scholarly journals GETTING USED TO THE NEW: AN ANALYSIS OF THE LEADERSHIP STYLE IN SCHOOL DURING PANDEMIC COVID-19

2021 ◽  
Vol 6 (42) ◽  
pp. 01-13
Author(s):  
Mat Rahimi Yusof ◽  
Yahya Don ◽  
Mohd Faiz Mohd Yaakob ◽  
M.S. Omar-Fauzee ◽  
Lai Chaw Pang
Keyword(s):  
Leadership Styles ◽  
Student Performance ◽  
Leadership Style ◽  
Digital Technology ◽  
School Leaders ◽  
File Sharing ◽  
Virtual Communication ◽  
New Information ◽  
Information File ◽  
Virtual Meetings

The worldwide Covid-19 pandemic has significantly changed the leadership style of Malaysian school leaders. To balance the current leadership challenges of the pandemic and the rapidity of technology, school leaders must think ahead and infuse new ones in leadership styles. As a result, the purpose of this study was to identify the functions and behaviours of new leadership styles of school leaders. The results of the questionnaire analysis collected from 103 respondents (principals=74) and (headmasters=29) school leaders using SEM AMOS successfully identified and validated nine functions and 42 behaviours in the new school leadership style. These functions are virtual meetings, virtual forums or discussions, sharing of new information, file sharing, virtual communication, supervision of digital technology-assisted teaching, monitoring student performance with digital technology, promoting development and professionalism. These functions include virtual meetings, virtual forums or discussions, the dissemination of new information, file sharing, virtual communication, the supervision of digital technology-assisted teaching, the monitoring of student performance with digital technology, and the promotion of development and professionalism. This study is expected to have a significant impact on school leaders' use of new leadership styles in the school.

Do school leaders in the Emirate of Abu Dhabi predominantly practice a transformational, transactional, or laissez-faire style of leadership?

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Ali Aldhaheri
Keyword(s):  
Transformational Leadership ◽  
Leadership Styles ◽  
Leadership Style ◽  
Private Schools ◽  
School Leaders ◽  
Full Range ◽  
Abu Dhabi ◽  
Public And Private ◽  
Content Type ◽  
Laissez Faire

Purpose The purpose of this study is to understand the predominant leadership style of school leaders in Abu Dhabi. The leadership style deployed by a school leader affects the performance of the school and its pupils. Methods for identifying the leadership style of school leaders in the UAE have varied, and it is difficult to conclude what the predominant leadership style is. Some studies have sought only to identify a specific leadership style, whilst others have focussed on a particular school type. Changes and improvements cannot be made without an understanding of the baseline leadership style. Design/methodology/approach The 36-item multifactor leadership questionnaire (MLQ)5x questionnaire (Bass and Avolio, 2004) is used to quantitatively understand the full range of school leaders’ leadership styles, with 167 respondents from across both public and private schools. Findings School leaders predominantly exhibited transformational leadership, practising transactional leadership less frequently and rarely using laissez-faire leadership. This is a positive finding for schools in the UAE; transformational leadership has been shown to result in improved subordinate and organisational performance. Differences between school leaders in public and private schools were tested and are discussed. Dimension reduction techniques were used to assess the structure of the 36-item MLQ5x but did not provide results that met minimum requirements for acceptability. Possible reasons for this are discussed. Originality/value To the best of the author’s knowledge, this paper is the first to fully explore and baseline an understanding of the predominant leadership style amongst school leaders in the UAE, identifying the full range of leadership styles – transformation, transactional and laissez-faire – in both public and private schools.

Leadership in the Third Wave

2014 ◽  
pp. 504-517
Author(s):  
Victor X. Wang ◽  
Susan K. Dennett
Keyword(s):  
Leadership Styles ◽  
Cultural Differences ◽  
Leadership Style ◽  
Global Economy ◽  
Historical Research ◽  
Third Wave ◽  
Diverse Population ◽  
New Information ◽  
Multicultural Organizations ◽  
Mind Set

This chapter reviews a variety of studies that explore leadership styles and how these styles may apply to different and new types of situations in a constantly changing environment. Historical research is explored to examine whether leadership styles as we know still apply today and in the future. What types of styles will leaders in this new information age be required to utilize in order to lead effectively? This is only a beginning for leaders. For the global economy age, will one leadership style fit all? In today's world, leaders will no doubt need to comprehend how to lead effectively within a culturally diverse population. Armed with this knowledge, leaders leading in multicultural organizations can have an open mind-set and understand and at times even embrace cultural differences rather than not understanding and to ignoring the differences.

