Academic literature on the topic 'Effective leadership behaviours'
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Journal articles on the topic "Effective leadership behaviours"
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Vilkinas, Tricia, Duncan William Murray, and Sarah Mei Yi Chua. "Effective leadership." Leadership & Organization Development Journal 41, no. 1 (December 11, 2019): 147–63. http://dx.doi.org/10.1108/lodj-12-2018-0435.
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Purpose The purpose of this paper is to propose a model of effective managerial leadership that incorporates the motivation of leaders to lead, their leadership behaviours and their reflective and learning ability (integrator). This model seeks to provide a more complete picture on the factors that contribute to effective leadership. Drawing on Quinn’s (1984) competing values framework and Vilkinas and Cartan’s (2001) integrated competing values framework, this study addresses the question of what motivates leaders to engage in effective leadership behaviours. Design/methodology/approach The current study examines the effects of motivation to lead (MTL), the integrator and behavioural repertoire on leadership effectiveness of 439 managers. Data were gathered in an online questionnaire using the online survey tool “Survey Monkey”. Findings Results show that the integrator (Vilkinas and Cartan, 2001) and the behavioural repertoire (Hooijberg, 1996) are significant predictors of leadership effectiveness. Affective identity and social-normative motivations to lead are strong predictors of leadership effectiveness, while non-calculative is a weaker predictor. Research limitations/implications The study is limited by the use of self-perceptions. Future research could broaden the current results by including perceptions of work colleagues. Practical implications The results have implications for human resource managers as regards selecting and developing leaders. Originality/value This study is the first to examine the ways in which the integrator, behavioural repertoire and MTL predict leadership effectiveness.
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Shah, Sobia Shafaq, Asif Ali Shah, and Arjumand Bano Soomro. "Effective Leadership Conceptualization in Higher Education Context." Sukkur IBA Journal of Management and Business 8, no. 1 (April 8, 2021): 1–14. http://dx.doi.org/10.30537/sijmb.v8i1.296.
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The relevancy and significance of effective leadership has been emphasised in every setting, situation and context. The conceptualisation of effective leadership embedded in multiple perspectives due to the contextualised nature of leadership. The significance of higher education institutions and the necessity to manifest effective leadership in educational context entails empirical research and deep down understanding. Keeping in view the elusive nature of effective leadership and pivotal role of department head, this research endeavour aimed at exploring faculty members’ perceptions concerning their conceptualisation of effective department leadership. Drawn from inductive research approach, semi-structured interviews were conducted from twelve faculty members of public university of Pakistan, located in Sindh province. The study findings highlighted thirteen important behaviours in relation to manifesting effective leadership by department heads. Notably, the majority of highlighted leadership behaviours appeared closely aligned with various dimensions of transformational leadership. However, there is need to conduct further research studies with larger sample to endorse the effective leadership conceptualisation in Pakistani higher education context.
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Magombo-Bwanali, Neria. "Relationship between Leader Behaviours and Subordinates’ Work Performance." International Journal of Research in Business and Social Science (2147-4478) 8, no. 1 (February 24, 2019): 50–63. http://dx.doi.org/10.20525/ijrbs.v8i1.180.
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The paper assesses the relationship between leader behaviours and subordinates’ work performance in the context of tax administration. Data were collected in Malawi using two validated questionnaires administered online for subordinates and team leaders at a field office of a tax administration. Frequency distributions were used to identify dominant primary leader behaviours and the Spearman’s rank-order correlation analysis was used to assess the relationship between leader behaviours and subordinates’ work performance. Participative path-goal leadership behaviour is the most common primary leadership behaviour that team leaders in tax administration employ. Secondly, supportive and achievement oriented leader behaviours have a significant relationship with subordinates’ work performance in tax administration. The study concluded that achievement oriented path-goal leadership behaviour could be effective for public organisations involved in law enforcement. It is recommended that leaders should conduct a self-assessment of their leadership; adopt the relations-oriented leadership behaviours and incorporate coaching during performance evaluation exercise; and that organisations should equip leaders with leadership and management skills through training.The study is limited by the small sample-size, therefore, future studies could repeat the assessment with a larger sample and determine the mathematical equations for predicting the effect of each leadership behaviour on subordinates’ work performance.
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Aypay, Ahmet, İsmail Kaşarcı, Ayşe Dönmez, and Murat Özdemir. "Uncovering Teachers’ Implicit Leadership Theories for School Administrators: A Qualitative Inquiry." Responsible Education, Learning and Teaching in Emerging Economies 3, no. 2 (December 31, 2021): 71–80. http://dx.doi.org/10.26710/relate.v3i2.2153.
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Purpose: This study attempted to expand the existing knowledge regarding school administrators’ effective and ineffective leadership behaviours and traits based on the perceptions of teacher respondents.
Design/Methodology/Approach: The basic interpretive qualitative approach was adopted to scrutinize and discover the cultural attributions of the participating teachers. Research data were collected from 64 teachers working at a metropolitan city centre in mid-western Turkey. The respondents were asked to list the effective and ineffective characteristics of a school leader.
Findings: A total of 379 expressions (249 effective, 130 ineffective) defining leader behaviours and traits were obtained. On average, there were 5.92 (SD: 2.06; min.=2, max.=9) expressions per participating teacher. We found seven effective leader behavioural themes with a total of 38 leader attributes and five ineffective leader behavioural themes with 27 leader attributes.
Implications/Originality/Value: A seven-themed taxonomy of educational leadership behaviours was created. The results implied that communication skills and being an expert in the post are crucial as highlighted both by effective and ineffective leader attributes. The paper was concluded by offering some implications.
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Manning, Tony, and Bob Robertson. "A three factor model of followership: part 3 – research on followership, a three factor followership framework and practical implications." Industrial and Commercial Training 48, no. 8 (October 3, 2016): 400–408. http://dx.doi.org/10.1108/ict-01-2016-0005.
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Purpose The first part of this paper pointed out that theory and research on followership is less extensive and less well known than that on leadership. It then described a three factor model of leadership and suggested it could be applied to and was consistent with other work on followership. The second part of the paper presented empirical evidence supporting the three factor model of leadership and justifying its extension and application to the full range of team roles, including follower and co-worker roles, as well as leader roles. This part of the paper looks specifically at follower roles and followership. Research findings are used to develop and describe a three factor model of follower behaviour. The paper aims to discuss these issues. Design/methodology/approach A mixed group of managers, mainly from the UK public sector, completed a variety of self-assessment questionnaires, had 360 degree assessments completed on them, and provided information on their work role and situation. Research looked at the degree of correlation between variables and its statistical significance. This was used to assess the internal reliability and external validity of three factor measures of leader behaviours and team role behaviours. Information on contextual variables was used to measure leader and follower situations and develop leader-follower scales that were used to identify behaviours used by followers. In total, 360 degree assessments were also used to identify behaviours that are most and least valued when used by followers. Findings The findings presented in the second part of this paper provided empirical support for the three factor model of leadership and its extension to the full range of team roles. The findings presented in this part of the paper identify behaviours used by individuals in follower roles and behaviours valued when used by individuals in such roles. By combining these two sets of findings, it was possible to produce a three factor model of effective follower behaviour, with each metacategory consisting of five behaviour sets and each set made up of four specific behaviours. Research limitations/implications Effective organisations need effective followers and effective leaders. Moreover, the skills of the effective leader develop out of and build on those of the effective follower. Effective leaders and followers use essentially the same skills but use them in different situations, playing different roles. The research was carried out on a diverse sample of managers, drawn mainly from the UK public sector. However, it would be useful to extend the research to other populations. Practical implications The findings provide evidence-based descriptions of effective follower behaviours. These have practical implications for leaders and for followers, as well those involved in their training and development. They establish the content of developmental activities for effective followers and indicate how the training and development of followers underpins that of leaders. Social implications The findings challenge the widely held pre-occupation with leadership and the associated view that it is qualitatively different from and superior to leadership. In so doing, the three factor model of followership offers a challenge to the cult of leadership. Originality/value This is the first published research to present empirical evidence supporting the three factor model of followership. In the research process, scales were developed to assess leader and follower roles and used to identify behaviours used by followers. They were also used in further research identifying behaviours most and least valued when used by followers. The instruments and the associated research were original.
