High School ◽  
School Culture ◽  
Senior High School ◽  
First Year ◽  
Academic Fields ◽  
Learning Evaluation ◽  
Process Learning ◽  
Qualitative Descriptive ◽  
Descriptive Approach ◽  
Second Year

Senior High School Muhammdiyah 10 Surabaya is a school that dares to make a different curriculum from Diknas. It was rejected because it did not fit the existing curriculum. In its first year, the school receives two classes of students. This achievement soared in the second year. Second year there are five classes. The curriculum used at Senior High School Muhammadiyah 10 Surabaya is called "Talent Executive School." This study aims to find out the development of outstanding school culture at Senior High School Muhammadiyah 10 Surabaya, also describe the form of outstanding school culture, the process of planting values and ethos of achievement to students and knowing the implications of the development of outstanding school culture at Senior High School Muhammadiyah 10 Surabaya. Although the facilities and infrastructure at Senior High School Muhammadiyah 10 Surabaya have limitations but they are able to continue to develop the potential and ethos of interpreting in the academic and non-academic fields. So it becomes an attraction for researchers to conduct a researcher in the school with a different school style than usual. This study uses a qualitative descriptive approach. Data collection using observation techniques, interviews and documentation. The planting of values and ethos of achievement in students is carried out through school orientation activities, learning process, learning evaluation, extracurricular, achievement awards, love for alma mater, teacher conscientiousness, cooperation with parents of students and planting an outstanding culture. The results showed that the school culture developed at Senior High School Muhammadiyah 10 Surabaya is through educational programs and potential interests including archery, futsal, athletics, pencak silat, archery, music, hockey, dance and others.

scholarly journals Leadership Styles and Employee Engagement: A Field Study at a Qatari Public Corporation: الأنماط القيادية وتأثيرها على الانغماس الوظيفي: دراسة ميدانية في مؤسسة عامة قطرية

2021 ◽  
Vol 5 (22) ◽  
pp. 181-164
Author(s):  
Thamer M. Maharmeh Thamer M. Maharmeh
Keyword(s):  
Leadership Styles ◽  
Employee Engagement ◽  
Transactional Leadership ◽  
Online Survey ◽  
Leadership Skills ◽  
Simple Random Sample ◽  
Transformational Leaders ◽  
Public Corporation ◽  
Transactional Leaders ◽  
Transformational And Transactional Leadership

The current study explored the relationship between leadership styles and employee engagement in the case of a Qatari public corporation. Survey research method was used in the research. In order to meet the research objectives, an online survey questionnaire was developed and distributed to a simple random sample of 294 employees. Descriptive and analytical statistical techniques available in SPSS were used to analyze the data of the 125 returned surveys. The results of the current study revealed that: (1) about 75% of the respondents are engaged in their work, (2) employees perceive their supervisors as transformational leaders rather than transactional leaders. Nonetheless, employees perceive their supervisors as neither pure transformational leaders nor pure transactional leaders, (3) there is strong and positive correlation between employee engagement and both transformational and transactional leadership styles. However, the correlation between transactional leadership and employee engagement was stronger than the correlation between transformational leadership and employee engagement. Based on that it is recommended to: (1) encourage supervisors to mix both transformational and transactional leadership styles by considering the situation and the nature of the task assigned to employees, (2) take action to develop leadership skills and behaviors, (3) show recognition for employee contributions and efforts, (4) strengthen the relationships between employees and their supervisors. In conclusion, it is important to develop strategies and practices to enhance employee engagement. One of the key factors in doing so is the development of leadership styles and behaviours.

scholarly journals WOMEN IN LEADERSHIP: GENDER PERSONALITY TRAITS AND SKILLS

2020 ◽  
Vol 10 (1) ◽  
pp. 5-15
Author(s):  
Jaber ABDALLAH ◽  
◽  
Siham JIBAI ◽  
Keyword(s):  
Personality Traits ◽  
Leadership Styles ◽  
Leadership Skills ◽  
Current Approach ◽  
Women In Leadership ◽  
Extensive Literature ◽  
Single Gender ◽  
Management Positions ◽  
Positive Results

The relevance of the present paper is the set of assessments and analysis of the existing situation regarding the positioning of women in the structures of power and responsibility. Our current approach is based on the analysis of the women's manager profile and the leadership styles adopted by women. Based on an extensive literature review of the articles, books and the research undertaken to date, the article presents a series of differences that appear between a business woman and a business man. It also includes a characterization of the main obstacles a woman has to overcome in an organization and provides solutions for promoting more women in management positions. By investigating personality traits, we wanted to show that leadership skills are not the focus of a single gender. There is more and more evidence that achieving a gender balance and varied and diverse management teams proportionate to all levels in a hierarchy will automatically produce positive results, which will only bring performances to organizations.

