scholarly journals Recommendations on developing leadership style for the contingent of leaders and managers of military schools following Ho Chi Minh leadership style

2020 ◽  
Vol 4 (2) ◽  
pp. 68-73
Author(s):  
Thanh Phung
Keyword(s):  
Human Resources ◽  
Leadership Styles ◽  
Leadership Style ◽  
Successful Implementation ◽  
History Of Research ◽  
Military Schools ◽  
History Of ◽  
Important Position ◽  
And Training

Nowadays, the contingent of leaders and managers in military schools has an especially important position, directly contributing to the successful implementation of the task of educating and training high-quality human resources for the sake of building Vietnam People’s Army to become revolutionary, regular, elite, and gradually modernized. Building a proper leadership style for leaders and managers in military schools is the foundational, long-term task and an urgent issue. The article summarizes the history of research and presents the fundamental contents of Ho Chi Minh’s leadership style as well as the application in building leadership styles for leaders and managers at military schools.

Empowering and Directive Leadership: The Cost of Changing Styles

2021 ◽  
pp. 227853372110083
Author(s):  
Smita Mukherjee ◽  
Zubin R. Mulla
Keyword(s):  
Laboratory Experiment ◽  
Leadership Styles ◽  
Leadership Style ◽  
Affective Commitment ◽  
Team Outcomes ◽  
History Of ◽  
Satisfaction With The Leader ◽  
The Cost ◽  
First Time

We examine the cost of leaders changing between empowering and directive leadership styles on team outcomes. In a laboratory experiment, we collected data from 240 participants in 80 teams. Confederates enacted different leadership styles and led teams of participants in performing a series of tasks. When leaders changed their style from directive to empowering, teams took time to respond in terms of higher satisfaction with leader and affective commitment. However, when leaders changed their style from empowering to directive, the deterioration of satisfaction with leader and reduction in affective commitment were immediate. Moreover, teams of leaders who had been consistently directive showed higher affective commitment as compared to teams of leaders who had a history of being empowering but later shifted to being directive. First time managers can get inputs on how they should enact their leadership style and be aware that switching between styles may impose long-term costs on the team’s affective commitment and satisfaction with the leader.

scholarly journals KEPEMIMPINAN TRANSFORMASIONAL, KEPUASAN KERJA, DAN KOMITMEN AFEKTIF PADA KARYAWAN PERUSAHAAN BIDANG KONSTRUKSI MILIK PEMERINTAH DI MEDAN

2019 ◽  
Vol 18 (3) ◽  
pp. 209
Author(s):  
Bachruddin Saleh Luturlean ◽  
Arif Partono Prasetio ◽  
Anisa Firli ◽  
Gilang Ananda Mikola ◽  
Muhammad Adnan Darmawan
Keyword(s):  
Job Satisfaction ◽  
Transformational Leadership ◽  
Human Resources ◽  
Leadership Styles ◽  
Leadership Style ◽  
Affective Commitment ◽  
Positive Experience ◽  
Business Organizations ◽  
Transformational Leadership Style

Affective commitment is a commitment that comes from within and it needs quite some time to develop. Organizations need to ensure that their employees have strong affective commitment. Transformational leadership style can help employees to feel valued and develop strong commitment. On the other hand the positive atmosphere inside the organization will also enrich the positive experience of employees which in the end will increase the affective commitment. This study analyses the effect of transformational leadership and job satisfaction on employee’s affective commitment. We study one of the state companies in Medan using 72 participants. The explanatory method and path analysis are used to explain relationships and influences between variables. The results of the study prove that transformational leadership style and job satisfaction simultaneous and partial have effects in improving the quality of employee affective commitment. Business organizations need to apply transformational leadership styles and develop human resources program that can enhance job satisfaction. By carefully focus on these two elements, the organization is expected to be able to increase employee affective commitment. Keywords—Transformational Leadership, Job satisfaction, Affective Commitment Abstrak Komitmen afektif adalah komitmen yang muncul dari dalam diri sendiri dan dibangun seiring berjalannya waktu. Organisasi perlu memastikan bahwa karyawan mereka memiliki komitmen afektif yang kuat. Unsur kepemimpinan khususnya yang bersifat transformasional diyakini dapat membuat karyawan merasa dihargai dan pada akhirnya memiliki komitmen yang kuat. Di samping itu, suasana dalam organisasi yang menyenangkan akan memperkaya pengalaman positif karyawan yang juga berdampak pada peningkatan komitmen afektif. Penelitian ini menganalisis pengaruh kepemimpinan transformasional dan kepuasan kerja terhadap terbentuknya komitmen afektif karyawan di salah satu perusahaan negara di Medan. 72 Responden yang berpartisipasi dalam penelitian ini. Metode eksplanatori dan analisis jalur digunakan untuk menjelaskan hubungan dan pengaruh antar variabel. Hasil penelitian membuktikan bahwa gaya kepemimpinan transformasional dan kepuasan kerja memiliki pengaruh simultan dan parsial terhadap peningkatan kualitas komitmen afektif karyawan. Organisasi bisnis perlu mengaplikasikan gaya kepemimpinan transformasional serta mengembangkan program sumberdaya manusia yang bisa meningkatkan kepuasan kerja karyawan. Dengan mengoptimalkan kedua unsur ini, organisasi diharapkan mampu meningkatkan komitmen afektif karyawan. Kata kunci—Kepemimpinan Transformasional, Kepuasan Kerja, Komitmen Afektif