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IGNATESCU, Camelia, Lutfi UREDI, and Pelin KOSECE. "Ethical Leadership Role and Behaviors of Teachers in the Context of Effective Classroom Management." Revista de Cercetare si Interventie Sociala 73 (June 15, 2021): 34–56. http://dx.doi.org/10.33788/rcis.73.3.
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This research is a qualitative study carried out for determining the views of teachers carrying on their duties in elementary and secondary education institutions towards the effect of ethical leadership behaviours upon classroom management. The data related to the research was collected through the interviews with the teachers who participated into the research in a period from October 2019 to October 2020 in Turkey. It was noticed that definitions of the teachers who participated into the research related to teacher leadership were shaped in accordance with their personal attitudes and traits. The participants mostly defined teacher leadership as being a role model and orienting the students. Namely, the participants considered that teacher leadership in classroom should be there for being a guide for the students and orienting them, and teachers should present model behaviours. The teachers who participated into the research also considered that teacher leadership in the classroom should be ethical. The participants especially emphasized that this leadership should have an ethical property related to mutual role balance, leadership shared with the students in the classroom, democratic attitude and respect to individuals. When teachers’ ways of using their leadership roles in the classroom were analyzed, it was noticed that the teachers mostly presented behaviours for orientation, and focused mostly on student-cantered educational activities. The ethical behaviours participant teachers used mostly in classroom management were concluded to be behaving equally to the students, determining and practicing the classroom rules together, and regarding the individual differences.
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Sağlam, Mehmet Hilmi, and Yusuf Alpaydın. "The Relationship between School Administrators Personalities and Servant Leadership Behaviours." Journal of Education and Training Studies 5, no. 8 (July 21, 2017): 106. http://dx.doi.org/10.11114/jets.v5i8.2474.
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In a globalized world, people's financial opportunities are increasing. However, their spiritual and moral behaviour is diminishing. This situation can be seen in both people and institutions, especially in the education sector. Servant Leadership, which presents a new perspective on this humanitarian crisis, is a modern leadership approach. An effective and successful school comprises managers with strong personalities and effective leadership methods. The main purpose of this research is to examine the relationship between the personalities of school administrators and their servant leadership behaviours. A correlational research model was used in the research. The participants constituted 14.135 teachers working in schools in the province of Denizli, a city in Turkey, in the academic year of 2016–2017. The sample comprised 327 teachers selected using the convenient easy sampling method. A personal information form prepared by the researcher, compriseing the Servant Leadership Scale and the Adjective Based Personality Test (ABPT) was used in the research. The research data was analysed with the IBM SPSS 21.0 package software program. As a result of the analyses made, a high positive correlation was found between school administrator personalities and Servant Leadership behaviours (r = .764).
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Franken, Esme, and Geoff Plimmer. "Mediocre and harmful public sector leadership." International Journal of Public Leadership 15, no. 4 (October 31, 2019): 274–86. http://dx.doi.org/10.1108/ijpl-09-2019-0058.
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Purpose Leadership matters in public contexts. It influences employee development and, in turn, the effective delivery of public services. Harmful leadership limits the fulfilment of both these requirements. Although there are many studies of public leadership, few explore aspects of poor leadership focusing on leading people, in the unique public sector context. The purpose of this paper is to explore the public sector environment as one that can enable harmful leadership, and identifies what those aspects of harmful behaviours are. In particular, it focuses on common, day-to-day forms of harmful mediocre leadership rather than more dramatic, but rarer, forms of destructive or toxic leadership. Design/methodology/approach The study was conducted over three phases. In study one (N=10) interviews using the critical incident technique identified harmful behaviours. Study two (N=10) identified perceived causal processes and outcomes of these processes. Study three was a validation check using two focus groups (n=7) and two further interviews (n=6). Findings Four dimensions of harmful behaviour were found: micromanagement, managing up but not down, low social and career support and reactive leadership. Several pathways to harm were found, including lessened employee confidence, motivation, collaboration, learning and development. Research limitations/implications This research is limited by a small sample and data collected in one public sector system. But its implications are still meaningful. The research identified some ways that harmful leadership can occur, that is missed in existing studies of harmful leadership, which tend to focus on more toxic forms of harm. The role of NPM and other reforms as important shapers of current leadership behaviours are also discussed. Practical implications To address these behaviours further investment in leadership development, selection and performance management is recommended. Social implications Social implications include the hindering of effective service delivery and limited ability to deal with increasingly dynamic and complicated problem. Originality/value Public sector leadership studies are often rose tinted, or describe what should be. Instead, this paper describes what sometimes is, in terms of day-to-day mediocre but harmful leadership.
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Khandekar, Rajendra. "The ZP Framework and Effective Leadership Behaviour in Problematic, Non-Problematic and Issue-Ridden Situations." FIIB Business Review 8, no. 3 (September 2019): 177–85. http://dx.doi.org/10.1177/2319714519869072.
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A review of leadership literature reveals three patterns. First, all leadership theories address problematic situations. Second, leadership theories address problems at increasingly complex levels of social systems from individual to relationships to groups to organizations and finally societies. Third, leadership theories imply that an effective leader identifies, flexibly prioritizes and acts accordingly on task and emotional problems confronting the social system to achieve goals. This paper reframes the concept of ‘situation’ using the Zeroth P (ZP) framework to integrate the above three patterns. The ZP framework provides a way to sort situations into four different types of problematic and non-problematic situations. It is proposed that each type of situation requires different types of leader behaviours. The proposed appropriate combinations are: Celebratory behaviour in a non-problematic situation when what is happening is what should be happening; Boundary-clarifying behaviour, in a non-problematic situation where nothing is happening that should not be happening; Rebellious behaviour when what is happening should not be happening; and Visionary/Innovative behaviour when the leader envisions a better world or situation that does not yet exist, but should exist. Application of the framework is illustrated at the individual and group levels, and research avenues are pointed out.
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Minelgaitė, Inga, Romie F. Littrell, and Vida Škudienė. "Preferred Leader Behaviour in the Business Sector of Lithuania: Follower Diversity Perspective." Organizations and Markets in Emerging Economies 9, no. 2 (December 31, 2018): 272–91. http://dx.doi.org/10.15388/omee.2018.10.00014.
