Investigation of the Relationship Between the Two-Dimensional Self-Esteem Perceptions and Leadership Orientations of the Faculty of Sports Sciences Students

This research was carried out to investigate of the relationship between the two-dimensional self-esteem perceptions and leadership orientations of the students of the faculty of sports sciences. In this context, the relational survey model, which is consistent with the main purpose of the study, was used in this quantitative study. A total of 323 students, 125 females and 198 males at the Faculty of Sports Sciences of Bartın University constitute the sample of the research. Convenience sampling method, one of the non-probabilistic sampling approaches, was used in the selection of the research group. Questionnaire form was used as data collection tool and this form consisted of three parts. The first part includes the “Personal Information Form,” the second part includes the “Two-Dimensional Self-Esteem: Self-Liking/Self-Competence Scale” and the third part includes the “Multidimensional Leadership Orientations Scale.” The descriptive statistics of the raw data obtained through the questionnaire form were first calculated by considering the data type. Then, the reliability of the scales related to the obtained data were investigated, and the difference and correlation tests were used in the statistical evaluation. In this direction, it has been determined that there are significant correlations within the scope of age and family income level variables. However, there was no significant relationship within the scope of personal income level variable. On the other hand, it was found that there are significant differences in the scope of department and actively doing sports variables. However, it was observed that there were no significant differences in the scope of gender, grade, and place of residence variables. On the other hand, it was determined that there were positive and moderately significant correlations between the participants’ scores of self-liking and political leadership, human resources leadership, charismatic leadership and structural leadership. In addition, it was found that there were positive and moderately significant correlations between the self-competence scores of the participants and the scores of political leadership, charismatic leadership and structural leadership. On the other hand, it was understood that there was a statistically significant positive and low-level correlation between the participants' self-competence scores and their human resources leadership scores. As a result, it can be said that as the self-esteem of the participants increases, their leadership orientation also increases. In this context, it can be said that increasing the self-esteem of the participants is an important concept in the context of leadership orientations.

Investigation of the Relationship Between the Two-Dimensional Self-Esteem Perceptions and Leadership Orientations of the Faculty of Sports Sciences Students

This research was carried out to investigate of the relationship between the two-dimensional self-esteem perceptions and leadership orientations of the students of the faculty of sports sciences. In this context, the relational survey model, which is consistent with the main purpose of the study, was used in this quantitative study. A total of 323 students, 125 females and 198 males at the Faculty of Sports Sciences of Bartın University constitute the sample of the research. Convenience sampling method, one of the non-probabilistic sampling approaches, was used in the selection of the research group. Questionnaire form was used as data collection tool and this form consisted of three parts. The first part includes the “Personal Information Form,” the second part includes the “Two-Dimensional Self-Esteem: Self-Liking/Self-Competence Scale” and the third part includes the “Multidimensional Leadership Orientations Scale.” The descriptive statistics of the raw data obtained through the questionnaire form were first calculated by considering the data type. Then, the reliability of the scales related to the obtained data were investigated, and the difference and correlation tests were used in the statistical evaluation. In this direction, it has been determined that there are significant correlations within the scope of age and family income level variables. However, there was no significant relationship within the scope of personal income level variable. On the other hand, it was found that there are significant differences in the scope of department and actively doing sports variables. However, it was observed that there were no significant differences in the scope of gender, grade, and place of residence variables. On the other hand, it was determined that there were positive and moderately significant correlations between the participants’ scores of self-liking and political leadership, human resources leadership, charismatic leadership and structural leadership. In addition, it was found that there were positive and moderately significant correlations between the self-competence scores of the participants and the scores of political leadership, charismatic leadership and structural leadership. On the other hand, it was understood that there was a statistically significant positive and low-level correlation between the participants' self-competence scores and their human resources leadership scores. As a result, it can be said that as the self-esteem of the participants increases, their leadership orientation also increases. In this context, it can be said that increasing the self-esteem of the participants is an important concept in the context of leadership orientations.