scholarly journals Menajemen Mutu Terpadu

2019 ◽  
Author(s):  
Muhammad Abdan Syukra ◽  
Rusdinal ◽  
Hade Afriansyah
Keyword(s):  
Human Resources ◽  
Total Quality Management ◽  
Total Quality ◽  
Institutional Strategy ◽  
Output Quality ◽  
Scientific Approach ◽  
Strategy Planning ◽  
And Training

The concept of Total Quality Management (TQM) at MI Wahid Hasyim has the following characteristics: focus on customers both internal and external customers, has a high obsession with quality, uses a scientific approach to decision making and problem solving, has a long-term commitment, requires teamwork (teamwork), improve processes continuously, organize education and training, provide controlled freedom, have unity of purpose, and the involvement and empowerment of human resources. While the implementation of Integrated Quality Improvement Management in Madrasas includes Quality Strategy Planning (vision, mission, goals, long-term institutional strategy, supervision and evaluation), improving process quality (Curriculum and learning process), improving the quality of Human Resources (HR), improving quality environment, improving service quality, improving output quality.

The interaction between leadership styles and their followers' human capital: a correspondence analysis approach applied to micro-sized businesses

2021 ◽  
Vol 40 (1) ◽  
pp. 74-93
Author(s):  
Mohammed Ali Al-Awlaqi ◽  
Ammar Mohamed Aamer ◽  
Maged Mohammed Barahma ◽  
Mohamed Battour
Keyword(s):  
Human Capital ◽  
Leadership Styles ◽  
Leadership Style ◽  
Correspondence Analysis ◽  
Selection Process ◽  
Middle Level ◽  
Content Type ◽  
Transformational Leadership Style ◽  
And Training ◽  
Selection Of

PurposeThe purpose of this paper is to investigate the tendency of leaders to select their followers depending on their human capital factors such as age, education level, previous working experience and training.Design/methodology/approachThe participants were 1,388 employees working in a randomly selected sample of 289 small-sized businesses operating in Yemen. A self-reported questionnaire was used to collect the data. The correspondence analysis method was used to explore the tendency of leaders to select their followers depending on their human capital factors.FindingsWe found significant corresponding relationships between leadership styles and the selection of the followers' human capital factors. The passive avoidant style was found to select middle-age, long-experience and fully-trained followers. Transactional style on the other hand was found to select young, middle-level experience and non-trained followers. The transformational leadership style was found to have no selection preferences towards any of the human capital factors except for working experience.Originality/valueAlthough, some previous studies tried to understand the leaders–followers relationships, no one investigated the tendency of leaders to select their followers according to their preferences. This study contributes significantly to the leaders–followers theory by studying the selection process of the leadership style of their followers' human capital factors. Understanding this phenomenon could help explain why some leadership styles are more effective than others, especially in very limited resources contexts such as micro-sized businesses.

