Class, Inherited Intelligence, and the Quality of Leadership

2019 ◽  
pp. 86-91
Author(s):  
Alan J. Levine
2019 ◽  
Vol 1 (2) ◽  
pp. 134-142
Author(s):  
Anggih Perian Guswan Putra

This research was conducted to determine the relationship between the quality of the Principal's leadership and organizational culture with the performance of SMAN 28 Tangerang District employees. The study uses a quantitative approach with a descriptive correlational survey method, using correlation theory which is about product moment. Research data collection techniques from respondents carried out through questionnaires or questionnaires. The sample population was 103 employees in each section of SMAN 28 Tangerang, with simple random sampling technique. The magnitude of the effect of leadership quality and organizational culture together on employee performance by 87.2% This shows the higher the quality of leadership and organizational culture, the better the performance of employees, and vice versa the lower the quality of leadership and organizational culture will have an impact for employee performance.


2019 ◽  
Vol 45 ◽  
Author(s):  
Pieter Koortzen ◽  
Rudolf M. Oosthuizen

Orientation: In recruiting and developing senior leaders for the organisation, great emphasis is placed on the personality of these individuals and on the resulting manifestations of their behaviour in the work context.Research purpose: The objective of this study was to explore the relationship between integrity and derailment to identify the dimensions of integrity that may reduce the risks of derailing in a group of senior leaders.Motivation for the study: As organisations become more complex, a higher quality of leadership is demanded. The quality of leadership is often determined by, among other things, the level of leaders’ integrity and the manner in which they are able to manage their own derailment at work. In this study, integrity is defined as the conflict and balance between our instincts (i.e. vices) and our ability to reason (i.e. our virtues), while leadership derailment is defined as the way in which leaders behave under stress or when they overuse a particular strength. Both constructs are of particular concern when they manifest in the organisation’s pool of high-potential leaders, who are the organisation’s future successors. However, most derailment cases are predictable and can be managed effectively with proper intervention.Research approach/design and method: A cross-sectional quantitative, correlational research design was followed. A non-probability purposive sample of 108 senior leaders in companies in Southern Africa participated in the study.Main findings: The results enabled the researchers to assess the relationship between integrity and derailment in order to identify the dimensions of integrity that are associated with a lowered risk of derailing in a group of senior leaders. It is apparent from the results that several of the integrity dimensions measured in the current study acted as significant predictors of derailment. The results indicate that the Giotto scales predict five of the Hogan scales to a degree that could be regarded as practically significant and are associated with medium to large effect sizes). These are Excitable, Cautious, Leisurely, Bold and Colourful. The prediction of Cautious can be described as practically important, while the prediction of the remainder of the Hogan scales was practically non-significant.Practical/managerial implications: From a practical point of view, the research findings allow leadership development practitioners, consultants and coaches to assist leaders in identifying the ways in which leaders will probably derail based on the results of the Giotto integrity test. Those involved in the development of leaders will also be able to develop the leaders’ level of integrity in order to reduce unnecessary derailment at work.Contribution/value-add: The study findings contribute valuable information on the relationship between integrity and derailment and the dimensions of integrity, which may reduce the risks of derailment of senior leaders.


Land ◽  
2020 ◽  
Vol 9 (12) ◽  
pp. 505
Author(s):  
Solomon Dargie Chekole ◽  
Walter Timo de Vries ◽  
Pamela Durán-Díaz ◽  
Gebeyehu Belay Shibeshi

The cadastral system is a land management and land administration tool to provide a safe and reliable real property registration system. In Ethiopia, however, the attempts to implement a reliable urban cadastral system have not been successful, which translates into a deficient land administration system. This paper is an evaluation of the performance of the urban cadastral system of Addis Ababa, based on the European Foundation for Quality Management (EFQM) excellence model. The nine criteria of the model were used as independent and dependent variables. Data were collected through interviews, Likert-type questionnaires, and focus group discussions, and validated with method-to-method technique. Qualitative and quantitative data analysis techniques (ordinal logistics regression model) were employed. In order to ascertain reliability of the data, Cronbach’s alpha reliability test was performed in SPSS, and a coefficient of 0.883 was calculated, confirming that the items (questions) have relatively high internal consistency. According to the statistical result from the independent variables, the people result criteria estimated the achievement of cadastral organization at most (1.724). The societal result predicted with a coefficient of 0.281 less. This indicates that the people criterion determines more importantly than other variables. Overall, the independent variables scored the performance of the cadastral organization 24.92 out of 40 points. Findings from interviews and group discussion also confirmed that the most bottlenecks for the organizational achievement are the strategic plan, quality of leadership, bureaucratic processes, and supply of resources. Therefore, we suggest that the responsible authorities need to pay more attention to the enabler criteria (especially, the design of policy and strategy, quality of leadership, provision of resource and partnership, and the process), in order to improve the achievements of the urban cadastral system organization.


1969 ◽  
Vol 46 (10) ◽  
pp. 625
Author(s):  
W. T. Lippincott

Author(s):  
I Wayan Budi Mahendra ◽  
I Putu Sudana ◽  
Ni Putu Sri Harta Mimba

This study aims to find out how the concerned parties understand and interpret such phenomenon. In order to explore the understanding of related parties, phenomenology is used as a methodology, with interpretive paradigm as a study umbrella. The focus of the study taking place at the Regional Secretariat of Gianyar regency of three informants who deal directly with the Regional Accounts Payable process. Qualitative data were collected by conducting in-depth interviews and participant observation. The findings indicate that the leadership has an important role in the process of local cash outlay. The key problem faced is the quality of leadership that ultimately affeects the non-optimal financial planning, competence apparatus and bureaucratic. This study advises that it is required some efforts such as: arranging financial management training, regular meetings to evaluate the performance and implementing shorten bureaucracy policy.


Author(s):  
A. Martínez-Moreno ◽  
V. Morales Baños ◽  
R. Ibáñez Pérez

<p>El objetivo del artículo es identificar el estilo de liderazgo de los alumnos de primer curso de Grado en Ciencias de la Actividad Física y Deporte, futuros líderes de grupos-equipos humanos. La muestra está formada por 112 alumnos, de los que 76 (67,9%) son hombres y 36 (32,1%) mujeres. Se administró la versión española del <em>Cuestionario de Liderazgo Multifactorial</em>. Los resultados muestran una mayor influencia idealizada (atribución) con una media de 2,86, mientras que la conducta Laissez Faire obtuvo unos valores casi testimoniales de 1,29 puntos.  Determinar que los alumnos de la muestra utilizan preferentemente el modelo transformacional, seguido muy de cerca por el transaccional. Este hecho repercutirá positivamente en los grupos-equipos humanos que puedan dirigir, respondiendo así, a los emergentes contextos organizativos que demandan principalmente acciones-cualidades-atributos presentes en dicho modelo.</p>


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