scholarly journals The Secret of Successful Leadership—The Critical Match Between the Characteristics of Leaders, the Attributes of Subordinates, and the Circumstances of the Situation

2020 ◽  
Vol 23 (1) ◽  
pp. 27-34
Author(s):  
Jan P. Muczyk
Keyword(s):  
Cultural Context ◽  
Leadership Theory ◽  
Leadership Theories ◽  
National Cultures ◽  
Successful Leadership ◽  
Leader Characteristics

Seldom has so much been written on such an important topic that has produced so little agreement and so much controversy. It starts with “what is leadership and how does it differ from managership?” It continues with the development of competing big, mid-range, and small leadership theories (Muczyk & Adler, 2002). Most recently, scholars are preoccupied with attempting to develop a leadership theory or model by creating a critical match between leader characteristics, subordinate attributes, and the circumstances of the situation. More and more, the influence of national cultures in this global economic village is taken into consideration. This effort is also an attempt at creating such a match in a cultural context that is perceived to be useful by practitioners, is based on reason, and factors in important variables identified in the accepted leadership theories or models.

scholarly journals Intergalactic Leadership: Practical Tips for Leading Where No One Has Gone Before

2015 ◽  
Vol 2 (1) ◽  
Author(s):  
Peg A Lonnquist
Keyword(s):  
Transformational Leadership ◽  
Women Leaders ◽  
Research Productivity ◽  
Leadership Practices ◽  
Leadership Theory ◽  
Leadership Theories ◽  
Model Based ◽  
Multicultural Leadership ◽  
Feminist Leadership ◽  
Successful Leaders

Most of the transformational, inclusive, partnership leadership literature, while brilliant and inspirational, does not provide day-to-day ideas for practitioners. Drawing on several key leadership theories and theorists (Kouzes and Posner’s five core behaviors of successful leaders, the Athena Model based on research on women leaders, Centered Leadership from the McKinsey Project, the Research-Productivity and Engagement Model, Burn’s and Bass’ Transformational Leadership Theory, Riane Eisler’s partnership leadership, multicultural leadership theorist Juana Bordas, and feminist leadership theorists), the author describes how she has translated and implemented day-to-day leadership practices which she calls Intergalactic Leadership.

Resilient leadership: a transformational-transactional leadership mix

2015 ◽  
Vol 6 (1) ◽  
pp. 99-112 ◽  
Author(s):  
Kwasi Dartey-Baah
Keyword(s):  
Transactional Leadership ◽  
Design Methodology ◽  
Strategic Thinking ◽  
Leadership Theory ◽  
Learning Performance ◽  
Leadership Theories ◽  
Content Type ◽  
Performance Orientation ◽  
Resilient Leadership ◽  
Conceptual Link

Purpose – This paper aims to bring to bear the resemblance between the current resilient leadership theory and the transformational–transactional leadership theories. It does this with the view of re-focusing discussions of leadership on an effective mix of the transformational–transactional leadership theories to achieve the desired organisational performance, rather than a new look at leadership from the resilient leadership perspective – which is quite the same. Design/methodology/approach – It achieves this purpose by reviewing literature on the three leadership styles; and further goes on to draw a conceptual link among them to buttress the point that resilient leadership is a repetition of the ideas underlying the two already existing theories – transformational and transactional. Findings – A review of the three leadership theories in literature showed that qualities such as strategic thinking, emotional intelligence, adaptation/change orientation, learning, performance orientation and collective leadership as captured under the resilient leadership theory are already considered under the transformational–transactional leadership theories, and thus, constitutes a repetition not needed in the search for the best leadership approach. Originality/value – The current volatile, uncertain, complex and ambiguous environment calls for a new leadership thinking/approach – one that is known and empirically tested to yield best results. In this regard, the present study advocates for a consideration of the transformational–transactional approaches, which have been proven to yield best results, to focus the discussion on leadership.

National Heroic Narratives in the Baltics as a Source for Nonviolent Political Action

Slavic Review ◽  
2007 ◽  
Vol 66 (3) ◽  
pp. 484-508 ◽  
Author(s):  
Guntis Šmidchens
Keyword(s):  
Nineteenth Century ◽  
Twentieth Century ◽  
Cultural Context ◽  
Political Action ◽  
Literary Culture ◽  
National Cultures ◽  
National Myth ◽  
Civilizing Process

The national heroes of Estonia, Latvia, and Lithuania that emerged in literary culture during the nineteenth century were warrior heroes. In the twentieth century, a series of interpretations and adaptations by leading authors disarmed and desacralized Kalevipoeg, Bearslayer (Lāčplēsis), and King Mindaugas, tempering or rejecting their violent actions and recasting these central allegories of national myth into a nonviolent mold. These heroes are part of the cultural context in which the nonviolent Baltic “Singing Revolution” emerged; they offer an intriguing example of evolving (or devolving) aggressive drives and the civilizing process in the Estonian, Latvian, and Lithuanian national cultures.

