Journal articles: 'Definition of leadership'

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Summerfield, Marc R. "Leadership: A simple definition." American Journal of Health-System Pharmacy 71, no. 3 (February 1, 2014): 251–53. http://dx.doi.org/10.2146/ajhp130435.

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Alsarrani, Wael Ibrahim, Ahmad Jusoh, Ayman Ahmed Alhaseri, and Amani Almeharish. "LITERATURE REVIEW STUDY OF THE RELATIONSHIP BETWEEN LEADERSHIP STYLE, LEADERSHIP BEHAVIOUR, AND LEADERSHIP TRAITS." Humanities & Social Sciences Reviews 9, no. 4 (August 12, 2021): 152–59. http://dx.doi.org/10.18510/hssr.2021.9422.

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Purpose: This paper attempts to interpret and discuss leadership and the three contradicted terms to reveal the misuse of those three terms with leadership. Methodology: The study uses a systematic method to review the previous literature related to the leadership domain and the three contradicted terms related to leadership. These are leadership style, leadership behaviour, and leadership traits. In addition, this study provides the definitions of the three contradicted terms from a linguistic and management literature perspective. Main Findings: The study proposed a definition of each of the three contradicted terms. Additionally, the study suggested a conceptual framework that combined how the three contradicted terms can be related. The findings will contribute to the expansion of theoretical knowledge in the field of leadership. Applications of this study: This paper indicates that the review of the literature regarding what differentiates the three contradicted terms is an important aspect to deeply understand leadership concepts. The definition of each of the three contradicted terms will expand the understanding of junior leadership researchers and university students. The study's originality: This study will reveal the ambiguity and misinterpretation in the literature regarding the three contradicted terms of leadership. Moreover, it will present the definition of each of the three terms; leadership style, leadership behaviour, and leadership traits. Furthermore, the proposed conceptual framework will contribute to the expansion of theoretical knowledge in the leadership domain.

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Counts, George E., Richard F. Farmer, and I. Sue Shepard. "Leadership: Too Elusive for Definition?" Journal of Leadership Studies 2, no. 3 (July 1995): 30–41. http://dx.doi.org/10.1177/107179199500200304.

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Tideman, Sander G., Muriel C. Arts, and Danielle P. Zandee. "Sustainable Leadership: Towards a Workable Definition." Journal of Corporate Citizenship 2013, no. 49 (March 1, 2013): 17–33. http://dx.doi.org/10.9774/gleaf.4700.2013.ma.00004.

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Shakeel, Fahad, Peter Mathieu Kruyen, and Sandra Van Thiel. "Ethical leadership." International Journal of Public Leadership 16, no. 1 (December 24, 2019): 88–108. http://dx.doi.org/10.1108/ijpl-09-2019-0060.

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Purpose The purpose of this paper is to offer a review of the selected literature in ethical leadership synthesizing findings from 45 articles selected from journals on leadership, public administration, organizational behavior, psychology and ethics. Design/methodology/approach Four themes are addressed: the conceptualization of ethical leadership theories, the existence of popular measurement instruments for ethical leadership, findings on ethical leadership in the public sector and outcomes of ethical leadership in terms of benefits and negative consequences. Findings The definition by Brown et al. (2005) is the most frequently used definition, even though recent criticism states that this definition may be too narrow. Ethical leadership is usually measured by means of a survey; however, there are at least three different questionnaires in use. In the public sector, ethical leadership has been linked to both positive outcomes and negative consequences. Research limitations/implications This paper only includes selected academic articles and does not include published books. Originality/value Based on our findings, the authors present recommendations for future research, among others into a broader conceptualization of ethical leadership and the use of mixed methods.

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Hafner, Madeline M., and Colleen A. Capper. "Defining Spirituality: Critical Implications for the Practice and Research of Educational Leadership." Journal of School Leadership 15, no. 6 (November 2005): 624–38. http://dx.doi.org/10.1177/105268460501500602.

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This essay problematizes the current discourses on spirituality and leadership, particularly in terms of how spirituality is defined. To this end, the authors provide a brief overview of the different definitions of spirituality as explicated in the literature on spirituality and leadership, identify the underlying epistemologies of these definitions, and discuss why epistemology matters when thinking about spirituality and leadership. Additionally, the authors outline how an “endarkened feminist epistemology” (Dillard, 2000) can assist our thinking about spirituality and leadership, and advance not a definition per se but perspectives to consider when teaching and conducting research on or about spirituality and leadership, and when practicing leadership that takes into account social justice.

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Engel Small, Erika, and Joan R. Rentsch. "Shared Leadership in Teams." Journal of Personnel Psychology 9, no. 4 (January 2010): 203–11. http://dx.doi.org/10.1027/1866-5888/a000017.

