Academic literature on the topic 'Ideal Leadership Behavior; Police Leaders'

The Problem Women are well prepared to assume leadership roles—They have the education and the will, yet, they do not conform to gendered organizational images of ideal workers. Women often find themselves in a double bind once they advance into a leadership role: They must be cautious not to appear too masculine or too feminine while also personifying the “ideal” (male) worker by exhibiting masculine behaviors and unwavering commitment to the organization. Holding this line is challenging and often at odds with women’s identity and experienced conflicts between life and work. Our understanding of how best to prepare women for careers and create organizations that are hospitable to them is limited by implicit bias, inadequate learning and development strategies, and cultures resilient to change. Current human resource development (HRD) theory inadequately addresses the issues and challenges women leaders face because most leadership theory is based on privileged White males and highly essentialized. The Solution The world is burgeoning with global business, technological innovation, intense competition, and multinational workforces. HRD has a role to play in building effective global business if it can more robustly and broadly address issues related to diversity and inclusion in organizations, particularly the creation of cultures that accept a range of leadership styles and women leaders. It is time to challenge traditional, masculine views of leadership and question how leaders are developed. It is critical to understand women’s leadership if women leaders are to be developed and if persistent gender inequity in organizations is to be addressed. Stakeholders Women are obvious stakeholders, but, ultimately, everyone in organizations is a stakeholder benefiting from women leaders and improved leadership, in general. HRD professionals also benefit by understanding better how to develop women leaders, in particular, and leadership, in general. Globally, elected leaders, nongovernmental organizations, and nations can develop policy that has the potential to influence and create educational, occupational, and economic change for women.

One of the government's policies in education in the 21st century is the enactment of educational autonomy. This policy needs to be accompanied by a change of leadership in the education unit. The leadership qualities of the head of the madrasah will determine whether the madrasah achieves its expected goals or not. The purpose of this research is to analyze outstanding leadership in the 21st century, which includes the characteristics, style, nature, requirements, quality, and competence that a madrasah head must possess. This research was conducted at SDN 5 Cileungsir, Ranch Subdistrict, Ciamis Regency, in March 2020. This research used a library study approach. The data used in this research is secondary data, as the techniques carried out are collecting various credible sources from books, written documents, and articles taken from quality national and international online journals and have been accredited. All references that the author provides in this article aim to inform the reader of the tips and requirements to be an ideal and competent leader in the 21st century, especially leaders in schools. All descriptions are equipped with explanations and examples of events that are often encountered in the field to be understood easily. Based on the research results, it can be concluded that a leader must display exemplary behavior in the madrasah he leads. The behavior of the head of the madrasah must reflect the high spirit of work and should be an example or role model for all people in madrasahs. The ideal educational leader of the 21st century is an innovative leader, a leader who can innovate, has managerial skills and technical skills, and is highly dedicated to what he leads. Managerial expertise is needed for leaders to handle the complexities of educational institutions, and educational leadership skills are needed to obtain innovative leaders in leading educational institutions to conform to a 21st-century education. He must have the vision, mission, willingness, and commitment to make changes, progress, understand processes, and create innovations and solutions. Besides, a leader must also have expertise and quality. Thus, if a leader can realize all these components, then the madrasah under its management can innovate better under the demands of education in the 21st century and per the objectives to be achieved.

Promotion and Implementation of the consequences of mutations causing a correlation between the quality of promotion and transfer to the performance and behavior of judges. Promotions and mutations that do not cause trouble families would improve morale and performance, instead the promotion and transfer of judges to make family life difficult and frustrating declining morale and performance. Then the fight promotion and transfer to the material does not encourage the growth of professionalism of judges and job performance. Hence the need for normative policy governing promotion and transfer mechanisms for the basis implementation equitable promotion and transfer. Compiled promotion and transfer patterns using the system region / territory with the division of the province, the region (some provinces), the national territory. Reclassification of the court by adding criteria case complexity and dynamics of the economy in addition to the substantive elements, circumstances of the case and supporting elements, population, population density, as well as communication and transportation. Imposed purely functional status. Promotion of judges / class civil servants are not hampered by the same leadership position the judge or judges of the lower classes of the judge concerned. It was also necessary to minimize the differences between leaders facility with the judge, so the judge does not have to hunt comfortably leadership positions and perform tasks on its position. Openness is limited, such inspraak and hearing, an opportunity to participate in determining the policy of the authority by a judge that the object of promotion and transfer. Keywords: Promotions and mutations, Justice Reform

Purpose The purpose of this paper is to examine teacher leadership in six private secondary schools in Mauritius and establish the extent to which teachers are taking up leadership roles at schools’ level. Design/methodology/approach This study focusses on three high-performing and three less-performing private secondary schools in Mauritius. An interview was carried out with the six rectors (heads) of the selected schools. Findings Teacher leadership is an emerging phenomenon in the Mauritian educational context. The outcomes of this research have significance in providing guidance for policy development in this area concerning Mauritian education. Research limitations/implications Time and resources were the constraining factors. It was a survey of heads only and different responses could have been received if students and teachers had been included in this study. The ideal would have been to have a wider coverage of the survey. Practical implications This study shows how teacher leadership can impact schools in a positive manner. Results from this study confirm that the success of teacher leaders depends largely on the rector’s philosophy of power sharing in the setting in which they work. Originality/value This paper is a pioneer research paper focussing on teacher leadership in six private secondary schools in Mauritius. This original and unique piece of work offers the international audience a clear understanding of the teacher leadership phenomenon in Mauritius.

