scholarly journals Impact of Leadership on Digital Transformation

2018 ◽  
Vol 8 (3) ◽  
pp. 139 ◽  
Author(s):  
Mouhamadou Sow ◽  
Solomon Aborbie
Keyword(s):  
Leadership Styles ◽  
Leadership Style ◽  
Large Scale ◽  
Critical Role ◽  
Research Literature ◽  
Digital Transformation ◽  
Structured Interviews ◽  
Healthcare Organizations ◽  
Project Leadership ◽  
Qualitative Research Design

The purpose of this study was to identify leadership styles that impacted the digital transformation of an organization. Six information technology leaders from healthcare organizations were chosen to lead and participate in a digital transformation effort across several organizations in the Midwest (USA). The information collected was transcribed for clarity and to identify patterns in leadership styles that were evident. A qualitative research design using semi-structured interviews was established to determine this impact and how leadership style influenced an organization’s direction regarding its digital transformation. Specific research literature in this area was addressed and provided a framework for this issue, including the types of leadership styles which were commonly used. These styles influenced large-scale decisions within an organization. In addition, the success of this transformation was evaluated in the context of leadership styles occurring naturally within an organization. The research findings indicated that leadership style was highly impactful in transforming organizations and employee-based involvement and input played a critical role in the success of the change effort. In addition, organizational leaders lacked some of the technical knowledge required to lead this project. Leadership styles are influential in organizations and can implement norms, expectations, and desirable outcomes during large-scale transformative projects.

scholarly journals Measuring Transformational Leadership in Establishing Nursing Care Excellence

Healthcare ◽  
2019 ◽  
Vol 7 (4) ◽  
pp. 132 ◽  
Author(s):  
Sarah E. Moon ◽  
Pieter J. Van Dam ◽  
Alex Kitsos
Keyword(s):  
Transformational Leadership ◽  
Leadership Styles ◽  
Leadership Style ◽  
Nursing Care ◽  
Statistical Significance ◽  
Empirical Studies ◽  
Healthcare Organizations ◽  
Wide Range ◽  
Passive Avoidant ◽  
Health Organization

Transformational leadership (TL) is known to be essential to achieving Magnet® recognition, an internationally prestigious status for nursing care excellence. Since its inception in the 1980s, empirical studies have identified benefits of implementing the Magnet® Model involving improved patient care and nursing workforce outcomes. However, little is known about the leadership styles of nurse managers (NMs) working in a regional Australian context, which may hinder achieving Magnet® status. To close the knowledge gap, a self-administered survey was conducted to measure leadership styles of NMs at a large health organization comprising hospitals with a wide range of service profiles in regional Australia using a validated tool—the Multifactor Leadership Questionnaire (MLQ-6S). One-way of variance (ANOVA) was used to identify statistical significance between respondents’ demographic characteristics (e.g., age, education, gender) and their MLQ-6S scores. Respondents (n = 78) reported their leadership styles as more transformational, compared to transactional or passive/avoidant leadership styles. The findings indicated that NMs’ higher education (p = 0.02) and older age (p = 0.03) were associated with TL styles, whereas passive/avoidant leadership was generally reported by female (p = 0.04) and younger (p = 0.06) respondents. This study has identified differences in reported leadership styles among NMs, providing a unique organizational insight into developing strategies to improve NMs’ TL, which could help to facilitate the implementation of the Magnet® framework. Healthcare organizations in similar settings could benefit from replicating this study to identify a dominant leadership style and customize strategies to improve TL.

scholarly journals The Impact of Leadership Styles on the Entrepreneurial Orientation of Small and Medium Enterprises in South Africa

2017 ◽  
Vol 9 (2(J)) ◽  
pp. 104-113
Author(s):  
Obey Dzomonda ◽  
Olawale Fatoki ◽  
Olabanji Oni
Keyword(s):  
South Africa ◽  
Leadership Styles ◽  
Leadership Style ◽  
Entrepreneurial Orientation ◽  
Small And Medium Enterprises ◽  
Critical Role ◽  
Sampling Technique ◽  
Active Role ◽  
Medium Enterprises ◽  
The Impact

The critical role Small and Medium Enterprises play in the economic prosperity of nations cannot be understated. SMEs actively contribute towards economic growth and development through their active role as innovators and agents for change. The authors of this paper believe that leadership styles exercised by SME owners have a bearing on the innovative ability of SMEs. Hence, this paper aimed at investigating the impact of leadership styles on the entrepreneurial orientation of SMEs in Polokwane Municipality. A quantitative research method was used and 103 SMEs participated in the survey. The random sampling technique was used. Self-administered questionnaires were utilised to collect data in a survey. Data analysis included descriptive statistics, Pearson’s correlation and regression analysis. Reliability of the data collection instruments was measured using the Cronbach’s alpha. The results indicated that the SMEs display average levels of entrepreneurial orientation. In addition, the results showed that SMEs display average levels of leadership styles inclined towards transformational leadership style. Furthermore, the results showed a significant positive relationship between the independent variables: leadership styles with the dependent variable (EO) of SMEs. SMEs were recommended to provide flexible leadership styles that will make EO to flourish in their businesses. Furthermore, the policy makers and relevant authorities were recommended to devise and implement a consortium of strategies and policies that can increase the level of entrepreneurial orientation among SMEs in South Africa.