Leadership style and the process of organizational change

2015 ◽  
Vol 36 (1) ◽  
pp. 2-16 ◽  
Author(s):  
Ann-Louise Holten ◽  
Sten Olof Brenner
Keyword(s):  
Leadership Styles ◽  
Transactional Leadership ◽  
Leadership Style ◽  
Structural Equation ◽  
Content Type ◽  
Long Term Effect ◽  
Transformational And Transactional Leadership ◽  
Using Data ◽  
Reactions To Change

Purpose – The purpose of this paper is to identify processes which may contribute to followers’ positive reactions to change. By focusing on the relationship between change antecedents and explicit reactions, the authors investigate the direct and indirect relationships between leadership styles (transformational and transactional) and followers’ appraisal of change through manager engagement. Design/methodology/approach – Using data from a longitudinal survey among 351 followers in two Danish organizations, the study tracked the planned implementation of team organization at two different times. Data were analyzed using structural equation modelling. Findings – Transformational and transactional leadership styles were positively related to the engagement of managers. Managers’ engagement was associated with followers’ appraisal of change. The two leadership styles also had a direct, long-term effect on followers’ change appraisal; positive for transformational leadership and negative for transactional leadership. Practical implications – The results have potential implications for change management, as followers’ change appraisal may be improved by developing managers’ leadership style and engagement. Originality/value – This is the first study to provide longitudinal evidence of the direct and indirect effects of leadership styles on followers’ change appraisal.

Automation Solutions in Indian Small and Tiny Manufacturing Sector: Validating an Implementation Model

2017 ◽  
Vol 13 (3-4) ◽  
pp. 120-131
Author(s):  
Justin Joy ◽  
T. Nambirajan
Keyword(s):  
Manufacturing Sector ◽  
Successful Implementation ◽  
Participatory Action ◽  
Implementation Model ◽  
The Many ◽  
Agile Model ◽  
Ongoing Support ◽  
And Training ◽  
Investment Requirement

The small and tiny manufacturing sector in India have missed out on the many technological advancements in the automation solutions being offered in the manufacturing sector due to various impeding factors. The impeding factors include the high initial investment requirement and the high cost of implementation thus rendering the solutions unaffordable. The small and tiny manufacturing sector with its lower potential to tap into the scale economies find themselves constrained to reap the benefits of automation. The lack of technical ongoing support and training contributed by their exorbitance and inaccessibility adds to this impedance and deters the long-term sustenance of the solution. This article attempts to elucidate a remedy that partly resolves these impeding factors by assimilating the merits of an implementation model. The model was tested out in a few projects, one of which is elaborated here. The research methodology adopted is a mix of participatory action research and agile model of implementation. The authors were actively involved as drivers of this automation solution. The article validates and offers a remedy for scenarios where the mentioned factors are relevant. Conclusively, it underlines adherence to an implementation model for the project’s successful implementation and for the sustenance of such implementations.

scholarly journals Leadership styles and relational energy: Do all leaderships styles generate and transmit equal relational energy?

2018 ◽  
Vol 49 (1) ◽  
Author(s):  
Okechukwu E. Amah
Keyword(s):  
Servant Leadership ◽  
Leadership Styles ◽  
Leadership Style ◽  
Scenario Analysis ◽  
Experimental Methodology ◽  
Master Of Business Administration ◽  
Leadership Positions ◽  
Leadership Selection ◽  
Significant Difference ◽  
And Training

Background: Despite the espoused importance of relational energy, and the fact that it is generated in interaction between leaders and their subordinates, little is known about which leadership style generates the highest relational energy.Objectives: The purpose of this study was to determine if there are differences in the levels of relational energy generated and transmitted when employees interact with leaders who exhibit autocratic, transactional, transformational and servant leadership styles.Method: The study utilised scenario-based experimental methodology to gather data. Five leadership experts reviewed the description of each leadership style prior to use in the study. A pilot study was carried out with 40 executive education participants to establish that the description of each leadership style was different and identifiable by non-experts. Fifty-two executive Master of Business Administration (MBA) participants from various organisations in six industries in Lagos, Nigeria, provided data for the scenario analysis. To avoid errors, the data for each style were collected separately. Data analysis was performed using analysis of variance and Tukey’s honest significant difference test.Results: The results of the scenario analysis showed that indeed there is a difference in the relational energy generated when employees interact with different leadership styles.Conclusion: The results have practical implications for the selection and training of individuals to be placed in leadership positions. Leadership selection and training must emphasise servant leadership. This is the first study to empirically establish that different leadership styles generate and transmit different levels of relational energy during interaction with employees.

scholarly journals EVALUACIÓN DE INVERSIONES A LARGO PLAZO EN EL SECTOR FARMACÉUTICO

