scholarly journals Do We Need a New Leadership Paradigm Due to Covid-19?

2021 ◽  
Vol 9 (2) ◽  
pp. 162-167
Author(s):  
Lisbeth Claus
Keyword(s):  
Transformational Leadership ◽  
Leadership Style ◽  
Structural Break ◽  
Leadership Skills ◽  
Crisis Leadership ◽  
Leadership Theories ◽  
Emerging Leadership ◽  
Turbulent Times ◽  
Context Specific ◽  
And Control

Explores whether the changing context of COVID-19 requires new leadership skills in organizations and, perhaps even, a new context-specific leadership theory. Fourteen professional blogs and reports related to leadership skills and practices in response to COVID-19, published in the professional online literature during the height of the pandemic (March 16 - December 20, 2020) were reviewed in terms of suggested new leadership style dimensions and contrasted with the tenets of existing academic leadership theories. The proponents of an emerging leadership style advocate that in dealing with the pandemic, leaders must be able to manage their organizations in turbulent times, lead a distributed workforce of individuals and teams, and become a resilient leader themselves. Synthesis: The analysis suggests the leadership dimensions called for during the pandemic were already present in transformational leadership theories (e.g., authentic, shared feminine, servant and crisis leadership theories) but that the pandemic provided the structural break accelerating the existing transformational leadership paradigm. COVID-19 also confirmed leadership matters and the command-and-control leadership style—still prevalent in many of our top-down bureaucratic organizations—is outdated.

Research-Based Leadership for Next-Generation Leaders

2017 ◽  
pp. 1-39
Author(s):  
Peggy M. Delmas
Keyword(s):  
Decision Making ◽  
Problem Solving ◽  
Leadership Styles ◽  
Leadership Style ◽  
Self Awareness ◽  
Leadership Theories ◽  
Comprehensive Overview ◽  
Effective Leaders ◽  
Emerging Leadership ◽  
Organizational Needs

This chapter uses a leadership typology to review categories of traditional and emerging leadership theories and styles. Those theories and styles that have particular application or extensive research in the areas of education, change, problem solving, decision making, and organizational culture are emphasized. Strategies for increasing leader self-awareness, matching leadership styles and organizational needs, and improving problem solving and decision making are provided. The aim of this chapter is to give a clear and comprehensive overview of the array of leadership styles and theories grounded in research. The intent is to help practitioners working in education be more effective leaders by providing a comprehensive theory base to guide their actions, and to help them utilize the leadership style(s) most appropriate for their organization.

scholarly journals Transformational Leadership Skills among Public Elementary School Administrators

2019 ◽  
Vol 36 (1) ◽  
Author(s):  
Susan B. Poliden
Keyword(s):  
Elementary School ◽  
Transformational Leadership ◽  
Leadership Styles ◽  
Leadership Style ◽  
School Administrators ◽  
Leadership Skills ◽  
Public Elementary School ◽  
The Public ◽  
Laissez Faire ◽  
Elementary School Administrators

This study investigated the transformational leadership skills and leadership styles of the public elementary school administrators in Bokod District, Bokod, Benguet. Data gathered were summarized, analyzed and cross-tabulated. Descriptive statistics like weighted mean, percentages and ranks were computed from test results. Responses from the respondents were also classified according to the number of years as an administrator and the kind of designation whether a) Principal, b) Head Teacher, c) Teacher-in-Charge. Analysis for transformational leadership survey measured leadership skills on six factors: Charisma, Social, Vision, Transactional, Delegation, and Execution while analysis for the leadership style survey determined the leadership styles of the respondents whether they are authoritarian, democratic or laissez-faire. The public elementary school administrators of Bokod District have generally varied transformational leadership skills and leadership styles. The leadership styles practiced by the respondents regardless of the number of years as administrators and the kind of designations are Democratic followed by Laissez-faire and last, Authoritarian style of leadership. It is recommended that Charisma as transformational leadership skill be revisited and be strengthened by the school administrators, and the interplay of the different leadership styles is paramount in school management. Hence, the principals, head teachers and teachers-in-charge need to be flexible in their management at all times.

scholarly journals Transformational Leadership: Implications for Organizational Competitive Advantage