Developing Leadership Talent for Success in the Fourth Industrial Revolution

2021 ◽  
pp. 53-68
Author(s):  
Nermin Kişi
Keyword(s):  
Leadership Styles ◽  
Industry 4.0 ◽  
Industrial Revolution ◽  
Leadership Skills ◽  
Pivotal Role ◽  
Leadership Roles ◽  
Fourth Industrial Revolution ◽  
Emerging Leadership ◽  
Core Components ◽  
Digital Disruption

Digital disruption brought by the Fourth Industrial Revolution (4IR) technologies has a major impact on cultures, strategies, structures, and processes of organizations. This change also requires a shift in leadership mindset to respond to opportunities, challenges, and dilemmas in the implementation of Industry 4.0 (I4.0). Moreover, effective leadership in the digital age requires developing a wide variety of core components of leadership. Therefore, improving the essential characteristics, capabilities, and skills of leaders plays a pivotal role in accelerating the path to success in the I4.0. In this regard, this chapter provides an in-depth discussion on leadership aspects of I4.0. The purpose of this chapter is to first present emerging leadership styles in I4.0. The chapter also explores what leadership roles have become more relevant in the age of I4.0 and what kind of fundamental leadership skills they need to possess in order to succeed.

Leadership Development in Technology Education

2012 ◽  
Vol 2 (1) ◽  
pp. 86-98
Author(s):  
Mohammed Lahkim ◽  
Anrieta Draganova
Keyword(s):  
Information Technology ◽  
Leadership Development ◽  
Undergraduate Students ◽  
Quantitative Method ◽  
Leadership Skills ◽  
Learning Method ◽  
Job Market ◽  
Leadership Model ◽  
The Impact ◽  
Development Course

This research aims to create a methodology for the integration of leadership development in teaching Information Technology (IT) courses by using the Problem Based Learning method (PBL). The research objective was pursued through a review of important current and future leadership skills that IT students need to develop in order to meet IT job market challenges. A conceptual leadership model was developed. This research then investigated the alignment of this conceptual model with the skills requirements of the IT job market and the impact of employing the PBL approach. This study used a quantitative method of survey that was completed by undergraduate students enrolled in an IT web development course. Findings indicated that the use of PBL is an integral part of the process of daily leadership development in teaching IT courses. Students’ perceptions were studied and positive views were recorded.

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.

scholarly journals Leadership Styles in Nursing

2020 ◽  
Author(s):  
Serpil Çelik Durmuş ◽  
Kamile Kırca
Keyword(s):  
Health Services ◽  
Organizational Behavior ◽  
Leadership Styles ◽  
Leadership Style ◽  
Nurse Managers ◽  
Leadership Skills ◽  
Relational Leadership ◽  
Resonant Leadership ◽  
Autocratic Leadership ◽  
Recent Developments

Recent developments in the field of management-organization and organizational behavior and new concepts have also led to the emergence of new leadership styles in leadership. Leadership in health services is important for following innovations and adapting to current situations. Nurses working together with other health personnel in hospitals providing health services constitute an important group in leadership. Nursing, which is a key force for patient safety and safe care, is a human-centered profession, and therefore leadership is a key skill for nurses at all levels. The leadership styles of nurse managers are believed to be an important determinant of job satisfaction and persistence of nurses. The need for nurses with leadership skills and the need for nurses to develop their leadership skills are increasing day by day. There are several leadership styles defined in nursing literature. These leadership styles are examined under the titles of relational leadership style, transformational leadership, resonant leadership, emotional intelligence leadership, and participatory leadership. The task-focused leadership style is explored under the headings of transactional and autocratic leadership, laissez-faire leadership, and instrumental leadership.

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