scholarly journals THE STUDY OF DEFINING EDUCATIONAL LEADERSHIP MODEL (IN MONGOLIAN SECONDARY SCHOOL CASE)

2021 ◽  
pp. 13-17
Author(s):  
S. Galbadrakh ◽  
◽  
D. Khugjmaa ◽  
G. Byambajav ◽  
◽  
...  
Keyword(s):  
Leadership Development ◽  
Organizational Development ◽  
Leadership Style ◽  
Situational Leadership ◽  
Theoretical Models ◽  
Critical Issue ◽  
Educational Institutions ◽  
Leadership Model ◽  
Education Management ◽  
The Past

Studying the manifestations of leadership in education managers and creating effective leadership styles is currently a critical issue in education management. The methodological basis of this study is the Concept of Innovation, which has been implemented in Mongolia over the past 20 years. This article analyzes the leadership style of managers of the education system of the Darkhan-Uul aimag, based on various theoretical models of education management. The article presents the results of a survey of 430 managers and educational workers in order to identify models of leadership development in educational institutions, further organizational development of educational institutions using conditional and situational leadership models.

Situational leadership theory: a test from a leader-follower congruence approach

2018 ◽  
Vol 39 (5) ◽  
pp. 574-591 ◽  
Author(s):  
Geir Thompson ◽  
Lars Glasø
Keyword(s):  
Leadership Development ◽  
Leadership Style ◽  
Information Source ◽  
Situational Leadership ◽  
Leadership Theory ◽  
Business Organizations ◽  
Leadership Development Programs ◽  
Content Type ◽  
Self Rating ◽  
Situational Leadership Theory

Purpose Empirical tests of Hersey and Blanchard’s situational leadership theory (SLT) have demonstrated that the assessment of follower competence and commitment, critical contextual features dictating optimal leadership style, poses several problems in testing the validity of this theory. As well, most previous studies have used leader rating as the only information source in making these assessments. The purpose of this paper is to use the degree of agreement between leader rating and follower self-rating to determine follower competence and commitment, and consequently an optimal leadership style. Design/methodology/approach Survey data collected from both supervisors and employees in business organizations in Norway were analyzed to test the predictions put forward in SLT. Findings The results show that SLT principles are supported when leader rating and follower self-rating are congruent. However, no support was obtained for Blanchard’s suggestion to apply followers’ self-ratings of competence and commitment in the case of discrepant ratings of follower development level. But data do support the contention that leader assessment would be a better basis for providing followers with appropriate direction and support. Originality/value So far SLT has been a very popular but as yet under-researched theory. An important contribution of the present study is by making SLT an evidence-based theory, as opposed to just being intuitively sound. As such, the authors think SLT in an updated “convergent” version should be applied in organizations and taught in leadership development programs.

scholarly journals Model Kepemimpinan Situasional Pada Perusahaan Keluarga ( Kasus UKM di Sentra Industri Wedoro Sidoarjo )

2018 ◽  
Vol 3 (1) ◽  
pp. 1
Author(s):  
SENTOT IMAM WAHJONO
Keyword(s):  
Leadership Style ◽  
Family Firms ◽  
Leadership Effectiveness ◽  
Small And Medium Enterprises ◽  
Situational Leadership ◽  
Leadership Model ◽  
Daily Work ◽  
And Performance ◽  
Medium Enterprises ◽  
The Relationship

Small and Medium Enterprises (SMEs) in general, grow and develop from the bottom armed with the spirit of entrepreneurship.After survived and developed into a company, usually a family company that is driven by human resources that have a family linkage to each other. As a family company that emphasizes harmony, need a central figure as a leader capable of moving the company effectively. The effectiveness of leadership in family firms in the model of situational leadership is largely determined by the adjustment of the maturity of the employees with the leadership style practiced. In the event of compliance hence could be expected would be easy to achieve corporate objectives include achieving sustained earnings growth that is sustainable. One indicator of leadership effectiveness is the satisfaction and performance improvement. Indicated satisfaction with the feeling satisfied and happy under certain circumstances surrounding the employees' daily work, including: how leaders deal with employees, provide fringe benefits, providing a space of expression, and others. This research examines the relationship between leadership effectiveness with satisfaction. Leadership model using the situational leadership theory of Hersey-Blanchard. The results turned out to support the theory that there is a positive and significant relationship between leadership effectiveness and job satisfaction.

scholarly journals IMPLEMENTASI TOTAL QUALITY MANAJEMEN DI SMP MUHAMMADIYAH I DEPOK SLEMAN

2018 ◽  
Vol 2 (2) ◽  
pp. 160
Author(s):  
Nur Hamidi
Keyword(s):  
Quality Management ◽  
Total Quality Management ◽  
Islamic Education ◽  
Educational Institutions ◽  
Quality Of Education ◽  
Total Quality ◽  
Education Management ◽  
The Past

