Management Education and Leadership Styles

2017 ◽  
pp. 166-193 ◽  
Author(s):  
Kijpokin Kasemsap
Keyword(s):  
Leadership Styles ◽  
Management Education ◽  
Charismatic Leadership ◽  
Guidance And Counseling ◽  
Leadership Management ◽  
Competitive Environments ◽  
Effective Manner ◽  
Autocratic Leadership ◽  
Creativity And Innovation ◽  
Implementing Strategies

This chapter explains the prospects of management education toward leadership and leadership styles; the overview of leadership; empowering leadership; leadership and social capital; leadership, employee creativity, and innovation climate; transformational leadership; transactional leadership; ethical leadership; charismatic leadership; servant leadership; autocratic leadership; and shared leadership. Management education, through management education programs taught in schools, is very important to prepare next-generation leaders and improve leadership styles required in the competitive environments. Leadership is a process by which an executive can direct and guide the behavior and work of others toward the accomplishment of specific goals in a given situation. Leadership can be exercised through guidance and counseling of the subordinates at the time of execution of plans. Effective leadership styles gained from management education are critical for both setting strategic vision and implementing strategies to drive organizations in the timely and effective manner.

scholarly journals Autocratic, Democratic, Transformational and Charismatic Leadership Styles and Contingency of Different Performance Outcomes in SMEs

2021 ◽  
Vol 6 (1) ◽  
pp. 391-407
Author(s):  
Dr. Zafar Iqbal ◽  
Dr. Amna Niazi ◽  
Dr. Hamid Hassan
Keyword(s):  
Leadership Styles ◽  
Leadership Style ◽  
Small And Medium Enterprises ◽  
Charismatic Leadership ◽  
Performance Outcomes ◽  
Participative Leadership ◽  
Democratic Leadership ◽  
Multiple Dimensions ◽  
Autocratic Leadership ◽  
Medium Enterprises

We analyze four different leadership styles from multiple dimensions to find out the suitability of these styles for the leaders working in Pakistani small and medium enterprises (SMEs). Theoretically, it is an additional perspective in the debate on effectiveness of different leadership styles in different environments for different purposes. It starts with analyzing contemporary theories of leadership and their derivative styles. Next, it discusses the major aspects of organizational environment coming from the broader culture of a country. Subsequently, it tries to provide a more balanced view in the debate on cause and effect of leadership styles and their effectiveness in specific organizational culture. In the empirical analyses the study analyzes the productivity, acceptance and sustainable success of different leadership styles in the organizations working in Pakistan. The data is collected both from business leaders and their relevant followers. The findings of study explains that outputs when measured in terms quantity shows better results for autocratic leadership style while democratic leadership style give better results when measured in terms of quality. Similarly, willingness of followers to continue and their inspirations beyond the formal organizational structure are higher for charismatic and participative leadership styles.

scholarly journals IMPLEMENTASI TOTAL QUALITY MANAGEMENT PADA PENDIDIKAN JARAK JAUH

2018 ◽  
Vol 2 (2) ◽  
pp. 167-176
Author(s):  
Ainur Rifqi
Keyword(s):  
Quality Management ◽  
Total Quality Management ◽  
Leadership Styles ◽  
Information Management ◽  
Management Education ◽  
Improve Quality ◽  
Total Quality ◽  
Management Information ◽  
Leadership Management ◽  
College Leaders

Total Quality Management (TQM) in distance education in higher education is rarely developed to improve quality continuously. There are 6 dimensions in TQM, namely leadership, management education, human resource management, information management, customer-centered and satisfaction, and the development of cooperation. College leaders need to create values and goals, and realize objectives through strategies and leadership styles that are suitable to realize the commitment of organizational members..

scholarly journals The impact of leadership style on employee motivation in the automotive industry: A British perspective

2021 ◽  
Vol 16 (01) ◽  
Author(s):  
Nadezhda Angelova Vasileva ◽  
◽  
Palto Datta ◽  
Keyword(s):  
Transformational Leadership ◽  
Leadership Styles ◽  
Leadership Style ◽  
Automotive Industry ◽  
Employee Performance ◽  
Charismatic Leadership ◽  
Employee Motivation ◽  
Primary Data ◽  
Autocratic Leadership ◽  
The Impact

