To see the other types of publications on this topic, follow the link: Differences between a Leader and a Manager.
Journal articles on the topic 'Differences between a Leader and a Manager'
Create a spot-on reference in APA, MLA, Chicago, Harvard, and other styles
Consult the top 50 journal articles for your research on the topic 'Differences between a Leader and a Manager.'
Next to every source in the list of references, there is an 'Add to bibliography' button. Press on it, and we will generate automatically the bibliographic reference to the chosen work in the citation style you need: APA, MLA, Harvard, Chicago, Vancouver, etc.
You can also download the full text of the academic publication as pdf and read online its abstract whenever available in the metadata.
Browse journal articles on a wide variety of disciplines and organise your bibliography correctly.
1
Hidayet, Tiftik, Kılıç Şükrü, and Sağlam Mehmet. "Leadership Theories and Comparison of Them." Journal of Research in Business, Economics and Management 4, no. 2 (2015): 312–22. https://doi.org/10.5281/zenodo.3965987.
Full textAbstract:
The objective of this term project was to distinguish leaders and managers and to compare the concepts of classical leadership and modern leadership. Styles of leadership that are vital for current businesses were investigated; differences in classical and modern management styles were presented, responsibilities of a leader for the concept of modern leadership were identified; and differences between a manager and a leader were introduced.
2
Hajro, Ali. "THE VALUES OF THE LEADER AND THE RELATIONSHIP OF LEADERSHIP AND MANAGEMENT." Knowledge International Journal 30, no. 6 (2019): 1707–12. http://dx.doi.org/10.35120/kij30061707h.
Full textAbstract:
The word leader by itself thoroughly has a philosophical paradigm where everyone must understand the leaders vision regardless of him being supervisor or submissive. For that purpose in this study case we will see how a leaders values should be and the differences between a leader and a manager. To be on a appropriate high level, every organization must have and produce its own quads with a leaders behavior. Тhere should be people who will be abled to follow and understand his vision on all levels of the hierarchy. The true power of acting derives from the recognition of the concept of change, and requesting opportunities. In such a environment, the leaders must have a lot of competence to survive. The goal of this study case was to explore i.e. gain a clearer picture of the leaders position-leader and manager, its values and knowing the difference. The leader and the manager at first glance might seem as one function, but when we take a look at their characteristics, values and their use of techniques of acting, we will see two diametral differences. Without good managers the organization is at risk to go down in chaos, but without an effective leader the organization becomes lethargic and stops growing. Very often the people in charge are said to be leaders only because of them having a defined position,even though they are in charge of the management, the results in the best case are indirect. One leader can constantly affect the organization through setting strategic ideas and longterm goals.
3
Xhelili, Arta. "ATTITUDES TOWARDS WOMEN IN LEADERSHIP POSITIONS IN THE REPUBLIC OF NORTH MACEDONIA." KNOWLEDGE INTERNATIONAL JOURNAL 31, no. 5 (2019): 1271–76. http://dx.doi.org/10.35120/kij31051271x.
Full textAbstract:
Globally, in the last four decades, the number of women in the job market has increased significantly. More women are entering into positions of managers and leaders. However, despite the laws in many countries aimed on advancing women to the top positions of the companies, the "glass ceiling" phenomenon still continues. Research in the direction of women in leadership positions shows a series of challenges that women face during the process of advancing into higher positions. Research on the attitudes towards a woman as manager shows that male subordinates have negative attitudes and stereotypes towards a woman leader and that successful leaders and managers are still imagined as men. Stereotypes are even more pronounced in patriarchal and traditional societies. As a result, because of these attitudes and prejudices women face obstacles in dealing with their male counterparts, which contributes to being perceived as being less effective in the role of a leader. The aim of this research is to see the differences between men and women in the Republic of Macedonia in attitudes toward a woman manager. The results taken from ae survey showed that there are differences in attitudes towards a woman manager between men and women, where women are somewhat positive, while men are neutral. What is worth noting is that the attitude of the women themselves towards the manager is not completely positive.
4
Prevodnik, Mojca, and Roberto Biloslavo. "Managers and Leaders in Organizations of a Post-transition Economy." Organizacija 42, no. 3 (2009): 87–94. http://dx.doi.org/10.2478/v10051-009-0006-1.
Full textAbstract:
Managers and Leaders in Organizations of a Post-transition EconomyManagers and leaders are different figures within an organization but are also alike. During different stages of the organizational life cycle we sometimes need more manager-oriented people and at other times more leader-oriented people. However most of the time we need them both in order to achieve a balance within the organization. Slovenia is a post-transition economy, facing new challenges and opportunities therefore the need for leader-oriented people is expected to be huge. Nevertheless our research showed that in Slovenian profit and non-profit organizations, upper management positions have been occupied by manager-oriented people but at the same time a balance exists between the two roles. We also found out that managers and leaders perceive the success of their organisations in quite a similar way. An adapted Hickman's questionnaire together with a content analysis of subordinates' comments about how they perceive their organization was used to ascertain the differences between them and their superiors. By knowing how employees perceive their managers and how the latter perceive themselves and their organizations we can develop better approaches to management development in post-transition economies.
5
Tong Wooi, Chow. "Leader versus manager: Lessons from top business executives." Annals of Management and Organization Research 2, no. 1 (2020): 53–65. http://dx.doi.org/10.35912/amor.v2i1.630.
Full textAbstract:
Abstract Purpose: This article discusses the key differences between leadership and management. It also examines the business organizational executive’s leadership styles of seven selected top executives: Donald Trump, Steve Jobs, Bill Gates, Mark Zuckerberg, Jeff Bezos, Jack Ma, and Tony Fernandez. Research methodology: The methodological approach of the study focuses on the review of published literature postulating on the differences in the characteristics and functions of leadership and management. Results: Findings from the literature review indicate evidence that shows the differences and similarities between these two concepts of leaders and managers or leadership and management. The study also reveals that these top business executives demonstrated the contemporary leadership paradigms of transformational, charismatic, and servant leadership. Limitations: One limitation is the review approach of the paper. The other is the analysis of leadership styles based on those top executives from the business sector. Contributions: The article provides insights into the understanding of the evolvement of organizational management and the preferred leadership styles of top business executives. The findings on the leadership styles of the top business leaders add to the significance of the study.
6
Szostak, Michał. "Does Polish Post-Communist Cultural Burden Influence the Perception of Creative Identities?" Journal of Intercultural Management 13, no. 2 (2021): 29–58. http://dx.doi.org/10.2478/joim-2021-0060.
Full textAbstract:
Abstract Objective: Post-communist countries, affected by decades of one of the most repressive political systems, are perceived as a particular area of gaps in social capital. These gaps influence the whole spectrum of behaviors of individuals, groups, and society. Countries that changed their political system start a journey of external (economic, social) and internal (personal, interpersonal, group) changes. The post-communist burden determines human behavior, so leaders and managers should pay attention to these consequences. The research deals with the differences in perception of creative identities (a creator, artist, manager, entrepreneur, and leader) by Polish society compared to other countries without communist history. Methodology: Quantitative research (n = 160) in the form of a survey among people from Poland and other countries. Verification of hypotheses by chisquare test of independence used (SPSS, MS Excel). Next, a qualitative analysis of discrepancies was undertaken (NVivo). Findings: There are no statistical differences in the perception of creative identities of a creator, artist, manager, entrepreneur, and leader between citizens of Poland and citizens of other countries. The additional qualitative analysis exposed that differences in perception of the creative identities between investigated societies might have necessary consequences while managing or leading groups (and organizations) dominated by creative individuals. These differences are shown in detail, and links between our research results and the literature are built. Value Added: It looks like a post-communist burden in current Poland has a minimal impact on the perception of creative individuals. Thus, it can be said that communism disappears from the social capital during one generation (ca. 30 years). Recommendations: Further research exploring the perception of creative identities by different analogical groups of compared societies would be valuable.
7
Kowalski, Grzegorz, and Katarzyna Ślebarska. "Remote Working and Work Effectiveness: A Leader Perspective." International Journal of Environmental Research and Public Health 19, no. 22 (2022): 15326. http://dx.doi.org/10.3390/ijerph192215326.
Full textAbstract:
Currently, job duties are massively transferred from in-person to remote working. Existing knowledge on remote working is mainly based on employees’ assessment. However, the manager’s perspective is crucial in organizations that turned into remote work for the first time facing sudden circumstances, i.e., SARS-CoV-2 pandemic. The main aim of our study was to analyze remote work effectiveness perceived by managers (N = 141) referring to three crucial aspects, i.e., manager, team, and external cooperation. We assumed the perceived benefits, limitations, and online working frequency as predictors of remote work effectiveness. Further, we analyzed the possible differences in remote work perception referring to different management levels (i.e., middle-level and lower-level). Our findings revealed a significant relationship between the benefits and effectiveness of managers and external cooperation, specifically among lower-level managers. Limitations, particularly technical and communication issues, predicted team and external cooperation effectiveness. The results showed remote work assessment as being socially diverse at the management level.
8
Khlanovskyi, Vladislav. "ANALYSIS OF THE EMERGENCE OF LEADERSHIP AS A SOCIO-PSYCHOLOGICAL PHENOMENON." Public Administration and Regional Development, no. 27 (March 31, 2025): 211–29. https://doi.org/10.34132/pard2025.27.09.