This study deepens Burns's concept of transformational leadership. Transformational leadership is characterized as a leader who focuses on achieving changes in the values, beliefs, attitudes, behavior, emotional, and needs of subordinates for the better in the future. According to Danim, Bass, O'Leary, Robbins and Judge, transformational leaders are leaders who inspire their followers to put their personal interests aside for the good of the organization and are able to have a tremendous influence on their followers. This research will deepen the characteristics of transformational leadership based on Robbins and Judge. Meanwhile, the independent position of this research is emphasized on the inspiration of the kuwu to play its role in policy making. The object of this research is the Inspiration of Kuwu Ciparay, Leuwimunding Subdistrict, Majalengka Regency, the reason for determining the place is because the leading village is 1 (one) in Majalengka Regency and 4 (four) in West Java. Judging from the object, the researcher used a qualitative research type with a cultural interpretation approach. While the method used is descriptive method and ex post facto. Collecting data through in-depth interviews, observation and documentation. From the data collected, the authors then categorize and reduce data, display and classify data, interpretation and verification, and generalize. The findings show that Kuwu Ciparay's efforts in determining policies, namely the ideal influence of the Ciparay village kuwu in creating and implementing a vision and mission in accordance with community expectations, protecting citizens and being transparent are proven by issuing several Perdes and Perkades. Motivating Inspirational which is carried out by inviting all elements of society to deliberate consensus in the implementation of intellectual stimulation can stimulate the growth of innovation, creativity and new ways of solving problems by presenting all parties, in implementing individual considerations, Kuwu always advocates for the community in any field, including unnecessary funding. relying on village funds, even from individuals. Efforts made by the Kuwu in village management include providing excellent service, equitable distribution of asset auction results and plans to build hospitals and swimming pools to improve the local budget and economy.
 Abstrak 
 Penelitian ini memperdalam konsep Burns tentang kepemimpinan transformasional. Kepemimpinan transformasional dicirikan sebagai pemimpin yang berfokus pada pencapaian perubahan nilai-nilai, kepercayaan, sikap, perilaku, emosional, dan kebutuhan bawahan menuju perubahan yang lebih baik di masa depan. Menurut Danim, Bass, O’Leary, Robbins dan Judge pemimpin transformasional adalah pemimpin yang menginspirasi para pengikutnya untuk menyampingkan kepentingan pribadi mereka demi kebaikan organisasi dan mampu memiliki pengaruh yang luar biasa pada diri para pengikutnya. Penelitian ini akan memperdalam ciri-ciri kepemimpinan transformasional berdasarkan Robbins dan Judge. Adapun, posisi independen penelitian ini ditekankan pada inspirasi kuwu menjalankan perannya di dalam penentuan kebijakan. Objek penelitian ini adalah Inspirasi Kuwu Ciparay Kecamatan Leuwimunding Kabupaten Majalengka, alasan penentuan tempat tersebut dikarenakan Desa unggulan jauara 1 (satu) di Kabupaten Majalengka dan jauara 4 (empat) di Jawa Barat. Dilihat dari objeknya maka peneliti menggunakan jenis penelitian kualitatif dengan pendekatan penafsiran budaya. Sedangkan metode yang digunakan adalah Metode deskriptif dan ex post Facto. Pengumpulan data melalui wawancara mendalam, observasi dan dokumentasi. Dari data terkumpul kemudian penulis melakukan katagorisasi dan reduksi data, display dan klasifikasi data, interprestasi dan verifikasi, serta generalisasi. Temuan menujukkan bahwa upaya Kuwu Ciparay dalam menetukan kebijakan yaitu Pengaruh ideal kuwu Desa Ciparay dalam membuat dan melaksanakan Visi dan Misi sesuai dengan harapan masyakat, mengayomi warga dan transparan dibuktikan dengan menerbitkan beberapa Perdes dan Perkades. Memotivasi Inspirasional yang dilakukan dengan mengundang semua elemen masyarakat untuk musyawarah mufakat dalam pelaksanaan stimulasi intelektual kuwu dapat merangsang tumbuhnya inovasi, kreatifitas dan cara-cara baru dalam menyelesaikan masalah dengan menghadirkan semua fihak, dalam implementasi pertimbangan individual kuwu selalu mengadvokasi masyarakat dibidang apapun termasuk pendanaan tidak mesti mengandalkan dana desa bahkan dari individu.Upaya yang dilakukan kuwu dalam pengelolaan desa yakni memberikan service excellent, pemerataan hasil lelang asset dan rencana membangun Rumah sakit dan Kolam Renang dalam meningkatkan APBDes dan Ekonomi warga.