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Leadership roles in sustaining effective management have recently become paramount due to the need to keep up with the fast technical and societal developments. Moreover, business sectors in the postcommunist transformation settings are facing distinct leadership challenges suggesting a different pattern of leadership behaviour. The main contribution of this study was to build on follower-centric approach in leadership and investigate followers’ diversity in regard to leader behaviour preferences as a means to benchmark followers’ attitudes in the post-communist country still undergoing societal cultural shift. The purpose of the study was to investigate the leadership behaviours in Lithuanian cultural context. This study used 129 responses to the Leader Behaviour Description Questionnaire XII in order to identify the followers’ preferences of the leadership behaviour. ANOVA and correlation analyses were used to identify how followers’ age, level of education, and gender are related to leadership behaviour. The results indicated significant differences in regard to gender and education level of the follower towards the desired leader behaviour. However, the age of the follower did not affect leader behaviour preferences. This indicates that followers in Lithuania have diverse attitudes towards perception of effective leadership. Studying leader behaviour within the context of the followers’ socio-demographic characteristics contributes to the increase of knowledge about leadership behaviour in post-communist emerging economies.
Dissertations / Theses on the topic "Effective leadership behaviours"
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Kwok, Kai Ming Kwok Kai. "Effective leadership behaviours of private secondary school principals in Hong Kong." Thesis, Durham University, 2009. http://etheses.dur.ac.uk/1951/.
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The purpose of this qualitative study was to examine the principal's leadership behaviours of private secondary schools in Hong Kong with respect to the effect of a principal's leadership behaviours on students' enrollment as perceived by teachers and senior teachers. The private secondary schools principals, more than anyone else, have the capacity to create conditions for the teachers, students and parents that influence student enrollment. The literature review has shown evidence on the importance of leadership behaviours of principals in general but there is limited evidence on how teachers perceive the effects of leadership. Therefore, a study on teachers' perceptions of the impact of leadership behaviours on student enrollment was carried out as opposed to a study of the direct impact of leadership on enrollment. The effective leadership behaviours of private secondary school principals were studied from different perspectives of teaching staffs such as (a) principals; (b) senior teachers; and (c) teachers in Hong Kong. Three research questions were answered with data collected using a survey instrument, Leadership Practices Inventory (LPI) (Kouzes & Posner, 2003), and interview instrument, Leader Effectiveness Index (LEI) (Moss et al., 1994). The leadership practices or behaviours rated or ranked high from both the frequency count (Gall et al., 1996) derived from the interview transcript using the Leader Effectiveness Index (Moss et al., 1994) and the questionnaire, Leadership Practices Inventory (Kouzes and Posner, 2003). This study was a crosscase analysis (Creswell, 1998) in a multiple-case study (Yin, 1993), the results were summed up from the number of frequency-count recording. The different leadership ii behaviours of the principals are perceived by the teachers and senior teachers to affect the students' enrollment. Researcher bias is clarified by providing the Researcher's Background (Creswell, 1988; Stake, 1995). Three Leadership practices: (a) Modelling the Way, (b) Encouraging the Heart, and (c) Inspiring the Shared Vision (Kouzes & Posner, 2003) were found to be the principal's leadership behaviours to affect the students' enrollment as perceived by the senior teachers and teachers. Results indicated Modelling the Way may be a key factor or practice to influence the students' enrollment. After analyzing the data, it is shown that the teachers and senior teachers perceived that the key practices of Encouraging the Heart and Inspiring a Shared Vision may also influence the students' enrollment. These findings are also supported by Peyer's (1995) and Marley's (2003) studies conducted on high school students entering the college or university, where modelling the way, encouraging the heart and inspiring the shared vision (with the exception of the leadership practice of "enabling others to act") were found to be explicit behaviours practised by principals. This study has implications for the preparation and in-service training of the principals or administrators who consider the effect of principal's leadership behaviours on students' enrollment. iii
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Wang, Jian. "Effective leadership behaviours to manage people issues of cross border mergers and aquisitions in China." Thesis, Federation Business School, 2015. http://researchonline.federation.edu.au/vital/access/HandleResolver/1959.17/157626.
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The aim of this research is to identify the effective leadership behaviours in managing people issues of a British-Chinese cross border acquisition case study in China. There are three areas involved in this study: people issues in mergers and acquisitions (M&As), cross culture differences and cross culture leadership. The knowledge gap identified from past research is that there appears to be no in-depth empirical study to date on an integrated model of the three areas noted above to have a holistic understanding of their influence on the success or failure of M&As, especially in the context of cross border M&As in China. This is the focus of this research. The objectives of this research are to identify how leaders have managed cross culture issues, communications, employees’ resistance, stress and trust in a Western-Chinese cross border acquisition as well as the perceived effectiveness of these leadership behaviours both from the perspectives of Chinese employees and the western managers. The conceptual framework of this research adopted and built on the theoretical model of Project GLOBE. Findings from this study suggest a ‘multiplier’ effect with impact across all the people issues in this cross border acquisition, which means that when one people issue is not managed well by the leadership team, other people issues are triggered. The outcome of this acquisition was influenced by the integrated and holistic effect of all the people issues. In this study, management of people issues in a cross-culture environment was fundamental. There are seven culture dimensions proposed by this study to measure the organisational culture differences pre- and post-acquisition as influenced by both Chinese and British cultures. Specific cultural behaviours related to the proposed seven culture dimensions were also identified. Organisation culture clash was found with the post-acquisition organisation culture which influenced the leadership behaviours in managing the people issues and the perceived effectiveness of the leadership behaviours. This study contributes to existing knowledge by adding the integrated dimension of effective leadership behaviours in managing people issues in a cross culture context of M&As in China as well as extending the theoretical model of Project GLOBE. The practical learning from this study could help leaders in future M&As to take effective actions in managing people issues to improve the success rate of cross border M&As in China which can potentially contribute to the economic development of China and other developing countries.Doctor of Philosophy
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Pinto, Derek Adrian. "EFFECTIVE PRINCIPAL LEADERSHIP BEHAVIOR: THE STUDENT PERSPECTIVE." CSUSB ScholarWorks, 2014. https://scholarworks.lib.csusb.edu/etd/11.
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ABSTRACT
As Gentilucci and Muto (2007) proposed, Principals need to find strategies and tactics to have direct, positive effects on Students. Little research has been done which takes the key stakeholder perspective, the Student, into account. Students’ perspectives may be critical as they are the focus educational services delivered, and may have insights into how they might best be served.
The primary focus of this exploratory research was to examine Students’ perspectives on effective Principal leadership behavior. This subjectivist research paradigm, or “insider perspective” (Gentilucci, 2004; Gentilucci & Muto, 2007) was important in determining the effectiveness of Principal leadership. The secondary purpose of the study was to examine perceptions from Educators’ and Students’ perspectives; and, thirdly, to determine the congruence between these perspectives.
This mixed-methods research work involved completion of the Vanderbilt Assessment of Educational Leadership (VAL-ED), by 31 Educators at four schools to collect Educators’ ratings of their Principal’s effective Principal leadership behaviors. Twenty Grade 5 Students participated in one-on-one interviews, to provide Students’ perspectives, which were analyzed through a phenomenological approach.
Key findings which emerged: uncovering Educators’ and Students’ perspectives of the effective leadership behavior of the participating principals; the lack of congruence between Educators’ and Students’ perspectives; and four themes revealed through an analysis of Students’ interview data were found in contemporary models of effective Principal leadership behaviors. Student voices identified leadership behaviors which improve student achievement.
