Challenges in Online Collaboration

2018 ◽  
pp. 118-138
Author(s):  
Kimiz Dalkir
Keyword(s):  
Leadership Style ◽  
Shared Vision ◽  
Online Collaboration ◽  
Organizational Cultures ◽  
Leadership Model ◽  
Disciplinary Boundaries ◽  
Online Interactions ◽  
Research Equipment ◽  
Collaboration Effectiveness

This chapter describes a multi-year study on how online collaboration could be effective in the design of a research equipment sharing lab with university and industry partners. More specifically, this chapter focuses on the “soft” challenges of how to establish a shared vision of the project goals, trust among diverse partners, most of whom had never collaborated before this project, and the different leadership model that was required for effective online interactions. Internal obstacles included differences between academic and industrial organizational cultures (publication/patent tension) and the difficulty in establishing trust through online interactions. External obstacles included differences in leadership style (commanding vs. collegial agreement). While there were also logistical issues in the actual sharing of resources, the focus was on online interactions that crossed disciplinary boundaries (amongst university partners) and competition (amongst industrial partners). Collaboration models were useful in assessing online collaboration effectiveness.

Gender and political leadership: Turkish experience

Leadership ◽  
2015 ◽  
Vol 13 (5) ◽  
pp. 615-638 ◽  
Author(s):  
Tuba Inal
Keyword(s):  
Women Leaders ◽  
Leadership Style ◽  
Gender Stereotypes ◽  
Women Politicians ◽  
Political Leadership ◽  
Analytical Framework ◽  
Women's Leadership ◽  
Political Leader ◽  
Leadership Model ◽  
Political Scene

Women’s political leadership has been ignored both in actual political scene of world’s democracies and by the studies of political leadership. The common perception in both areas has long been that gender difference makes women unfit leaders. More recent studies of gender and leadership as well as various women politicians, on the other hand, emphasized women’s fitness for leadership due to their gendered characteristics. This paper argues that using gender as a determining factor for good or bad political leadership endangers future leadership opportunities for women. An exploration of the experience of Turkey in the 1990s with a woman political leader, Tansu Çiller, and her leadership style in relation to her gender, demonstrates that while gender stereotypes make women’s political leadership to be perceived as ineffective, any argument that is made in its favor in gendered terms faces the risk of being refuted by actual experience hence delegitimizing women’s leadership altogether. Using Crosby and Bryson’s leadership model as an analytical framework to dissect Çiller’s political and ethical leadership and her use of gender in the Turkish context, we can see that gender itself does not make a leader more democratic or ethical and arguing so works against potential women leaders.

The blind leading the blind

2016 ◽  
Vol 68 (2) ◽  
pp. 212-226 ◽  
Author(s):  
Chirag Shah
Keyword(s):  
Leadership Styles ◽  
Leadership Style ◽  
User Study ◽  
Collaborative Work ◽  
Relevant Information ◽  
Online Collaboration ◽  
Content Type ◽  
Team Members ◽  
Information Exploration ◽  
The Difference

Purpose – Online collaboration – a required method for many problem-solving situations in today’s work environments – has many aspects that are not clearly understood or explored. One of them is how work styles, specifically leadership styles, within a seemingly homogeneous teams with no prior role assignments affects the process and outcomes of collaboration. The purpose of this paper is to investigate the aspect of online collaboration to learn how different leadership styles that may emerge impact collaborative work. Design/methodology/approach – The work described here employs a user study involving 84 participants in 42 pairs, working in one of the three conditions across two sessions. The three conditions are defined based on the amount and the kind of awareness provided to the team members: no awareness of personal or team progress (C1), awareness of personal progress (C2), and awareness of both personal and team progress (C3). The log and chat data from the sessions where these teams work in collecting relevant information for two different topics are collected and analysed. Findings – Quantitative and qualitative analyses indicate the difference among the three conditions with respect to these two leadership styles. Specifically, it is found that those with the team awareness provided to them (C3) exhibited the least amounts of leadership, keeping the team relatively symmetric. The democratic nature of such teams also fostered more diverse searching behaviour and less need for communication. Originality/value – The work reported here is a first attempt to shed light on two kinds of connections: individual and team awareness to leadership style, and leadership style to diversity of information exploration.

scholarly journals Pengaruh Gaya Kepemimpinan, Pendidikan dan Pelatihan, dan Lingkungan Kerja terhadap Kinerja Anggota Satuan Polisi Pamong Praja di Kabupaten Kotawaringin Timur

2020 ◽  
Vol 1 (1) ◽  
pp. 46-56
Author(s):  
Arson ◽  
Bambang Mantikei ◽  
Usup Riassy Christa
Keyword(s):  
Quantitative Analysis ◽  
Leadership Style ◽  
Civil Service ◽  
Education And Training ◽  
Working Environment ◽  
Leadership Model ◽  
Positive Leadership ◽  
Work Atmosphere ◽  
And Training

The purpose of this study were to analyze the influence of leadership style, education and training, and working environment on performance of civil service police member (Satuan Polisi Pamong Praja/Satpol PP) in Kotawaringin Timur regency. A descriptive quantitative analysis was used to examine 88 personnel of the unit. The results indicate that, first, leadership style has no definite and significant effect on personnel‘ performance. Secondly, education and training have a significant effect on members‘ performance. Lastly, a pleasant working environment has positively affected the personals‘ performance. This research suggests strengthening a positive leadership model that can make the work atmosphere more comfortable, increasing employees‘ engaged and enthusiastic so that they are willing to put their potency in order to complete the task.