Full textAbstract:
The article is devoted to the analysis of the views of foreign scientists on the issue of management effectiveness and the requirements for leadership as a certain social phenomenon. The article focuses on the differences between a leader and a manager. It is stated that the success of any organization directly depends on who manages it, since the manager is the first person of the institution and is a person who directs the work of others and bears personal responsibility for its results. It is noted that the main condition should be the presence of followers in the leader. Leadership acts as a sphere of interaction. If followers are important for leaders, then leadership cannot be reduced only to the personal traits of the leader, but rather is the result of the relationship between the leader and his supporters. The nature of leadership has been analyzed through a number of different theories (concepts), for example, the theory of spiritual leadership suggests that leaders should prefer ethics based on virtues to ethics based on established rules (normative ethics). The theory of «leadership traits» (or the theory of «outstanding person») is based on the idea that leaders possess a certain set of innate qualities and abilities that are inherent only to them and do not depend on situational factors or group characteristics, and the theory of spiritual leadership in modern organizations is becoming increasingly relevant and aims to find ways to satisfy and increase employee motivation, as well as improve the general atmosphere in the team. It is stated that leadership can be described as a phenomenon generated by a system of informal relationships between people. In any group, the influence of the leader's personal authority on relationships with others naturally arises on the basis of interaction. Thus, leadership appears as a combination of natural and genetic predispositions, a favorable social environment and one's own functional professionalism. Having analyzed modern approaches to leadership and the skills that a leader should possess, we can conclude that a true leader is a team player, because the ability to collective interaction is one of the main leadership components.
9
Larsson, Magnus, Melissa Carsten, and Morten Knudsen. "Good intentions gone awry: investigating a strategically oriented MLD program." Journal of Management Development 39, no. 3 (2020): 334–54. http://dx.doi.org/10.1108/jmd-12-2018-0373.
Full textAbstract:
PurposeComplex organizations increasingly rely on middle managers as strategic linking-pins between the top and bottom levels of the organization. Using social identity theory and commitment theory as the foundation, this study evaluates a management and leadership development program (MLDP) intended to engage middle managers as strategy creators and implementers. We also evaluate the cascading effects of leadership development by assessing changes in subordinates' identification with the leader, and commitment to the work unit and organization.Design/methodology/approachUsing a sample of 107 manager participants and 913 of their subordinates, this study measures differences in both manager and subordinate identification and commitment prior to and after the completion of a 6 months strategically oriented MLDP.FindingsDespite the organizations' best intentions, manager identification with and commitment to the organization decreased after completion of the MLDP. Similarly, subordinates identification with the leader and commitment to the organization also decreased at Time 2.Research limitations/implicationsThe results paint a complex picture of the nuances of social identification as an outcome of MLDPs, and problematize the notion of cascading effects on subordinates within the organization. Researchers are encouraged to further examine organizational attitudes and perceptions as outcomes of MLDPs.Practical implicationsSuggestions are offered regarding how practitioners can manage strategically oriented MLDPs in order to avoid identity confusion and promote strategic action.Originality/valueStrategically oriented MLDPs are increasingly popular in organizations. This study is one of the first to evaluate the theoretical mechanisms through which these programs may affect managers and problematize these effects for complex organizations.
10
Kovačič, Helena, and Andrej Rus. "Leadership Competences in Slovenian Health Care / Vodstvene Kompetence V Slovenskem Zdravstvu." Slovenian Journal of Public Health 54, no. 1 (2015): 11–17. http://dx.doi.org/10.1515/sjph-2015-0002.
Full textAbstract:
Abstract Background. Leadership competences play an important role for the success of effective leadership. The purpose of this study was to examine leadership competences of managers in the healthcare sector in Slovenia. Methods. Data were collected in 2008. The research included 265 employees in healthcare and 267 business managers. Respondents assessed their level of 16 leadership relevant competences on a 7-point Likert-type scale. Results. Test of differences between competences and leader position of health care professionals yielded statistically significant differences between leader and non-leader positions. Leaders gave strongest emphasis to interpersonal and informational competences, while regarding decision making competences, the differences between leaders and other employees are not that significant. When comparing competences of healthcare managers with those of business managers, results show that healthcare managers tend to give weaker emphasis to competences related to all three managerial roles than business managers. Conclusions. The study showed that in Slovenian health care, leaders distinguish themselves from other employees in some leadership competences. In addition, all three dimensions of leadership competences significantly distinguished the group of healthcare managers from the business managers, which indicates a serious lag in leadership competences among leaders in Slovenian healthcare
11
HAVLOVSKA, Nataliia, Yevhenii RUDNICHENKO,, Mykhail KRYVDYK, D. BALABUST, and Valerii GARBUZIUK. "THE ROLE OF THE MANAGER-INNOVATOR IN THE MANAGEMENT AND PROJECT ACTIVITIES." Herald of Khmelnytskyi National University. Economic sciences 308, no. 4 (2022): 179–84. http://dx.doi.org/10.31891/2307-5740-2022-308-4-28.
Full textAbstract:
The article examines the peculiarities of the formation of the innovative worldview of the manager-innovator and highlights the main characteristics of the innovative personality from the position of making managerial decisions in project and managerial activities. The differences between the understanding of the essence and deep meaning of the activity of innovators and innovators have been given. It has been proven that an innovative leader must be endowed with risk-oriented thinking, which involves not only the ability to take risks, but also to analyze the causes of existing deviations in processes, systems, etc., to be able to apply previous experience, to make the most of available opportunities and to avoid unreasonable risks. Innovative managers are able to create new solutions, products, etc. that give consumers new quality. They embody completely new ideas that are unique and lead to disruptive innovations. Therefore, an innovative leader should be understood as a creative manager, a generator of unique ideas, the implementation of which gives the market a new quality. The leader-innovator has inherent leadership qualities that allow him to introduce innovations. Not all managers can be innovative. Only a small part of people can produce innovations and implement them. To implement innovations, only knowledge and skills are not enough, one should have specific behavioral skills and intuitive innovative abilities. That is, innovative leaders have a special way of thinking that prompts them to make non-standard and unique solutions. An innovative vision of business development plays a special role in project activities, since almost any project involves the implementation of new ideas and management approaches. The given model of creative thinking is relevant not only in the implementation of innovative projects, it is mandatory for successful management activities in modern conditions of turbulent changes.
12
Siddiqui, Shahid D. "The Difference Between Leadership And Management: A Gender Perspective." Pakistan Journal of Gender Studies 5, no. 1 (2011): 129–35. http://dx.doi.org/10.46568/pjgs.v5i1.393.
Full textAbstract:
Discussions on leadership typically get bogged down by a debate between the differences of leadership and management. Some authors argue that leadership and management are diametrically opposed concepts (Bennis & Nanus, 1985) while other authors use the terms interchangeably (Yukl, 2010). This article consider competing perspectives to understand better the relationship between leadership and management, and will conclude by suggesting that effective leaders need to be good managers and that effective managers need to be good leaders. In leadership and management the gender perspective is of outstanding importance. This article also explains that women’s traditional and stereotypic styles of communication are more like those of a good manager than are men’s stereotypic styles.
13
Mojic, Dusan. "The role of leadership in organizational behavior." Zbornik Matice srpske za drustvene nauke, no. 114-115 (2003): 125–44. http://dx.doi.org/10.2298/zmsdn0315125m.
Full textAbstract:
This paper deals with defining leadership as one of the basic determinants of behavior in organizations. It points to the increasing importance of the discipline of organizational behavior (OB), which is devoted, as an interdisciplinary field of study, to better understanding and managing human side of the work. Three basic levels of analysis in OB are individual, group and organizational level. Leadership represents the key variable of organizational behavior, which is predominantly determined by personal individuals' traits and characteristics of the environment. Definition of the leadership from the project GLOBE was accepted, claiming that it is "the ability of an individual to influence, motivate and enable others to contribute toward the effectiveness and success of the organizations of which they are members". In second part of the paper, very influential theoretical differentiation between managers and leaders (and, of course between management and leadership) has been analyzed. According to this standing point, it is emphasized how good manager brings certain degree of predictability and order in organization, while successful leader initiates change, often to dramatic proportions. Nevertheless, overemphasizing the differences between them is often inappropriate, because concepts of leader and manager in above-mentioned sense represent more "ideal types" that almost never exist in reality in its "pure" forms. Last part of the text discusses the role of leadership in organizational transformation (OT). Very frequently assertion that key moment of OT is changing the culture of organization is cited and the role of leadership in three main phases of transformation is analyzed: "unfreezing", moving and "refreezing".
14
Karpov, A. B., and T. Y. Bazarov. "Effect of Managers Competencies on Employee Engagement." Social Psychology and Society 15, no. 1 (2024): 112–26. http://dx.doi.org/10.17759/sps.2024150107.
Full textAbstract:
<p style="text-align: justify;"><strong>Objective.</strong> Analysis of the connection between the level of development of managerial competencies of a manager and the involvement in the work of both himself and his subordinates. <br><strong>Background.</strong> Most managers of modern organizations pay considerable attention to managing employee engagement when working with personnel. One of the key factors influencing employee engagement is the immediate supervisor. It is important to determine the manager&rsquo;s competencies, through the development of which it is possible to increase the involvement of employees at different levels in the organization. <br><strong>Study design.</strong> The work examined the relationship between the involvement of employees at different levels in the organization and the level of development of the competencies of their managers; and differences between executive and employee engagement. The presence and degree of relationships were determined using correlation analysis, and differences were determined by assessing the reliability of differences in mean values. <br><strong>Participants.</strong> Employees of the organization: 768 people (24,2% men, 75,8% women): 146 (19%) managers and 622 (81%) employees. <br><strong>Measurements.</strong> Methodology for assessing the competencies of managers &ldquo;360 degrees&rdquo; based on a corporate model of 8 management competencies; Anonymous engagement questionnaire Kicentric &ndash; Russian version. <br><strong>Results.</strong> The manager&rsquo;s competencies &ldquo;Understanding the Business&rdquo;, &ldquo;Result Orientation&rdquo;, &ldquo;Interaction&rdquo; and &ldquo;Development of Subordinates&rdquo; contribute to the involvement of subordinates. &ldquo;Leadership&rdquo;, &ldquo;Initiative&rdquo;, &ldquo;Business Understanding&rdquo;, &ldquo;Interaction&rdquo; are also interconnected with the leader&rsquo;s own involvement. &ldquo;Planning&rdquo; is an inverse relationship. It has been established that there are differences in the involvement of managers and employees. <br><strong>С</strong><strong>onclusions.</strong> There is a relationship between the involvement of employees and the manager with the level of development of his competencies: some competencies of managers are associated with high involvement of him and his employees, some with low. A connection was found between the levels of involvement of the manager and employees. Differences in some parameters of engagement between managers and employees were revealed.</p>
15
Hasanah, Siti Nur Hidayatul, Achmad Patoni, and Binti Maunah. "LEADERSHIP DAN MANAGERIALSHIP." Jurnal Manajemen Pendidikan Islam Darussalam 6, no. 1 (2024): 105–18. https://doi.org/10.30739/jmpid.v6i1.3020.