scholarly journals ‘No More Heroes’: Critical Perspectives on Leadership Romanticism

2017 ◽  
Vol 39 (11) ◽  
pp. 1625-1647 ◽  
Author(s):  
David Collinson ◽  
Owain Smolović Jones ◽  
Keith Grint
Keyword(s):  
Authentic Leadership ◽  
Leadership Theory ◽  
Leadership Studies ◽  
Critical Approach ◽  
Leadership Theories ◽  
Research Directions ◽  
Romance Of Leadership ◽  
Positive Engagement ◽  
Critical Perspectives

This paper revisits Meindl et al’s (1985) ‘romance of leadership’ thesis and extends these ideas in a number of inter-related ways. First, it argues that the thesis has sometimes been neglected and/or misinterpreted in subsequent studies. Second, the paper suggests that romanticism is a much broader and more historically rich term with wider implications for leadership studies than originally proposed. Arguing that romanticism stretches beyond leader attribution, we connect leadership theory to a more enduring and naturalistic tradition of romantic thought that has survived and evolved since the mid-18th century. Third, the paper demonstrates the contemporary relevance of the romanticism critique. It reveals how the study of leadership continues to be characterized by romanticizing tendencies in many of its most influential theories, illustrating this argument with reference to spiritual and authentic leadership theories, which only recognize positive engagement with leaders. Equally, the paper suggests that romanticism can shape conceptions not only of leaders, but also of followers, their agency and their (potential for) resistance. We conclude by discussing future possible research directions for the romanticism critique that extend well beyond its original focus on leader attribution to inform a broader critical approach to leadership studies.

scholarly journals Bibliographic Analysis of Basic Leadership Models in a Global Environment

2021 ◽  
Vol 7 (1) ◽  
pp. 353-364
Author(s):  
Ivan Miloloža
Keyword(s):  
Leadership Theories ◽  
Bibliographic Analysis ◽  
Creative Commons ◽  
Current Topic ◽  
The Social ◽  
Successful Leadership ◽  
Management Functions ◽  
Number Of Citations ◽  
The Impact ◽  
Leadership Types

Leadership is one of the functions of management, and unlike other management functions, it cannot be partially transferred to others, so leadership becomes the most important and real function of management. It is a ubiquitous and current topic because successful leadership is a skill that is present in different aspects of life and organizations, such as in a company, the state, in wars, or within the family. The art is to influence other people and relationships so that they are willing to achieve set goals. Leadership is an action, not a position that is automatically gained by a position in an organization. The phenomenon of leadership and successful leaders always capture the attention of not only the scientific but also the social public. Given the large number of studies conducted and studies written on the importance and the impact of leadership, numerous models, approaches, and leadership theories have been formed. The paper aims to shed some light on the research trends of leadership types in scientific literature. The Scopus database has been researched using the keywords “leadership type”, which resulted in 127 journal articles. A bibliographic analysis has been conducted with the focus on the timeline of publications, trends in leading authors, institutions, and countries, and the financing institutions analysis. Citation analysis has also been conducted with the focus on papers with the highest number of citations. Topics of the papers have been analyzed using the text mining analysis, which revealed a variety of management-related topics. This work is licensed under a Creative Commons Attribution-NonCommercial 4.0 International License.

scholarly journals Global Leadership

Management ◽  
2019 ◽  
Author(s):  
Mark E. Mendenhall
Keyword(s):  
Leadership Skills ◽  
Global Leadership ◽  
Leadership Theory ◽  
Theory And Practice ◽  
National Cultures ◽  
Global Context ◽  
Stakeholder Relationships ◽  
Multiple Cultures ◽  
Diverse Groups ◽  
Specific Country

Global leadership is the study of leadership in the global context. Reiche, et al. 2017 (cited under Theories and Models of Global Leadership) states that the global context forces leaders to influence a wider range of internal and external constituents compared to leaders who operate in a domestic context. Further, these constituents reside in multiple national cultures and jurisdictions, which increases the task and relationship complexity of leaders who work in the global context. In Adler, et al. 2000, global leadership is characterized as being neither domestic (focused only on leadership theory and practice in a specific country) nor multidomestic (comparing leadership theory and practice between specific countries) in nature. Rather, global leadership focuses on the competencies, processes, behaviors, and roles leaders must effectively engage in when simultaneously leading diverse groups of people and managing stakeholder relationships globally across multiple cultures. The demands, challenges, ambiguity, and unpredictability associated with global versus domestic and multidomestic leadership are argued by scholars in the field to constitute global leadership as being a different type or category of leadership that requires not only higher levels of commonly accepted leadership skills, but also skills that are unique to the demand of leadership in the global context. In Reiche, et al. 2017 global leadership is said to constitute the ways that leaders in a global context influence their constituents who reside in different nations within a milieu that is high in both task and relationship complexity.