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Shared leadership is an emergent team process defined by the distribution of leadership functions among multiple team members. Past empirical research on shared leadership has operationalized it as the overall quantity of leadership in the team, neglecting the essence of the conceptual definition – the distribution of leadership. In order to align the conceptual definition with an operational one, we examined shared leadership as network centralization using social network analysis. Using this operational definition, shared leadership was positively related to team performance. Additionally, longitudinal analyses revealed that shared leadership increased over time and was differentially related to antecedents of trust and team collectivism.

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Bekker, Michiel C. "Project Governance – The Definition and Leadership Dilemma." Procedia - Social and Behavioral Sciences 194 (July 2015): 33–43. http://dx.doi.org/10.1016/j.sbspro.2015.06.117.

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Gastil, John. "A Definition and Illustration of Democratic Leadership." Human Relations 47, no. 8 (August 1994): 953–75. http://dx.doi.org/10.1177/001872679404700805.

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Anthony, Stephen Graham, and Jiju Antony. "Academic leadership – special or simple." International Journal of Productivity and Performance Management 66, no. 5 (June 12, 2017): 630–37. http://dx.doi.org/10.1108/ijppm-08-2016-0162.

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Purpose Is academic leadership unique? Is it special? Do academic leaders require certain knowledge, skills and behaviours that only a career in academic can develop – or is it fundamentally the same as traditional leadership? This paper explores whether or not academic leadership is special or simple. It starts by defining the context and environment academic leaders find themselves in, moving onto explore characteristics and the overlap with traditional leadership thinking and finally concludes with current trends and a working definition of what academic leadership really is. The purpose of this paper is to explore the uniqueness of academic institutions and whether or not they require certain leadership characteristics which can only be found in academic career progression or could an exceptional individual from outside academia lead academics, researchers, administrators and support staff? Design/methodology/approach Based around a literature review of current thinking on academic leadership and then the production of a Venn diagram to compares these current trends with more traditional definitions of leadership. Findings The key findings of this paper include a definition of academic leadership, and how it is similar in many ways to traditional leadership thinking. However, there is a uniqueness centred on the culture and politics of an academic institution which many traditional leaders would not need to work within. Research limitations/implications This paper is part of a wider research project relating to academic leadership and Lean Six Sigma and thus the author has searched out papers which support both areas of the author’s interest. Practical implications Anyone in a position of academic leadership may be interested in how it relates to traditional leadership concepts and where their field differs from others. Originality/value No research current exists which overlaps academic leadership with traditional definitions and characteristics and thus this paper is a new view of academic leadership.

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Van Wart, Montgomery, Alexandru Roman, XiaoHu Wang, and Cheol Liu. "Operationalizing the definition of e-leadership: identifying the elements of e-leadership." International Review of Administrative Sciences 85, no. 1 (February 28, 2017): 80–97. http://dx.doi.org/10.1177/0020852316681446.

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The effects of the ongoing digital revolution have been profound and have been studied in many contexts such as government interaction with the public (e-participation) and administrative structures (e-administration). However, the study of how the digital revolution has changed leaders’ interactions with followers via information and communication technologies (ICTs) has been modest, and the theory building in organizational studies and public administration has been, for the most part, nonexistent. A major reason for this lack of progress is the inability to produce an operational definition of e-leadership that spans telework, team, and enterprise settings. The article examines an exploratory case study to propose an operational definition based on six factors (or broad e-competencies) for e-leadership. Research limitations and future research opportunities are discussed. Points for practitioners E-leadership, technology-mediated leadership, has become critically important for leaders at all levels, both inside and outside of the organization. E-leadership is as much about blending technologies and traditional communication as it is about simply using more ICT-mediated communication. While there is a lot of consistency in the types of leadership skills needed in traditional and virtual environments, they are not the same and the differences are critical to success and failure. The areas in which competence in e-skills were most important included: e-communication, e-social skills, e-team building, e-change management, e-technology skills, and e-trustworthiness.

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Bindlish, Puneet K., Sharda S. Nandram, and Rajen K. Gupta. "Definition schema for redefining leadership: an integrative approach." International Journal of Indian Culture and Business Management 18, no. 1 (2019): 34. http://dx.doi.org/10.1504/ijicbm.2019.096921.

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Bindlish, Puneet K., Rajen K. Gupta, and Sharda S. Nandram. "Definition schema for redefining leadership: an integrative approach." International Journal of Indian Culture and Business Management 18, no. 1 (2019): 34. http://dx.doi.org/10.1504/ijicbm.2019.10017826.

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Einarsen, Ståle, Merethe Schanke Aasland, and Anders Skogstad. "Destructive leadership behaviour: A definition and conceptual model." Leadership Quarterly 18, no. 3 (June 2007): 207–16. http://dx.doi.org/10.1016/j.leaqua.2007.03.002.

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Daniel, Luke. "Safety Leadership Defined within the Australian Construction Industry." Construction Economics and Building 15, no. 4 (November 23, 2015): 1–15. http://dx.doi.org/10.5130/ajceb.v15i4.4572.