Full textAbstract:
This research aims to find out about leadership, managerial ship, and the similarities and differences between leadership and managerial ship. Even thought the two terms are closely related and are often used interchangeably, they have differences. A leader has the task of giving direction and giving subordinates the task of moving towards the same goal and manager function in the field of management implementation. The method used in this research is library research, data was obtained from various sources such as books, articles,s and journals about leadership and management. The results of the research are: 1) leadership is the art and ability that a person has in using his power to influence other people to carry out certain activities to achieve predetermined goals, 2) managerial ship is managerial ability in preparing implementation plans as well as placing employees in accordance respective position, 3) the similarity between leadership and managerial ship is that both have responsibility and subordinates, 4) the differences is that in leadership, a leader is tasked with directing and moving subordinates, whereas in managerial ship, a manager has duties according to management functions.
16
Dostanić, Lea. "WHAT ARE THE CHALLENGES OF INTERCULTURAL LEADERS IN CONTEMPORARY BUSINESS?" SCIENCE International Journal 3, no. 2 (2024): 101–6. http://dx.doi.org/10.35120/sciencej0302101d.
Full textAbstract:
The growth of globalisation and international trade has led to increased contact between different cultures, revealing the limitations and problems that can arise in their interaction. Negotiations are often complicated by the cultural distance created by different behaviour patterns in business practice. Accepting and taking into account the presence of multiculturalism can sometimes mean changes in global strategies or can call into question management models that have been considered valid until now as standard management models. Recognising and managing cultural distance allows companies and organisations to secure critical competitive advantages by reducing communication time and avoiding misunderstandings. Successful organisations are made up of people with excellent leadership skills. The twenty-first century requires a particular type of leader who can deal with globalisation and the new era’s challenges. An experienced leader should be able to successfully manage changes, make good decisions in complex situations, respect cultural customs and differences, and inspire his environment so that people understand the more profound meaning and purpose of the work they do in accordance with the demands of a changing and unpredictable market environment. A company is competitive to the extent that it is able to understand, use and transmit information to others, which reflects the competence of leaders. There are increasingly multinational companies that include many people worldwide in their business and connect them to each other regardless of long distances. They control capital, technology and resources around the world. Leaders plan and supervise essential organisational functions, such as production, development, sales and procurement, accounting and finance, and human resources management. For daily business, they usually form a team of associates who lead specific segments of the organisation, such as the manager for finance, human resources, and marketing. With their help, they manage the business, delegate tasks and control the fulfilment of set goals. To coordinate and supervise the execution of tasks, managers work out rules related to the distribution of responsibilities and competencies, control mechanisms and information exchange. The paper aims to show how a modern organisation, in addition to all its characteristics, combines cultural differences and intercultural leadership, as well as what qualities and competencies are desirable for someone to be considered a successful intercultural leader.
17
Buribaevich, Murotmusaev Komiljon, Sheryigit Ergashevich Yuldashev, and Shovkiev Lukmoniddin Boynazar Ugli. "Psychology of Modern Leadership as an Important Phenomenon of Effective Management." International Journal of Early Childhood Special Education 14, no. 1 (2022): 577–84. http://dx.doi.org/10.9756/int-jecse/v14i1.221071.
Full textAbstract:
The article deals with contemporary understanding of the phenomenon of leadership. The authors analyze the distinctive features of a leader and his behavior, the specifics of leader's image representation. The paper touches upon the problem of choosing a motivation to be/to become a leader and not only to choose him/her and follow him/her in modern society. The authors of the article analyze the psychological types of personality of the modern leader. An overview of modern research, theories, leadership concepts is given. The issues devoted to the problem of leadership as a mechanism necessary for effective management of the organization are considered. Interdisciplinary understanding of leadership phenomenon within sociology, philosophy, political science, pedagogy and psychology is presented. The similarities and differences of such concepts as leader, manager, authority are revealed. The definition of such concepts as premiums and disadvantages of leadership is given. The characteristics of an effective leader are presented. The article deals with the types of groups, the personality of the leader, the traits of his character that contribute to his becoming a leader, the relationship between the leader and the rest of the group, the theories of leadership and types of leaders are studied. The relevance of this topic is due to the necessity of the presence of a leader in any group that solves the task set before it.
18
Vac, Călin, Sorina Dârjan, Alin Raoul Roman, and Maria Vac. "Driving a sustainable business leadership profile – a case study in Romania." Journal of Educational Sciences & Psychology 12 (74), no. 1 (2022): 68–81. http://dx.doi.org/10.51865/jesp.2022.1.08.
Full textAbstract:
This article aims to highlight the main qualities of a leader, but also essential differences between the basic leader and manager characteristics, achieving a Sustainable Business Leadership profile which guarantees a sustainable entrepreneurship model. This study used a complex empirical research on a Romanian complex business leader based on six identified criteria (studied and assessed further to a SBL profile), analysing particular and general relevance of each, thus assuming all as essential in characterizing and promoting a SBL. Following the analysis, it has been stated that the six investigated criteria are defining and relevant to the objective assessment for the quality of a successful business leader. The research defined an improved SBL profile, applicable to any field of activity in any democratically governed country.
19
Selvarajah, Christopher, and Denny Meyer. "Archetypes of the Malaysian manager: Exploring ethnicity dimensions that relate to leadership." Journal of Management & Organization 12, no. 3 (2006): 251–69. http://dx.doi.org/10.1017/s1833367200003990.
Full textAbstract:
ABSTRACTThis paper extends the boundaries of theories in leadership studies to sub-cultures of a country. The purpose of this paper is to study the relationship between the concept of an excellent leader and ethnicity in a multicultural society while formulating ten underlying dimensions for this concept. Data on leadership behaviour were gathered from 292 managers in Malaysia and were subjected to factor analysis, MANOVA analysis, regression analysis and structural equation modelling. The results suggest that, in Malaysia, strategic orientation acts through operational behaviours, producing excellence in leadership. However, the study demonstrates that there are significant ethnic differences in regard to the dimensions that relate to excellence in leadership. Studies such as this are useful in extending the understanding of the dimensions of leadership in pluralistic societies where the cultural frameworks of workers may not be the same. Most studies have looked at the leader from a mono-cultural perspective and this study addresses this deficit.
20
Selvarajah, Christopher, and Denny Meyer. "Archetypes of the Malaysian manager: Exploring ethnicity dimensions that relate to leadership." Journal of Management & Organization 12, no. 3 (2006): 251–69. http://dx.doi.org/10.5172/jmo.2006.12.3.251.
Full textAbstract:
ABSTRACTThis paper extends the boundaries of theories in leadership studies to sub-cultures of a country. The purpose of this paper is to study the relationship between the concept of an excellent leader and ethnicity in a multicultural society while formulating ten underlying dimensions for this concept. Data on leadership behaviour were gathered from 292 managers in Malaysia and were subjected to factor analysis, MANOVA analysis, regression analysis and structural equation modelling. The results suggest that, in Malaysia, strategic orientation acts through operational behaviours, producing excellence in leadership. However, the study demonstrates that there are significant ethnic differences in regard to the dimensions that relate to excellence in leadership. Studies such as this are useful in extending the understanding of the dimensions of leadership in pluralistic societies where the cultural frameworks of workers may not be the same. Most studies have looked at the leader from a mono-cultural perspective and this study addresses this deficit.
21
Konrad, Edvard. "Implicit leadership theories in Eastern and Western Europe." Social Science Information 39, no. 2 (2000): 335–47. http://dx.doi.org/10.1177/053901800039002010.
Full textAbstract:
Modern theories of leadership emphasize cognitive interaction between leaders and followers. Experience shows that the right personality, the correct behaviour or an appropriate situation for leading are not enough; successful leader performance depends to a large extent on how the leader is accepted by his or her followers. That is why the study of implicit leadership theories that determine these perceptions is important. Implicit leadership theories can be considered as cognitive schemata or prototypes that enable a person to categorize the behaviour of the leader. In the present study, the implicit theories of Eastern and Western middle managers are compared. Results show similarities and differences in the prototypicality rating of 21 leadership behaviours perceived by Eastern and Western managers. Possible influences of cultural differences due to the different historical development of these regions are indicated. The implications of the results for selection and development of leaders are discussed.
22
ТОГАЙБАЕВА А.К. та СЕРҒАЗИНА Н.Н. "ҒЫЛЫМ САЛАСЫНДАҒЫ БАСҚАРУ: КӨШБАСШЫЛЫҚ ЖӘНЕ МЕНЕДЖМЕНТ ТЕОРИЯСЫ, АЙЫРМАШЫЛЫҒЫ ЖӘНЕ ТАЛДАУ". Научный журнал "Вестник Актюбинского регионального университета имени К. Жубанова" 80, № 2 (2025): 150–57. https://doi.org/10.70239/arsu.2025.t80.n2.18.