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Walter, Frank. "The development of effective leadership investigating the antecedents of charismatic and prevention-oriented leadership behaviors /." lizenzfrei, 2007. http://www.biblio.unisg.ch/www/edis.nsf/wwwDisplayIdentifier/3415.
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Berkow, Ken. "Importance of Effective Leadership for the Success of Mergers and Acquisitions." Thesis, Pepperdine University, 2017. http://pqdtopen.proquest.com/#viewpdf?dispub=10267531.
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This study explores the importance of effective leadership on the success of mergers and acquisitions for the organization and employees of merged companies. More precisely, this study addresses how the nature and influence of leadership and leadership styles impact the integration of merging companies and their employees during the post-merger integration process. Qualitative data from 10 interviews was used to provide a deeper examination of the study participants about their beliefs, responses, opinions, and points of view. This study supports much of the current research in that leadership style does have an effect on both merger and employee satisfaction. This study found that leadership styles should be a key component for organizations to review and take under serious consideration, when preparing and planning for a merger.
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Powell, Susan T. "Leadership and School Success: The Practices and Behaviors of Principals in Successful At-risk Schools." Diss., Virginia Tech, 2004. http://hdl.handle.net/10919/29892.
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Students in many at-risk schools are not achieving at the same academic levels as their counterparts in middle-class schools. Many live in poverty, lack background experiences that would help them be successful, have parents who have not completed high school and may not speak English as their first language. The challenge for educators is how to ensure these students are successful despite these obstacles. This is even more critical today due to the rigid standards set by both state and federal legislation with the advent of the Standard of Learning tests in Virginia and the federal No Child Left Behind legislation. Students not meeting these standards will not be eligible to graduate from high school, a prerequisite for social and economic success in our society. A review of the literature indicates that the behaviors and practices of the principal influence and contribute to the success of students and leads to the thesis of this study: Effective leadership contributes to school success. Two key questions are asked: "What are the leadership behaviors and practices of principals in highly successful school with high concentrations of at-risk students?" and "How do principals in these schools influence the learning outcomes to close the achievement gap?" This study answers these questions by examining the behaviors and practices of principals in successful at-risk schools with a study of one successful at-risk school supported by a survey of the teachers in that school and two other successful at-risk schools. The findings led to some of the following conclusions: the vision of the principal is paramount for school success; the culture of the school must be as nurturing to teachers as the students; the teaching of the curriculum is foremost; the principal protects time for teaching and provides programs to address individual students' differences; the culture must embrace families as it does teachers and students; the principal is sometimes a "benign dictator" who makes decisions without the consideration of the teachers, and the primary job of the principal is instructional leader. Some of the recommendations propose that principals in at-risk schools know and articulate a vision for their schools success; create a warm and nurturing environment for all stakeholders; know the curriculum and recognize effective classroom instruction; provide programs that address individual students' needs and time on task for learning; understand when they must be the "benign dictator" instead of a collaborative leader; and use effective managerial skills in order to perform the primary job of principal: instructional leader.Ph. D.
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Steger, Melissa. "Perceptions of Principal Behaviors Associated with Effective Implementation of Professional Learning Communities." ScholarWorks, 2018. https://scholarworks.waldenu.edu/dissertations/5131.
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The problem addressed in the study was the ineffectiveness of professional learning community (PLC) implementation at some secondary campuses in an urban school district despite extensive professional development (PD) provided for principals. The purpose was to investigate perceptions of principals and teachers regarding principal leadership behaviors that contributed to implementing and leading effective PLCs. Researchers have established that effectively managed PLCs positively affect student achievement. The guiding research questions examined the leadership styles, behaviors, and characteristics of principals leading effective PLCs. The conceptual framework was Hord's 5 characteristics of an effective PLC. Using an exploratory case study design, perceptions of 9 teachers and 2 principals were investigated through open-ended surveys and interviews, respectively. Participant inclusion criteria were membership in and presence during the implementation of 2 secondary PLCs which were selected based on evidence of Hord's 5 characteristics. Emergent coding was used to analyze the data and find themes relevant to leading effective PLCs, including participating in and developing PLC expectations and structures, effective 2-way communication with teachers, and teacher empowerment. All themes emerging from the results were components of a transformational leadership style found to be effective in leading PLCs. The resulting project was a PD program for principals to develop implementation plans and intentional behaviors for themselves that will enable them to implement and sustain effective PLCs. This study has the potential to promote positive social change by providing structures for principals to promote teacher growth through PLCs that enhance the quality of education for students which minimizes the effects of cultural and circumstantial differences.
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Rubio, Ryan. "Effective Implementation Practices of Restorative Justice| A Qualitative Case Study." Thesis, University of La Verne, 2018. http://pqdtopen.proquest.com/#viewpdf?dispub=10822810.
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Purpose: The purpose of this qualitative case study was to identify strategies related to the successful implementation of restorative justice practices and to uncover the extent to which the strategies decreased off-campus suspension rates and office discipline referrals in five public schools in the San Bernardino City Unified School District.
Methodology: In this qualitative case study, 10 research participants who were involved in the first three years of implementation of restorative justice practices at their school sites were interviewed. Face-to-face interviews utilizing open-ended questions were used to answer the research questions.
Findings: The data identified four major findings related to the implementation of restorative justice practices: (1) 100% of research participants indicated that having restorative conversations with students was a vital strategy that greatly contributed to lowering office discipline referrals and off-campus suspensions; (2) 90% of research participants stated that having district-provided professional development and support was necessary for effective implementation of restorative practices; (3) when comparing the suspension data for the five schools and the district, 80% of schools had significant decreases in the total number of suspensions; and (4) 80% of research participants indicated that adequate time to prepare for and implement restorative justice practices was a significant factor to consider when looking at implementing restorative practices.
Conclusions: Implementation of restorative justice practices can take many different forms. The data presented in this research study agreed with information found in the literature regarding implementation of restorative practices. Having an established restorative justice team, providing training on restorative practices, and assigning someone to support implementation were key components of effective implementation.
Recommendations: While the study brought to the surface several findings consistent with current literature, other areas in need of further research were identified. First, this study could be replicated on high school campuses to see the impact restorative practices may have on lowering suspension rates. Second, research could be conducted on district-level restorative practices like Youth Court. Third, principals’ perceptions regarding the effectiveness of restorative practices could be studied.
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Velasco, Moreno Ferran. "Effective Goal Setting in Leadership Development Programs." Doctoral thesis, Universitat Ramon Llull, 2019. http://hdl.handle.net/10803/667295.