Implementing the Multifactor Leadership Questionnaire (MLQ) in a challenging context

2019 ◽  
Vol 33 (4) ◽  
pp. 604-613
Author(s):  
Leentjie Van Jaarsveld ◽  
P.J. (Kobus) Mentz ◽  
Suria Ellis
Keyword(s):  
Leadership Styles ◽  
School Performance ◽  
Leadership Style ◽  
Principal Leadership ◽  
School Principals ◽  
School Leaders ◽  
Multifactor Leadership Questionnaire ◽  
Content Type ◽  
Multifactor Leadership ◽  
Principal Leadership Style

Purpose An emphasis on school performance is not just a national issue, but must be examined within the global context. Successful leadership is ensured by school leaders’ compliance to a set of basic practices within particular school contexts. The impact of leadership styles on performance, the work environment and job satisfaction is emphasized, while the appropriate leadership style could make teachers more effective in terms of job productivity. The adoption of different leadership styles by school leaders shows positive results with regard to school effectiveness. The purpose of this paper is to describe school leadership styles and the influence the styles have on school performance. Design/methodology/approach A quantitative approach with a post-positive paradigm was followed. A systematic random sample of 72 secondary schools in KwaZulu-Natal, South Africa, was selected. The Cronbach’s α coefficient, statistical significance (p-values) and effect size (d-values) were calculated, and a factor analysis was conducted. Findings The results show a difference between teachers and principals regarding the transformational leadership style. The principals in the high-performing schools were perceived as less passive-avoidant in practice than those in the low-performing schools. A principal manages and leads a school effectively by applying an appropriate leadership style. Research limitations/implications For future research, it will be advisable to make use of a mixed-method design. Although the Multifactor Leadership Questionnaire addressed numerous aspects of leadership and leadership styles, the “voice” of the respondents lacked. Furthermore, more leadership styles could be investigated in different contexts. Practical implications A chosen principal leadership style is not necessarily the best style for this purpose. School principals and teachers interpret leadership styles differently. Communication is therefore important. Social implications The principal leadership style is not always necessarily the teachers’ and learners’ choice. It is important that schools keep up with a constantly changing world. Originality/value If school principals and teachers agree upon a specific leadership style, there may be better collaboration which enhances better academic performance as well as effectiveness regarding schools.

scholarly journals Digital Leadership Among School Leaders in Malaysia

2019 ◽  
Vol 8 (9) ◽  
pp. 1481-1485
Keyword(s):  
Leadership Style ◽  
Teaching And Learning ◽  
School Leaders ◽  
Rapid Development ◽  
Measurement Model ◽  
Two Dimensions ◽  
Virtual Communication ◽  
Leadership Practice ◽  
Confirmatory Factor ◽  
Primary And Secondary School

In line with the rapid development of IR 4.0, school leaders need to seize the opportunity to transform them by integrating technology in leadership style. Hence, this study is aimed at developing a measurement model and identifying the functions and behaviors of the digital leadership of the school leaders. Using the SEM AMOS analysis, a questionnaire collected from 352 primary and secondary school principals.The confirmatory factor analysis (CFA) was carried out in ascertaining the proposed factor. The finding succeeded in developing a digital leadership measurement model. The findings also identified two dimension, nine functions and 42 behaviors practiced by principals in digital leadership practice. These two dimensions are communication and school climate, while nine functions include virtual meetings, virtual discussions, virtual information sharing, online file sharing, virtual communication, virtual teaching and learning supervision, virtual monitoring of students’ performance, virtual promotion of development and professionalism and virtual promotion of school’s goals.

scholarly journals Supervisors’ Leadership Styles’ Influence on Foreign Teachers’ Self-Efficacy in a Cross-Cultural Work Setting: A Moderated Mediation Analysis