2016 ◽  
Vol 8 (1) ◽  
Author(s):  
Josnel Martínez Garcés
Keyword(s):  
Data Collection ◽  
Human Resources ◽  
Pharmaceutical Sector ◽  
Cronbach Alpha ◽  
Qualified Personnel ◽  
Fixed Assets ◽  
Plant Equipment ◽  
And Training ◽  
Structured Questionnaire

El presente artículo tiene como objetivo analizar los métodos de evaluación de las inversiones a largo plazo en activos fijos, tecnología y capacitación del recurso humano, utilizados por el sector farmacéutico del estado de Zulia (Venezuela). Metodológicamente, es de tipología descriptiva, con un diseño no experimental de campo y transversal. La población fue constituida por las siete (7) farmacias inscritas y activas en el Registro Municipal de la Alcaldía Bolivariana del municipio Jesús Enrique Lossada del Estado de Zulia al mes de mayo de 2015. Se utilizó el cuestionario estructurado como instrumento de recolección de datos aplicado a los gerentes y/o administradores, quienes fueron las unidades informantes; el mismo fue validado por cinco (5) expertos y mediante el nivel de confiabilidad, siendo el Alpha-Cronbach de 0,89. Los resultados demuestran que si bien pocas empresas acuden a los métodos tradicionales para evaluar las inversiones en propiedades, planta, equipos y tecnología, la mayoría aplica los destinados a evaluar inversiones en capacitación del talento humano. En conclusión, los métodos menos usados son aquellos que requieren la aplicación de fórmulas aritméticas (VPN, TIR, IR), evidenciando así que estas empresas carecen de personal calificado para usar e interpretar estos últimos. Se recomienda maximizar su uso para garantizar la salud financiera de estas organizaciones, así como aplicar los correctivos cuando la capacitación brindada al trabajador no produzca el efecto esperado. ABSTRACTThis article aims to analyze the methods of assessing long-term investments in fixed assets, technology and training of human resources used by the pharmaceutical sector of Zulia (Venezuela). Methodologically, the typology is descriptive, with a non-experimental field not a cross design. The chosen sample consisted of seven (7) registered and duly active pharmacies in the Municipal Register of the Bolivarian Mayor City of Losada - State of Zulia in May 2015. A well structured questionnaire was used as an instrument for data collection applied to managers and / or administrators who were reporting units. It was validated by five (5) experts and the level of reliability using the Cronbach Alpha was 0.89. Results show that while only a few companies flock to traditional methods to evaluate investments in property, plant, equipment and technology, the majority applies them to assess the investment used for the training of human talent. In conclusion, the least used methods are those that require the application of arithmetic formulas (NPV, IRR, IR) thus showing that these companies lack qualified personnel for the use and interpretation of these methods. It is strongly recommended, in order to maximize its use, to ensure that these organizations are financially healthy, and at the same time proceed to apply the necessary correctives when the training provided to the worker does not produce the desired effect.

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

Iraq's Burgeoning Judiciary: Current Issues and the Best Way Forward

2008 ◽  
Vol 4 ◽  
Author(s):  
Justin Charles Roberts
Keyword(s):  
National Security ◽  
Large Scale ◽  
Due Process ◽  
The United States ◽  
Sustainable Growth ◽  
Department Of Justice ◽  
History Of ◽  
The Rich ◽  
And Training

Following the United States takeover of Iraq in 2003, the Department of Justice released an assessment of Iraq’s fractured judiciary. Corruption, public distrust of the courts, and other roadblocks provided a bleak outlook on the rebuilding of the Iraqi judiciary. Nevertheless, recent large-scale judicial reforms have been moderately successful, including the separation of executive and judicial power, guarantee of due process, and efforts to protect the system from corruption, bribery, and political pressure. Now, during a period of relative stability, the Iraqi government must focus the improvement of the judiciary on four major areas: judicial independence, the debate between transparency and national security, the ability to prosecute high-ranking officials, issues with Kurdish autonomy, and international assistance and training. While each of these issues is deeply complex, this research asserts that there are six crucial improvements that will best enhance the Iraqi judiciary going forward. These improvements include increased courthouse rehabilitation to provide security for judges, a policy of erring on the side of transparency instead of worry over national security, a focus on promoting judges by merit instead of removing them through review, the rolling back of the ministerial protection law, a movement toward the election of judges instead of appointment, and an initiative to educate the Iraqi people and judiciary on the rich history of Iraqi law, as Iraq was the birthplace of codified law. If these improvements begin to be implemented now, they will ensure solid and sustainable growth of the Iraqi society and economy in the long-term.

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