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 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.

Influence of age and gender on decision-making models and leadership styles of non-profit executives in Texas, USA

2016 ◽  
Vol 24 (2) ◽  
pp. 186-203 ◽  
Author(s):  
Francis C. Uzonwanne
Keyword(s):  
Decision Making ◽  
Leadership Styles ◽  
Leadership Style ◽  
Business Strategies ◽  
Rational Decision ◽  
Content Type ◽  
Non Profit ◽  
Rational Decision Making ◽  
Significant Difference ◽  
Decision Making Models

Purpose The purpose of this study is to fill the gap by investigating the relationship between age and other demographics on decision-making and leadership styles of executives in the non-profit sector. Design/methodology/approach This study is a quantitative research using correlation analysis and analysis of variance. The quantitative approach establishes facts, makes predictions and tests stated hypothesis and used the Pearson correlation coefficient, the ANOVA and the two-way analysis of variance. This study used surveys to collect data. Findings H1 states that there will be no significant difference in the decision-making models used among non-profit organizational leaders (rational, intuitive, dependent, spontaneous and avoidant) based on demographic variables: gender and age. H2 states that there will be no significant difference in the leadership style used among non-profit organizational executives (selling, telling, delegating and participating) and different dimensions of demographic variables: gender and age. Research limitations/implications This study explored the relationship between the demographics, age and gender and the decision-making models (rational, intuitive, dependent, spontaneous and avoidant) and leadership styles (selling, telling, delegating and participating) of executives in non-profit organizations. The age of the executives also showed to be important factors that influenced executive’s leadership styles and decision-making models as well. Practical implications Rational decision-making as reflected to in this study has been used by older, possibly more experienced non-profit executives. This model is favorable towards making decisions on complicated issues. The final choice rational decision-makers select will maximize the outcome; it is assumed that the decision-maker will choose the alternative that rates the highest and get the maximum benefits (Robbins and Decenzo, 2003, pp. 141-142). The researcher suggests that non-profit executives, especially the younger executives, should attend management and leadership conferences that focus on rational decision-making models as concerns business strategies and making the best choices based on possible alternatives. Social implications Rational decision-making as reflected to in this study has been used by older, possibly more experienced non-profit executives. This model is favorable towards making decisions on complicated issues. The final choice rational decision-makers select will maximize the outcome; it is assumed that the decision-maker will choose the alternative that rates the highest and get the maximum benefits (Robbins and Decenzo, 2003, pp. 141-142). The researcher suggests that non-profit executives, especially the younger executives, should attend management and leadership conferences that focus on rational decision-making models as concerns business strategies and making the best choices based on possible alternatives. Originality/value This is an original piece of research that contributes to the literature on leadership style.

scholarly journals THE INFLUENCE OF ORGANIZATIONAL STRUCTURE, LEADERSHIP STYLE, MANAGEMENT CONTROL SYSTEMS, AND ORGANIZATIONAL CULTURE TOWARD BEHAVIOUR DECISION MAKING

2020 ◽  
Vol 3 (1) ◽  
pp. 245-253
Author(s):  
Deborah Christin Darmawan ◽  
Suwignyo Widagdo ◽  
Hamzah Fansuri Yusuf
Keyword(s):  
Decision Making ◽  
Organizational Culture ◽  
Organizational Structure ◽  
Leadership Styles ◽  
Control Systems ◽  
Leadership Style ◽  
Management Control ◽  
Management Control Systems ◽  
Simultaneous Influence ◽  
Collection Methods

This research aims to know the influence of organizational structure, leadership style,management control systems, and organizational culture toward behaviour decision making.Data collection methods used in this research is a method of questionnaire. The results of thisstudy suggest that the organizational structure of partially against the influential behavioraldecision making, leadership styles partially against the influential behavioral decisionmaking, not management control systems influential partially against the behavior ofdecision-making, and organizational culture has no effect partially against the decisionmaking behavior. Research results also showed a simultaneous influence organizationalstructure, leadership style, management control systems, and organizational culture towardsdecision-making behavior and note that the value of the coefficient of determination60.3%, while the remaining 39.7% is explained by other factors that are not described in thismodel.