Leadership and Effective Human Resource Management in Organization

Outstanding leaders combine good strategic substance and effective interpersonal processes to formulate and implement strategies that produce results and sustainable competitive advantage. In todays competitive business environment, the defining success factor is essentially leadership with the potential of transforming its employees into a willing and winning team with the appropriate synergy to actualize collectively determined corporate missions and aspirations. The contemporary dynamics in the operating environment of business calls for leadership orientations which recognize that employees have emotional dividends to satisfy at workplace and should, thus, be managed in such a way that they are always able and willing to achieve enhanced performances. It is against this backdrop that this paper underscores the indispensability of leadership in the dayto-day dynamics of the organization and suggests a ramifying range of leadership styles that potentially conduce to optimal human resources management and performance. This paper utilized the methods of qualitative and syntheses of scientific literature as it relies on secondary data collected from books and journal articles, and were content analyzed in relation to the scope of the paper. Finally, the paper concludes that leadership synergizes the human resource and ensures that they continuously create value for the various stakeholders in the organization.

Inclusive Leadership: How Leaders Sustain or Discourage Work Group Inclusion

Research on leader inclusion has continued to proliferate. However, most of the research has not focused on the importance of leader inclusion for employees with marginalized social identities. Based on Shore, Randel, Chung, Dean, Ehrhart, and Singh's (2011) model of work group inclusion consisting of fulfillment of needs for belongingness and value in uniqueness, we describe four different leadership orientations including leader inclusion, exclusion, assimilation, and differentiation. Three psychological mechanisms that result when employees feel included by the leader are discussed, consisting of psychological safety, psychological empowerment, and work group identification. While leader inclusion has been shown to be beneficial to employees generally, this article provides increased attention to the particular importance of leader inclusion for employees who are members of marginalized social identity groups.

The Relationship Between Leadership Orientations and Learning Styles of Nursing Students

Aim: This research was conducted to determine the relationship between leadership orientations and learning styles of nursing students. Method: The study was a descriptive, and correlational research. The data were obtained from 140 students in the nursing department of an university who were volunteered to participate in the study. Personal Information Form, Leadership Orientation Scale and Kolb’s Learning Styles Inventory were used to collect data. The data were analyzed using descriptive statistics involving numerical values, percentages, mean and standard deviation, and Pearson correlation tests. Results: The nursing students obtained the highest scores in the human resources leadership and the lowest scores in the political leadership domain. It was determined that most of the students had diverger (38.6%) and assimilator (26.4%) type learning styles. A positive, significant and moderate relationship between students’ leadership orientations and learning styles was determined (r> 0.30, p <0.01). Conclusion: Results indicate that in order to prepare nursing students as leaders of the future, during arrangement of nursing training programs all learning styles including the learning styles of students have to be taken into account.

Task and Relationship Orientation of Professionals in Afghanistan and Thailand

The purpose of this paper is to analyze the leadership styles and approaches that are linked to Afghan and Thai respondents by exploring their task and relationship orientations to glean best practices for application in the war-torn nation of Afghanistan. To continue gathering more data, we have consistently been using Northouse’s Style Questionnaire to collect responses from different cultures over the past two decades. More specifically, for this latest study, we compared the leadership orientations of working adult respondents from Thailand and Afghanistan based on their nationality and socialization in each culture on the task and relationship-orientation continuum of leadership. To gain practical insights across these two Asian cultures, we reflect and explore the Afghan orientation and compare it with the cultural practices of people in Thailand, where politicians have managed their political affairs more peacefully with their neighbors. Both Afghanistan and Thailand’s cultures are rooted in thousands of years of Asian philosophies, and both are high-context and collective; therefore, people are presumed to be more relationship-oriented, and this study found statistically significant support for this presumption. While respondents from both countries do have a stronger focus on their relationships, data shows that their task orientation is significantly lower. Analysis, recommendations for inclusion training, dealing with societal / workplace mobbing, and the study’s limitations are presented toward the end of the paper. The findings are useful for training purposes with managers, political leaders, and expatriates working in these two South and East Asian countries. For example, currently the political leaders in Afghanistan are working with the international community to unite all Afghans so they can become less dependent on foreign forces to keep the country peaceful. As such, they can capitalize on their task and relationship orientation skills to work on this gigantic task. Similarly, as of May 2021, Thailand has been experiencing another wave of the Covid-19 coronavirus, with about 10,000 infection cases on some days; as such, Thai leaders have to build strong relationships with everyone in the country to effectively manage this task of limiting the spread of this deadly infection through strict quarantine rules and quick vaccination of their large population.