Organizational Leader

Organizational leadership is specifically about individuals operating in organizational environments and their role as leaders in those environments. The skills of an organizational leader are slightly different from those of leaders in non-organizations. Organizational leaders are constrained by rules, regulations, and processes. This type of leader's value is that they understand organizational culture and traditions. This type of leader influences employees through their work including coaching, mentoring, and development skills that occur within competency models. The organizational leader is the organizational agent who influences behaviors that lead to organizations being able to achieve their desired outcomes.

Communicating influence: positioning the trainer as an organizational leader

Purpose This study aims to examine participants’ perspectives in organization-sponsored training and provides support for further research positioning the trainer as an organizational leader. Design/methodology/approach The interactions described in the trainees’ experiences were examined through a social constructivist lens. Interviews were conducted to collect data. Narratives were analyzed to reach interpretation. Findings Interview results identified four themes, namely, relevance and applicability of training received, the formation of attitudes and preferences among the trainee participants, immediacy in the use of the training received and relational and organizational influence that furthers leader-member exchange in the workplace. Research limitations/implications This study examined participants’ perspectives in workplace training and provides support for further research: examining communication’s role in workplace learning; exploring the training process; and positioning the trainer as an organizational leader. Practical implications This study provides empirical data to support changes in instructional communication models and exploring the process of training. Trainers’ relational building with trainees could impact many outcomes in their training efforts that are detailed in this study. Originality/value This study uses a collection of methods to address the trainees’ experience in formal workplace learning. It demonstrates the power of trainers to influence what the trainees think of training content, format and relational learning.

Dialéctica motivacional gerencial como hermeneusis en las competencias laborales administrativas

Un buen líder organizacional debe buscar modificar la habilidad y destreza de sus empleados para, de manera efectiva, solucionar los problemas concretos que surgen de situaciones de trabajo que poseen ciertos márgenes de incertidumbre y complejidad técnica, de allí lo fundamental de la motivación. Esta investigación tuvo como propósito interpretar la motivación laboral como estrategia para mejorar el desempeño del personaladministrativo de la Zona Educativa del estado Guárico (Venezuela). Metodológicamente se suscribe al paradigma postpositivista, con un enfoque cualitativo, con una perspectiva interpretativa, bajo el método hermenéutico. Los informantes clave fueron tres trabajadores de esa división. Como técnicas de recolección se emplearon la observación participativa y la entrevista en profundidad; las de interpretación fueron la categorización, la contrastación y la triangulación. Entre los hallazgos más relevantes están la poca motivación de los trabajadores para desarrollar acciones que impulsen el logro de los objetivos emanados desde el ente rector y el ambiente laboral es, generalmente, tenso y conflictivo, lo que genera inseguridad e incomodidad. Palabras clave: dialéctica; motivación; gerencia; competencias laborales administrativas; organización. Abstract A good organizational leader must seek to modify his employees’ skills and abilities, in order to solve, effectively, specific problems in work situations that have certain margins of uncertainty and technical complexity, hence the fundamental motivation. The research’s purpose was to interpret work motivation as a strategy to improve the staff’s performance of the Zona Educativa Guárico administrative personnel division.The methodology was subscribed to the post positivist paradigm, with a qualitative approach, framed in an interpretive perspective, under the hermeneutical method. The study scenario was the Zona Educativa de Guárico State personnel division, for the study execution three workers from that division were taken as key informants. Among the information collection techniques that were used are participatory observationand in-depth interviews. The study interpretation techniques were categorization, contrast and triangulation. Among the most relevant findings is that: in terms of work motivation, there are few incentives on the part of the institution, since they do not carry out any type of motivating actions in order to impulse them to achieve the objectives emanating from the governing principal. Regarding the reflections, we have that the work environment is generally tense and a little conflictive. Some try to do their homework in a cordial way, but they are very few. This situation makes them feel insecure and uncomfortable. Keywords: dialectic; motivation; management; administrative labor competencies; organization.

Dialéctica motivacional gerencial como hermeneusis en las competencias laborales administrativas