Purpose: The effectiveness of leadership is critical at all levels of the organisation. Different organisations use a variety of leadership styles and methods to improve employee performance by inspiring them and providing them with adequate opportunities. The research purpose is to examine the impact of leadership styles on employee’s motivation in the automotive industry in the United Kingdom. Methodology: The researchers used a deductive approach in conjunction with the quantitative method to determine the study's outcomes. A sample of 100 people was used for primary data using a questionnaire-based survey. Subjects are from the automotive industry, and the survey was carried out online. Findings: According to the results, Democratic Leadership Style (DLS), Autocratic Leadership Style (ALS), Laissez-faire Leadership Style (LFLS), Situational Leadership Style (SLS), Transformational Leadership Style (TLS), and Charismatic Leadership Style (CLS) are among the six study variables that are highly significant in terms of employee motivation. Autocratic Leadership Style (ALS) and Charismatic Leadership Style (CLS) were determined to be the study's less significant variables (CLS). The findings suggest that there is a positive relationship between leadership styles and employee motivation. Conclusion and study implications: The findings of this study can be used to develop strategies and achieve goals by developing and implementing a good leadership style. Transformational leadership is important, and leaders and managers should strive to demonstrate it in their daily activities. This study's findings have both academic and commercial implications. Leaders should use suitable styles and an inclusive and equitable incentive scheme to motivate employees by setting expectations.

scholarly journals Leadership Styles and Employee Satisfaction: A Correlation Study

2014 ◽  
Vol 27 ◽  
pp. 156-169 ◽  
Author(s):  
Saeid Afshinpour
Keyword(s):  
Leadership Styles ◽  
Leadership Style ◽  
Employee Satisfaction ◽  
Situational Leadership ◽  
Charismatic Leadership ◽  
Correlation Study ◽  
Quantitative Correlation ◽  
Satisfaction With Supervision ◽  
Autocratic Leadership ◽  
Style Preferences

The purpose of this quantitative correlation study was to determine the extent to which leadership style preferences correlate with employee satisfaction with supervision among employees and leaders of some companies. This study measured preferences for each of five common leadership styles and examined correlations with measures of employee satisfaction. The styles studied were transactional leadership, transformational leadership, autocratic leadership, charismatic leadership, and situational leadership. Results indicated that each of the five leadership styles has a positive correlation with employee satisfaction, suggesting that the situational leadership style may be the most appropriate style for leaders in some companies.

scholarly journals Implementasi Manajemen Kepemimpinan Madrasah Aliyah di Bangka Belitung

2018 ◽  
Vol 4 (2) ◽  
pp. 45-59
Author(s):  
Suparta Suparta
Keyword(s):  
Leadership Styles ◽  
Leadership Style ◽  
Charismatic Leadership ◽  
Management Style ◽  
Democratic Management ◽  
Leadership Management ◽  
Open Management

Abstract  Based on the results of observations and interviews of researchers the implementation of leadership management in MAN I Tanjung Pandan can be categorized in two respects. The two categories are: First, leadership management seen from the aspect of leadership style. Second, leadership management is seen from the aspects they lead. The implementation of the first aspect which became the main actor was the Principal while in the second aspect the main actor was the deputy principals, teachers, staff and students of MAN I Tanjung Pandan The leadership style implemented in MAN I Tanjung Pandan is dominated by two leadership styles, namely democratic and charismatic leadership styles. However, from the two styles, the most dominant one carried out daily is the style of democratic leadershipIn other words, the leadership style is flexible based on the interests that must be implemented. Sometimes it uses a paternalistic management style and sometimes also uses open management. This is in accordance with Hasibuan stating that the management style can be divided into first management father (Paternalistic management), both closed management (closed management), third open management (open management), fourth democratic management (democratic management).   Abstrak Berdasarkan hasil Observasi dan wawancara  peneliti implementasi manajemen kepemimipinan di MAN I Tanjung Pandan dapat dikategorikan dalam dua hal. Adapun kedua kategori itu yaitu: Pertama, manajemen kepemimpinan yang dilihat dari aspek gaya memeimipinnya. Kedua, manajemen kepemimpinan yang dilihat dari aspek yang dipimpinnya. Implementasi pada aspek pertama yang menjadi aktor utamanya adalah Kepala Sekolahsedangkan pada aspek kedua yang menjadi aktor utamanya adalah para wakil kepala sekolah, para guru, para staf dan para siswa MAN I Tanjung Pandan. Gaya kepemimipinan yang dilaksanakan di MAN I Tanjung Pandan didominasi oleh dua gaya kepemimipinan yaitu gaya kepemimpinan demokratis dan kharismatis. Namun demikian dari kedua gaya tersebut yang paling dominan dilaksnakan sehari-hari adalah gaya kepemimpinan demokratis. Dengan kata lain, gaya kepemimipinannya fleksibel berdasarkan kepentingan yang harus dilaksanakan. Kadang-kadang menggunakan gaya paternalistik management dan terkadang juga menggunakan open managamant. Hal ini sesuai dengan Hasibuan menyatakan gaya menejemn dapat dibedakan atas: pertama manjemen bapak ( Paternalistik managamant), kedua manajemen tertutup ( closed managamant), ketiga manajemen terbuka (open managamant), keempat manajemen demokrasi ( democration managamant)