Full textAbstract:
The article defines the terms leadership and management and considers their differences. A theoretical analysis is made and the importance of management in the organization is shown in the works of scientists. The article comprehensively analyzes the importance of the management system and its historical development, as well as the relationship between the concepts of management and leadership. The origins and evolution of management, especially the practices of public administration in Kazakh society, and the role of historical figures are noted. Starting from the historical development of the concept of management, its main principles and functions are considered. In addition, the stages of the formation of management and leadership as sciences, their main theories and modern concepts are described. At the same time, the similarities and differences between the concepts of manager and leader are identified, and their tasks in the organization are compared. The influence of leadership types and personality traits is discussed, and the differences and similarities between leaders and managers are analyzed. The mutual compatibility of leadership and management in the field of education is considered a key factor in achieving the long-term success of the organization. The effectiveness of management and leadership directly affects the achievement of the organization's goals. The article aims to explain the importance of strategic planning, increasing the role of leadership and developing professional competence in managing an organization.
23
Grabowski, Gabriel, and Magdalena Stefańska. "Employee Commitment and the Manager-Employee Relationship. An International Work Environment Leadership Model." Prace Naukowe Uniwersytetu Ekonomicznego we Wrocławiu 68, no. 3 (2024): 117–30. http://dx.doi.org/10.15611/pn.2024.3.09.
Full textAbstract:
Aim: The primary objective of this article is to thoroughly explore the issue of employee commitment within the context of the manager-employee relationship and proposing a model of the process of preparing manager to build superior-subordinate relation and form employee commitment in the organisation’s foreign branch. Methodology: The qualitative method of research was implemented in the form of individual in-depth interviews (IDIs) conducted with top managers of internationally operating organisations. Results: Manager-employee relationships evolve. To make the process more satisfactory for both sides, the Leader-Member Exchange (LMX) theory and Positive Organizational Scholarship (POS) concept should be integrated in it. Both concepts are inherently linked to employee management in the international environment. Furthermore, LMX is evolving towards relational leader-member exchange (RLMX). The process of adaptation to a new work environment is connected not only with the cultural, but also personal characteristics of managers and their experience in operating in international organizations. Cultural differences can significantly affect supervisor-superior relation and employee commitment. Nevertheless, it also seems that universal virtues such as respect and trust, shape the dynamism of the process, which consists of stages described in the conceptual model. Implications and recommendations: To reduce or actually minimise the impact of cultural factors on relations between managers and employees, it is necessary to find the appropriate style of leadership and adjust it to each individual. What makes the process successful is the recognition of local employees’ needs as well as the implementation of positive motivation methods. Originality/value: The article aims to contribute to the discourse on LMX and POS in the context of leadership style in international work environment (IWE). Both approaches should be studied in parallel to identify the key determinants of a manager’s success, reaching beyond the cross-cultural dimension. Contrary to the models presented in the literature, the proposed model is based on managers’ perception of the process of adaptation to the host country’s culture.
24
Daniya, Daniya, and Risa Bhinekawati. "Differences in Attitudes towards Female Managers: Lessons from Technology Start-Up Companies in Jakarta, Indonesia." International Journal of Business Studies 3, no. 3 (2020): 110–24. http://dx.doi.org/10.32924/ijbs.v3i3.104.
Full textAbstract:
Despite the perceptions that such technology start-up companies are known as a modern working environment that embraces diversity, the data shows that the number of women in the industry, especially in a senior position, is still lower than men. Naturally, men have a high sense of competitiveness and feel more superior to become managers compared to women; while women sometimes practice self-stereotyping and think they are not capable enough for being a leader. This study aims to investigate differences in the attitude of men and women towards female managers in technology start-up companies. This research applies mixed methods, using “Women as Managers Scale (WAMS)” as indicators in the quantitative data collected from 60 male and 60 female that work in technology start-up companies in Jakarta. WAMS was also used as the basis for interview questions with three men and three women are being interviewed for the qualitative approach. The study finds differences in the attitude between men and women towards female manager in the technology startup companies in Jakarta, Indonesia. Compared to men, women respondents have more positive attitudes in terms female managers’ ability, acceptance, physical constraints and leadership. On the contrary, men respondents view that physical constraints like menstruation and maternity leave would affect female managers’ performance. Theoretically, this study contributes to the knowledge of gender diversity at work in the context of technology start-up companies in Indonesia. Practically, managers can use lessons from this study to develop a more gender balanced strategy for the companies.
25
Laaraj, Nadia, and Driss Ferhane. "Management Practices of SMEs Owners in Emerging Economies: A Gender Comparative Study." International Business Research 13, no. 1 (2019): 79. http://dx.doi.org/10.5539/ibr.v13n1p79.
Full textAbstract:
The literature on management practices indicates that the company&rsquo;s performance depends largely on the skills of its leader, when the intuition of the latter is based on the instruments and rational management methods. The aim of this study is to analyse the relationship between the gender and management practices in terms of current operations (Production, marketing, finance, &hellip;), identify the characteristics of the owner-manager of SMEs (male and female specific), and detect the points of divergence and convergence between women&#39;s and men&#39;s management. To do so, we conducted a theoretical analysis of the main concepts and indicators that allowed us to develop a research model. The analysis of the answers was based on a survey adressed to a sample of owner-managers. Our findings confirm that the personal characteristics of the owner-manager influence the management practices. The results of the comparison between the Moroccan ruling woman and man, show that there are no real differences in management style, but rather some shared values between them. This paper provides a theorical contribution on the link between the profile of owner-managers and management practices including the gender parameter. In terms of pratical contribution, it contribute to understand behavior of Moroccan SMEs owners and to show the importance of this two dimensions, the profil of owner managers and gender approach, it can be also considered as a recent study of the typical profile of owner-managers in an emerging country such as Morocco. We try, through this work, to contribute to this field of research which remains very fertile.
26
Karanika-Murray, Maria, Dimitra Gkiontsi, and Thom Baguley. "Engaging leaders at two hierarchical levels in organizational health interventions." International Journal of Workplace Health Management 11, no. 4 (2018): 210–27. http://dx.doi.org/10.1108/ijwhm-07-2018-0086.
Full textAbstract:
Purpose Although visible leader support is an essential ingredient for successful organizational health interventions, knowledge on how leaders at different hierarchical levels engage with interventions is underdeveloped. The purpose of this paper is to explore leader engagement by drawing from the experiences of the intervention team. Design/methodology/approach Data from semi-structured interviews with the team responsible for implementing an organizational health intervention in two large UK organizations were used to examine how leaders at strategic (senior management) and operational (line managers) positions engaged with the intervention. Findings Thematic analysis uncovered 6 themes and 16 sub-themes covering the leaders’ initial reactions to the intervention, barriers to leader engagement, ways in which the intervention team dealt with these barriers, factors facilitating and factors accelerating leader engagement, and differences in engagement between leadership levels. Research limitations/implications This study can inform research into the conditions for optimizing leader engagement in organizational health interventions and beyond. Insights also emerged on the roles of leaders at different hierarchical levels and the value of perspective taking for intervention implementation. Practical implications Recommendations for bolstering the engagement of leaders in interventions are offered, that apply to all leaders or separately to leaders at strategic or operational levels. Originality/value The experiences of the intervention team who sought to engage leaders at different organizational levels to support the intervention are invaluable. Understanding how leader engagement can be maximized can better equip intervention teams for delivering successful interventions.
27
Evans, Thomas Rhys, and Gail Steptoe-Warren. "Humor Style Clusters: Exploring Managerial Humor." International Journal of Business Communication 55, no. 4 (2015): 443–54. http://dx.doi.org/10.1177/2329488415612478.
Full textAbstract:
The current study is the first to explore the relationships between managerial humor and workplace facets using cluster analysis. Two-hundred and two employed adults rated their managers’ humor and workplace facets online. K-means cluster analyses identified three managerial humor clusters, mostly replicating those found in the existing literature. A significant pattern of differences in stress, communication, creativity, perceptions of leader power, and job satisfaction were found between the clusters. Findings suggest negative humor use is most likely to be damaging to organizations when not used alongside positive humor types, and it is not merely the frequency with which a manager uses an individual humor type, but the holistic view of their humor, which is of importance in gauging valence of organizational facets. Using cluster analysis was beneficial in challenging assumptions from the existing literature, further contextualizing our understanding of humor and reinforcing the importance of humor use in the workplace.
28
Yeh, Chien Mu. "Critical accommodation information for travel opinion leader." Independent Journal of Management & Production 11, no. 1 (2020): 001. http://dx.doi.org/10.14807/ijmp.v11i1.1021.
Full textAbstract:
Potential tourists search for accommodation information once they decide to travel. Travel opinion leaders are critical accommodation information providers for potential tourists. However, we know little about travel opinion leaders’ perceived importance of accommodation information. The current study examined the relationship between travel opinion leadership and perceived importance of accommodation information. Results showed that there were significant differences in the perception of important accommodation information between the high and low travel opinion leadership groups. These results make theoretical and practical implications for tourism research and accommodation managers.
29
Bohashko, Oleksandr, and Iryna Bohashko. "LEADERSHIP IS AN INNOVATIVE MANAGEMENT STYLE FOR MANAGERS OF EDUCATIONAL ORGANISATIONS." Economies' Horizons, no. 1(27) (March 31, 2024): 87–99. http://dx.doi.org/10.31499/2616-5236.1(27).2024.298794.
Full textAbstract:
The purpose of the study is to consider leadership as an innovative management style for the manager of an educational organisation. The research is aimed at studying and analysing leadership practices that help to develop the organisation and promote an innovative approach to managing educational processes.