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Cada vegada més professionals s’inscriuen a programes de formació executiva, especialment a aquells orientats al desenvolupament directiu, amb l’objectiu d’embarcar en una transició personal o professional. En conseqüència, quan es demana als participants d’aquests programes establir objectius de desenvolupament i definir els corresponents plans d’acció, els participants inclouen no només el desenvolupament de competències de lideratge sinó que freqüentment també inclouen aspiracions personals i objectius de carrera a més llarg termini. El propòsit d’aquesta recerca és descobrir com el procés de fixació d’objectius en programes de desenvolupament directiu pot ser més eficaç i ajudar als participants a avançar cap als objectius establerts. Per contestar aquesta pregunta de recerca, primer hem desenvolupat una escala que mesura el progrés cap als objectius. Aquesta mesura ha estat després utilitzada en un estudi exploratori com a variable de criteri per tal de desenvolupar un codi que avalua la qualitat dels objectius i plans d’acció. Els resultats d’aquest estudi mostren que la fixació d’objectius és més eficaç quan (1) parteix d’una visió específica, (2) articula una narrativa d’objectius en forma de full de ruta, (3) inclou intencions de buscar informació i (4) intencions d’actuar. Finalment, aquests resultats han estat validats mitjançant una intervenció en el programa MBA executiu de ESADE. Més enllà de la contribució teòrica a la literatura sobre la fixació d’objectius, aquesta recerca té implicacions pràctiques immediates ja que els programes de desenvolupament directiu la poden utilitzar com a guia per augmentar l’eficàcia del procés de fixació d’objectius, i conseqüentment per ajudar els seus participants a avançar en l’assoliment de les seves aspiracions professionals i personals.Cada vez más profesionales se inscriben en programas de formación ejecutiva, especialmente en aquellos orientados al desarrollo directivo, con el objetivo de embarcar en una transición personal o profesional. En consecuencia, cuando se pide a los participantes de estos programas establecer objetivos de desarrollo y definir los correspondientes planes de acción, los participantes incluyen no solo el desarrollo de competencias de liderazgo, sino que frecuentemente también incluyen aspiraciones personales y objetivos de carrera a más largo plazo. El propósito de esta investigación es descubrir cómo el proceso de fijación de objetivos en programas de desarrollo directivo puede ser más eficaz y ayudar a los participantes a avanzar hacia los objetivos establecidos. Para contestar a esta pregunta de investigación, primero desarrollamos una escala que mide el progreso hacia los objetivos. Esta medida fue después utilizada en un estudio exploratorio como variable de criterio para desarrollar un código que evalúa la calidad de los objetivos y planes de acción. Los resultados muestran que la fijación de objetivos es más eficaz cuando (1) parte de una visión específica, (2) articula una narrativa de objetivos en forma de hoja de ruta, (3) incluye intenciones de buscar información y (4) intenciones de actuar. Finalmente, estos resultados son validados mediante una intervención en el programa MBA ejecutivo de ESADE. Más allá de la contribución teórica a la literatura sobre la fijación de objetivos, esta investigación tiene implicaciones prácticas inmediatas ya que los programas de desarrollo directivo la pueden utilizar como guía para aumentar la eficacia del proceso de fijación de objetivos, y consecuentemente para ayudar a sus participantes a avanzar en la consecución de sus aspiraciones profesionales y personales.
Many professionals increasingly join executive education programs, especially those that focus on leadership development, to embark on a personal or professional transition. Consequently, when participants are asked to set development goals and an action plan, these often comprise not only the improvement of leadership competencies but also longer-term personal aspirations and career goals. Not all participants, however, attain the goals to the same degree. The purpose of this research was to discover how the goal-setting process in leadership development programs can be more effective in helping participants engage in goal pursuit. To answer this research question, we first developed a scale that measures goal progress. This scale was then used in an exploratory study as the criterion variable for developing a code that assesses goal-setting quality. Results showed that goal-setting is most effective when (1) it is leveraged on a specific vision, (2) it articulates a meaningful goal narrative, (3) it includes intentions to seek information and (4) intentions to act. Finally, these results were validated by means of an intervention in the executive MBA program of ESADE. Besides the theoretical contribution to the literature of goal setting and intentional change, this research has immediate implications for practice as it guides leadership development programs in making their goal-setting process more effective, and in ultimately helping their participants to engage in the pursuit of their career and life aspirations.
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Abel, Ann Todd. "The Characteristics, Behaviors, and Effective Work Environments of Servant Leaders: A Delphi Study." Diss., Virginia Tech, 2000. http://hdl.handle.net/10919/29753.
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Based upon the principles of equality, respect, and dignity for an organization and its community, Robert K. Greenleaf (1977) dedicated his life to conceptualizing and defining the humanistic philosophy of "servant leadership." With service and leadership sometimes seen as opposites, servant leaders are often misunderstood and perhaps underestimated. The purpose of this study was to create a well-defined comprehensive portrait of a servant leader by identifying key descriptors of the characteristics and behaviors of servant leaders and the work environments where they are effective.
The research procedure consisted of a three-round Delphi to gain consensus on responses to four key research questions. From your experience and observation, what are the key words or phrases that describe (1) the characteristics that distinguish servant leaders, (2) the behaviors that distinguish servant leaders, (3) the work environments in which servant leaders are effective, and (4) the work environments in which servant leaders are ineffective? The following groups were represented on the panel of experts: (a) appointed and elected officials, (b) authors, (c) business leaders, (d) clergy, (e) educators, (f) leaders of associations, and (g) leaders of volunteer organizations.
The first round Delphi instrument was open-ended. The second round gained opinion by adding a Likert scale to the results of the first round. The third round Delphi instrument was used to gather opinions from each panel member using a revised Likert scale instrument. In the third round each panelist received the statistical information calculated from the second round. The characteristics, behaviors, and effective work environments, as agreed upon consensually by the panel of experts in the third round, were reported.
Twenty-eight panelists participated in each of the three rounds of the Delphi study. The characteristics, behaviors, and effective work environments of servant leaders, as determined by the panel of experts, are presented and discussed. A Servant Leadership Inventory was created from the data. The self-rating inventory is offered as an instrument to create discussion and increase awareness about leadership based on service to others.Ed. D.
Books on the topic "Effective leadership behaviours"
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Building effective leadership from the ground up. Coral Springs, FL: Llumina Press, 2004.
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Weinzetl, Mitchell P. Acting out: Outlining specific behaviors and actions for effective leadership. Springfield, Ill: Charles C. Thomas, 2010.
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Hutchin, Ted. The right choice: Using theory of constraints for effective leadership. Boca Raton, FL: CRC Press, 2012.
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Pfister, Jan. Managing organizational culture for effective internal control. Dordrecht: Springer, 2009.
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Christine, Irwin, ed. Organization design: A guide to building effective organizations. London: Kogan Page, 2011.
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Murray, Orla. Factors effecting influence strategy selection in the service industry. Dublin: University College Dublin, 1997.
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When bad things happen to good organizations: How effective managers prepare for crisis. Garden City, N.Y: Morgan James Publishing, 2011.
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Wright, Martin, and Mark Kilgallon. Leadership Behaviours for Effective Policing: The Service Speaks. Critical Publishing, 2023.
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Wright, Martin, and Mark Kilgallon. Leadership Behaviours for Effective Policing: The Service Speaks. Critical Publishing, 2023.
Find full textBook chapters on the topic "Effective leadership behaviours"
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Franken, Esme, Geoff Plimmer, Sanna Malinen, and Jane Bryson. "Growing and Adapting During Continuous Change: Building Employee Resilience in the Public Sector." In Towards Resilient Organizations and Societies, 143–70. Cham: Springer International Publishing, 2021. http://dx.doi.org/10.1007/978-3-030-82072-5_6.