scholarly journals Leadership Styles of Hospital Nurses: Impacts on the Work Process and Organizational Climate

2021 ◽  
Vol 1 (3) ◽  
Author(s):  
Abi Rached CD
Keyword(s):  
Organizational Climate ◽  
Leadership Styles ◽  
Leadership Style ◽  
Well Being ◽  
Hospital Environment ◽  
Hospital Nurses ◽  
Work Process ◽  
Corporate World ◽  
Autocratic Leadership ◽  
Nursing Professionals

Introduction: The kinds of leadership have been discussed not only in academia but in the corporate world. It has been observed that some types have negatively influenced the organizational environment and the work process. Objective: To analyze the leadership practiced by nursing professionals within the hospital environment and their impacts on the work process and organizational climate. Methods: This is a scoping review whose objective was to map the main concepts about leadership styles and influence, examining and summarizing the existing research gaps. The following databases were used: MEDLINE, LILACS, IBESCS, PUBMED, and ENDENF. Results: Twenty nine articles were selected. The autocratic leadership style was the most cited as unfavorable for maintaining a favorable organizational climate for workers' welfare. Conclusion: It is believed that the leadership practiced by the nurse influences positively or negatively on the corporate environment and well-being at work.

scholarly journals The impact of public managers' leadership styles on results-based planning practices in Vietnam

2021 ◽  
Author(s):  
◽  
Ha Pham
Keyword(s):  
Leadership Styles ◽  
Leadership Behaviors ◽  
Organizational Factors ◽  
Public Organizations ◽  
Managerial Leadership ◽  
Public Managers ◽  
Mixed Method Design ◽  
Autocratic Leadership ◽  
The Impact

<p>Over past decade, there has been increased use of results-based management in Vietnam and other countries, but little empirical research exists on results-based planning (RBP) in the planning functions of public organizations. Some experiences suggest that managerial leadership may be among the determinants of success, affecting whether and how RBP is used. This thesis answers the following question: What is the impact of leadership styles by public managers on the practices of RBP?  Using empirical observations of current RBP in Vietnamese public organizations and a multiphase mixed method design, this study finds that transformational, transactional, and autocratic leadership styles are often concurrent among public managers (but in varying intensities), and these ‘combined’ leadership styles have a direct, positive, and strong effect on the use and outcomes of RBP practices. This study also finds that leadership effects on RBP are stronger than other organizational factors examined (RBP-related training, bureaucratic culture, funding). Furthermore, among three components of these combined leadership styles, transformational leadership has the greatest contribution to the higher performance of RBP practices. The findings of this research also show the specific leadership behaviors by public managers that are most associated with the increased RBP.  This study contributes to the literature by offering empirical evidence of the role of leadership in deploying reforms such as results-based planning in a context of a developing country. It also provides public organizations with knowledge of leadership styles for implementing such reforms.</p>

Jekyll and Hyde Leadership: A Multilevel, Multisample Examination of Charisma and Abuse on Follower and Team Outcomes