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This research explores the tenets of safety leadership within the Australian construction environment. The scope of this research aims to establish a universal definition of safety leadership and how it differs from other leadership disciplines. The literature review into this topic was governed by the parent disciplines of Safety and Leadership. Gaps were identified in the literature that indicated safety leadership is not a well-defined concept and much of the work into safety leadership has been borrowed from other schools of leadership. An exploratory research methodology was utilised which rooted the research into the post-positivist methodology. There were twenty interviews conducted for this research, with participants coming from various leadership positions across multiple construction projects around Australia. Findings detailed a saturation of data that allowed for an empirical definition towards safety leadership to be established. As a person’s scope of responsibility increases, their view of safety leadership becomes synonymous with leadership; although differences do exist. These differences were attributed to the importance of demonstrating safety and working within the legal framework of Australian construction projects. It is proposed that this research offers a substantial contribution to knowledge, based upon a well-defined definition into safety leadership.

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Ibrahim Alsarrani, Wael, and Ahmad Jusoh. "A REVIEW ON THE CHARACTERISTICS OF A GOOD QUALITY LEADERSHIP STYLE." Humanities & Social Sciences Reviews 7, no. 5 (November 6, 2019): 1152–59. http://dx.doi.org/10.18510/hssr.2019.75152.

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Purpose: Leadership is an interactive concept that influences our daily lives. A quality concept is an approach and philosophy that leaders use to incorporate the leadership process into the organization successfully. Both concepts have an incremental history, correlation, and discussion. However, the two concepts have not yet been theoretically and empirically integrated. This paper attempts to integrate and discuss leadership and quality to create a single quality leadership style based on the definition of quality gurus and the leadership styles which relate more towards the quality of leadership. Methodology: The study used a systematic literature review to review the past literature related to the field of leadership and quality management. This study provides the constructs from definitions proposed by experts in this field. Each leadership styles have many constructs that may or may not be related to quality. Results: The study proposed a conceptual framework which combined the definitions of quality gurus and the different leadership styles. The finding of this study has contributed to the expansion of theoretical knowledge in the field of quality leadership style. Implications: This paper indicated that the review of the literature regarding what quality gurus define as important relating to leadership. This paper provides the constructs from quality gurus definitions. Novelty: Each leadership styles have many constructs that may or may not be related to quality. Therefore, future studies need to consider what the constructs from those leadership styles are considered effective to quality.

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Sun, Jiajing, Michael Cole, Zhiyuan Huang, and Shouyang Wang. "Chinese leadership: Provincial perspectives on promotion and performance." Environment and Planning C: Politics and Space 37, no. 4 (August 16, 2018): 750–72. http://dx.doi.org/10.1177/2399654418791580.

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This article addresses whether the promotion of China’s provincial leadership can be explained through economic growth or alternative factors (experience, education or having previously held a central government post). We use promotion definitions, based on official administrative rankings and a more accurate reflection of political-governmental power relationships, and five econometric models. Analysis is also located within specific scholarship about promotion in the Chinese bureaucracy, bureaucratic cultures and transitions from socialism. Findings suggested some support for the idea that economic growth records affected promotion in terms of the second definition and additional evidence to imply impacts from non-economic factors.

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Polin, Beth. "The Leadership Exploration Project: Development and Analysis of a Leader Definition and Persuasive Presentation." Management Teaching Review 4, no. 2 (September 1, 2018): 119–37. http://dx.doi.org/10.1177/2379298118795434.

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Students are often frustrated and confused by the study of leadership since the field cannot offer an agreed-upon definition of the construct. Students are expected to develop leadership skills without understanding what leadership actually is. The Leadership Exploration Project is a multiweek exercise that gives late undergraduate or graduate students the opportunity to develop and appreciate their own leader definition through personal reflection grounded in academic- and practitioner-based research. To then exercise proper use of the term, students choose an autobiography or biography of a businessperson and evaluate that person against their leader definition. The project culminates in students arguing for whether their businessperson is a “leader” through a persuasive Pecha Kucha presentation.

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Karpinskaia, Emilia O., and Galina V. Shirokova. "Entrepreneurial leadership: Approaches to definition and main research directions." Vestnik of Saint Petersburg University. Management 18, no. 2 (2019): 235–60. http://dx.doi.org/10.21638/11701/spbu08.2019.204.

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Shusharina, Tatiana, Elena Gafforova, and Veronika Kovalyuk. "Entrepreneurial Leadership: Theoretical Approaches for Its Definition and Assessment." Известия Дальневосточного федерального университета. Экономика и управление, no. 4 (2018): 103–18. http://dx.doi.org/10.24866/2311-2271/2018-4/103-118.

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CURTIN, LEAH L. "Nursing Productivity FROM DATA TO DEFINITION." Nursing Management (Springhouse) 26, no. 4 (April 1995): 25???37. http://dx.doi.org/10.1097/00006247-199504000-00006.

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Dewar, Belinda, Simon Pullin, and Ria Tocheris. "Valuing compassion through definition and measurement." Nursing Management 17, no. 9 (February 2, 2011): 32–37. http://dx.doi.org/10.7748/nm2011.02.17.9.32.c8301.