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AbstractThis chapter focuses on employee resilience in the public sector, and how managers can develop it. We adopt a contemporary view of employee resilience as a set of employee behaviours that can be developed, particularly through effective leadership. Employee resilience is an individual-level behavioural capacity, centred on using networks successfully, learning from experiences and adapting to change; behaviours that are essential for navigating the complex public management environment. We build on the view that resilience enables individuals to engage in exploration, learn from mistakes and grow from challenges. It can be fostered daily, enabling individuals to build capacity to handle challenges and crises before they emerge, and responding effectively when they do occur. This chapter discusses why and how resilient behaviours matter in public contexts, particularly in highly ambiguous knowledge intensive organizations (KIOs). It also discusses the crucial role that managers play in enabling resilience in employees, and focuses on the characteristics of resilience-enabling leadership. These characteristics include leadership behaviours such as viewing resilience as developable, supporting employees’ personal goals, providing challenging tasks and opportunities for safe failures and managing the whole team. In short, our contribution extends empirical understandings of resilience in public sector workplaces, with specific regard to employee resilience, its nature and development and its outcomes.
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Bang, Henning, and Thomas Nesset Midelfart. "Effective Team Leadership." In Effective Management Teams and Organizational Behavior, 139–47. 1 Edition. | New York : Routledge, 2021. | Series: Routledge studies in management, organizations and society: Routledge, 2021. http://dx.doi.org/10.4324/9781003053552-19.
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McFarlin, Dean, and Paul Sweeney. "Effective Leadership in a Multicultural Environment." In International Organizational Behavior, 162–95. Second edition. | New York, NY : Routledge, 2017.: Routledge, 2017. http://dx.doi.org/10.4324/9781315648316-5.
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Banfill, Frank. "Discovering the Behaviors of Effective Leaders in Africa." In Handbook of International and Cross-Cultural Leadership Research Processes, 485–98. New York: Routledge, 2021. http://dx.doi.org/10.4324/9781003003380-28.
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Kramer, Roderick M. "Power and Influence at the Top: Effective and Ineffective Forms of Leader Behavior." In Conceptions of Leadership, 223–38. New York: Palgrave Macmillan US, 2014. http://dx.doi.org/10.1057/9781137472038_13.
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Halton, Mary. "Lessons from the Banking Crisis : Leadership and Effective Board Behaviors." In The Handbook of Board Governance, 204–25. Hoboken, NJ, USA: John Wiley & Sons, Inc., 2016. http://dx.doi.org/10.1002/9781119245445.ch10.
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Conger, Jay A., and Craig L. Pearce. "Using Empowerment to Motivate People to Engage in Effective Self- and Shared Leadership." In Handbook of Principles of Organizational Behavior, 201–16. Hoboken, NJ, USA: John Wiley & Sons, Inc., 2015. http://dx.doi.org/10.1002/9781119206422.ch11.
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Türkalp, Semra, and Bastiaan Dekkers. "Case: Sharing Parts and Services Among NATO Members." In NL ARMS, 175–86. The Hague: T.M.C. Asser Press, 2021. http://dx.doi.org/10.1007/978-94-6265-471-6_10.
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AbstractNATO’s goals require close cooperation of Member States on operational readiness, interoperability of their systems, material supplies, transfer of technology and joint R&D projects. A common approach on the application and implementation of arms export controls, however, is largely lacking. This chapter questions the absence of application and implementation of arms export controls in the context of the material logistical support and services provided by the NATO Support and Procurement Agency (NSPA). Three root causes of deviant behaviour of the Member States with the arms export controls are identified and analysed: (1) fragmentation of the arms export control laws and regulations; (2) a lack of leadership commitment and organisational culture of compliance; and (3) a combination of external and internal pressures leads to a forced prioritization of operational readiness above compliance. Next, a response is formulated to effectively counter deviant behaviour such as non-compliance with arms export controls by implementing a mixture of soft and hard controls. We advise the NSPA to create a culture of compliance within the NATO Partnership Program’s community based on ethical values and virtues. This requires social consensus, leadership commitment and a common agreement on and formalization of the basic rules of export control.
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Schwartz, Sheree, Nikita Viswasam, and Phelister Abdalla. "Integrated Interventions to Address Sex Workers’ Needs and Realities: Academic and Community Insights on Incorporating Structural, Behavioural, and Biomedical Approaches." In Sex Work, Health, and Human Rights, 231–53. Cham: Springer International Publishing, 2021. http://dx.doi.org/10.1007/978-3-030-64171-9_13.
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AbstractSex workers experience multi-factorial threats to their physical and mental health. Stigma, human rights violations and occupational exposures to violence, STIs, HIV, and unintended pregnancy create complex health inequities that may not be effectively addressed through programmes or services that focus on a single disease or issue. Meeting cisgender female, male, and transgender sex workers’ unmet needs and realities effectively requires more nuanced, multi-faceted public health approaches. Using a community-informed perspective, this chapter reviews layered multi-component and multi-level interventions that address a combination of structural, behavioural, and biomedical approaches. This chapter addresses (1) what are integrated interventions and why they are important; (2) what types of integrated interventions have been tested and what evidence is available on how integrated interventions have affected health outcomes; (3) what challenges and considerations are important when evaluating integrated interventions. Key findings include the dominance of biomedical and behavioural research among sex workers, which have produced mixed results at achieving impact. There is a need for further incorporation and evaluation of structural intervention components, particularly those identified as highest priority among sex workers, as well as the need for more opportunities for leadership from the sex work community in setting and implementing the research agenda.
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Hidayat, Sutan Emir, and Atiqoh Nasution. "The Importance of Qalb for Effective Leadership Competency in Organization." In Advances in Logistics, Operations, and Management Science, 23–37. IGI Global, 2021. http://dx.doi.org/10.4018/978-1-7998-6892-7.ch002.
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Leadership competencies consist of several skills and behaviours of leaders that could influence leadership performance. This study aims to explore leadership competencies based on the nature of human being. In doing so, this article discusses the relationship of Qalb (Heart) and leadership as well as the importance of Qalb (Heart) for institutional leadership competencies. This includes examining the nature and functions of Qalb (Heart) which could contribute to the practice of effective leadership in organization. The implication of Qalb (Heart) as the centre for leadership competencies in organization is also presented in this chapter. This is done by breaking down examples of prominent leaders' leadership behaviours in different situations. This article concludes that organizational leadership competencies should never be separated from the the basic source of human being or Qalb (Heart). This is because Qalb (Heart) locates the spiritual centre of human being that very powerful to determine the behaviour of leaders.
Conference papers on the topic "Effective leadership behaviours"
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Burhanuddin, Burhanuddin. "Behaviours of the Effective Leadership in Universities: Findings of a Meta-Analysis Study." In 3rd International Conference on Education and Training (ICET 2017). Paris, France: Atlantis Press, 2017. http://dx.doi.org/10.2991/icet-17.2017.48.
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Romanelli, Mauro. "Rethinking Public Administration through Managers as Leaders." In 2nd International Conference Global Ethics - Key of Sustainability (GEKoS). LUMEN Publishing House, 2021. http://dx.doi.org/10.18662/lumproc/gekos2021/2.
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Rethinking public administration helps to drive public managers as agents of change who assume behaviours coherently with a leadership identity. Public administration is rediscovering the sustainability as a key source and goal for strategic and organisational change by promoting the organisational dimension that relies on enhancing the quality of people as human resources, strengthening both the public manager as a leader and public servants as employees who are committed and motivated to public service. Managers as leaders help to drive public administration as an organisation which is able to proceed towards future as a sustainable public organisation which develops the quality of human capital and improves performances, supports public trust and enhances democratic life. Rediscovering the organisational dimension helps to develop the leadership as identity and source for ethical and transformational behaviours of a leader, and enables public managers to assume coherent values, attitudes and behaviours developing the leadership as central identity. Today, driving public administration requires effective public managers who are able to behave as ethical and transformational leaders who motivate, support and drive the employees at work.