Un buen líder organizacional debe buscar modificar la habilidad y destreza de sus empleados para, de manera efectiva, solucionar los problemas concretos que surgen de situaciones de trabajo que poseen ciertos márgenes de incertidumbre y complejidad técnica, de allí lo fundamental de la motivación. Esta investigación tuvo como propósito interpretar la motivación laboral como estrategia para mejorar el desempeño del personaladministrativo de la Zona Educativa del estado Guárico (Venezuela). Metodológicamente se suscribe al paradigma postpositivista, con un enfoque cualitativo, con una perspectiva interpretativa, bajo el método hermenéutico. Los informantes clave fueron tres trabajadores de esa división. Como técnicas de recolección se emplearon la observación participativa y la entrevista en profundidad; las de interpretación fueron la categorización, la contrastación y la triangulación. Entre los hallazgos más relevantes están la poca motivación de los trabajadores para desarrollar acciones que impulsen el logro de los objetivos emanados desde el ente rector y el ambiente laboral es, generalmente, tenso y conflictivo, lo que genera inseguridad e incomodidad. Palabras clave: dialéctica; motivación; gerencia; competencias laborales administrativas; organización. Abstract A good organizational leader must seek to modify his employees’ skills and abilities, in order to solve, effectively, specific problems in work situations that have certain margins of uncertainty and technical complexity, hence the fundamental motivation. The research’s purpose was to interpret work motivation as a strategy to improve the staff’s performance of the Zona Educativa Guárico administrative personnel division.The methodology was subscribed to the post positivist paradigm, with a qualitative approach, framed in an interpretive perspective, under the hermeneutical method. The study scenario was the Zona Educativa de Guárico State personnel division, for the study execution three workers from that division were taken as key informants. Among the information collection techniques that were used are participatory observationand in-depth interviews. The study interpretation techniques were categorization, contrast and triangulation. Among the most relevant findings is that: in terms of work motivation, there are few incentives on the part of the institution, since they do not carry out any type of motivating actions in order to impulse them to achieve the objectives emanating from the governing principal. Regarding the reflections, we have that the work environment is generally tense and a little conflictive. Some try to do their homework in a cordial way, but they are very few. This situation makes them feel insecure and uncomfortable. Keywords: dialectic; motivation; management; administrative labor competencies; organization.

Essentials of Organizational Leadership for Quality Enhancement in Educational Institutions

Striving excellence in all spheres and managing with a proper strategic plan is the articulated vision of a true leader. Dwight D. Eisenhower, 34th President of United States, quoted, ‘Leadership is the art of getting someone else to do something you want to be done because he wants to do it.’ The supervision, foresight, executives, managerial skill, communication, and positive approach of the organizational leader multiplies the quality and ensures the development of an educational institute. The work culture, behavior, commitment, dedication, and honesty of the leader reflect in the whole system. In educational institutions, effective leadership is a key factor in switching the prospects more towards the building of healthy organizations in terms of human resource development and growth. The democratic value and professional ethics must be upheld by the leader to maintain the internal environment of the organization and the achievement of quality objectives. With the help of secondary resources and literature, this paper seeks to highlight the role of organizational leader and importance of Organizational leadership for quality up-gradation of human resources in the context of educational institutions.

Turning a Blind or Critical Eye to Leader Value Breaches: The Role of Value Congruence in Employee Perceptions of Leader Integrity

How do employees react when an organizational leader commits a value breach (i.e., behaves in a way that employees perceive as inconsistent with the organization’s espoused values)? Prior research provides a mixed view: Employees may conclude that the leader lacks integrity, or they may maintain their perception of the leader’s integrity, despite the breach. We focus on the role of person–organization value congruence in determining employee reactions and propose competing predictions that value congruence is positively (“blind eye effect”) or negatively (“critical eye effect”) associated with employee perceptions of leader behavioral integrity following a breach. In Study 1, field survey data suggested that value congruence was positively associated with the perceived integrity of a leader who had committed a breach. However, two follow-up studies using an experimental vignette methodology revealed additional nuance. An integration of our three studies indicated that before the occurrence of any breaches, employees with high value congruence perceive leaders as higher in integrity than do employees with low value congruence (pre-breach sacralization), but when leaders commit one or more value breaches, high value congruence employees react more harshly—lowering their integrity perceptions to a greater extent (the critical eye effect). As a result, as leaders commit more and more breaches, the initially positive relationship between value congruence and perceived leader integrity weakens and eventually becomes negative. Our findings offer important contributions to theory, research, and practice related to organizational values and leadership.

Current Trends in Practicing Leadership

There is a growing body of theoretical and practical studies conducted on a variety of subjects under the multifaceted leadership concept. In this chapter, the authors first explain recently discussed concepts in the Leadership Quarterly by category (leader, contingency, outcome, and leadership development) and subcategory (traits; leader-subordinate interaction, leadership style, organizational; leader, followers, organizational), explore current leadership trends at practice by analyzing Harvard Business Review articles, and then compare them. The essential objective of this chapter is to explore the current trends emerging from real business life in comparison to theoretical development in the leadership field and to highlight common concepts coming from the theory and practice of leadership. From this aspect, this chapter may provide a basis for comparative leadership studies and contribute to the related literature and practical studies. The strength of this study is to present a comparison between current theoretical and practical leadership trends by conducting a content analysis.

artikel yulia fitri yani 18002033

Leadership is something that every organizational leader should have

Yulia Fitri Yani (18002033)

Leadership is something that every organizational leader should have.