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.

An all-female graduate student organization participating in chemistry outreach: a case study characterizing leadership in the community of practice

2021 ◽  
Vol 22 (2) ◽  
pp. 532-553
Author(s):  
Stephanie Santos-Díaz ◽  
Marcy H. Towns
Keyword(s):  
Leadership Styles ◽  
Community Of Practice ◽  
Leadership Style ◽  
Student Organizations ◽  
Student Organization ◽  
Structured Interviews ◽  
Multiple Sources ◽  
Term Outcome ◽  
Long Term Outcome

Outreach initiatives are typically framed as informal learning environments that provide an opportunity to increase the participants’ interest in science. Research on chemistry outreach has primarily focused on designing and implementing demonstrations for outreach. Recent studies indicate student organizations are at the forefront of chemistry outreach, describing their outreach practices and facilitators’ conceptual understanding of demonstrations. Although leadership has been linked to the success of groups and organizations, the leadership structure of student organizations is an understudied aspect of chemistry outreach. Here, we conceptualize student organizations participating in chemistry outreach as a community of practice (CoP) with the goal of expanding the chemistry education community's knowledge of this CoP. Specifically, we aim to characterize leadership styles within the student organization in the context of an outreach event. Using a case study approach, we collected multiple sources of data, including the organization's outreach practices, an assessment of leadership style, observations, and semi-structured interviews. Results indicate leaders of the student organization, particularly those in charge of planning outreach events, displayed behaviors associated with the transactional and laissez-faire leadership styles more frequently than behaviors associated with the transformational leadership style. As a long-term outcome for this study, the results can be used by national organizations to inform the development of new workshops for leadership training, with the purpose of teaching practices to leaders that can bring success to their chapter or local group.

scholarly journals Effects of Leadership Styles on Quality of Health Services

2021 ◽  
Author(s):  
Denis Warri
Keyword(s):  
Transformational Leadership ◽  
Leadership Styles ◽  
Leadership Style ◽  
Health Workers ◽  
Critical Role ◽  
Quality Of Services ◽  
Research Attention ◽  
Quality Of Work ◽  
Transformational Leadership Style

Abstract Background Leadership and quality of services have been linked together, where both influence each other in a significant manner. Effective leadership in the field of healthcare has attracted research attention over the last few years. One of the key areas of focus by the Cameroon government, which is believed to better the country's health care sector, has been the quality of leadership. Claims have been made that the most effective way of achieving high-quality service delivery would be through strong leadership. On the other hand, the strength of the leadership within an organization was linked to the type of leadership style adopted by the organization. Therefore, it is paramount that research is conducted to assess the link between the type of leadership style and the quality of services among health workers. Methods The study used a descriptive research design with a simple random size of 150 health workers of the CBCHS. Data were collected using closed-ended questions and analyzed using IBM SPSS Statistics™ Version 20. Inferential statistics were used to determine the effects of leadership style on the performance of health workers. The mean comparison of quality scores across the different types of leadership styles was using One Way ANOVA. Results The most common leadership style among the hospitals of the CBCHS is the transformational leadership style followed by task-focused, person-focused, transactional, and passive-laissez-faire. Transformational leadership style was associated with higher scores for maintaining good public relations and customer care than other leadership styles. The effect of leadership styles on the quality of work was not confirmed as the results were not statistically significant. Conclusion Leadership styles play a critical role in improving the quality of work in healthcare settings. Health-related outcomes differ from one setting to another based on the different leadership styles. Although the effect of leadership style on the quality of work was not statistically significant, further studies should explore the role of leadership in influencing other organizational parameters such as motivation and quality of care expectations.

scholarly journals The Impact of Leadership Styles on the Entrepreneurial Orientation of Small and Medium Enterprises in South Africa

2017 ◽  
Vol 9 (2) ◽  
pp. 104
Author(s):  
Obey Dzomonda ◽  
Olawale Fatoki ◽  
Olabanji Oni
Keyword(s):  
South Africa ◽  
Leadership Styles ◽  
Leadership Style ◽  
Entrepreneurial Orientation ◽  
Small And Medium Enterprises ◽  
Critical Role ◽  
Sampling Technique ◽  
Active Role ◽  
Medium Enterprises ◽  
The Impact

