The Changing Face of Leadership

2011 ◽  
pp. 1-34 ◽  
Author(s):  
Walter O. Einstein ◽  
John H. Humphreys
Keyword(s):  
Leadership Styles ◽  
Leadership Style ◽  
Information Technologies ◽  
Organizational Context ◽  
Situational Leadership ◽  
Power Relationship ◽  
Behavior Model ◽  
Behavioral Differences ◽  
Leader Influence ◽  
Goal Directed Behavior

In this Chapter’s beginning, we introduce the degree to which emerging information technologies have changed both the organizational context and the traditional leader-follower power relationship, and the significant challenges that have arisen from this evolution. In addition, we examine the emergence of leadership substitutes, such as teams, that are common to many information technology work groups and discuss the kind of leader influence that appears to be warranted. Most importantly, however, we present a leader behavior model tied closely to the situational leadership paradigm. In this model, we seek to show that unique actions and behaviors are associated with four specific leadership styles. Further, the model shows leaders’ behavioral differences based upon whether they do or do not possess rational legal authority, commonly referred to as “position power.” Most leadership discussions are limited to the descriptive nature of leadership and fail to offer specific guidance in identifying which leadership style is situational appropriate. We seek to remedy that shortcoming and take the critical next step of identifying leader behaviors that are appropriate for enhancing followers’ effort toward successful goal-directed behavior.

scholarly journals Determinan Gaya Kepemimpinan Kepala Sekolah

2019 ◽  
Vol 2 (1) ◽  
pp. 11-29
Author(s):  
Army Yuneti ◽  
Marianita Marianita
Keyword(s):  
Leadership Styles ◽  
Leadership Style ◽  
Research Method ◽  
Situational Leadership ◽  
Descriptive Study ◽  
Education And Training ◽  
Good Environment ◽  
And Training

This study aims to describe the leadership style in SMA 5 Lubuklinggau, how the determinants of leadership style principles The research method used is descriptive study, observation and documentation, and this study also uses this type of procedure to develop materials. The results of the study, the environment greatly affects the principal's leadership style, with a good environment can support the application of the principal's leadership style. Conclusion, that research is empirical, education and training, intelligence, skills and environment as capital for principals to be able to apply situational leadership styles, situational leadership styles are very relevant characters and personalities that are different from each other. Keywords: Determinant, Principle Style

scholarly journals GAYA KEPEMIMPINAN SITUASIONAL DI PERPUSTAKAAN JARINGAN DOKUMENTASI DAN INFORMASI HUKUM KABUPATEN SLEMAN

2020 ◽  
Vol 6 (1) ◽  
pp. 987
Author(s):  
Shinta Nofita Sari ◽  
Fitri Kartika Sari
Keyword(s):  
Leadership Styles ◽  
Leadership Style ◽  
Situational Leadership ◽  
Positive Energy ◽  
Case Study Approach ◽  
Legal Information ◽  
Know How ◽  
Study Approach ◽  
Qualitative Descriptive

<p>The research was conducted in the documentation and legal Information Library (JDIH) Sleman Regency, Yogyakarta. The purpose of this study is to be able to know how to apply situational leadership styles in the JDIH library. The method used in this research is a qualitative descriptive through the case study approach. The result of this research is the library JDIH Sleman Regency, Yogyakarta its leadership style belongs to the style of situational leadership because the leader has strict characteristics, ambitious, tireless in the work but still consider his subordinate abilities. Leaders provide positive energy to subordinates in the form of encouragement, ready to help when there is a job that is not understood by his subordinate.</p>

scholarly journals Exploring the linkages between project managers' mindset behaviour and project leadership style in the Ghanaian construction industry

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
De-Graft Owusu-Manu ◽  
Caleb Debrah ◽  
Lydia Amissah ◽  
David J. Edwards ◽  
Nicholas Chileshe
Keyword(s):  
Transformational Leadership ◽  
Leadership Styles ◽  
Construction Industry ◽  
Leadership Style ◽  
Positive Relationship ◽  
Situational Leadership ◽  
Project Managers ◽  
Growth Mindset ◽  
Project Leadership ◽  
Content Type