2014 ◽  
Vol 4 (1) ◽  
pp. 276
Author(s):  
Kelechi John Ekuma
Keyword(s):  
Transformational Leadership ◽  
Competitive Advantage ◽  
Leadership Style ◽  
Global Market ◽  
Organisational Performance ◽  
Market Place ◽  
Leadership Theories ◽  
Organisational Effectiveness ◽  
Improved Performance ◽  
And Performance

There is a growing consensus among scholars and practitioners alike that maximising the potentials of human resources is central to organisational effectiveness and improved performance in the 21st century global market place of intense competition. It has also been suggested that the ways in which organisational leaders manage people can remarkably influence company performances and competitiveness. Despite this realisation however, scholars, managers and practitioners alike disagree on the most appropriate approach to organisational leadership. Indeed, there is an on-going debate about the leadership style that yields the best results for organisations in contemporary times. And whilst the debates rage, an increasingly dominant discourse is that transformational leadership is central to organisational effectiveness and gaining of competitive advantage. This notwithstanding, the most fundamental issue remains how to understand how transformational leadership practices impact on performance in practical terms. Consequently, producing an unequivocal response to the question ‘what does transformational leadership really contribute to organisational performance?’ has remained elusive. It is against this backdrop, that this article critically evaluates the concept of Transformational Leadership (henceforth TL), with a view of highlighting its contributions to organisational effectiveness and performance. Synthesising organisational and leadership theories and integrating literatures in organisational development and HR, the paper argues that there are evidences to suggest that there are clear linkages between TL, organisational effectiveness and improved performance. The paper further contends that emotional intelligence is key to the operationalization of TL and concludes that the greatest challenge remains how to quantify the contributions of TL in practical terms.

Dynamic leadership – a leadership shortage solution

2014 ◽  
Vol 13 (4/5) ◽  
pp. 199-204
Author(s):  
Elissa Tucker ◽  
Sue Lam
Keyword(s):  
Leadership Style ◽  
Organizational Leadership ◽  
Leadership Practices ◽  
Online Survey ◽  
Collaborative Leadership ◽  
Leadership Skills ◽  
Content Type ◽  
Dynamic Leadership ◽  
Current State ◽  
And Control

Purpose – The purpose of this research paper is to explore how organizational leadership style is related to employee leadership skills, leadership and business trends, as well as leadership practices. Design/methodology/approach – In total, 547 participants representing a variety of industries and organization sizes completed an online survey on the current state of leadership at their organizations. We compared the responses of participants working in organizations using a traditional leadership style (n = 121) with those in organizations with a dynamic leadership style (n = 105). Findings – Consistent with hypotheses, the results show that the traditional, hierarchical and command-and-control style of organizational leadership is associated with larger leadership skills gaps, while a more dynamic, all-inclusive and collaborative leadership style is associated with smaller leadership skills gaps. Specific business trends and leadership practices partially explain the association between organizational leadership style and organizational leadership shortages. These factors provide guidance for human resources practitioners looking to set priorities and plans for fostering dynamic leadership within their organizations. Originality/value – This study provides insights into why the leadership deficit endures and what organizations can do to put the issue to rest. This research is unique in that it goes beyond identifying and quantifying specific leadership skills gaps to also reveal which factors may be driving these leadership deficits. This research also isolates which organizational practices and leadership approaches are associated with smaller leadership skills gaps.

scholarly journals Transformational Leadership Style Training for School Leaders

2020 ◽  
Vol 6 (1) ◽  
pp. 17-34
Author(s):  
Neelam Nisar ◽  
Abid Shahzad ◽  
Mehartab Rabica
Keyword(s):  
Transformational Leadership ◽  
Leadership Development ◽  
School Leadership ◽  
Leadership Style ◽  
School Leaders ◽  
Relevant Literature ◽  
Leadership Skills ◽  
Public And Private ◽  
Quasi Experimental ◽  
Transformational Leadership Style