2018 ◽  
Vol 25 (4) ◽  
pp. 399-415 ◽  
Author(s):  
Junghyun (Jessie) Lee ◽  
Gang Wang ◽  
Ronald F. Piccolo
Keyword(s):  
United States ◽  
Boundary Condition ◽  
Leadership Styles ◽  
Leadership Behaviors ◽  
Abusive Supervision ◽  
Charismatic Leadership ◽  
The United States ◽  
Team Outcomes ◽  
Literature Evidence ◽  
Negative Leadership

Despite the independent treatment of the positive and negative sides of leadership in the literature, evidence suggests that the same leader may demonstrate both positive and negative leadership behaviors albeit with a different frequency (i.e., Jekyll and Hyde). What impacts would such opposing leadership styles jointly have on follower and team outcomes? To address this question, the current study examines the interactive impact of charismatic leadership and abusive supervision on individual- and team-level outcomes. Findings across three different samples gathered from the United States and South Korea suggest significant moderating roles of abusive supervision in the positive relationships of charismatic leadership with follower and team outcomes. This study highlights the importance of incorporating otherwise separate perspectives on leadership and provides insights into the boundary condition that impedes the effectiveness of charismatic leadership. Thus, we call for more research on integrative models of leadership that embrace different aspects of leader behaviors.

IMPACT OF LEADERSHIP STYLES ON EMPLOYEE PERFORMANCE: A MODERATING ROLE OF GENDER

2020 ◽  
Vol 5 (12) ◽  
pp. 27-52
Author(s):  
Omkar Dastane
Keyword(s):  
Transformational Leadership ◽  
Leadership Styles ◽  
Multinational Corporations ◽  
Online Survey ◽  
Employee Performance ◽  
Future Research ◽  
Democratic Leadership ◽  
Autocratic Leadership ◽  
Laissez Faire ◽  
The Impact

The impact of different leadership styles on employee performance was investigated in this study, whereby the proposed styles included transformational leadership, Laissez-Faire leadership, democratic leadership, and autocratic leadership. Concomitantly, the moderating effect of gender between such leadership styles and employee performance was also tested. The required data were collected by utilising a structured questionnaire and disseminating it through an online survey, engaging a sample size of 211 employees of multinational corporations in Malaysia selected using convenient sampling. Accordingly, IBM SPSS 24 was employed to conduct the reliability and normality assessment, while IBM SPSS AMOS 24 application was for the purpose of conducting the confirmatory factor analysis (CFA), structural equation modelling (SEM), and moderation analysis. As a result, a positive and significant relationship was found between the transformational, Laissez-Faire, and democratic leadership styles towards employee performance in Malaysia, respectively. Furthermore, the relationship between autocratic leadership and employee performance was statistically insignificant following the hypothesis testing. Meanwhile, the impact of transformational and Laissez-Faire leadership styles on employee performance was fully moderated by gender, whereas the correlation between democratic leadership and employee performance was only partially moderated. In contrast, gender posed a statistically insignificant impact for autocratic leadership and employee performance association. Moreover, the effect of transformational leadership on employee performance was more pronounced in males compared to females. The effect of Laissez-Faire leadership on employee performance is more pronounced in �female� compared to �male�. Meanwhile, the effect of democratic leadership on the variable was more pronounced in females compared to males, but with a minimum difference. The managerial implications, limitations, and future research avenues are discussed accordingly.

Do Jamaican Principals' Leadership Styles Correlate to Violence in School?

2017 ◽  
pp. 75-99
Author(s):  
Jerome Miller-Vaz
Keyword(s):  
High School ◽  
Young People ◽  
Secondary Schools ◽  
Leadership Styles ◽  
School Environment ◽  
Significant Positive Correlation ◽  
Democratic Leadership ◽  
Correlational Design ◽  
Autocratic Leadership ◽  
High School Environment

The increase of violence among young people in the high school environment has become a concern among parents and educators alike. A study was designed to address whether there is a relationship between the leadership styles of principals and violence in secondary schools in rural Jamaica. Based on a correlational design survey of 414 teachers from 61 schools in five parishes, seven leadership styles were correlated with the amount of violence at each school. The result showed that there was a statistically significant positive correlation (r = 0.88) at the p < .05 level was observed in autocratic leadership in the Parish of St. Ann. A moderate significant correlation was recorded in St. Catherine in democratic leadership (r = -52) at the level of p < 0.01.

Sign in / Sign up

Export Citation Format

Share Document