The critical role Small and Medium Enterprises play in the economic prosperity of nations cannot be understated. SMEs actively contribute towards economic growth and development through their active role as innovators and agents for change. The authors of this paper believe that leadership styles exercised by SME owners have a bearing on the innovative ability of SMEs. Hence, this paper aimed at investigating the impact of leadership styles on the entrepreneurial orientation of SMEs in Polokwane Municipality. A quantitative research method was used and 103 SMEs participated in the survey. The random sampling technique was used. Self-administered questionnaires were utilised to collect data in a survey. Data analysis included descriptive statistics, Pearson’s correlation and regression analysis. Reliability of the data collection instruments was measured using the Cronbach’s alpha. The results indicated that the SMEs display average levels of entrepreneurial orientation. In addition, the results showed that SMEs display average levels of leadership styles inclined towards transformational leadership style. Furthermore, the results showed a significant positive relationship between the independent variables: leadership styles with the dependent variable (EO) of SMEs. SMEs were recommended to provide flexible leadership styles that will make EO to flourish in their businesses. Furthermore, the policy makers and relevant authorities were recommended to devise and implement a consortium of strategies and policies that can increase the level of entrepreneurial orientation among SMEs in South Africa.

scholarly journals Transformational Leadership and Organisational Effectiveness in Wellington Secondary School Sport Coordinators

2021 ◽  
Author(s):  
◽  
Tom Adamson
Keyword(s):  
Transformational Leadership ◽  
New Zealand ◽  
Secondary School ◽  
Leadership Styles ◽  
Leadership Style ◽  
Structured Interviews ◽  
Organisational Effectiveness ◽  
Extra Effort ◽  
School Sport ◽  
Effective Leader

<p><b>Leadership is one of the most commonly observed yet least understood constructs in management. Despite this, many will contend that an effective leader will precede an effective organisation. Of the various theories on leadership, the transformational-transactional model has been promoted as a most desirable and effective style (Bass & Riggio, 2006; Northouse, 2012). This leadership style has been shown to positively enhance followers’ job satisfaction, extra effort and perceived leader effectiveness. Within the New Zealand sporting landscape, and more specifically secondary school sport, a sportscoordinator who exhibits transformational leadership may have the potential to overcome a scarcity of resources and empower coaches to perform beyond the resources available and beyond their expectations.</b></p> <p>This research followed a mixed-methods research design by collecting data through self-administered surveys and semi-structured interviews. At the first stage, a convenience sample of twenty-six Wellington sport coordinators completed a self-rater version of the Multifactoral Leadership Questionnaire (MLQ), in order to determinine their leadership profile, their predominant leadership style and related perceptions of organisational effectiveness. As a second stage, semi-structured interviews with four sport coordinators provided a richer and deeper understanding of the school sport environment and how leadership can positively affect outcomes.</p> <p>More than a decade earlier, Pope (2002) claimed that secondary school sport had seldom been the subject of attention for researchers, particularly within New Zealand educators. To this day, there is still a limited knowledge base; therefore, the aim of this research was therefore to determine what constitutes an effective leader in the New Zealand Secondary School Sport context. In addition, findings are intended to provide insight about which leadership attributes are valued as contributing to a sports coordinators’ ability to manage their school’s sporting provision effectively.</p> <p>Findings show that the transformational leadership behaviours of secondary school sports coordinators are significantly related in several ways to aspects of organisational effectiveness. By contrast, the research also finds that coordinators who exhibited management-by-exception and laissez faire leadership styles and behaviours were perceived as less effective, whilst also having minimal positive impact on coach job satisfaction and exertion of extra effort by followers and others in the system. Of particular interest are findings that indicated transformational leaders are perceived as most effective, especially in attracting and retaining coaches, whilst specific behaviours such as contingent reward behaviours may also impact coaches to exert extra effort in executing their roles.</p> <p>Practical implications are drawn from the findings and are provided to assist secondary schools in considering how to ensure quality and sustainability in sporting provision, and how to seek, recruit, promote, and retain sports coordinators who exhibit transformational leadership behaviours. The insights provided may also allow researchers and educators to better understand the relevance of leadership styles in influencing different aspects of organisational effectiveness in secondary school sport.</p> <p>The research was necessarily limited to secondary school sport in the Wellington region of New Zealand, and generalisability is only possible to the extent that the research complements other studies. The research was also limited by time, and access to relevant secondary school sport coordinators. Nevertheless, the research was intended to explore a previously under-researched domain, and succeeds in this matter. However, future research would benefit from increasing sample size, greater cross-sectional representation of schools, and employing ethnographic research methodology to assist in explaining the phenomenon further and to a greater depth. Additionally, it is recommended to utilise alternative and more comprehensive conceptions of organisational effectiveness to more fully understand the consequences of leadership behaviours.</p>

scholarly journals Attracting and Retaining School Leaders: A Case Study of Two Municipalities in Sweden.