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 LEADERSHIP STYLE FOR Z GENERATION

2021 ◽  
Author(s):  
Alya Shafira Agustia
Keyword(s):  
Leadership Style ◽  
Millennial Generation ◽  
Descriptive Analysis ◽  
Joint Decision ◽  
Leadership Model ◽  
Organizational Goals ◽  
Democratic Leadership ◽  
Survey Techniques ◽  
Left Behind ◽  
Generation Z

Background: Leadership is an attitude applied by a leader whom we often meet in various places to show direction and teach us what to do to achieve a goal in a group. Leadership is an attitude that all young people in Indonesia must have to advance human resources and not be left behind with other nations, especially in the millennial era. Purpose: This study aims to reveal the leadership model the millennial generation expects by taking a sample of students from the Z generation as representatives of the millennial generation. Methods: This study uses a quantitative approach with descriptive analysis methods with survey techniques. Results: This study indicates that many Z generations prefer a democratic leadership style that accepts opinions or suggestions put forward by groups to determine a joint decision that will be used in organizational goals. However, there are also some from generation Z who like non-democracy because each of them has a different perspective. Based on the result of this study, most of the generation Z prefer leaders who listen to every opinion of their members in order to reach a common decision called the democratic style.

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.

A REVIEW OF SERVANT AND TRANSFORMATIONAL LEADERSHIP STYLE IN ISLAMIC PERSPECTIVES: A LESSON FROM THE PROPHET MUHAMMAD (PBUH) AS AN EXCELLENT ROLE MODEL FOR MUSLIM LEADERS IN INDONESIA

2020 ◽  
Vol 26 (02) ◽  
pp. 371-387
Author(s):  
Sulaeman Sulaeman
Keyword(s):  
Transformational Leadership ◽  
Leadership Styles ◽  
Leadership Style ◽  
Role Model ◽  
Journal Articles ◽  
Leadership Model ◽  
Narrative Literature ◽  
Narrative Literature Review ◽  
Transformational Leadership Style ◽  
Islamic Leadership

The purpose of this paper is to give a review of the servant and transformational leadership styles in Islam perspectives that have appeared in the literature. In so doing, the article provides the concept of the Islamic leadership model as a known dual-style Islamic leadership model by proposing the author. This paper used the narrative literature review methodology from previously publication such as textbooks and journal articles especially from primarly data - Qur’an and Sunnah. The study finds that two types of Islamic leadership were identified based on the leadership style of the prophet Muhammad (PBUH): servant and transformational leadership style. Furthermore, the paper provided a dual-style Islamic leadership model as effective leadership in practice for Muslim leaders in Indonesia. It is hoped that leaders such as managers, principals, CEOs in organizations/ corporations/social groups/communities would not hesitate to apply the Islamic leadership style especially dual-style Islamic leadership model. This paper will add to the literature on Islamic leadership style, especially for Muslim leaders in Indonesia

scholarly journals An Analysis of the Instructional Leadership Model at an Institution of Higher Education in the United Arab Emirates

2015 ◽  
Vol 11 (28) ◽  
pp. 162 ◽  
Author(s):  
Lee Edward Waller ◽  
Lincoln Pettaway ◽  
Sharon Waller ◽  
Majed Khoder
Keyword(s):  
Higher Education ◽  
Servant Leadership ◽  
United Arab Emirates ◽  
Leadership Style ◽  
Global Economy ◽  
Driving Forces ◽  
Leadership Model ◽  
Playing Field ◽  
Reduction Techniques ◽  
The Impact

<p>Leadership remains key to the successful delivery of instruction. The impact of the global economy and the digitalization of higher education continue to level the playing field for institutions of higher education as the competition for enrollment increases. Universities in the United Arab Emirates are not isolated from these changes as many are determined to emulate models of accepted academic leadership and shared governance in order to obtain institutional and programmatic accreditations from outside the region. This research examined the development, implementation and findings associated with the assessment of one institution’s instructional servant leadership model. The study employed factor analysis (dimension reduction) techniques to identify the underlying components driving responses to an employee quesionaire designed to measure the fundamental aspects of servant leadership. The results identified two major driving forces: (1) a holistic overview of the leadership style and (2) the soft skills associated with intrapersonal interaction. The research reminds leaders of the need to comprehend the power of any or all decisions to distract their followers and of the need to cultivate strong interpersonal skills such as communication and respect for others. <strong></strong></p><strong>Keywords:</strong> leadership, servant-leadership, higher education, United Arab Emirates

The Leadership of Florence Wald: Listening to the Voices of the Early Hospice Founders and Colleagues

2009 ◽  
Vol 17 (4) ◽  
pp. 379-398 ◽  
Author(s):  
Cynthia C. Adams
Keyword(s):  
United States ◽  
Transformational Leadership ◽  
Hospice Care ◽  
Single Case ◽  
The United States ◽  
Shared Vision ◽  
Yale University ◽  
Leadership Model ◽  
Culture Of Inquiry ◽  
High Level

This qualitative study investigated the transformational leadership of Florence Wald who brought hospice care to the United States in the 1970s using the constructs of the transformational leadership model of Burns (1978). A single case study design was chosen to conduct an in-depth exploration of Florence Wald's transformational leadership and the perceptions of the group of founders organized to conceptualize, build, and open the first hospice in the United States. This research also examined documents from The Florence and Henry Wald Archives in the Yale University Library. The findings showed that Florence Wald based her leadership on strong values and a shared vision. To encourage a high level of participation, Wald demonstrated a caring component in her leadership and engaged in mentoring. A conclusion of this study is that Wald was successful in creating a culture of inquiry among the Founders which served to drive evidence-based decision making to improve the quality of palliative care in the United States.

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