This research focused on the training of school leaders in transformational leadership - which is recommended for educational leaders all over the world (Alkhasawneh, 2018) - and to determine if it impacts their leadership skills or not. Based on relevant literature and training need analysis, training was planned and given to 120 in-service school heads for one month. The research was quasi-experimental that used a one-group pre-test post-test design because no similar group was available. The experimental group was divided into two groups; public and private, for a comparison. Also, a follow-up study was conducted to keep it nearer to the experimental approach. The training delivered to the school principals comprised of selected content about the concept of leadership and transformational leadership. This content was reinforced by real-world examples and relevant leadership activities. Participants were assessed under pre-defined grading criteria that were their attendance, participation, and performance in quizzes and assignments during the training. After completion, they were observed and evaluated for their leadership skills at their workplaces and awarded with the points. This quantitative data were analyzed by using mean, standard deviation, and paired sample t-test for knowing and comparing the results. It was found that the transformational leadership style training had improved the effectiveness and leadership skills of school leaders. Similar training courses have been endorsed by training participants for enhancing the leadership styles of school leaders. Keywords: School Leadership, Transformational Leadership Development, School Leadership Development, Transformational Leadership in Schools

Dominance

2020 ◽  
pp. 21-40
Author(s):  
Helena Liu
Keyword(s):  
Transformational Leadership ◽  
White Men ◽  
Charismatic Leadership ◽  
Leadership Theories ◽  
Business Leadership ◽  
White Masculinity ◽  
Steve Jobs ◽  
Historical Image ◽  
The Right ◽  
And Control

This chapter examines the hegemony of white masculinity and critiques the imperialist fantasy of white masculine dominance, strength and power. This historical image bestowed white men the right to command and control humanity, which translates in contemporary organisational practice to the abiding association of white masculinity with leadership. Classical leadership theories are explored, showing how mainstream texts from charismatic leadership to transformational leadership assume and celebrate a white masculine subject. Media profiles of celebrity CEOs, Richard Branson and Steve Jobs, are analysed to illustrate the ways contemporary business leadership embodies white masculine ideals.

scholarly journals Същност и практически измерения на лидерството в международния мениджмънт

2020 ◽  
pp. 127-142
Keyword(s):  
Leadership Style ◽  
Leadership Skills ◽  
International Management ◽  
Leadership Theories ◽  
International Environment ◽  
Global Leader ◽  
The Usa ◽  
Common Goals ◽  
Special Approach

The Nature and Practical Dimensions of Leadership in International Management International management and companies in particular are forced more and more to operate and develop in conditions of dynamism, uncertainty and high competitive pressure. Their management rests on the effective coordination of their activities by uniting the efforts of all members towards the achievement of common goals. Given the unpredictable and not entirely manageable changes in the international environment, the survival and success of companies depend precisely on their ability to develop leaders and their leadership skills. As a source of intellectual property and innovations, the human resource requires a special approach for activation, motivation and support. There is no question that effective management is impossible without leadership that is qualified to organize, unite and inspire a group of individuals under a common mission and goal. In that regard, the present work specifically clarifies the nature and practical dimensions of leadership in the context of international management. Through literary overview and critical analysis, the focus is placed on the fundamental leadership theories and styles, as well as on the role of the global leader as a prerequisite for the success of international companies. The fundamental leadership style of management developed in the USA, Germany and Japan as a manifestation of the cultural factor and inter-cultural differences is clarified. Its practical dimensions are illustrated through comparative analysis between international automobile companies Toyota and Audi.

scholarly journals An Exploration of Transformational Leadership Preferences Among Women Sports Leaders in the Kingdom of Bahrain

2013 ◽  
Vol 57 (1) ◽  
pp. 29-32
Author(s):  
Latifa Abdalla
Keyword(s):  
Transformational Leadership ◽  
Organizational Performance ◽  
Leadership Styles ◽  
Leadership Style ◽  
Leadership Skills ◽  
Personal Data ◽  
Leadership Preferences ◽  
Demographic Questionnaire ◽  
Female Sports ◽  
Transformational Leadership Style

Abstract The topic of leadership has attracted considerable interest amongst academics and practitioners. Much of the interest in the area of leadership is based on explicit and implicit claims that leadership styles are linked to organizational performance. This study aimed to examine the transformational leadership style among women sports leaders in the Kingdom of Bahrain. A total of 16 female sports leaders from the Kingdom of Bahrain participated in this study. The Multi-factor Leadership Questionnaire (MLQ) was used to determine the transformational leadership style of individuals. A demographic questionnaire was also administered to collect participants’ personal data. The results indicated that transformational leadership style is moderate among women sports leaders in the Kingdom of Bahrain, thus we need to develop the leadership skills of women sports leaders in the Kingdom of Bahrain.

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