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CURTIN, LEAH L., and CAROLINA L. ZURLAGE. "Nursing Productivity: From Data to Definition*." Nursing Management (Springhouse) 17, no. 6 (June 1986): 32–41. http://dx.doi.org/10.1097/00006247-198606000-00008.

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Dahlin, Constance, Patrick Coyne, Jaime Goldberg, and Leigh Vaughan. "Palliative Care Leadership." Journal of Palliative Care 34, no. 1 (August 16, 2018): 21–28. http://dx.doi.org/10.1177/0825859718791427.

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Palliative care is one of the newer health specialties and continues to mature. While there has been remarkable progression of clinical skills and education, there has been a lack of focus on palliative care interdisciplinary leadership or development of leadership skills. This article highlights the importance of interdisciplinary palliative leadership within the 5 realms of clinical practice, research, education, policy/advocacy, and administration. A definition of leadership is offered and discussion of successful leadership skills is described. A current review of leadership opportunities is provided.

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Johansson, Catrin, Vernon D. Miller, and Solange Hamrin. "Conceptualizing communicative leadership." Corporate Communications: An International Journal 19, no. 2 (April 1, 2014): 147–65. http://dx.doi.org/10.1108/ccij-02-2013-0007.

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Purpose – The concept of “communicative leadership” is used in organisations that analyse and develop leaders' communication competence. A scholarly definition of this concept is lacking, and the implications of leaders' communication and the development of communication competence for organisations are rarely discussed. The purpose of this paper is to create a theoretical framework around the concept of “communicative leadership”, which can contribute to future research and development of leaders' communication competence. Design/methodology/approach – Three research questions were addressed: what communicative behaviours are central to leaders? How can “communicative leaders” be characterised? What is a “communicative leader”? Literature from the leadership and communication research fields was reviewed and related to these questions. Findings – Four central communicative behaviours of leaders (i.e. structuring, facilitating, relating, and representing), eight principles of communicative leadership, and a tentative definition are presented. A communicative leader is defined as someone who engages employees in dialogue, actively shares and seeks feedback, practices participative decision making, and is perceived as open and involved. Practical implications – A theoretical foundation to the practice of analysing and developing leaders' communication competence is provided, which is related to employee engagement and organisational performance. Originality/value – Communicative leadership is a concept emerging from organisational needs, articulated by corporate and public organisation leaders. This article links its core constructs to academic quantitative and qualitative research in an integrated framework, which can guide further research and the development of leaders' communication competence.

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Shaikh, Sanober Salman. "Integrative Leadership Measure: Construct Development and Content Validity." International Business Research 11, no. 9 (August 10, 2018): 51. http://dx.doi.org/10.5539/ibr.v11n9p51.

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This article aims to develop framework of integrative leadership, therefore sub objectives were set to achieve the key objective of this study. The sub- objectives of this study were to form definition, initial constructs, and items and examining the content validity of newly developed integrative leadership measure. Thorough understanding and conceptualization of the various leadership styles and their scales was achieved by the review of literature. The integrative leadership definition and its framework were built through integration of six leadership types (transformational, authentic, ethical servant, spiritual and transactional). By means of synthesizing literature on six leadership styles and asseesment of content validity, initial 13 constructs, more than 100 sub- construct and 72 items of integrative leadership were obtained. In future, researchers should focus on examining construct validity and reliability of integrative leadership.

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Yue, Xiaoyao, Yan Ye, Xu Zheng, and Yanan Yang. "Principal Investigator’ Perceptions of Effective Academic Leadership in Chinese Research Institutions and Universities." Journal of Education and Learning 10, no. 5 (August 30, 2021): 122. http://dx.doi.org/10.5539/jel.v10n5p122.

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Academic leadership is considered a key factor in university and research institute development. In a competitive environment, the role of academic leadership has become increasingly important. At present, China is committed to building world-class universities and advanced research institutes, while academic leadership is one of the key factors. Thus, what is the ideal academic leadership in China’s institutional environment? What professional qualities should principal investigators have? This study investigates these issues with in-depth interviews of six principal investigators. The finding shows that the definition of academic leadership by principal investigators refers to academic expertise, assigning the team member, setting a direction, academic social skills, managing team member relationships, boosting team morale, and teamwork skills. Furthermore, academic expertise is often supposed to be more important than other abilities. In terms of competence, the definitions of leadership by Chinese principal investigators and the literature on Western academic leadership are similar.

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Belikova, Yuliia. "Formation and advantages of emotional leadership." Ukrainian society 2012, no. 2 (2012): 7–16. http://dx.doi.org/10.15407/socium2012.02.007.

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The article deals with emotional leadership research. Sociometry and psychological tests results gave the possibility to analyze correlations between leadership and IQ level, EQ level and creativity. This made it possible to improve the definition of emotional leadership, to emphasize the advantages of emotional leadership in compare with other types of leadership.