scholarly journals Adaptive or Transactional Leadership in Current Higher Education: A Brief Comparison

2017 ◽  
Vol 18 (3) ◽  
Author(s):  
Natalie Khan
Keyword(s):  
Higher Education ◽  
Transactional Leadership ◽  
Teaching And Learning ◽  
New Technologies ◽  
Higher Education Institutions ◽  
Leadership Theory ◽  
Leadership Theories ◽  
Student Demographics ◽  
Leadership Strategy ◽  
Adaptive Leadership Theory

<p class="3">Higher education institutions operate in a complex environment that includes influence from external factors, new technologies for teaching and learning, globalization, and changing student demographics to name a few. Maneuvering such complexity and change requires a leadership strategy that is flexible and supportive. This paper reviews two leadership theories in reference to this need: adaptive leadership theory and transactional leadership theory. Three conceptual categories of environmental readiness, leadership complexity, and followers’ motivation are used as points of comparison for each theory. A recommendation is made for leadership strategy in higher education institutions based on this comparison.</p>

Explaining incongruities between leadership theory and practice: integrating theories of resonance, communication and systems

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Brent D. Ruben ◽  
Ralph A. Gigliotti
Keyword(s):  
Social Influence ◽  
Leadership Theory ◽  
Theory And Practice ◽  
Traditional Values ◽  
Resonance Theory ◽  
Leadership Theories ◽  
Content Type ◽  
Single Moment ◽  
Subject Matter Expertise ◽  
Leadership Study

PurposeLeadership scholars, practitioners and educators find themselves at a very opportune time, when their subject matter-expertise is of increasing interest across sectors, settings and levels of analysis, as leadership is hailed as both a pressing problem and a promising solution. It is also a challenging time for leadership study—a point in time when incongruities between leadership theories and the observed dynamics and outcomes of leadership in practice have been difficult to ignore. In this article we identify and discuss several problematic incongruities, explore possible reasons for these gaps and outline an integrated view of theories of resonance, communication and systems to address these discontinuities and advance our understanding of leadership theory and practice.Design/methodology/approachBuilding upon the intersection of theories of resonance, communication and systems in this conceptual article, we advance a line of renewed macro-level thinking on the topic of leadership as social influence, resulting in what we describe as leadership resonance theory.FindingsThis article advances an explanation of leadership as a phenomenon that is co-constructed through the communicative connections established between leaders and followers. These connections are mutually-defining, mutually-reinforcing and mutually-causal. Resonance, activation and cultivation are central concepts in the proposed framework, introduced to help explain dynamics and outcomes that seem unpredictable or unexplainable when focusing attention solely on a leader or followers in isolation of one another at a single moment in time.Originality/valueThis framework offers an original, nuanced and integrated way of thinking about leadership in terms of communication, social influence and systems theory, and it helps to explain gaps between the guidance provided by leadership theory and observed leadership outcomes in practice. The proposed framework can help to explain observed leader–follower behaviors, dynamics and outcomes, irrespective of whether they are seen as desirable or comfortable, whether they are necessarily aligned with extant theories or guidance on preferred practices and whether or not they align with traditional values in a personal, organizational or societal context.

Servant Leadership and Nonprofit Management

2020 ◽  
pp. 139-167
Author(s):  
Omer F. Ozbek
Keyword(s):  
Servant Leadership ◽  
Nonprofit Organizations ◽  
Cultural Context ◽  
Future Research ◽  
Servant Leaders ◽  
Leadership Theories ◽  
Leadership Assessment ◽  
Islamic Tradition ◽  
Organizational Leadership Assessment ◽  
Islamic Leadership

This chapter analyzes servant leadership theory from the perspective of Islamic nonprofits. It is one of the rare management science approaches to examining Islamic nonprofits and waqfs. Definitions and characteristics of servant leaders are derived from major studies on servant leadership, and outcomes for nonprofit organizations are discussed based on available evidence in the literature. Servant leadership is compared to other major leadership theories and examined in cultural context. Although the studies in the West dominate the servant leadership literature, it is argued that the philosophy of a servant leader is deeply rooted in other cultures and faiths, particularly Islamic tradition. The author examines whether servant leadership fits the leadership definitions in recent studies on Islamic leadership. There is also a comparison of the Organizational Leadership Assessment (OLA) for servant leadership and the Islamic Leadership Inventory (ILI). The author points to gaps in the literature and provides suggestions for future research.

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