Entering the past decade, the issue of quality has always been the talk of the actual, especially in the context of education management. Recognized or not, the quality of Islamic education institutions are still largely under the quality of education in general. Various attempts have been made and many of the concepts that have been applied, but everything seemed not bring significant improvement. "Total Quality Management (TQM) or Integrated Quality Management (MMT) as an effort to improve the quality of education in Islamic educational institutions. Although at first the concept of MMT is only known in the industry, but the amazing success invite the interest of education experts, 3 to study it more deeply, formulate operational patterns of adoption, and to create a model in teknical to apply. This research was conducted in SMP Muhammadiyah I Depok Sleman Yogyakarta. Consideration is SMP Muhammadiyah I Gurgaon is one of the Islamic educational institutions (schools distinctively Islamic) 5 formal mission has always been to apply concepts of Quality Management (TQM). This study resulted in that SMP Muhammadiyah I Depok already implementing Total Quality Management in the management of education. However, the application of Total Quality Management in SMP Muhammadiyah I Depok can be said is not fully maximized, in the sense that there are still some things that need to be evaluated together.

scholarly journals SITUATIONAL LEADERSHIP ON ISLAMIC EDUCATION

2020 ◽  
Author(s):  
Oskar Hutagaluh ◽  
Aslan ◽  
Purniadi Putra ◽  
Abdul Wahab Syakhrani ◽  
Sri Mulyono
Keyword(s):  
Social Change ◽  
Leadership Style ◽  
Educational Institution ◽  
Situational Leadership ◽  
Islamic Education ◽  
Educational Institutions ◽  
Human Being ◽  
Rapid Social Change ◽  
The People ◽  
The Government

Every human being should be a leader both for himself and his family. In reality, not all of human can become leader who are leading the people they lead. This swriting is going to describe the situational leaders who have a leadership style in accordance with the prevailing circumstances of the current rapid social change in the context of islamic education. To explain the situational leadership in islamic education, this paper reviewed various islamic literatures both national and internation cotext. Therefore, the findings of this resaerch were the leadership in islamic intitution is not able to adjust the situation with the current changes. Morever, the Islamic educational institution a leader leads will not be able to compete with the general and Islamic educational institutions that have modernized using the curriculum desired by the government and outside community.

scholarly journals SITUATIONAL LEADERSHIP IN SERVICE ORGANIZATIONS

2021 ◽  
pp. 115-129
Author(s):  
Zdravko Todorović ◽  
Boris Todorović
Keyword(s):  
Leadership Style ◽  
Qualitative Methodology ◽  
Situational Leadership ◽  
Numerical Data ◽  
Small Sample ◽  
Service Organization ◽  
Continuous Training ◽  
Leadership Model ◽  
Service Activity ◽  
First Time

The purpose of this paper is to present a situational leadership model. The model is universal and can be applied in small, medium and large enterprises of various industries. Numerous surveys on U.S. Fortune 500 companies and surveys on other companies around the world have shown its universality, but also the need to improve the model. The aim of this paper is to adapt the model to the needs of the service activity that deals with vehicle servicing. The paper presents the hypothesis that by adapting the situational leadership model in service activities, it will lead to better personnel leadership, increased profits and satisfaction of the demands and requirements of stakeholders. We used quantitative and qualitative methodology in our paper. We collected numerical data based on a situational questionnaire, and we collected qualitative data based on interviews with employees and leaders. The results of the conducted research confirm that by adjusting the situational leadership model, the profit of the organization can be improved. The extension of the model refers to the clear definition of business objectives, and the requirements of the CEO that leaders must have the highest knowledge and skills to effectively manage staff in given situations. The limitation of the research refers to a small sample, because we applied and adjusted the model only to one service organization. The originality of the work refers to the adaptation of the model of situational leadership in a service organization that deals with vehicle servicing. For the first time, the development of leaders is assessed in situational leadership models at the request of the CEO. Based on the results, the CEO analyses the development of leaders and the development of employees. To achieve the defined goals, the CEO requires from leaders to be at the highest level of development. Therefore, the introduction of continuous training of leaders is necessary. There are several ways to assess employee development. For the first time, employees are developed based on their ability to perform jobs. Leaders must be able to adapt their leadership style to all employees, to train employees as quickly as possible to perform tasks independently.

Lewin’s Democratic Style of Situational Leadership: A Fresh Look at a Powerful OD Model

2020 ◽  
pp. 002188632097981
Author(s):  
Gilmore Crosby
Keyword(s):  
Leadership Style ◽  
Situational Leadership ◽  
Successful Implementation ◽  
Leadership Change ◽  
Leadership Model ◽  
Research And Practice ◽  
Democratic Leadership ◽  
Situational Model ◽  
Industrial Performance ◽  
Democratic Principles

Kurt Lewin’s (1890-1947) democratic style of leadership was infused into his methods and research. Lewin’s democratic style combines degrees of leadership and freedom as an effective situational model. Applying democratic principles throughout his career, he documented reliable results such as increases in industrial performance and successful implementation of change. This article reintroduces Lewin’s “leadership as a triangle” concept and explores those implications with explanations from Lewin’s own action research and illustrations from the author’s OD practice. It should be noted that Lewin’s social science was a system, and that the democratic leadership style should be understood within the broader framework of Lewin’s field theory and other constructs, an exploration beyond the current scope. Nonetheless, Lewin’s leadership model holds clear implications for research and practice regarding leadership, change, engagement, and other contemporary concerns.

scholarly journals The Venture Firm’s Ambidexterity: Do Transformational Leaders Boost Organizational Learning for Venture Growth?