scholarly journals PENGARUH GAYA KEPEMIMPINAN TRANSFORMASIONAL TERHADAP PERILAKU KERJA KARYAWAN

2016 ◽  
Vol 2 (2) ◽  
pp. 127
Author(s):  
Vinona Vamalya Rahayu ◽  
Harmon Chaniago
Keyword(s):  
Decision Making ◽  
Transformational Leadership ◽  
Problem Solving ◽  
Human Resources ◽  
Goal Setting ◽  
Leadership Style ◽  
Employee Behavior ◽  
Transformational Leadership Style ◽  
And Behavior ◽  
Descriptive Method

Manage the human resources that are owned by the company. Quality leadership is often regarded as one of the important factors in the success or failure of the enterprise. Leadership style is often done at the company leader is transformational leadership style. Leaders with transformational leadership giving effect to the subordinates to include her participation in goal setting, problem-solving, decision making, and provide feedback. Leadership style leader can influence the behavior of its employee's work. This study aims to determine how the transformational leadership style, employee behavior and the effect of transformational leadership style on the behavior of employees at Suzuki Dealer Restu Mahkota Karya Cibadak. The method used in this research is a descriptive method, while the data collection techniques are to do interviews and distributing questionnaires to 102 respondents who were determined by non-probability sampling. Based on the research that has been done, regression equation Y = 0.874 + 0,807X. The study states that the transformational leadership style and behavior of existing employees at the Suzuki Dealer Cibadak Restu Mahkota Karya has a positive correlation of 0.807 and transformational leadership style influence the behavior of the employee as much as 65%.

Antecedents and Consequences of Leadership Styles

2016 ◽  
Vol 44 (1) ◽  
pp. 72-91 ◽  
Author(s):  
Gregor Richter
Keyword(s):  
Decision Making ◽  
Organizational Commitment ◽  
Leadership Styles ◽  
Survey Data ◽  
Leadership Style ◽  
Recent Survey ◽  
Leadership Challenges ◽  
Participation In Decision Making ◽  
Antecedents And Consequences

There are numerous studies on the success of various leadership styles that refer to the link between styles and levels of performance and other relevant organizational parameters. Data from a recent survey in a multinational headquarters (HQs) replicate previous findings on leadership style concerning the preferences of the subordinates for more participation in decision-making. Although multinational HQs are in many ways unique organizations that could present unique leadership challenges, too, the findings using traditional models of leadership show how similarly, compared to civilian companies and public administrations, leadership styles are perceived and evaluated by subordinates. Apart from that, the survey data indicate that leadership style—quite different from what was expected—has no significant effect on “organizational commitment” and “mission clarity.” The reasons for that result are discussed against the backdrop of the peculiarities of the organization under investigation.

scholarly journals Women's Struggle against Patriarchy: An Analysis of Radical Feminism Through Nadia Hashimi's A House Without Windows

2019 ◽  
Vol 2 (1) ◽  
pp. 1-9
Author(s):  
Naily Syiva Fauzia ◽  
Anik Cahyaning Rahayu
Keyword(s):  
Decision Making ◽  
Problem Solving ◽  
Radical Feminism ◽  
Self Awareness ◽  
Female Characters ◽  
Male Domination ◽  
Root Cause ◽  
Right To Work ◽  
Patriarchal Society ◽  
The Right

Under twenty years of war, women in Afghanistan suffer from oppressive situations and rules resulting in inequality and injustice. Afghanistan women face difficulties at all levels of Afghanistan patriarchal society. Male domination is the root cause of damaging to women’s rights in Afghanistan that brings impact to inferiority of Afghanistan women. Using radical feminism by Kate Millet, this paper tries to describe the struggle of Afghanistan women in gaining opportunities to move forward in their society. The analysis is focused on the female characters who deal with problem solving to their unfair condition such as Zeba, Gulnaz, Latifa, , Mezghan, Bibi Shireen, the wife of judge Najeeb, Sitara, Meena, and Aneesa. They begin to build self-consciousness, to demand autonomy in decision making, to declare resistance to be controlled by the men, and to get their basic rights such as the right to speak, the right to get education, and the right to work to earn money. The strong self-awareness and determination as reflected from the female characters are the women’s primary step to get rid of male domination and to proceed in their lives as well as in their society. Through this literary evidence, radical feminism emphasizes that women’s efforts to protect their rights means approval that inequality and lack of opportunities for women still happen

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.

scholarly journals Leadership and Management in the 21st Century Organizations: A Practical Approach