 The study used general scientific research methods. The main theoretical methods were as follows: analysis (the experience of foreign and domestic leadership theories in the context of educational activities was analysed), synthesis (the main leadership theories were identified), comparison, generalisation (the differences in the management style of a leader and a manager of an educational organisation were identified).
 This article explores leadership as an innovative management style of a manager of an educational organisation. The latest technologies and changes in the socio-economic environment create the need for new methods of education management. Leadership is one of the key factors contributing to the creation of an innovative environment in an educational organisation. The article analyses scientific approaches to defining the essence of the phenomenon of leadership; examines modern concepts of leadership; considers important aspects of leadership, such as promoting creativity, motivating employees, creating a team to achieve common goals, and using the latest technologies. The well-known differences between leadership and management, in particular in an educational organisation, are theoretically substantiated and expanded. It is noted that management is defined as the process of social influence of managers on subordinates through direct or indirect influence on their behaviour, while leadership is the ability to influence followers in order to achieve a specific goal.
 Research shows that leadership as an innovative management style can lead to an improvement in the quality of the educational process and the involvement of more students in learning. Thus, leadership development in an educational organisation is an important factor in success and competitiveness in the education market
30
Mączyński, Jerzy, Andrzej Łobodziński, Dariusz Wyspiański, and Piotr Kwiatkowski. "Differences on Organizational Practices and Preferred Leader Attributes Between Polish Managers Investigated in 1996/1997 and 2008/2009." Polish Psychological Bulletin 41, no. 4 (2010): 127–32. http://dx.doi.org/10.2478/v10059-010-0017-z.
Full textAbstract:
Differences on Organizational Practices and Preferred Leader Attributes Between Polish Managers Investigated in 1996/1997 and 2008/2009 This study compares Polish managers' perceptions of their organizational culture and their beliefs concerning attributes necessary for leadership effectiveness, investigated in 1996/1997 and 2008/2009. As was unexpected, our results show that Polish managers of 2008/2009 score significantly higher than managers of 1996/1997 on Power Distance, Individualism, Masculinity and slightly lower on Future Orientation and Humane Orientation. Our findings suggest that more individualistic orientation in Polish organizations is still necessary in order to survive and be effective during the current turbulent and highly uncertain economic and business conditions. Relatively higher scores on Power Distance on the part of Polish managers being studied in the years 2008/2009 are also in line with findings concerned with attributes necessary for leadership effectiveness. Mean comparisons on beliefs concerning attributes necessary for leadership effectiveness show that Polish managers of 2008/2009 in comparison with their counterparts studied in 1996/1997 scored higher on Autocratic Orientation, Risk Avoidance, Isolationistic Orientation and Individualistic Orientation. Our findings are also consistent with regard to leadership attributes of Performance Orientation, Team Orientation, Decisiveness, Diplomatic, Humane Orientation, Integrity, Visionary and Charismatic/Inspirational, which are somewhat less strongly associated with leadership effectiveness by Polish middle managers investigated in 2008/2009 in comparison with their counterparts studied in 1996/1997.
31
Daş, Yücel, Şahin Yüksel, and Hayati Beşir. "Visionary Leadership Phenomenon in School Management." International Journal of Current Educational Studies 1, no. 1 (2022): 1–13. https://doi.org/10.46328/ijces.8.
Full textAbstract:
The aim of this study is to examine the concept of vision and visionary leadership, of which importance is being understood more and more in the management of educational institutions, and to reveal the positive differences between school administrators with visionary leadership characteristics. In the study, which was designed as a review article, the concepts of leader, manager, vision, and visionary leader were considered in the literature, and the features of visionary leadership, which are open to change and innovation, constantly improving themselves, inspiring the people they work with, guiding them, walking the path together and helping them when necessary, realizing the goals determined have been revealed. Therefore, it has been revealed that visionary school administrators are more peaceful and happier with the internal and external stakeholders they work with in their institutions, they move more confidently to the place where they are thought to be in the future determined for the institution, and that their institution is more preferable than the equivalent institutions around it. Besides, it has been indicated that the school includes innovative educational practices and student-centered studies, supports pluralistic participation in all areas, and shares its authority by giving responsibility. In this regard, the necessity of making legal arrangements that will reveal visionary leaders is an inevitable requirement for the future of the country and the accomplishment of the institutions.
32
Lu, Jintao, Licheng Ren, Chong Zhang, Chunyan Wang, Nijole Petkeviciute, and Justas Streimikis. "Gender difference in corporate social responsibility implementation in Lithuanian SMEs." Oeconomia Copernicana 11, no. 3 (2020): 549–69. http://dx.doi.org/10.24136/oc.2020.023.
Full textAbstract:
Research background: There are many scientific papers dealing with the challenges of Corporate Social Responsibility (CSR) implementation at the company level. However, there are few studies dealing with gender difference between female and male managers in the perception towards CSR initiative.
 Purpose of the article: To understand the differences between male and female managers’ behaviour in the process of CSR implementation in companies.
 Methods: A survey of managers at different levels in Lithuanian Small and Medium Enterprises (SMEs) was performed in 2019. The study focused on the female and male respondents’ answers to the participation in CSR implementation, their perception about CSR implementation and the most important issues for them in that process.
 Findings & Value added: The results of the study indicated that, compared to their male counterparts, female respondents highlighted different factors having impact on successful implementation of CSR initiatives. Female managers were more convinced to the benefits of CSR practices than their male counter-parts. The “Communication skills” were defined as the most important for implementing CSR strategy for the females and “Understanding of CSR strategy” for males. For most of the female managers, “Sociality” was the most important competence necessary for a leader, followed by “Global and holistic thinking”, however, the male respondents were more doubtful about all the necessary competencies for a sustainability leader. The main theoretical value added of the paper is elicitation of the differences between male and female managers in the perception of CSR initiatives and necessary skills of a leader for implementing these initiatives in SMEs. The practical and managerial im-plications were also provided for the strengthening of the CSR activities in SMEs.
33
AS, Andi Indahwaty, Nur Arifah, Muhammad Rachmat, and Ummu Kalsum. "Training ‘leader as coach’ for direct supervisors in hospitals." Community Empowerment 8, no. 8 (2023): 1257–62. http://dx.doi.org/10.31603/ce.9441.
Full textAbstract:
Coaching is a process to assist employees in clarifying career goals, dealing with potential problems at work and improving employee performance. The performance of the Batara Siang Hospital in Pangkep Regency was low. It was reflected from the number of Outpatient and Inpatient visits during 2017-2020 has been decreased. In 2019, the data revealed that 4 (four) service elements were low from the community. As one of the efforts to improve hospital performance through improving human resources (HR) performance. The performance of HR is determined how their leader manage the staff. A new approach to management is needed in which leaders function as a coach for their subordinates. Therefore, the aims of this community service program are to conduct training for all level of managers regarding how to be a coach at Batara Siang Hospital, Pangkep Regency. The training participants were 35 managers. The method used is the provision of education in the form of lectures, discussions, and simulations. The evaluation results showed that there were differences in participants' knowledge between before and after participating in the training. It is hoped that the training participants will be able to provide guidance to their subordinates in the hospital so that it can have an impact on improving hospital performance.
34
Kakemam, Edris, and Amanda H. Goodall. "Hospital performance and clinical leadership: new evidence from Iran." BMJ Leader 3, no. 4 (2019): 108–14. http://dx.doi.org/10.1136/leader-2019-000160.
Full textAbstract:
PurposeThere is growing interest in the potential need for clinical involvement in leadership and management of hospitals. Most studies of clinical leadership use US and European data. This paper contributes the first evidence for the country of Iran. It examines three different forms of hospital system: public, private and social security organisation, and these include teaching and non-teaching hospitals. This study adds to a small but growing literature that examines the possible value of ‘expert’ clinical leaders.MethodThis study uses data from 72 general hospitals in the city of Tehran. The data were collected for years 2015 and 2016. Data Envelopment Analysis is used to assess hospital performance. Hospitals’ chief operating officers are divided into two groups: clinicians, the majority of whom are physicians (doctors), and non-medically trained managers.FindingsThe average performance scores for hospitals with clinical managers and non-clinically trained managers are equal to 96.68±5.50 and 89.78±7.20, respectively (p<0.001). Performance is thus higher under clinical managers. Outcome differences are observed in each of the three types of ownership and in teaching and non-teaching hospitals. The advantage in performance-score varies, when comparing the clinically led institutions and managerially led institutions, by between 5 and 10 points on a 0–100 scale. These differences remain after regression-equation adjustment for other influences.Practical implicationsSuccession planning and targeted leadership development is made more efficient with greater awareness about the kinds of leaders and managers that enhance organisational performance.
35
Ishchuk, Andrii. "TRANSFORMATION OF MANAGERIAL LEADERSHIP QUALITIES UNDER THE INFLUENCE OF BUSINESS DIGITALIZATION." AGORA INTERNATIONAL JOURNAL OF ECONOMICAL SCIENCES 18, no. 1 (2024): 74–81. http://dx.doi.org/10.15837/aijes.v18i1.6712.
Full textAbstract:
The paper deals with identifying the directions and content of transformational changes in the leadership qualities of a manager under the influence of business digitalization. The paper aims to formulate and disclose scientific, theoretical, and methodological provisions for changing the qualities of a leader in the era of business digitalization. This study is based on observing how managers' leadership qualities are formed and developed in the context of digitalization at both global and micro levels. Identified are the differences between the characteristics of "traditional" and "digital" leaders based on historical and comparative analysis. A set of "traditional" leadership qualities allows for operational guidance and management of the company's future development based on the extrapolation of existing trends. Moreover, possession of the qualities of digital leaders enables multidimensional strategic management. The findings emphasize the importance of digital leadership at both macro and micro levels. The study shows the transformation of leadership and leadership qualities at different levels of economic management, which complements the existing scientific theories of leadership. To promote digital leadership at the macro level, the government is responsible for introducing digital technologies in administration, providing citizens with convenient tools for accessing administrative services. It was established that Ukraine is among the leading countries introducing digital technologies at the macro level. At the level of business management within companies, leadership in the digital era acquires specific characteristics compared to its traditional forms. In particular, the transition from individual to shared leadership leads to changes in organizational structures and management styles.