SAGE Open ◽  
2021 ◽  
Vol 11 (1) ◽  
pp. 215824402199454
Author(s):  
Bernard Gumah ◽  
Liu Wenbin ◽  
Maxwell Akansina Aziabah
Keyword(s):  
Leadership Styles ◽  
Leadership Style ◽  
Self Efficacy ◽  
Moderated Mediation ◽  
Cross Cultural ◽  
Cultural Work ◽  
Adaptation Theory ◽  
Foreign Teachers ◽  
Communication Challenges ◽  
Positive Effect

Leadership style impacts on the manner and frequency of feedback transmission. However, communication challenges between superiors and subordinates originate from cultural differences, which undermine the usefulness of feedback. The study tested leadership style’s effect on self-efficacy through a moderated mediation approach, examined through the lens of the cross-cultural adaptation theory. Path analysis conducted on data from 281 foreign teachers in Chengdu, China, revealed that there is a positive effect of Chinese supervisors’ leadership styles on foreign teacher’s self-efficacy. Leadership style similarly has an influence on the nature of feedback. And the nature of feedback in turn mediates leadership style and self-efficacy. We establish in particular that transactional and transformational leadership styles, through the nature of feedback, influence self-efficacy of foreign teachers. Moreover, the association between the nature of feedback and self-efficacy is moderated by the perceived value of feedback. Employees’ perceptions are also found to be crucial in determining the value of feedback. It is thus imperative for supervisors and managers working with foreigners as subordinates to figure out when and how to provide valuable feedback. We conclude with suggested areas for further research.

scholarly journals Your leadership style: why understanding yourself matters

BMJ Leader ◽  
2020 ◽  
Vol 4 (4) ◽  
pp. 165-167
Author(s):  
Clare Felicity Jane Price-Dowd
Keyword(s):  
Leadership Styles ◽  
Leadership Style ◽  
Personal Development ◽  
Effective Leadership ◽  
Leadership Theories ◽  
Inclusive Leadership ◽  
Leadership Practice ◽  
Personal Leadership

Understanding of personal leadership style has been shown to be a key part of effective leadership practice. It has been a topic of interest for many decades as we have tried to understand, and replicate, what makes those considered to be ‘great leaders’ so successful. This article gives a brief introduction to different leadership ‘theories’, leadership ‘styles’ and the effect they have on the ‘climate’ in organisations. Having an understanding of the different approaches can help leaders be more effective through comprehending how and why they do what they do, as well as helping them identify where and when they need to adapt their style. By considering how our understanding of leadership has evolved, it is possible to show how effective leadership is not linked to one approach. It is a combination of knowledge, attitudes and behaviours with a focus on both the task in hand and concern for those undertaking that task. Furthermore this understanding supports impactful personal development, which creates positive climates in organisations where compassionate and inclusive leadership behaviours can, and do result in better outcomes for staff and patients.

Empowering and Directive Leadership: The Cost of Changing Styles

2021 ◽  
pp. 227853372110083
Author(s):  
Smita Mukherjee ◽  
Zubin R. Mulla
Keyword(s):  
Laboratory Experiment ◽  
Leadership Styles ◽  
Leadership Style ◽  
Affective Commitment ◽  
Team Outcomes ◽  
History Of ◽  
Satisfaction With The Leader ◽  
The Cost ◽  
First Time

We examine the cost of leaders changing between empowering and directive leadership styles on team outcomes. In a laboratory experiment, we collected data from 240 participants in 80 teams. Confederates enacted different leadership styles and led teams of participants in performing a series of tasks. When leaders changed their style from directive to empowering, teams took time to respond in terms of higher satisfaction with leader and affective commitment. However, when leaders changed their style from empowering to directive, the deterioration of satisfaction with leader and reduction in affective commitment were immediate. Moreover, teams of leaders who had been consistently directive showed higher affective commitment as compared to teams of leaders who had a history of being empowering but later shifted to being directive. First time managers can get inputs on how they should enact their leadership style and be aware that switching between styles may impose long-term costs on the team’s affective commitment and satisfaction with the leader.

scholarly journals Effect of Representative Leadership Styles on the Composition of Organization Commitment with the Facilitating Role of Organizational Maturity