2021 ◽  
Author(s):  
Cresantus Biamba ◽  
Signhild Olsson
Keyword(s):  
Working Conditions ◽  
School Leaders ◽  
Critical Role ◽  
Work Environments ◽  
Structured Interviews ◽  
Support Functions ◽  
Design Data ◽  
Qualitative Research Design ◽  
Decisions To Stay

This article reports on the findings of a research project examining how to create a profession that is attractive and fulfilling for new and existing school leaders in two different municipalities in Sweden. The project set out to explore how work environments, career structures, salaries, and working conditions can contribute to attracting, retaining, and motivating school leaders to stay longer in the profession. To realise this objective, the study adopted a qualitative research design. Data was collected by carrying out semi-structured interviews with a sample of five school leaders in two different municipalities to investigate their experiences and views of the profession. The findings demonstrate that school leaders&rsquo; working conditions play a more critical role in their decisions to stay or leave the profession than financial compensation. The study also shows an unequal allocation of resources, both in terms of support functions and the limited time available for in-service education.

scholarly journals Challenges and Enablers in BIM-Enabled Digital Transformation in Mega Projects: The Istanbul New Airport Project Case Study

Buildings ◽  
2019 ◽  
Vol 9 (5) ◽  
pp. 115 ◽  
Author(s):  
Ozan Koseoglu ◽  
Basak Keskin ◽  
Beliz Ozorhon
Keyword(s):  
Large Scale ◽  
Digital Transformation ◽  
Learning Curves ◽  
Information Modeling ◽  
Control Mechanisms ◽  
Construction Technology ◽  
Infrastructure Projects ◽  
Structured Interviews ◽  
Expected Return

The Architecture Engineering and Construction (AEC) sector has been working on an increasing number of mega projects having large scale investments worldwide. The majority of these mega projects are infrastructure projects that are comparatively more difficult to manage in terms of yielding an expected return of investments while increasing quality and productivity. Today’s construction technology landscape offers a wide variety of innovative digital solutions for optimizing the project constraints of scope, time, cost, quality, and resources. Despite being one of the least digitized sectors, the AEC sector is currently ripe for adopting innovative digital solutions. It is observed that Building Information Modeling (BIM) has been rapidly adopted to tackle the ever-evolving challenges of mega infrastructure projects. This study investigates the challenges and enablers of utilizing an end-to-end BIM strategy for digital transformation of mega project delivery processes through a mega airport project case study, in order to contribute a solid strategic understanding in BIM implementation for mega infrastructure projects. The case study is followed with two-phased semi-structured interviews. Based on the findings, major challenges are sustaining continuous monitoring and controlling in the project execution, engineering complexity and aligning stakeholders’ BIM learning curves whereas strategic control mechanisms, incentivizing the virtual collaborative environment, and continuous digital delivery are major enablers.

scholarly journals Project managers adjust their leadership: to workspace and project type

2019 ◽  
Vol 13 (2) ◽  
pp. 256-276
Author(s):  
Anne Live Vaagaasar ◽  
Ralf Müller ◽  
Donatella De Paoli
Keyword(s):  
Leadership Styles ◽  
Leadership Style ◽  
Construction Projects ◽  
Project Managers ◽  
Project Leadership ◽  
Phenomenological Inquiry ◽  
Content Type ◽  
Virtual Office ◽  
Product Service ◽  
Conceptual Study

Purpose The purpose of this paper is to investigate the triadic relationship between project workspace (i.e. spatial context), project type and project manager’s leadership style. It develops the concept of leadership construct (i.e. mental models of leadership to predispose the way leadership is performed) to explain related preferences for workspace and behaviors. Design/methodology/approach A combination of phenomenological inquiry on preferred workspaces in different project types is combined with a conceptual study on related leadership styles in these settings. Findings Four different leadership constructs are identified, which are conditioned by workspace and project type: one-on-one, virtual, interactive and mixed leadership. Also, four leadership patterns are identified, and these are related to open office and virtual office settings in product, service, software development and infrastructure construction projects. Research limitations/implications The results show the interaction of workspace, project type and leadership styles, which extends existing leadership theory and provides more granularity in determining appropriate leadership styles for project managers. Practical implications Practitioners benefit from a more conscious selection of appropriate leadership styles, which positively impacts project results. Originality/value By linking workspace, project type and leadership styles, the study is the first of its kind and a novel contribution to theory in project leadership.

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