36
Gunawan, Joko. "THE PROS AND CONS OF THE RELATIONSHIP BETWEEN PERSONALITY AND LEADERSHIP OR MANAGERIAL BEHAVIOR OF NURSING MANAGER." Belitung Nursing Journal 2, no. 5 (2016): 107–9. http://dx.doi.org/10.33546/bnj.38.
Full textAbstract:
Dear Editor, “Complex role in complex times” that is what nurse managers have as the one on the most key roles in the hospital.1 They are not just about managing staff schedules, but also need to have a vision and able to inspire them.2 Thus, competent nurse managers are needed. Research suggests that employees and employers are looking for similar characteristics or personality traits in their leaders. Personality trait refers to the dimensions of individual differences in tendencies to show consistent patterns of thoughts, feelings and actions.3 Personality trait seems able to explain why a person acts the way he/she does when in a leadership position. Research aggregated the results of 222 correlations contained in 73 studies of personality and leadership performance by involving 25,000 managers from every level in organizations across every industry sector.4 There were four of the five dimensions of the big five personality were significantly correlated with leadership emergence and effectiveness with adjustment / emotional stability as the best predictor, and agreeableness as the weakest predictor.4 Scholars who believe in data, these findings definitively indicate that personality predicts leadership behaviors across all organizational levels and industry sectors, and does so more powerfully than any known alternative.5 Personality traits relate to leader behaviors to a greater extent and less ambiguously than earlier reviews had suggested.6 However, although there are clear evidences in examining the relationship between personality and leadership or managerial behavior, it is also important that there are cons about the degree to which personality is related to managerial or leadership behavior Literature indicates that personality traits cannot be concluded to determine leadership with some considerations: (1) it is impossible to find one specific personality trait that characterizes leaders and (2) it is impossible to isolate a number of traits, which combined, explain leadership.7 Thus, it is failed to investigate a clear relationship between personality and leadership. It might be other indications that traits work with other factors in the leadership or managerial behavior.8 Study investigated the relationship between personality and transformational leadership, and now some agreement that there may be five super-traits (extraversion, agreeableness, conscientiousness, neuroticism, and openness to experience) are related to managerial or leadership behavior. But, it is important to note the effect sizes were not large.5 Another study emphasized that “one should be careful in generalizing our findings on the relation of traits to leadership perceptions to other areas of leadership."9 The findings could not be directly concluded that there are traits that would generally predict the performance of a leader’s work group or organization, nor do they imply that there are certain types of leadership behaviors that will generally produce superior performance.9 On the other hand, the main issue in management research is what kind of behavior managers exhibit and how behavior influences the outcome of the organization. Why leaders behave the way they do adheres to a general issue in psychology, the relationship between personality and behavior. It is not a burning issue in leadership 5. Additionally, there is no evidence to support that managers are primarily recruited based on their personality traits. Managers are not recruited or promoted based on their personality in formal organizations. Managers are hired primarily due to their formal competence and previous merits.10 Finally, the correlation between personality trait and managerial or leadership behavior remains inconclusive. However, it is agreed that personality cannot be excluded from leadership and management.
37
Sims, Cynthia Mignonne, Tao Gong, and Claretha Hughes. "Linking leader and gender identities to authentic leadership in small businesses." Gender in Management: An International Journal 32, no. 5 (2017): 318–29. http://dx.doi.org/10.1108/gm-06-2016-0121.
Full textAbstract:
PurposeWomen are starting businesses at unprecedented rates, yet little is known about the leadership of small business owners. Establishing new ventures may allow women to use their full abilities and benefit from a more level playing field. Business owners have the unique opportunity to lead and define their businesses based on their authentic selves, values and goals; therefore, they are more likely to be authentic leaders. Women in nontraditional industries may be challenged because the owner’s characteristics do not match those of the industry. When the enactment of one identity interferes with another identity, identity interference (II) occurs. Relational authenticity and role incongruity suggests that women founders must uniquely resolve II and find synergy among their gender and leader identities if they are to extend the boundaries of what it means to be a woman and an industry’s business leader. This research aims to determine whether gender and leader II was an antecedent or link to authentic leadership (AL). Design/methodology/approachStudy participants were from 63 businesses in the USA states of California, Ohio and Maryland. Three leader models were established to determine whether owner gender functioned as a moderator: all genders (n = 155), women only (n = 75) and men only (n = 65). The individual owners and their employees were the units of analysis and structural equation modeling was used. FindingsThe findings revealed that II was an antecedent to AL, owners were AL and owner gender moderated AL and II. Research limitations/implicationsThis study supports (Kernis, 2003; Gardner et al., 2005) the proposition that identity congruence is necessary for AL; the less interference found between gender and leader identities, the more authentic the leader. II functioned as an antecedent to AL. Moreover when the AL self’s subscales were examined relative to II, the components that were active varied dramatically based on leader gender. This suggests that addressing II and resolving the incongruence between what it mean to be a woman (or a man) and a leader contributes to the development of AL. Additionally, the AL boundary condition of relational authenticity was supported by this study; leader gender was related to the different amounts of AL (Eagly, 2005; Kernis, 2003). Support was found that AL was a dynamic process between leaders and employees. When authentic leadership questionnaire (ALQ) self (leader) and rater (employee) were compared, there was a significant amount of consistency between these ratings. For the all genders leader model, when ALQ self’s subscale was analyzed relative to the employees’ ratings, the leaders’ relational transparency was found to be active. The women only leader model revealed that AL was activated through internalized moral perspective suggesting they were able to tap into the hearts and minds of their employees. For the men only leaders, no relationship was revealed between ALQ self’s subcomponents and employee AL ratings. Relational authenticity suggests that this may be due to employees rating men owners more based on the experience and perceptions of men leaders in general and not these business owners in particular. Practical implicationsLeadership development professionals should address how II may help women examine who they are, how they work with others, and their values; decrease leader II by providing insight on how to manage potentially conflicting roles through examples of synergistic behaviors and benefits; and, build upon women owners’ ability to connect with their followers by sharing their goals and aspirations. Men owners may benefit by ensuring their employees know their business’ unique value proposition. Originality/valueThis research sought to link the identities of leader and gender to AL in the context of small businesses. It builds upon the AL theory of Avolio et al., (2004) and Jensen and Luthans (2006) who advocated using AL to study small businesses. This study determined whether business owners experienced interference between their gender and leader identities; II hindered the formation of AL and was an antecedent to AL; and the owner’s gender led to more or less AL and thus determined if leader gender moderated AL. The support for studying leader gender comes from role incongruity (Eagly and Diekman, 2005) and relational authenticity (Eagly, 2005; Kernis, 2003) which suggests that differences in how employees perceive AL may be a function of the owner’s gender. Added support comes from Jensen and Luthans (2006); they asked future studies to examine AL to determine the mechanisms behind gender differences in small businesses. Such research provides insight on the development of AL in theory and practice.
38
Shvindina, Hanna, Regina Veckalne, Inna Balahurovska, and Nataliia Khrin. "Development Features and Directions of Modern Management: In the Case of Ukrainian Health Care Institutions." Health Economics and Management Review 3, no. 1 (2022): 19–24. http://dx.doi.org/10.21272/hem.2022.1-02.
Full textAbstract:
The organization’s management performance is essential for modern managers who strive for positive work results and achievements in public life. The authors have emphasized that healthcare reformation requires the selection of effective management staff since changes in healthcare are designed to create conditions for the operation of patient-oriented medical institutions. This paper aims to study the issues related to the development of Ukrainian management in current conditions. The authors unveiled the effective interaction between the manager and subordinates in the view of healthcare peculiarities. The methodological basis of this research involved a systematic approach to investigating the theoretical aspects of management. The method of scientific literature analysis in healthcare management was applied. Tabular modeling is used to visualize the study results. The comparison method was used to explore the international management models. The study confirmed that effective communication between the manager and team is an essential management element. The principles of democratic leadership style to build an effective management model in health care institutions of Ukraine were analyzed. To better understand the peculiarities of health care, this paper considered the basic concepts of the study area (medicine, medical activities, and health care) and identified a logical connection between them. The study described the importance and specificity of healthcare for each member of society and the state. The findings showed that the main criteria for evaluating the efficiency of managers in healthcare institutions rest on their understanding of the need to provide quality medical services and develop leadership qualities. This study analyzed the domestic and foreign approaches to developing leadership qualities. The authors provided insight into the democratic style principles in the interaction between the leader, staff, and the business environment. The differences in Japanese, American, and European management models were analyzed. Based on the obtained results, this study proposed the theoretical management model in Ukrainian healthcare institutions to promote the development of organizations.
39
Parker, Michael L., and Eric Young. "HIGH-DENSITY APPLE ORCHARD MANAGEMENT TECHNIQUES EVALUATED FOR THE SOUTHEAST—YEAR 5." HortScience 31, no. 5 (1996): 749d—749. http://dx.doi.org/10.21273/hortsci.31.5.749d.