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Hull, R. Bruce, David Robertson, and Michael Mortimer. "Wicked Leadership Competencies for Sustainability Professionals: Definition, Pedagogy, and Assessment." Sustainability: The Journal of Record 11, no. 4 (August 2018): 171–77. http://dx.doi.org/10.1089/sus.2018.0008.

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Bogue, E. Grady. "The definition of leadership effectiveness: A conceptual and personal journey." Innovative Higher Education 17, no. 1 (1992): 45–56. http://dx.doi.org/10.1007/bf00915455.

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Bollettino, Vincenzo, Allyson Brown Kenney, Sarah Schwartz, and Gilbert Burnham. "Humanitarian Leadership." Social Science Protocols 2 (July 2, 2019): 1–12. http://dx.doi.org/10.7565/ssp.2019.2652.

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Leadership skills are essential to addressing today’s humanitarian challenges. While leadership training programs abound in the private sector and within the military, the same is not true for the humanitarian field. International donors have recognized this gap and have recently invested in formal leadership training programs for aid workers. This paper presents a protocol to evaluate the effectiveness of the National NGO Program on Humanitarian Leadership, a leadership training course targeted to humanitarians working for national non-governmental organizations (NGOs) worldwide. The protocol establishes a model for evaluating the impact of NNPHL participants’ ability to make decisions about complex challenges in a manner that is consistent with a core set of leadership competencies introduced in the course. The evaluation consists of scenario-based vignettes that the participants answer in order to assess their leadership competencies through a series of illustrative indicators. This paper also includes a discussion of the definition of leadership, both broadly and through the NNPHL course, and the study’s strengths and limitations along with avenues for future research.

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Adifatoni, Yuswo. "THE EDUCATION LEADERSHIP IN GLOBAL PERSPECTIVE." Script Journal: Journal of Linguistic and English Teaching 1, no. 1 (September 30, 2016): 61. http://dx.doi.org/10.24903/sj.v1i1.16.

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This article looks closely on the deep identification of the global theoretical perspectives in educational leadership and Javanese culture leadership as the main sources of Indonesian leadership models. The discussion focuses on the definition of leadership, various leadership styles, leadership approaches, concept of power, as well as the issue of gender and leadership. At the end of discussion will give understanding on the quality of school principal leadership not only theoretical ideas but also the practical one for the Indonesian school

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Ciulla, Joanne B. "Leadership Ethics: Mapping the Territory." Business Ethics Quarterly 5, no. 1 (January 1995): 5–28. http://dx.doi.org/10.2307/3857269.

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Abstract:In this paper I argue that a greater understanding of the part of ethics in leadership will improve leadership studies. Debates over the definition of leadership are really debates over what researchers think constitutes good leadership. The ultimate question is not “What is leadership?” but “What is good leadership?” The word good is refers to both ethics and competence. Research into leadership ethics would explore the ethical issues of current leadership research, serve as a critical study of the field, analyze and expand normative theories of leadership, and develop new theories, research questions and ways of thinking about leadership.

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Hewitt, Amber A., Laurel B. Watson, Cirleen DeBlaere, Franco Dispenza, Cynthia E. Guzmán, Germán Cadenas, Alisia G. T. T. Tran, Jennifer Chain, and Lisa Ferdinand. "Leadership Development in Counseling Psychology: Voices of Leadership Academy Alumni." Counseling Psychologist 45, no. 7 (October 2017): 992–1016. http://dx.doi.org/10.1177/0011000017740429.

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In 2012, the Society of Counseling Psychology instituted the Leadership Academy (LA) to develop a pipeline of diverse leaders within the Society and the field of psychology. The present study aimed to: (a) better understand the retrospective perceived impact of the training on LA alumni, and (b) provide data about how LA alumni view their leadership development within the context of counseling psychology values. Fourteen LA alumni responded to a series of open-ended survey questions, and we examined the data through qualitative content analysis. Results yielded seven thematic categories: (a) Influences of the LA on Leadership Development and Leadership Skills, (b) Supports to Leadership Development, (c) Barriers to Leadership Development, (d) Greater Awareness of Diversity and Social Identities, (e) Growth Areas of the LA, (f) Personal Definition of Leadership, and (g) Leadership Attainment. Implications for leadership training programs are discussed.

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Lerutla, Matete, and Renier Steyn. "Definition of Leadership in Africa within the Twenty - first Century Context: Empirical Research on Leadership in Africa." Alternation Interdisciplinary Journal for the Study of the Arts and Humanities in Southern Africa, SP20 (December 31, 2017): 9–36. http://dx.doi.org/10.29086/2519-5476/2017/sp20a2.

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Park, Sunhyung. "Distributed Leadership: Exploring Disciplinary Foundation, Its Conceptual Definition and Research Trends." Korean Educational Administration Society 36, no. 3 (July 30, 2018): 1–35. http://dx.doi.org/10.22553/keas.2018.36.3.1.

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Connor, Anne. "Broadening the Definition of Leadership: Active Citizens as Leaders of Change." Mental Health Review Journal 7, no. 4 (December 2002): 15–17. http://dx.doi.org/10.1108/13619322200200034.