2015 ◽  
Vol 2 (2) ◽  
pp. 139
Author(s):  
Victor E. Dike
Keyword(s):  
Decision Making ◽  
Problem Solving ◽  
21St Century ◽  
Global Economy ◽  
Practical Approach ◽  
Management Decision ◽  
Leadership And Management ◽  
Effective Leaders ◽  
Management Decision Making ◽  
Problem Solving Process

<p><em>This article explores the place of leadership and management in the</em><em> </em><em>21st century businesses and organizations</em><em>, the role of leaders and managers, leadership styles as well as their levels of efficacy. It also investigates the attributes of an effective leader and manager, differentiates the concepts of leadership and management, leadership and management decision-making and problem-solving processes, and strategies</em><em> </em><em>for effective delegation</em><em> </em><em>of authorities to followers. This article argues that to function effectively and efficiently in today’s new economy, every organization needs effective leaders and managers as well as competent and reliable followers. It also </em><em>posits that the place of leadership and management in today’s organizations are changing because, among other forces, the extreme competition among businesses in the new global economy, the emerging technologies, and globalization spurred by the Internet. </em><em>The seemingly </em><em>uncertainty in today’s organizations</em><em> </em><em>are putting undue pressures</em><em> </em><em>on leaders and managers to adopt</em><em> </em><em>practical approach to leadership and management to motivate their followers</em><em> </em><em>to</em><em> </em><em>enhance their performance, </em><em>share the visions and missions of the organizations so as to realize</em><em> </em><em>their set objectives. </em><em>This article argues that what makes effective leadership and management in the rapidly changing 21st century organizations</em><em> </em><em>include their personality and style of leadership, passion and values, decision-making and problem-solving process</em><em> </em><em>as well as their</em><em> </em><em>expectations and levels of relationship with their followers. L</em><em>eaders and managers require a practical approach to leadership and management to substantially influence and motivate their followers to enhance their performance to achieve set organizational objectives.</em><em></em></p>

scholarly journals A Review of Leadership: Different Leadership Theories and Styles Relevant to Education Leadership

2021 ◽  
pp. 18-26
Author(s):  
Poorna Perera ◽  
Thanuja Witharana ◽  
Prabath Withanage
Keyword(s):  
Leadership Styles ◽  
School Leadership ◽  
Leadership Style ◽  
Goal Attainment ◽  
Education Leadership ◽  
Educational Organizations ◽  
Leadership Theories ◽  
Basic Principles ◽  
Overall Performance ◽  
Published Research

This academic investigation on education leadership theories and styles sought to investigate the effect of different leadership styles practicing in educational organizations and their impact on overall performance of the organization. A summarized overview of the meaning of leadership is followed by an elaborated enquiry on different leadership theories and styles. This study followed a qualitative research approaches where secondary research data from previously published research articles will be integrated and interpreted. This article validates that identification and application of proper leadership theory and style is crucial in educational organization success. Knowledge on range of effective leadership approach offers the prospect to further refine the existing school leadership by accepting and employing the basic principles and styles of those. Based on the available reliable literature, this theoretical study concludes that understanding the most suitable leadership style or the combination of leadership styles is crucial in achieving common goal attainment which is ultimately result in organizational/ school overall success.

scholarly journals A Review of Ethical Leadership and Other Ethics- Related Leadership Theories

2017 ◽  
Vol 13 (29) ◽  
pp. 10 ◽  
Author(s):  
Israr Ahmad ◽  
Yongqiang Gao ◽  
Shafei Moiz Hali
Keyword(s):  
Leadership Styles ◽  
Leadership Style ◽  
Ethical Leadership ◽  
Leadership Behavior ◽  
Leadership Studies ◽  
Leadership Theories ◽  
Future Directions ◽  
Leadership Ethics ◽  
Mainstream Media

The role of ethics in leadership studies is very important for organizations. Leadership without ethics and integrity can be harmful both for the organizational stakeholders and society. The high-profiled scandals and the leadership involvement in unethical activities caused increase attention of the scholars and mainstream media in the leadership ethics (Hartog, 2015). This resulted a growing research in the field of ethical leadership behavior. For this reason, the present study review ethics-related leadership including ethical leadership and other ethic-related leadership theories to better understand the importance of the ethics and morality in these leadership constructs. This study also presented a comprehensive review on ethical leadership and its similarities and differences with other related leadership styles. Another focus of this study was to present the definitions of each leadership style and their scales, and to establish that how ethical leadership is distinct from each leadership style. Future directions and conclusion are presented in the last of the paper.

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