2016 ◽  
Vol 9 (4) ◽  
pp. 131
Author(s):  
Hamid Hassan ◽  
Sarosh Asad ◽  
Yasuo Hoshino
Keyword(s):  
Leadership Styles ◽  
Leadership Style ◽  
Contemporary Literature ◽  
Maturity Model ◽  
Participative Leadership ◽  
Capability Maturity ◽  
Organizational Maturity ◽  
Different Dimensions ◽  
Organization Life Cycle

This study proposes a framework to explore the effect of leadership styles in defining the composition of Organizational Commitment (OC) along effective, normative and continuance dimension. To bring in a more logical choice of leadership styles, limited numbers of representative leadership styles are derived from the long list of styles presented in the contemporary literature. Higher level of organizational maturity is proposed to facilitate the role of leadership style in shaping the composition of OC in three different dimensions. Organizational Maturity is measured by Capability Maturity Model (CMM), stage of Organization Life Cycle and specificity of Organizational Culture. Results support that a more persuasive and participative leadership style enhance the affective and normative commitment while continuance dimension of commitment is maintained under authoritative and unilateral style of leadership.

scholarly journals Effect of Leadership Styles, Organizational Climate and Ethos of Work on Employee Productivity (PT. HP Metals Indonesia the Powder Coating)

2016 ◽  
Vol 11 (2) ◽  
pp. 262 ◽  
Author(s):  
Ade Parluangan Nasution ◽  
Ponco Bambang Mahargiono ◽  
Yoyok Soesatyo
Keyword(s):  
Organizational Climate ◽  
Leadership Styles ◽  
Leadership Style ◽  
Work Ethic ◽  
Linear Regression Analysis ◽  
Multiple Linear Regression Analysis ◽  
Powder Coating ◽  
Employee Productivity ◽  
Work Ethics ◽  
Almost All

<p>The aim of this study is to investigate and examine the effect of leadership style on employee productivity, identify and examine the effect of organizational climate on employee productivity, to identify and examine the effect of the work ethic on employee productivity, in order to know and examine the variables that have the most impact level dominant on employee productivity PT. HP Metals Indonesia part Powder Coating.</p><p>This research is an explanatory research or study the explanation, the research describes causal relationships between variables through hypothesis testing. The numbers of sample in this study are 98 respondents. The independent variables consist of: Leadership styles (X1), Organizational Climate (X2), Work Ethics (X3). The dependent variable in this study is Productivity employee (Y). While, the technique of analysis using multiple linear regression analysis</p>Based on the analysis in this study showed that the variables of leadership style, organizational climate, work ethic on employee productivity responded well by employees. Aspects of leadership style that followed targeted Climate employee srated the organization has also been rated as good, especially on the cooperation between employees and management, while at the work ethic of employee srated very high, especially on adherence to regulations, adherence to labor standards and work ethics. And employee productivity is also very positive response from almost all three elements, namely timeliness, quality of work and quantity of work.

scholarly journals Nurses' leadership styles in the icu: association with personal and professional profile and workload

2009 ◽  
Vol 17 (1) ◽  
pp. 28-33 ◽  
Author(s):  
Alexandre Pazetto Balsanelli ◽  
Isabel Cristina Kowal Olm Cunha ◽  
Iveth Yamaguchi Whitaker
Keyword(s):  
Leadership Styles ◽  
Leadership Style ◽  
T Test ◽  
Descriptive Statistics ◽  
Nursing Workload ◽  
Comparison Test ◽  
Multiple Comparison Test ◽  
Professional Profile ◽  
Student’S T ◽  
Student’S T Test

This study aims to explore the association between nurses' leadership styles and personal and professional nursing profile and workload. The sample consisted of seven nurses and seven nursing technicians who were grouped into pairs. At the end of three months, nurses were queried regarding what leadership style would be adopted when the nursing technician under their evaluation delivered care to patients admitted to the ICU. Relevant data was analyzed by applying descriptive statistics, Tukey's multiple comparison test and Student's t-test (p< 0.05). Nursing workload reached 80.1% on average. The personal and professional profile variables did not show any relation with the leadership styles chosen by nurses (p>0.05). The determine, persuade, and share leadership styles prevailed. However, whenever the nursing workload peaked, the determine and persuade styles were used (p<0.05).

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