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Wang, An-Chih, Jack Ting-Ju Chiang, Wan-Ju Chou, and Bor-Shiuan Cheng. "One definition, different manifestations: Investigating ethical leadership in the Chinese context." Asia Pacific Journal of Management 34, no. 3 (January 16, 2017): 505–35. http://dx.doi.org/10.1007/s10490-016-9495-7.

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Et. al., K. Lavanya,. "Review Of Literature For Leadership Attributes In Various Industry." Turkish Journal of Computer and Mathematics Education (TURCOMAT) 12, no. 2 (April 11, 2021): 1383–86. http://dx.doi.org/10.17762/turcomat.v12i2.1348.

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Leadership can be defined in different ways that it is hard to come up with a single working definition. Leadership is not just a person or group of people in a high position. Leadership is a process in which leader is indulged in various activities to achieve any goal. Leadership refers to the behaviour / attitude of a leader to collect and direct the individuals towards any goal. Leadership is a communication process of leader and individuals. So the effectiveness of an organization depends upon the effective leader and effective leader is that person who has an effective leadership style. Leadership is a very important factor for any organization or group.

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Nashuha, Nurul Mardhiah Mohd, Haryati Bakrin, Amalia Mahmudah, and Anik Isticharoh. "Teachers' Perceptions on Student Leadership Traits And Potentials in Malaysian Secondary Schools." Madrosatuna: Journal of Islamic Elementary School 3, no. 2 (November 13, 2019): 83. http://dx.doi.org/10.21070/madrosatuna.v3i2.2756.

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Student leadership is seen to be one of the crucial issues in educational leadership field due to its impact on students, especially for the secondary and tertiary level students. Traits of student leaders are being investigated as one of the factors contributing to the effectiveness of student leadership in school. Categorised as one type of school leadership, student leadership is considered very beneficial for personal development of self-confidence and self-esteem as well as very prudent for the nation. The main purpose of this study is to investigate teachers’ perceptions on student leadership - its definition and benefits - and the shared traits possessed by student leaders. There were two theoretical frameworks used in this study. The first framework is by Northouse (2004) on Traits of a Good Leader, and the second is by Kozes and Posner (2012) on Five Practices of Exemplary Leadership. This qualitative study involved eight respondents who are secondary school teachers from various schools and age groups, using convenience sampling. Semi-structured interview was used in order to gain the teachers’ perceptions. The data was analysed using descriptive thematic approach. The findings revealed that there are ten shared traits of student leaders which are closely related to Northouse’s (2004) traits on good leaders and one concluded definition of student leadership also came out as a result.

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Hristov, Dean, and Anita Zehrer. "The destination paradigm continuum revisited: DMOs serving as leadership networks." Tourism Review 70, no. 2 (June 15, 2015): 116–31. http://dx.doi.org/10.1108/tr-08-2014-0050.

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Purpose – This paper aims to serve as an introduction to a rather under-researched field. It aims to provide a conceptual definition of destination management organisations (DMOs) serving as leadership networks in destinations drawing on what is to be called the DMO Leadership Cycle – a guiding framework integrating the perspectives of management, governance and leadership to influence destination development trajectories. Design/methodology/approach – A synthesis of the extant literature on destination management and governance, coupled with the latest academic contributions in destination leadership serves to uncover the existence of a gap in the way leadership is seen in the underpinned domain. DMOs are conceptualised and their role in serving as leadership networks in destinations is then critically discussed. Findings – Perspectives of destination management, governance and leadership and their interaction with one another is fundamental to DMOs serving as leadership networks. The paper provides justification for and indicative definition of contemporary DMOs serving as leadership networks in destinations. Research limitations/implications – The conceptual nature of this paper calls for empirical evidence where DMOs serving as leadership networks are further investigated in practice and across diverse political and economic contexts. Practical implications – This paper aims to shape destination leadership practice by introducing an alternative, yet inclusive approach to leadership focussing on collective orchestration in destinations undertaken by DMO networks. Social implications – The paper aims to trigger a discussion on the importance of all-encompassing and integrative leadership as a means for widening participation across diverse destination groups; to serve as an input into and ultimately – shape policy development. Originality/value – This discussion provides an alternative perspective to the way we see leadership in destinations. The paper argues that “impactful” leadership is rather embedded in a formal structure and distributed in nature.

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Akua, Chike. "Standards of Afrocentric Education for School Leaders and Teachers." Journal of Black Studies 51, no. 2 (December 30, 2019): 107–27. http://dx.doi.org/10.1177/0021934719893572.

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What is Afrocentric education (ACE)? What are the implications of ACE for school leaders and teachers? What is the relationship of ACE to multicultural education (MCE) and how does ACE differ from MCE? What are the standards that govern ACE’s philosophical foundation and practical application? This article provides a practical definition of ACE that can be understood by the community and the academy, the theoretical basis of ACE, its relationship to MCE, a synthesis of the research literature, and a framework of basic standards that educational leaders, teachers, and professors can employ for curriculum development, strategic planning, instructional leadership, instructional strategies, and transformation of school culture in PK-12 and higher education. This article also offers a definition of leadership and Afrocentric Educational Leadership to frame and inform future research.

