Leadership Styles

This research investigates leadership styles. It is an endeavor to point out unique features of leadership in Islamic banks. The research employs qualitative research. Leaders participating in this research are chief executive officers from Islamic banks. Interview is the research method used. The research is argued to enhance the understanding of leadership in Islamic banks. The understanding can shed light on applications of leadership theories in different contexts than the Western contexts. The later contexts are the situations at which theories of leadership have been developed. The research aims to illustrate whether different contexts can initiate leadership to transform or not. This in turn can help to have a better knowledge concerning human behaviour in organizations. The issue of sources of power utilised by interviewees is scrutinised as well. This is to investigate compatibility between leadership styles and sources of power employed.

DA LI SE LIDERI RAĐAJU ILI SU NAUČENI DA BUDU LIDERI?

For many researchers involved in leadership, there has long been a dilemma: whether leaders are born, or whether individuals can learn to be leaders? The author of this paper also deals with these issues. Through a concise presentation of the most important theories of leadership, the author sought to determine why the dilemmas existed. He concludes that leadership is learned, which stems from many theories of leadership, but also practice, because much of the knowledge gained through the study of leadership has been used to train leaders, for their development and advancement. In addition, the views of geneticists indicate that regardless of the influence of genes, the environment has a dominant influence on the formation of personality. Genes only indicate a predisposition for someone to be a leader, and whether they will be a leader, depends on how much he is motivated by factors from the external environment.

Political Leadership After the British: A Study of Jomo Kenyatta and Julius Nyerere

<p>In the post-World War Two era, political decolonisation swept across Africa. In the wake of decolonisation a wide variety of political leadership outcomes have emerged. In many national contexts indigenous political stakeholders were required to wrest political control from colonial powers. This study will compare the progress of the post-colonial political leadership experiences in Kenya and Tanzania - in order to ascertain the nature of the unique pressures and constraints placed upon first generation post-colonial political leaders. This will be framed and informed through the lens of contemporary and historical theories of leadership. Developing a greater understanding of the leadership experiences of these first-generation post decolonisation leaders will provide greater insight into the nature of post decolonisation leadership in sub-Saharan Africa.</p>

Political Leadership After the British: A Study of Jomo Kenyatta and Julius Nyerere

<p>In the post-World War Two era, political decolonisation swept across Africa. In the wake of decolonisation a wide variety of political leadership outcomes have emerged. In many national contexts indigenous political stakeholders were required to wrest political control from colonial powers. This study will compare the progress of the post-colonial political leadership experiences in Kenya and Tanzania - in order to ascertain the nature of the unique pressures and constraints placed upon first generation post-colonial political leaders. This will be framed and informed through the lens of contemporary and historical theories of leadership. Developing a greater understanding of the leadership experiences of these first-generation post decolonisation leaders will provide greater insight into the nature of post decolonisation leadership in sub-Saharan Africa.</p>

An Evaluation of an Environmental Leadership Development Programme in New Zealand Today

<p>This study evaluated a leadership development programme for managers in the New Zealand Department of Conservation. The programme is one of several initiatives taken by the Department to adapt its leadership and management to best respond to a variety of challenges. Theories of leadership styles and the efficacy of leadership development are well established, however, little consensus has been researched on the construct of environmental leadership and what makes leadership development for environmental managers successful. This study, which involved a constructivist/interpretivist approach, used mixed methods of research to evaluate the leadership development programme from the experiences and views of the programme participants and some of their managers. Kraiger’s model of evaluation was used to design the evaluation which focused on the programme’s content and design and the changes in the participants. Data confirmed the programme is of high relevance to the participants in their roles as leaders. A number of emerging themes of environmental leadership behaviours resulting from the programme were identified and these are aligned with the literature on leadership and environmental leadership theories. Impacts for future research and practices are suggested such as improving the accessibility of action learning and clarifying the opportunities for incorporating systems thinking.</p>

An Evaluation of an Environmental Leadership Development Programme in New Zealand Today

<p>This study evaluated a leadership development programme for managers in the New Zealand Department of Conservation. The programme is one of several initiatives taken by the Department to adapt its leadership and management to best respond to a variety of challenges. Theories of leadership styles and the efficacy of leadership development are well established, however, little consensus has been researched on the construct of environmental leadership and what makes leadership development for environmental managers successful. This study, which involved a constructivist/interpretivist approach, used mixed methods of research to evaluate the leadership development programme from the experiences and views of the programme participants and some of their managers. Kraiger’s model of evaluation was used to design the evaluation which focused on the programme’s content and design and the changes in the participants. Data confirmed the programme is of high relevance to the participants in their roles as leaders. A number of emerging themes of environmental leadership behaviours resulting from the programme were identified and these are aligned with the literature on leadership and environmental leadership theories. Impacts for future research and practices are suggested such as improving the accessibility of action learning and clarifying the opportunities for incorporating systems thinking.</p>

Enhancing Leadership Training Through an Experiential Approach: An Online Model for the 21st Century

Billions of dollars are spent annually on leadership training and development courses. Unfortunately, this training, both at organizational and university levels, does not appear to consistently result in significant adult learning or better organizational performance. These programs tend to focus on the theories of leadership within closed classroom environments and sometimes present case studies to encourage application of knowledge. The content is typically dissociated from both context and leadership experiences and a “one size fits all” approach is adopted. This approach does not account for the corporate culture that is unique to every organization, even every department. In this innovation in practice article, we present a leadership practicum course tailored for adult learners that provides an experiential approach to leadership training enhanced by expert coaching. Initial results indicate that health care professionals appreciate the ability to transfer theory to practice and the feedback they receive from expert coaches. We present the practicum course and provide two cases to explicate the process; we share initial findings from the course and end with our next steps.