PurposeLeadership encapsulates a process of influencing others to understand what needs to be done and how it can be done. The related area of mindset behaviour which moderates leadership styles adopted in various industries has hitherto received scant academic attention in a construction context. This paper thus explores the linkages between project manager's mindset behaviour and project leadership style in the construction industry.Design/methodology/approachLiterature reviewed provides the basis for a questionnaire data collection instrument developed to gather primary data from construction professionals in the Ghanaian construction industry (GCI). A quantitative research strategy was then adopted using the Relative Importance Index (RII) to determine the level of significance of the leadership and mindset archetypes. A Pearson's correlation test was run to ascertain whether the mindset behaviour of project managers has a significant impact upon the type of leadership style.FindingsThe study's results indicate that democratic, transformational and situational leadership styles were prevalent leadership styles in the GCI. The analysis also revealed that project managers favoured the “growth mindset”. Furthermore this style had a moderate positive relationship with democratic and transformational leadership styles. Conversely, a fixed mindset had a low positive relationship with autocratic and situational leadership styles but a low negative relationship with transformational leadership style.Research limitations/implicationsThis research provides sufficient data for project managers to identify the type of mindset to nurture (the growth mindset is recommended) and the effective leadership style to be employed. This study engenders wider discussion on mindset behaviour and project leadership style in developing countries. Moreover, the findings present policymakers and practitioners with the leadership styles to promote and develop (democratic, transformational and situational) and mindset behaviour (growth mindset) to ensure project success in Ghana and other developing countries.Originality/valueThis research represents the first comprehensive study appraising the linkages between project managers’ mindset behaviour and project leadership style in the construction industry. Empirical data presented bridge the identified knowledge gap that exists on the lack of theoretical understanding of the influence that project managers' mindset has on leadership styles in the GCI.

scholarly journals Leadership styles and personal and professional profile of intensive care unit nurses

2008 ◽  
Vol 21 (2) ◽  
pp. 300-304
Author(s):  
Alexandre Pazetto Balsanelli ◽  
Isabel Cristina Kowal Olm Cunha ◽  
Iveth Yamaguchi Whitaker
Keyword(s):  
Patient Care ◽  
Leadership Styles ◽  
Leadership Style ◽  
Team Member ◽  
Situational Leadership ◽  
Personal Profile ◽  
Practical Nurse ◽  
Practical Nurses ◽  
Professional Profile ◽  
Intensive Care Unit Nurses

OBJECTIVE: To verify the relation between leadership styles and personal and professional profile of a nurse facing another team member when performing ICU patient care. METHODS: Samples were collected on seven nurses and seven practical nurses working as partners. Throughout three months, the nurses were inquired about the leadership style applied when the practical nurse, under their assessment, performed ICU patient care. RESULTS: Persuasion style prevailed among other styles, followed by determining and sharing between leaders and their subordinated team member. CONCLUSION: In this ICU, nurses stand out due to their persuading situational leadership style where they explain their decisions and provide the opportunity for clarification to the subordinated team. No relation between the nurses' leadership style and their professional and personal profile was shown.

scholarly journals ANALYSIS OF LEADERSHIP STYLE BY USING THE MODEL OF HERSEY AND BLANCHARD

2021 ◽  
Vol 3 (2) ◽  
Author(s):  
Adi Lukman Hakim ◽  
Erna Nur Faizah ◽  
Ninik Mas'adah
Keyword(s):  
Leadership Styles ◽  
Leadership Style ◽  
Survey Design ◽  
Human Resources Management ◽  
Descriptive Analysis ◽  
Situational Leadership ◽  
Marketing Department ◽  
Task Behavior ◽  
Model Research ◽  
Administrative Division

Introduction/Main Objectives: This research raises human resources management within the crediting bank, where employees require reliable and competent leadership. Leadership is categorized as the concept of empowering when the leader shares direction, a support system, friendly, synergizing, and providing exemplary examples to his subordinates.Background Problems: Through scientific ways, this study attempted to respond to the research questions, which are: 1) how is the maturity of employees in the Anugerah rural bank located in Purwosari, 2) what are the applications of leadership styles, duty behavior, and relationship behaviors at there, and 3) in which quadrant of leadership styles of the chief of operational, general, administrations, and marketing department? Novelty: The current study engaged four situational leadership in a model. Research Methods: The survey design administered the questionnaire, interviews, and observation to the target samples. The data, then analyzed using descriptive analysis and the range scale. Finding/Results: The operational and general divisions reflect their leadership styles in quadrant II representing a consultation or low task and relationship behavior. Besides, quadrant III, which implies a participating leadership style with high task and relationship behavior, has been practiced by the marketing department. The administrative division tends to use the leadership style from quadrant IV or delegating with high task behavior relationship. Conclusion: Leaders can select any leadership style, but they must remain aware of task and relationship behavior. This recent study has many limitations; hence, the future researcher can apply other leadership styles under different conditions.

scholarly journals SITUATIONAL LEADERSHIP AND ORGANIZATIONAL BEHAVIOR

2020 ◽  
Author(s):  
Federico de Andreis ◽  
◽  
Federico Leopardi ◽  
Keyword(s):  
Decision Making ◽  
Organizational Behavior ◽  
Leadership Styles ◽  
Leadership Style ◽  
Situational Leadership ◽  
Business Management ◽  
Decision Making Process ◽  
Working Relationships ◽  
Managerial Leadership ◽  
Unique Approach

In the organizations and their management, an important fundamental role is played by the "leadership style", since administrating the working relationships in complex organizations, influences their final results. The decision-making process, in fact, within the organization is influenced by managerial leadership. Before going into the analysis of the various models through which we can propose to read the phenomenal complexity of leadership within business management, this research aims to identify what is leadership and also the roles and dimensions within an organization. The goal of the analysis is to explore the study of leadership styles, from the more formal and authoritarian to the more participative, and to demonstrate the situational leadership approach, which does not presume a unique approach to every situation in order to be successful.