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Wren, J. Thomas. "The Problem of Cultural Leadership: The Lessons of the Dead Leaders Society and A New Definition of Leadership." Journal of Leadership Studies 2, no. 4 (October 1995): 122–39. http://dx.doi.org/10.1177/107179199500200410.

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Olaizola, Edita, Rafael Morales-Sánchez, and Marcos Eguiguren Huerta. "Biomimetic Leadership for 21st Century Companies." Biomimetics 6, no. 3 (July 14, 2021): 47. http://dx.doi.org/10.3390/biomimetics6030047.

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Biomimicry is a scientific discipline that aims to model the behavior or properties of biological systems so as to adapt them to other scientific areas. Recently, this approach has been adopted in order to develop an organizational model called “Organizational Biomimicry”. It proposes a systemic approach, a worldview that places the organization and the people related to it as an integral part of nature, and an R&D system based on continuous learning from nature. The effective management of this business model depends on leaders who can make dynamic decisions, generate commitment to the views of the company, define specific goals, actively learn on multiple levels and tackle conflicts. This type of leadership may actually be being exercised in business practice; however, no leadership style inspired by biomimicry has been theorized to date. Thus, the aim of this research was to present a biomimetic leadership model that considers nature as a model, measure and mentor. To this end, we proposed, firstly, a definition of a biomimetic leader from the point of view of the characteristics of biomimetic organizations. Then, we determined the characteristics of this leadership type. Secondly, we conducted a review of the main leadership styles analyzed in the recent literature about management; then, for each leadership type, we extracted the characteristics that will adapt to the biomimetic leadership model. From this process, we obtained the traits of a biomimetic leader. This characterization (definition plus characteristics) was subjected to an expert panel, which determined its validity.

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Yung, Chen Tsun, and Kuan Chen Tsai. "Followership: An Important Partner of Leadership." Business and Management Horizons 1, no. 2 (September 4, 2013): 47. http://dx.doi.org/10.5296/bmh.v1i2.4233.

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Followership is the mirror image of leadership. After all, an underlying truth is that leaders would be nonexistent without the support of their followers. To some extent, the relationship between leaders and followers resembles a miniature democracy. Thus, followership should be credited as leadership. The purpose of this article was to review related literature concerning followership and to draw attention to this area because it is argued that good followership serves as an important resource for organizational development. First, the definition of followership is reviewed. Next, the qualities of good followers are examined. Then a path to effective followership is suggested.

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Dutta, Sumedha, and Puja Khatri. "Servant leadership and positive organizational behaviour: the road ahead to reduce employees’ turnover intentions." On the Horizon 25, no. 1 (February 13, 2017): 60–82. http://dx.doi.org/10.1108/oth-06-2016-0029.

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Purpose Over time, interest in servant leadership has increased manifold both in academic research and the popular press. These rampant developments have set the stage for addressing the worthiness of servant leadership’s theory. Empirical studies undertaken by numerous scholars (Farling et al., 1999; Bass, 2000; Page and Wong, 2000; Russell and Stone, 2002; Sendjaya and Serros, 2002; Dennis and Winston, 2003; Smith et al., 2004; Stone et al., 2004; Dennis and Bocarnea, 2005; Humphreys, 2005) have surfaced significant findings supporting relevance of servant leadership in organizational context; however, an absence of universal definition and its measures impinges on this concept. Noticeably missing from research attention has been the effect of servant leadership in promoting positive organizational behaviour among organizational employees. Thus, this paper aims to explore the available literature on servant leadership with a view to establish a servant leader’s role in instilling and facilitating positive organizational behaviour in the workplace. Moreover, the purpose is also to determine whether the positive organizational behaviour inculcated among the employees through a servant leader helps in reducing their turnover intentions. Design/methodology/approach Using different keywords, relevant research papers on Google Scholar were selected. Also, several online databases like Emerald Management, Elseiver, EBSCO Host, etc., were accessed for conducting this exploratory study. Findings To examine the various convergent and divergent dimensions of the major constructs, numerous definitions and scholarly work of renowned practitioners have been collated through an extensive literature review. To put forth a comprehensive picture encompassing the noteworthy findings of the studies pertaining to the major construct, a tabular representation has been made. Originality/value This is the first study wherein the linkage about servant leadership and positive organizational behaviour in organizational context has been talked about. The paper carries value as the literature pertaining to servant leadership in published domain is still in its nascent stage. The repertoire of literature, presented here, will provide a clear direction to the future researchers who wish to pursue their study in this area.

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Gore, Genevieve C. "Perceptions of Shared Leadership within Academic Libraries Suggest Room for Improvement." Evidence Based Library and Information Practice 6, no. 3 (September 14, 2011): 82. http://dx.doi.org/10.18438/b82d0h.