Full textAbstract:
Managing vegetative growth in higher density apple systems in the Southeast can be difficult due to the longer growing season. This study was initiated in 1990 to evaluate leader management techniques that have commercial potential for high-density systems in the Southeast. `Spur Galagored', `Jonagored', and `Red Fuji' apples on Mark root-stock were planted in the four major apple production regions of western North Carolina. The three leader management techniques evaluated were weak leader renewal, banding of the leader during the growing season (snaked leader), and leader heading with partial terminal leaf removal (H + PTLR) every 25 cm of leader growth. In the third year, branching was greatest for the snaked leader. In the fifth year, no differences in trunk cross-sectional area were detected between the leader management techniques. However, yields were significantly greater for trees managed with the snaked leader. Trees with the snaked leader yielded 44 kg/tree compared to 35 and 34 kg/tree for the H + PTLR and weak leader renewal, respectively. This illustrates that leader management techniques that use pruning or vegetation removal reduce the early production required of profitable high-density systems.
40
Barannikov, Konstantin, and Fayruza Ismagilova. "Interaction between manager and young professionals about their professional mistakes: An analysis using the focus group method." Организационная психология 12, no. 3 (2022): 70–91. http://dx.doi.org/10.17323/2312-5942-2022-12-3-70-91.
Full textAbstract:
The article presents the study of the interaction between managers and their young subordinates where both sides discuss the subordinate’s mistake. Purpose. The purpose of the study is to determine the psychological characteristics of such an interaction. Method. As a research method four focus groups for managers and their young subordinates have been used. All participants (N = 34) work in different branches at the Ural commercial and industrial company (Ekaterinburg, Kazan, Naberezhnye Chelny, Ufa, Tyumen and Perm). Each focus group was conducted remotely and lasted for 1.5 hours. The following variables were recorded for analysis: 1) the type of behavior of young subordinates (proactive or reactive); 2) interaction strategies (“win —win” or “win — lose”), 3) willingness of subordinates to acquire new knowledge through error analysis; 4) consistency of the positions of the leader and subordinate; 5) both sides’ mistakes in planning, organization of work and control. The total number of collected statements in the focus groups of managers turned out to be twice as high as the statements of young professionals. Findings. Two significant differences were revealed in the positions of managers and subordinates. They are the following: a) a different understanding of what kind of behavior is expected from a young employee — proactive or reactive; b) different attitudes towards compliance with organizational norms and standards. In addition, managers have shown that they do not have, or at least are not able to explicitly formulate their strategy for dealing with their subordinate’s mistakes. At the same time, they expect a “win — win” interaction strategy from him. Young subordinates also do not have sufficient competence to implement the win — win strategy when discussing their mistakes with the manager. The recommendations formulated based on the results of the study emphasize the importance of prescribing a strategy that is clear to managers for their work with the mistakes of a subordinate and an attentive attitude to his skills in planning, organizing and controlling work. As one of the effective tools, an algorithm for joint error analysisis proposed that allows you to transfer the conversation from an emotional plane to a constructive one. Practical value of the results and perspectives of the study. At the stage of professional growth, young specialists form the prerequisites for a strategy of systematic concealment of mistakes. This strategy’s psychological indicators are not only the fear of possible punishment, but also the lack of effective communicative, organizational, and operational competencies in both participants in the interaction “manager — specialist». In addition to the recommendations, this study allowed us totest the scenario of a focus group in organizational conditions, which can be used by organizational psychologists, consultants, personnel managers to identify contradictions in critical interactions abouterrors in the workplace. The recommendations proposed in the article may be relevant in the context of organizational changes, when employees’ errors become almost inevitable since the organization is implementing a new strategy. More in-depth research is needed to better understand the links between career orientations of a young specialist and his or her attitudes towards the “win — win” strategy in interaction with the employer.
41
Kłak, Dariusz, and Piotr Maziarz. "Contemporary leadership in the human capital of organization." VUZF Review 6, no. 2 (2021): 153–59. http://dx.doi.org/10.38188/2534-9228.21.2.18.
Full textAbstract:
The dynamics of changes taking place in the contemporary world increases the interest in leadership, which is one of the essential elements of their functioning for the organization, affecting the ability to achieve the goals with the extremely important role of the human capital, which due to the appropriate support and engagement of the leader determines the success of the organization. A contemporary leader, in order to meet the requirements of the complex environment of the organization and the expectations of employees, should be aware that he is unable to perform personally all organizational activities, he must rely on human capital. Leadership is inextricably linked with the broadly understood ability to influence employees, resulting in the effective performance of their assigned duties. That is why, leaders should have certain necessary qualities, constant self-improvement, and an appropriate background in the form of properly managed human capital. This article deals with the issue of leadership and its impact on the human capital of the organization. The attention is paid to theoretical framework regarding its essence and effectiveness, among which the distinguishing features of leaders, including the leader improvement are described. In the article it is also described the differences between management and leadership, as well as the leadership paradigms that differently emphasize the importance of employees and their engagement.
42
Irangani, Sagarika, Zhiqiang Liu, and Weedige Sampath Sanjeewa. "How a leader’s status distance stimulates employee job performance." International Journal of Research in Business and Social Science (2147- 4478) 8, no. 6 (2019): 116–28. http://dx.doi.org/10.20525/ijrbs.v8i6.530.
Full textAbstract:
Status is an important circumstance for People’s subjective “well-being, self-esteem, and mental and physical health”. The paper aimed to test how leader status stimulates the quality of employee job performance in the organization. We argue that in spite of the benefits of having low-status distance who be faced with a comparable loss of status individuals experience more “self-threat” and hence status is threatened tend to engage in disruptive behavior to deliberately inflicts others through actions such as disapproving and acting unkindly. consequently, when the leader -Team member relationship is worse less perception of leader provided less performance of team members and relatively more perception offered to better performance of employees. We investigated these assumptions involving 240 employees (N = 240). Our findings help to explain why leaders sometimes challenge others who present an immediate threat to their status. As such, we extend theorizing on the power distance, organizational bureaucracy, and leader-member exchange. Results from survey study show a curvilinear relationship between status distance and team member job performance, these detectings offer an empirical basis and theoretical inspiration to consider status distance as a critical variable in the possessions of status differences on interpersonal dynamics. Importantly, this work also offers an applicable and timely viewpoint for managers debating the cost and benefits of various hierarchical alignment in organizations.
43
Jendza, Dorota. "Leader vs team member - Differences in equality and hierarchical individualism and collectivism - the context of public and private organisations." Management 28, no. 2 (2024): 185–205. http://dx.doi.org/10.58691/man/195476.
Full textAbstract:
The aim of the study presented here is to identify differences in levels of individualism and equality collectivism and hierarchical individualism depending on the type of organisation and the organisational role performed. A total of 810 people took part in the study, representing organisations in the public and private sectors with different organisational roles. Participants answered questions on the scale on individualism and collectivism of equality and hierarchy (KIRH), constructed based on Singelis and Triandis' (1995) concept. The survey was conducted in May 2023 in Polish private and public organisations. A two-factor analysis of variance was used to determine differences in the level of hierarchical and equalitarian individualism and collectivism according to organisation type and organisational role in the research design of organisation type (public vs. private) x organisational role (managerial vs. employee). The research shows that the level of equality collectivism varies according to organisational role. It is higher among managers than among team members. The level of hierarchical collectivism varies according to the type of organisation and role. It is higher among team leaders in public organisations. No significant differences were found in the level of equality and hierarchical individualism between public and private organisations, as well as between managers and team members. The study confirms the existence of cultural differences between the public and private sectors and between managers and team members. The study highlights that the individual personality traits of team leaders may be as important in shaping employee behaviour as the type of organisation. The study is a pilot study.
44
Aroussi, Rachid Alami, Raed Saeed, Saida Harguem, and Zakariya Chabani. "Women Leadership during Crisis: How the COVID-19 Pandemic Revealed Leadership Effectiveness of Women Leaders in the UAE." Women Leadership during Crisis: How the COVID-19 Pandemic Revealed Leadership Effectiveness of Women Leaders in the UAE 21, no. 3 (2024): 100–120. https://doi.org/10.5281/zenodo.10637946.
Full textAbstract:
COVID-19 constitutes one of the major crises that managers have had to face in recenttimes. Managing businesses during a crisis requires effective Leadership guided byspecific behaviors and mindsets. Research by Harvard Business Review recently claimedthat women leaders outperformed men leaders on most leadership attributes during thepandemic (Post et al., 2019). However, not enough studies show how leadership styles areportrayed between men and women during the pandemic. This study explores thedifferences between women's and men's leadership practices during the COVID-19pandemic in the UAE context. In this research, we explore employees' perceptions of theLeadership styles their leaders demonstrated during COVID-19 within differentorganizations in the UAE. Four meta-categories were tested to differentiate men's andwomen's leadership behaviors during the pandemic crisis. Specifically, the task-oriented,relations-oriented, change-oriented, and external categories of leadership practices areassessed among the respondents. T-tests are used to determine the differences inmanagerial practices between men and women during the COVID-19 pandemic in theUAE context. Moreover, ANOVA, correlation analysis, and multiple regression analysisare used to compare women and men leader behaviors and their relation to leadershipeffectiveness based on the meta-categories of leadership practices. Results showedsignificant differences in leadership behaviors between men and women. Womendemonstrated higher task-oriented management practices than men during the COVID-19 pandemic.
45
Manning, Tony, and Bob Robertson. "Explorations into sex, gender and leadership in the UK Civil Service Part 1. Introduction, background and theoretical considerations." Industrial and Commercial Training 47, no. 5 (2015): 244–52. http://dx.doi.org/10.1108/ict-01-2015-0007.