2021 ◽  
Vol 13 (15) ◽  
pp. 8126
Author(s):  
Gayoung Kim ◽  
Woo Jin Lee
Keyword(s):  
Transformational Leadership ◽  
Organizational Development ◽  
Leadership Style ◽  
Transformational Leaders ◽  
Corporate Value ◽  
Multilevel Regression ◽  
Learning Agility ◽  
Changing Environments ◽  
The Past ◽  
The Relationship

Having experienced the turbulent change in corporate value rankings over the past 20 years, companies are paying attention to their reorganization to quickly recognize changes and proactively adapt to these changes for survival. This study examines the relationships and intervening ambidexterity mechanisms between CEOs’ leadership style and employees’ learning agility. Using multilevel regression, we analyze hypotheses on a sample of 102 participating CEOs and 236 employees. Results reveal that the ambidextrous organization, which pursues the current organizational development while constantly adapting to changing environments, plays a role as a partial mediator between transformational leadership and members’ learning agility. These results explain that to increase the organization’s agility, a systematic organizational structure system that stimulates members’ motives and simultaneously pursues utilization and exploration must be established through clear goals and appropriate stimuli even in an uncertain environment. Our finding contributes to an understanding of how the CEO’s leadership style affects employees’ learning agility in ventures and to what extent the contextual ambidextrous structure influences the relationship.

scholarly journals Verpleegleierskap - 'n teoretiese perspektief

Curationis ◽  
1984 ◽  
Vol 7 (2) ◽  
Author(s):  
E.M. Jacobs
Keyword(s):  
Leadership Style ◽  
Situational Leadership ◽  
Nursing Leadership ◽  
Nursing Administration ◽  
The Past ◽  
Factors Influencing

Nursing leadership is one of the current issues in nursing administration. It is generally accepted that when a person holds a key position he is automatically also a leader. This is a misconception as it has become evident that managers are not always leaders and vice versa. In the past leadership was associated with aggression, male characteristics and domination, while passivity was associated with women. It is evident that this is not the case and that there is no specific theory of leadership which can be recommended. Leaders are never only people orientated or only task orientated but leadership usually includes components of both. There are also many factors influencing leadership such as personality, situations, objectives, environments and the level of maturity of the followers. It is recommended that a leader adapts his leadership style to the situation and acts according to the demands of the problem — in other words, applying situational leadership.

scholarly journals KIAI'S SITUATIONAL LEADERSHIP STYLE IN FOSTERING SANTRI SPIRITUAL INTELLIGENCE

2021 ◽  
Vol 9 (1) ◽  
Author(s):  
Ety Muflihah ◽  
Sutaryat Trisnamansyah ◽  
Sofyan Sauri ◽  
Hanafiah Hanafiah
Keyword(s):  
Leadership Style ◽  
Situational Leadership ◽  
Boarding School ◽  
Spiritual Intelligence ◽  
Way Of Life ◽  
Leadership Model ◽  
The People ◽  
Or Groups ◽  
And Behavior ◽  
Attitudes And Behavior

The existence of a kiai as the leader of the pesantren is very decisive in the activities of mobilizing or motivating the members of the pesantren he leads, the kiai must be able to take actions that are always directed at achieving the goals of the pesantren organization. From here comes a leadership style that must be used as an appropriate strategy for running a pesantren organization, especially in terms of fostering the spiritual intelligence of its students. The Spiritual Intelligence (SQ) that must be possessed by students is the intelligence to place the attitudes and behavior of students who are able to implement and practice the knowledge of religion and the values contained in religion in accordance with Allah's orders and the Example of Rosululloh SAW. Spiritual intelligence (SQ) is needed to judge that one's actions or way of life are more meaningful than others. One of the leadership models that can be adopted by kiai is situational leadership whose implementation is tailored to the situation at hand. Hersey and Blanchard (1982: 180) say "there is no one best way to influence people's behavior, which leadership style a person will apply to people or groups of people depending on the level of maturity of the people who will be influenced by the leader." . Furthermore, Hersey and Blanchard (1982: 180) explain the level of maturity of those who are led to give rise to four leadership styles, namely: telling (telling), selling (selling), participating, delegating (delegating). Referring to the leadership model above, using a descriptive qualitative approach, the researcher conducted research on Kiai's Situational Leadership in Fostering the Spiritual Intelligence of the Santri. Case Studies at Daarul Mughni Al-Maaliki Islamic Boarding School Bogor and At-Tawaazun Islamic Boarding School Subang, West Java.

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