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Al Shammakhi, Adnan, Kevin Oelofse, Maram Al Busaidi, Fakhri Al Sukaiti, and Bader Al Shekaili. "Improving Observable Leadership Behaviours in Asset Integrity and Process Safety Huddles Through the Utilization of Thriving in Change (TIC) Approach." In ADIPEC. SPE, 2022. http://dx.doi.org/10.2118/211109-ms.
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Abstract Objectives/Scope The purpose of this paper is to share knowledge from utilizing a novel behavioral change management approach, that incorporates agile, ideation and experimentation methods, to improve Asset Integrity and Process Safety Management (AIPSM) at Petroleum Development Oman. This paper includes an overview of the methods used to achieve positive shifts in safety leadership Behaviors observed during team AIPSM engagements or "huddles". Methods, Procedures, Process Our Thriving in Change (TIC) approach was utilized, and the following methods were deployed: 1) Observable Behaviors identification: This involved identifying the leadership Behaviors critical to AIPSM success. 2)Ideation: This creative process involved co-creating possible behavioral intervention ideas or "nudges" with key stakeholders. 3)Prioritization: Ideas were prioritized based on the most passionate first since people support what they are most passionate about. The selected idea was then further improved to fit within typical cost, time and do-ability constraints. 4)Behavioral Experimentation: The idea was then converted into an experiment card to facilitate the planning, measurement and learning around the behavioral experiment Results, Observations, Conclusions The primary outcomes of this process were: 1) Behavior Observation card: a simple and cost effective co-created solution to nudging leaders at all levels towards the Behaviors that are required in creating a culture that supports AIPSM 2)Minimal resistance: People support what they help to develop. The approach of selecting the most passionate idea first helped drive higher levels of engagement and participation in the execution of the idea. 3)Create a learning organization: The PDCA nature of the experimentation card promotes cycles of learning and experimentation until the goal is achieved. 4) Speed of implementation: The agile approach encouraged quicker doing and results. Learning our way into it rather than suffering "analysis paralysis". The observations from our behavioral experiment: The first round of experimentation was not successful, however it provided us with several learnings such as shifting the language used and making the observation card simpler and easier to use. The second round of experimentation in 4 different areas provided a more positive result. Within a month we observed improvements in the targeted leadership Behaviors and huddle leaders viewed this as a valuable coaching tool. The observation card is now being rolled out across all PDO AIPSM "huddles". As a conclusion, the observation card helped to improve observable leadership Behaviors such as communication, transparency, respect etc, which improved the overall AIPSM management. Novel/Additive Information Holistically the approach used can be transferred to any other business with some customization to suit each organization business nature. The utilization of change management tools such as ideation and behavioral experimentation is not common in the oil field sector. Looking to the future we can expand the utilization of the change management tools to other HSE project and furthermore to support some PDO strategic projects.
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Scataglini, Luciano, Carlo Salvador, Riccardo Gigli, Manfredi Giusto, Roccantonio Catalano, and Annamaria Petrone. "An Effective Approach to Enhance Safety Leadership, Behaviour and Accountability." In Abu Dhabi International Petroleum Exhibition and Conference. Society of Petroleum Engineers, 2014. http://dx.doi.org/10.2118/171946-ms.
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Hamdi, Sameer, Alaa Jameel, Aram Massoudi, and Abd Rahman Ahmad. "Leadership Styles and organizational citizenship behaviour in secondary schools." In 3rd International Conference on Administrative & Financial Sciences. Cihan University - Erbil, 2021. http://dx.doi.org/10.24086/afs2020/paper.231.
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Leadership style has not been effectively examined in educational institution in developing countries. The purpose of this study is to examine the impact of Leadership styles on organizational citizenship behaviour (OCBs) among secondary school teachers. Based on the review, the study proposed that leadership styles and its components; transformational leadership (TFL) and transactional leadership (TAL) will affect OCBs. Methodology, The population of this study, is secondary school teachers. A stratified sampling technique was deployed to collect 174 responses from eight schools. The findings showed that TFL and TAL have a significant effect on OCBs and TFL highly predicted OCBs than TAL. Decision-makers are advised to implement the TFL and increase the OCBs among Teachers.
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Galoji, Shehu Inuwa, Fais Ahmad, and Husna Johari. "The moderation mediation of Effective Leadership Behaviour and Tenure on Leadership Self-efficacy and Managerial Job Performance relationship: A data analysis presentation." In 2012 International Conference on Statistics in Science, Business and Engineering (ICSSBE2012). IEEE, 2012. http://dx.doi.org/10.1109/icssbe.2012.6396592.
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Lopez, Juan Carlos, Monica Alexandra Lopez, Walter Friedl, Maria Elena Arango, Monica Cristina Duran, Hamed Al Shibani, David Allison, and Pierre Bordage. "Using Behavior Science to Maximize Human Performance." In Abu Dhabi International Petroleum Exhibition & Conference. SPE, 2021. http://dx.doi.org/10.2118/207918-ms.
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Abstract Authors use behavior science to help organizations maximize human performance through a cost-effective and sustainable approach. Such approach is based on transformational leaders and employees’ engagement, so they embrace a humanized management system by conviction, not by imposition. This paper shows how to use organizational psychology principles in real case applications, resulting in holistic business improvements, including financial, safety and service quality performance. The authors developed the Engineering Human Performance (EHP) methodology, by improving the Behavior Engineering Methodology (Lopez, et. al., 2020) to help organizations achieve outstanding and sustainable levels of human performance. Over the last ten years, this methodology was successfully applied to more than 50 business processes in an oilfield services company. The EHP four-stages process uses frontline employees’ wisdom to identify sources of behavioral variance, measure adherence to expected behaviors and formulate changes to the operational context to pursue high levels of procedural adherence, sustainably. EHP incorporated statistic models to demonstrate its significant impact to business results, using a fit-for-purpose digital platform. A combination of a coaching program for managers to embrace a leading with purpose approach (Sinek, 2020), and workshops with the front-line associates, generate a healthy flow of communication across the organization. The leading with purpose program improves managers’ leadership by voluntarily selecting and engineering transformational behaviors they adapt and adopt to improve the effectiveness of their leadership style. The impact of the program is measured for statistical significance by applying the Multi-Factor Leadership Questionnaire (Boss, Avolio, 1996) before the coaching program starts, and 90 days after the last session. Workshops with front-line associates use scientific principles to understand the sources of behavioral variance and formulate intervention plans that drive procedural adherence by conviction, not by imposition. An innovative element of EHP is the ‘behavior empowerment center (BEC)’. The BEC coordinates the systematic measurement of adherence to critical behaviors in the front-line, captures and verifies statistical significance of the data, analyzes trends, and prepares reports depicting the levels of behavioral adherence, so crews receive soon, certain, and positive feedback on a regular basis. This feedback loop elicits levels of adherence above 90%, sustainably, and eliminates losses associated to behavioral variance. The BEC uses a unique digital platform designed to bring consistency to the feedback loop to front-line employees and managers. A case study is used to exemplify how EHP is being applied by a major rig company, to improve human performance in workover operations. The paper illustrates the remarkable results of the leading with purpose program and describes the Stages 1 (select processes that are causing loss), 2 (behavior analysis), 3 (baseline and intervention) and Stage 4 (scale-up) of the EHP methodology. Authors consider that EHP offers an innovative, and cost-effective approach to helping organizations maximize human performance, in a systematic and sustainable manner. The application of the methodology shall not be limited to the oil and gas industry, as the focus on incorporating the human factor to inconsistently applied processes is affecting many industries, if not all. The main challenge faced by authors in the implementation of the methodology is management commitment. Some managers expect improvement programs to bring immediate results, which could undermine the sustainability of the benefits. EHP grants sustainable improvements, provided the organization is committed to scale-up the program until results are significant. Achieving these milestones require time (from 6 months to 2 years), resources, and persistency. The leading with purpose program has proven effective in getting the proper levels of management commitment, to support EHP and deliver outstanding results. The paper shows a statistically significant improvement in the leadership style of the management team and how it is helping the business of the case-study company. As for the way forward, authors are exploring options to incorporate artificial intelligence into the behavioral measurement, not to replace the face-to-face interactions, but to increase the accuracy of the behavioral measurement and speed up the feedback loop.