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 Relationship between nurses' leadership styles and power bases

2009 ◽  
Vol 17 (3) ◽  
pp. 295-301 ◽  
Author(s):  
Inmaculada García García ◽  
Emilio Sánchez Santa-Bárbara
Keyword(s):  
Leadership Styles ◽  
Leadership Style ◽  
Situational Leadership ◽  
Power Bases ◽  
Measurement Instruments ◽  
Referent Power ◽  
Behavior Description ◽  
Power Perception ◽  
Nursing Professionals ◽  
The Relationship

This quantitative study aimed to empirically evidence the relationship between the power bases of the leader and the leadership styles of nurses. The random sample consisted of 204 nursing professionals from a public hospital. The following measurement instruments were used: the SBDQ (Supervisory Behavior Description Questionnaire) to identify leadership styles and the Power Perception Profile to determine the types of power used by leaders. Descriptive, bivariate and multivariate analyses were used. Based on the results, two relationships proposed by the SLT (Situational Leadership Theory) were verified: between coercive power and S1 leadership style (telling), and between referent power and S3 leadership style (participating). In other cases, results have been opposite to expectations: the use of power proposed by the model decreases the probability of performing the prescribed leadership style.

A test of three basic assumptions of Situational Leadership® II Model and their implications for HRD practitioners

2017 ◽  
Vol 41 (3) ◽  
pp. 241-260 ◽  
Author(s):  
Drea Zigarmi ◽  
Taylor Peyton Roberts
Keyword(s):  
Leadership Styles ◽  
Human Resource Development ◽  
Leadership Style ◽  
Leadership Behaviors ◽  
Situational Leadership ◽  
Content Type ◽  
Initiating Structure ◽  
Direct Reports ◽  
Mean Differences ◽  
Job Affect

Purpose This study aims to test the following three assertions underlying the Situational Leadership® II (SLII) Model: all four leadership styles are received by followers; all four leadership styles are needed by followers; and if there is a fit between the leadership style a follower receives and needs, that follower will demonstrate favorable scores on outcome variables. Design/methodology/approach For the first and second assertions, a proportional breakdown of the four leadership styles observed within a sample of working professionals is presented and discussed. Regarding the third assertion, for ten outcome variables, multiple one-way analyses of variance tested mean differences between followers who experienced leadership style fit (i.e. a fit between received and needed style) and followers who did not experience fit (n = 573). Subscale scores from the Leader Action Profile, the Work Intention Inventory, the Positive and Negative Affect Scale and an adapted form of the Affective/Cognitive trust scale (McAllister, 1995) were used as study measures. Findings Three of the four leadership styles of the SLII framework were reported as frequently received. All four of the leadership styles were reported as needed. This study also found that follower-reported fit between one’s needed and received leadership style at work resulted in more favorable scores on nine of the ten employee outcomes, as compared to follower-reported misfit. Practical implications As human resource development practitioners seek to educate and train their leaders on how to be more effective with their direct reports, this research provides evidence that all four styles are needed and received, although there were lower instances of reporting the S1 style to be needed or received. Also, the findings demonstrated that when followers view a fit exists between the leadership behaviors they need and the leadership behaviors they receive, greater positive job affect, lower negative job affect, increased cognitive and affective trust in the leader and higher levels of favorable employee work intentions were evident. Originality/value This paper builds on the resurgence of studies examining initiating structure and consideration as leader behaviors. This is one of very few recent studies that, by combining initiating structure and consideration, reinvestigates the four leadership styles established by past contingency theories. Specifically, the authors used the SLII framework as a foundation for analysis. Overall, the study supports three of the major assumptions of the SLII framework.

scholarly journals Kepemimpinan Dalam Pendidikan

2019 ◽  
Author(s):  
Witri Khairiyyah ◽  
Hade Afriansyah
Keyword(s):  
Leadership Styles ◽  
Leadership Style ◽  
Educational Administration ◽  
Situational Leadership ◽  
Literature Study ◽  
Leadership Model ◽  
Authoritarian Leadership ◽  
Democratic Leadership ◽  
Administration And Supervision ◽  
Contingency Leadership

This article was created to fulfill the final assignment of the Educational Administration and Supervision course, and can also be used as a reference on several aspects regarding Leadership in Education.Scientific articles should be structured with systematic methods and steps to facilitate research. In this article, the researcher uses the literature study method by collecting literature (material materials) sourced from books, journals, and other sources related to Educational Leadership.Leaders are people who are able to influence others in terms of mobilizing or coordinating to achieve a goal. While leadership is the whole action of leaders in influencing other people to achieve a goal. Leadership in education is divided into several models, namely the leadership character model, situational leadership model, effective leader model, contingency leadership model, transactional leadership model, and transformational leadership model. In addition there are also leadership styles in education, diameters of authoritarian leadership styles, Democratic / Democratic Leadership Style, and Laissez Faire Style.

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