Full textAbstract:
Purpose – This is the first of a three-part paper exploring the intersection between sex, gender and leadership in the UK Civil Service. The purpose of this paper is to introduce research by the authors into differences in the behaviour of men and women managers in the UK Civil Service, differences in 360 degree assessments of these behaviours and variations in the behaviours and assessments in different organisational contexts. This part of the paper sets the scene, and provides a literature review and a series of conjectures, derived from this review. Design/methodology/approach – This part of the paper outlines the training and development activities carried out by the authors and explains the target populations, the context in which managers operated and the part played by psychometric assessments in such activities. It then provides a literature review on the intersection of sex, gender and leadership. This looks at: the glass ceiling; leader preferences; gender stereotypes; gender stereotypes and leaders; attitudes towards women as leaders; leadership theories and gender stereotypes; sex differences in psychological traits; sex differences in leader behaviour and effectiveness. Finally, it presents a series of conjectures, derived from the literature review. Findings – The literature review shows that the playing field that constitutes managerial ranks continues to be tilted in favour of men and behaviours associated with the male stereotype, despite what leadership theories and field evidence would suggest. Research limitations/implications – The research was also a by-product of the authors’ training and development work, not a purpose-built research programme to explain the “glass ceiling”. It relates to the UK Civil Service and may not be relevant in other contexts. Practical implications – Later parts of the paper present prescriptions for minimising the impact of gender stereotypes, along with an evidence-based leadership framework. Training and development implications are presented. Findings are relevant to leaders, would be leaders and human resource professionals, including training and development specialists. Social implications – The vast majority of top leadership positions across the world are held by males rather than females. This prevents women from moving up the corporate ladder. This literature review describes the “glass ceiling” and explores what lies behind it. Originality/value – Research on sex differences in behaviour, gender stereotypes and situational differences in both, in the UK Civil Service, are all original. Of particular importance is the new evidence-based framework of leadership competences.
46
Jung, Yuhee, and Norihiko Takeuchi. "Gender differences in career planning and success." Journal of Managerial Psychology 31, no. 2 (2016): 603–23. http://dx.doi.org/10.1108/jmp-09-2014-0281.
Full textAbstract:
Purpose – The purpose of this paper is twofold. First, it attempts to examine how employees’ career planning (CP) interacts with the quality of leader-member exchange (LMX) to explain subjective career success. Second, the authors investigate how the pattern of such interactions differs between male and female employees. Design/methodology/approach – To increase the generalizability, the study tested hypotheses in two studies whose data were collected in different national settings. Study 1 was designed to analyze 144 Korean employees and Study 2 investigated 140 Japanese employees. Both groups of employees worked for privately owned firms. Findings – The authors found a three-way interaction effect between gender, CP, and LMX quality in predicting subjective career success. As hypothesized, the positive relationship between quality of LMX and subjective career success was stronger for males with high CP, whereas for females such a stronger relationship was found for women with low CP. Research limitations/implications – This study contributes to the literature in two ways. First, it extends career research by considering the interactive effects of individual and interpersonal factors on employees’ subjective career success. Second, it combines the research streams of social exchange theory (LMX), career theory (the boundaryless career), and gender theory (agentic and communal personality traits). This suggests that the ideas of the three theories could serve together as a useful framework for explaining gender differences in subjective career success through setting career goals and building relationships with supervisors. Practical implications – The findings have important practical implications for managers and leaders, who generally seek to motivate their employees toward career achievement. Originality/value – This study is one of the first to provide a new perspective for understanding the process by which men and women perceive their subjective career success differently with regard to social exchange relations with their supervisors and CP.
47
Klochko, O. A. "Mythoanalytical transformation of leadership in the modern world: sociological approach of G. Durand." Ukrainian Society 81, no. 2 (2022): 42–50. http://dx.doi.org/10.15407/socium2022.02.042.
Full textAbstract:
The mythoanalytical transformation of leadership in the context of modern concepts is analysed. The development of Ukrainian society is undergoing constant changes that require new leaders who can ensure constructive change. In the field of public administration, special attention needs to be paid to the issue of leadership, which is related to the generation of innovations and their implementation, resource issues of self-organisation. The theoretical foundations of leadership are considered, considering the main archetypal theories. The typology of M. Weber’s leadership is revealed based on the sense of social approval and expressed trust and reveals the following leadership legitimacy: traditional, charismatic, and rational-legal. The key differences between the concepts of “leader” and “manager” are highlighted. O. Neuberger’s typology of archetypal patterns of leadership is outlined, and their timeless, structural manifestations and determinants of interactions are revealed. Possibilities of applying the basic ideas of Durand’s sociology in modern concepts of leadership through the representation of symbolic structures that create meaning, structuring the basic guidelines of experience and actions, depending on individual interpretive abilities and continuous exchange between man and culture, demonstrating powerful psychoenergetic potential. The possibility of using a sociological approach to outline the determinants of leadership activity is substantiated. This approach is based on the ideas of psychoanalysis, deep psychology, structural and political anthropology, phenomenology, and ethology. It is noted that the fundamental concept of Durand’s theory of imagination is the imaginary. Peculiarities in applying mythoanalysis to public administration in the context of transformational leadership are considered. Leadership’s cognitive and emotional assets are considered to substantiate modern leaders’ innovation and self-realisation potential. Features of the mythocritical and mythoanalytical method of G. Durand are presented.
48
Szymanska, Izabela I., and Beth A. Rubin. "Gender and relationship differences in the perceptions of male and female leadership." Gender in Management: An International Journal 33, no. 4 (2018): 254–81. http://dx.doi.org/10.1108/gm-06-2016-0127.
Full textAbstract:
Purpose This research aims to investigate the differences in evaluations of job performance between male and female managers by those managers’ immediate bosses and peers. Design/methodology/approach Drawing on gender structure theory, along with ideas about status characteristics, the authors use hierarchical regression to test the hypotheses that male and female bosses and peers deferentially evaluate the male and female manager’s global job performance. The authors hypothesize significant two-way interactions (gender of the manager by gender of evaluator) in predicting a manager’s job performance. Findings The results suggest that while male peers rate female managers’ job performance significantly lower than that of male managers, female peers do not discriminate between genders in their performance evaluations. Also, managers’ bosses were found not to discriminate between genders of their subordinates. Research limitations/implications The limitations of this study have to do primarily with the data. While the data are rich on some dimensions, they are weak on others, especially with regard to the detail about the jobs the respondents did, detailed level of familiarity with the evaluated managers, as well as racial background. The data also do not provide information on the different facets of job performance, the evaluation of which could potentially be impacted by managerial gender; this study is focused exclusively on global job performance. Practical implications The authors discuss various theoretical explanations of this pattern of results, as well as its possible influence on female managers’ careers. Although the effect size of the negative bias that male peers exhibit toward female managers is relatively small, it may be argued that lower performance assessments can accumulate over years in multiple job evaluations, negatively affecting the career of female leaders. Originality/value The evaluations supplied by different organizational members gain importance with the increased use of 360-degree feedback instruments not just for developmental but also for the job performance appraisal purposes. While the job evaluations of managers’ bosses have been investigated in the past with regard to the possible gender bias, this study provides the first known to the authors’, evidence. Also, this study points to a direct bias in performance assessments, rather than a potentially more subtle, non-performance-based bias that affects the disparities in wages and promotions of female managers. Thus, this study helps to fill a significant gap in the literature on organizations and it may have practical implications for the advancement of female managers. In addition to this contribution, this study also provides data that may be useful in resolving the ongoing debate whether female bosses act more as cogs in the machine or as change agents in organizations.
49
Hartijasti, Yanki, Dodi Wirawan Irawanto, and Asri Laksmi Riani. "Perceived Leadership Behaviors among Multigenerational Managers." 11th GLOBAL CONFERENCE ON BUSINESS AND SOCIAL SCIENCES 11, no. 1 (2020): 164. http://dx.doi.org/10.35609/gcbssproceeding.2020.11(164).
Full textAbstract:
Managing four generations with different set of beliefs, values and attitudes is a critical challenge for an organization. Intergenerational conflict may emerge from diverse preferences and misinterpretation of words and actions. For instance, in the digital era tech-savvy millennials wanted to have flexible work schedules (Clendon & Walker, 2012) and less interaction with their managers (Schultz & Schwepker, 2012). Meanwhile, Baby Boomer managers preferred direct communication (Holian, 2015) because they wanted to have face-to-face discussion. Additionally, in many organizations Baby Boomer managers were still implementing command-and-control management (Faller & Gogek, 2019), while Gen Y and Gen Z workforce favored constructive feedbacks (Anderson & Buchko, 2016). For young workforce, specifically Gen Z, if their managers practice the traditional boss-subordinate relationship, they prefer to quit and move to another company. On the one hand generational diversity is an advantage, but on the other hand it can be disastrous if not handled well. Leaders are expected to minimize workplace miscommunication and conflict arising from multigenerational differences between staff and managers to attain organizational performance. To date, many leadership styles have been researched, however Leadership Behavior Description Questionnaire XII has been the most widely used to measure how a leader should behave to reduce conflict in the multigenerational work environment, criticize poor work of older-generation followers, and emphasize on high levels of performance (Littrell et al., 2018). The objectives of this study are to investigate the perceived leadership behaviors and the differences in perceived leadership behavior among multigenerational managers. Keywords: Gen Y, Indonesia, LBDQ-XII, Multigenerational Workforce, Perceived Leadership Behavior
50
Syahril, Syahril. "Pengelolaan Konflik di Sekolah." Pedagogi: Jurnal Ilmu Pendidikan 12, no. 2 (2012): 99. http://dx.doi.org/10.24036/pendidikan.v12i2.2211.
Full textAbstract:
Conflict is a disagreement that occurred within individual between individual, intrapersonal, interpersonal, between group, between organization, or inter organization. Many factors cause conflicts such as, disagreements, misunderstandings, differences in the role (superiors and subordinates), and ambition for power. The impact of conflict within the organization can be positive and negative. Therefore, every leader must be able to manage properly the conflicts. In general there are five strategies can be used to conflict in the an organization avoidance themselves, competition, adjust, compromise and calaboration