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Objective – To survey middle managers’ beliefs regarding their participation in shared leadership and their libraries’ practices of shared leadership. Design – Cross-sectional survey. Setting – Twenty-two academic libraries within four-year public master’s level institutions in the Pacific Northwest of the United States. Subjects – A total of 115 middle managers were invited to participate; 77 completed the survey for a response rate of 66.9%. Methods – Selected middle managers were contacted by email a total of five times and were invited to complete a Web-based survey composed of three sections. The first section contained 10 statements for rating shared leadership within their own institutions, which they were asked to rate on an eight-point Likert scale from 1 (strongly agree) to 7 (strongly disagree), with 8 as an option for no opinion. The second section used the same scale to rate their levels of agreement with conceptual definitions of shared leadership from Jackson’s Framework. Jackson’s Framework consists of four components for ascertaining levels of shared leadership from both managerial and staff perspectives: accountability, equity, partnership and ownership. The third section invited subjects to provide their own definition of shared leadership. A three-part pretest served to validate the survey instrument. Mean scores were calculated for each statement. Main Results – In the first section, there was the highest overall level of agreement (1.52) with the statement “I am accountable for the decisions within the scope of my responsibility” followed by “I share information with the senior library administration” (1.71). There was the lowest overall level of agreement (3.65) with the statement that “Ideas presented at all levels of staff in the library are equally considered.” In the second section, respondents’ mean scores for Jackson’s definitions of four concepts of shared leadership were 2.62 for ownership, 2.68 for both partnership and equity, and 2.77 for accountability. In the third section, respondents most often linked their definitions of shared leadership with communication, learning and collaboration. Conclusion – Examining middle managers’ perceptions of shared leadership may help us understand organizational trends and capacity for leadership within libraries. Future research could examine shared leadership at levels below middle management as well as the relationship between accountability and shared leadership throughout the organization.

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Margolis, Jason, and Kristin Shawn Huggins. "Distributed but Undefined: New Teacher Leader Roles to Change Schools." Journal of School Leadership 22, no. 5 (September 2012): 953–81. http://dx.doi.org/10.1177/105268461202200506.

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This article examines teacher leader role development and definition by looking at one emergent model of distributed leadership: the hybrid teacher leader (HTL). HTLs are teachers whose official schedule includes both teaching K–12 students and leading teachers in some capacity. Participants included six HTLs across four school districts over 2 years, as well as their administrators. Extensive qualitative data were collected and subsequently analyzed, including interviews, on-site observations, and artifacts. Findings included a pervasive lack of role definition for the HTLs amid heightened organizational complexity, leading to numerous de facto definitions emerging. Conflicting de facto definitions led to diminished success for the HTLs, relationship deterioration, a reversion to professional development removed from the classroom, and a lack of capacity to account for HTL efficacy. The study concludes that for new teacher leaders to be successful, states and districts will need to much more clearly define roles and priorities and be specific about how budget-compensated teacher leader time is used.

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McIntyre Miller, Whitney. "Toward a scholarship of peace leadership." International Journal of Public Leadership 12, no. 3 (August 8, 2016): 216–26. http://dx.doi.org/10.1108/ijpl-04-2016-0013.

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Purpose The purpose of this paper is to discuss the phenomenon of peace leadership, an emerging sub-area of leadership studies. Design/methodology/approach This literature review discusses peace leadership scholarly work specifically identified as such by its authors, and therefore does not include literature potentially viewed as informing the broader discussion of peace leadership. Findings The peace leadership specific scholarly literature discussed herein includes work on the traits, characteristics, and practices of peace leaders; peace leader role and responsibilities; and the connective and collective nature of peace leadership. Originality/value Discussion of the literature concludes a proposed definition of peace leadership and with three suggestions for ways to continue to build peace leadership scholarship including: empirical studies, theoretical and conceptual model creation, and ongoing informed discussions, and in itself contributes to the emerging conversation of peace leadership.

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Shaked, Haim. "Why Principals Sidestep Instructional Leadership." Journal of School Leadership 28, no. 4 (July 2018): 517–38. http://dx.doi.org/10.1177/105268461802800404.

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Principal educators‘ and policy makers’ predominant expectation from school principals to serve as instructional leaders—who engage primarily in a wide range of activities that clearly focus on improving teaching and learning for all students—has scarcely been applied in practice by principals in today's schools. Researchers have found several reasons for this gap between professional recommendations and actual principal behavior. The current qualitative study, based on semi-structured interviews with 41 Israeli principals, suggests one more explanation for today's reality of principals‘ limited engagement in instructional leadership: Some principals uphold a non-academic definition of schools’ major goal—focusing on students‘ well-being, social skills, values, etc.—and thereby claim that improvements in teaching and learning should not be at the top of the school administrators’ priorities. This goal as a possible mechanism underlying principals' noncompliance has not been investigated to date.

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Journal articles on the topic 'Definition of leadership'

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