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Aurelia, Inezia, and Soebowo Musa. "The Roles of Organizational Culture, Participative Leadership, Employee Satisfaction & Work Motivation Towards Organizational Capabilities." In 27th International Scientific Conference Strategic Management and Decision Support Systems in Strategic Management. University of Novi Sad, Faculty of Economics in Subotica, 2022. http://dx.doi.org/10.46541/978-86-7233-406-7_233.
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Many firms still fail to develop organizational agility. There are more than 40% of organizations think that they are low/not agile in facing market change. Organizational culture plays an important role in developing the organizations to be adaptive in order to manage the VUCA effectively. This study examines the relationships of organizational culture towards participative leadership, employee satisfaction, employee work motivation, organizational learning, and absorptive capacity in developing organizational agility in managing VUCA environment. 263 employees located from an international chemical-based company offices across the globe, who have worked more than three years were the respondents in this study. This study showed that organizational clan culture promotes the development of participative leadership, which it has an empowering effect towards people in the organization resulting in employee satisfaction. The study also confirms the role of organizational culture in creating organizational behavior within the organization that foster the organizational learning, absorptive capacity, and organizational agility; while the study also found that the relationship between participative leadership and employee work motivation is not significant.
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Zlatkin, Audrey, Costas Koufogazos, and Gwen Campbell. "Behavior-based performance optimization in military training environments." In 13th International Conference on Applied Human Factors and Ergonomics (AHFE 2022). AHFE International, 2022. http://dx.doi.org/10.54941/ahfe1002420.
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The quality of instruction Warfighters receive can substantially influence mission readiness. As such, it is important that military instructors develop and maintain instructional competencies to adequately promote relevant knowledge and skills among trainees. However, unlike K-12 educators, active-duty military instructors are not often provided opportunities for formal instructional training; that is, training on how to teach (Malone, Vogel-Walcutt, Ross, & Phillips, 2014). While their content, domain knowledge, and leadership skills are strong, military instructors lack “expert instructor techniques” and skill in implementing useful strategies to convey their knowledge to trainees. They are typically not afforded time and resources to develop these skills prior to taking charge of training new members of the Armed Forces. There was a need to design training tools for accelerating mastery among military instructors via rapid acquisition of high-quality instructional skills to ensure effective learning and retention among trainees.To address this challenge, Design Interactive developed an adaptive training tool, the Interactive Military Instructor Training and Assessment Technology (IMITATE). There was a focus on incorporating research-based training interventions such as video self-modeling, prompting, performance reflection, practice and feedback to support accelerated mastery of observable skills. The goal of the IMITATE program was to optimize the learning experience for military instructors with a tool that they could utilize to sharpen and receive interactive feedback on the skills that are crucial to being a good instructor. The system implements customizable rating systems made up of key performance areas (KPAs), broken down into observable behaviors with detailed rating anchors. This creates a competency- based approach for instructors, who through IMITATE, can receive structured, personalized feedback to quickly bridge performance gaps. IMITATE utilizes a three-stage approach for training – Prepare, Practice, and Assess. The Prepare stage provides introductory video-based observation and training that identifies the KPAs and behaviors and illustrates expert performance in the form of lessons. In the Practice stage, instructors practice their skills while receiving standardized, behavior-based assessment through an intuitive rating tool that provides observers with guidance on how to rate, promoting consistency between observers. The final stage, Assess, is where results are captured and displayed for immediate, actionable, structured and personalized feedback. A video-based after-action review offers session playback paired with time-synced ratings to highlight effective or ineffective performance. Built-in analytics enable performance comparisons between individuals and groups over time. Usability for IMITATE is consistently being assessed and refined based on end-user feedback. This iterative, user-centered design process enables a learning tool that is easy to use and applicable across a variety of domains. Integrating these research-based training interventions with a user-centered design process enabled the Design Interactive team to build upon existing military training protocols to enhance instructor competence, reduce instructor development costs, and improve mission readiness. This method is currently informing additional R&Defforts across the Marine Corps and Air Force and has been tested across a wide range of use cases from military, medical, academic, and industrial settings.
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Mohamed, Mohamed Mokhtar. "My Personal HSE Commitment Program – A Valuable Web Portal to Improve the HSE Leadership at a Workplace." In Abu Dhabi International Petroleum Exhibition & Conference. SPE, 2021. http://dx.doi.org/10.2118/208013-ms.
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Abstract Safety at work is not just a priority, but a fundamental value, shared by employees, contractors and local stakeholders. People are both as the starting point and the final goal of all its actions. This is why we work hard to ensure the safety of each of us and those around us, in order to eliminate all accidents. we are all committed to spreading and strengthening a culture of safety among all our people, employees or contractors, as an essential part of our work. Companies develop campaigns and projects to promote a safe and healthy behavior in any workplace and, more in general, in everyday life. Virtuous tools and means of communication include workshops, theatre events and round table discussions, as well as video clips sharing what we learned from past safety hazards and the HSE Safety Golden Rules, our key safety rules. The continuous involvement of top management, contractors, representatives from local communities, or external guests, increases its commitment to safety. This paper presenting one of the effective program which is designed and launched by an Oil & Gas Company so to allow all HSE leaders to self-evaluate their level of commitment towards HSE-related aspects and plan a number of important activities that would ultimately increase one's level of HSE commitment and enhance the safety culture through a Web Portal program called " My Personal HSE Commitment". The portal provides the possibility to develop an action plan related to specific corrective and/or proactive actions/tasks that the user wishes to keep track of. The most important part is also, The Web tool is furthermore capable of generating a personal HSE Commitment Poster that the user "The Safety Leader" can share worldwide thanks to the portal integration with Microsoft Outlook. Moreover, users can search others Posters – allowing for the widest dissemination of one's HSE Commitment among other users. By applying this program, companies engaged all its Leaders and Management in the process of creating a strong HSE Culture and also, increasing the competition between leaders and program users by allowing each one to get access to others’ commitment posters. By taking part of this program, each user can see - online - his direct HSE Commitment and be aware of others’ results which is creating a strong and transparent ability of positive competition and real outcomes based on each one's performed activities. Once the companies applied this program, we can immediately see a considerable increase of HSE activities performed by all users and HSE leaders worldwide and this paper highlighted the results achieved & HSE performance improvement thanks to the way this program was created which helped a deep involvement of each leaders in the process of raising the HSE commitment of the company's management.