Purpose: To aim of the study was to analyze the effect of authentic leadership on organizational trust and commitment in Sweden. Methodology: This study adopted a desk methodology. A desk study research design is commonly known as secondary data collection. This is basically collecting data from existing resources preferably because of its low cost advantage as compared to a field research. Our current study looked into already published studies and reports as the data was easily accessed through online journals and libraries. Findings: Authentic leadership in Sweden significantly enhances organizational trust and employee commitment by fostering a culture of transparency, ethical behavior, and consistency. Employees perceive authentic leaders as genuine and reliable, which boosts mutual respect and openness, leading to higher levels of job satisfaction and loyalty. This leadership style promotes open communication and collaboration, encouraging employees to share ideas and feedback, thereby driving innovation. Unique Contribution to Theory, Practice and Policy: Transformational leadership theory, social exchange theory & leader-member exchange (LMX) theory may be used to anchor future studies on effect of authentic leadership on organizational trust and commitment in Sweden. Organizations should invest in training programs that focus on developing authentic leadership qualities among their leaders. These programs should emphasize self-awareness, transparency, ethical behavior, and consistency in actions and values. Develop organizational policies that support and promote authentic leadership behaviors. This includes policies related to leadership selection, promotion criteria, and performance evaluation that prioritize authenticity and ethical conduct.

The Bhagavad Gita's 18th chapter provides significant leadership lessons by highlighting the value of moral behavior, self-control, and purpose-driven activity. The incorporation of these age-old teachings into modern leadership frameworks is examined in this study, especially in light of India's National Education Policy (NEP) 2020. The study intends to close the gap between conventional wisdom and contemporary leadership practices, emphasizing Indian Knowledge Systems (IKS). This study offers an approach to moral leadership that is consistent with the inclusive and comprehensive objectives of NEP 2020 by analyzing the fundamental ideas of the 18th chapter of the Bhagavad Gita. The study emphasizes how 14 key verses addressing leadership issues in the changing management practices incorporate ethical leadership from Gita and offer practical recommendations for encouraging ethical behavior, reflection, and social responsibility in today's leaders. This study contributes to future leaders' moral and efficient development by providing fresh perspectives on incorporating IKS into contemporary leadership practices.

Purpose: This study aims to analyze the effect of transformational leadership on performance in public service organizations, analyze the relationship between innovative work behavior and performance and analyze the exchange of team members on performance in public service organizations. Theoretical framework: The foundation for building a theoretical framework is Leader-member exchange is a specific approach that is used to develop leadership relationships between the leaders of an organization and its members with various kinds of actions that organizational leaders can take based on their exchanges and interactions such as providing high dedication and education to members with the aim of establishing relationships. public sector policy innovation emphasizes organizational capacity to create conceptual ideas and implement them in a policy action or simply public sector innovation involves the creation, development and application of practical ideas to achieve benefits to the public. Transformational Public Sector Leadership is a leadership model that has advantages in restoring, maintaining and building public trust in the government. So that transformational leadership is more suitable for public sector leadership models Methods: This research method is a quantitative survey, research data obtained by distributing questionnaires online to 765 employees of public service organizations. Data analysis used a structural equation model (SEM) with SmartPLS 3.0 software. The stages of data analysis are validity, reliability and significance tests. The sampling technique used is non-probability sampling. The questionnaire used in this study uses a Google form which will be distributed to respondents. This questionnaire measurement method uses a Likert scale of 5, namely Strongly Disagree (STS), (2) Disagree Answers (TS), (3) Neutral Answers (N), (4) Agree Answers (S), Strongly Agree (SS) The independent variables used in this study are as follows: transformational leadership, innovative work behavior, exchange of team members. The dependent variable used in this research is performance. Results and conclusions: The results of this study are that transformational leadership has a positive and significant effect on performance, innovative work behavior has a significant positive effect on performance, exchange of team members has a positive and significant effect on the performance of public service organizations. Finding implication: The results of this study have theoretical implications, namely strengthening the theory that transformational leadership, innovative work behavior, and team member exchange have a positive and significant contribution to public service organization performance. The practical implication of this research is to improve performance, the management of public service organizations encourages transformational leadership, innovative work behavior, and team member exchange. Uniqueness/value: The novelty of this research is the relationship model of transformational leadership, innovative work behavior, and team member exchange on public service organization performance which has never been analyzed by previous studies.

Research aims: This study aimed to investigate how positive Employees Performance can be achieved when leadership behavior fosters Organizational Culture and Employees Innovative Behavior.Design/Methodology/Approach: This quantitative study obtained data through an online questionnaire, where responses were collected from 150 employees of private companies in DKI Jakarta area. The data were then analyzed using Structural Equation Model (SEM) with AMOS version 25.Research findings: The results showed that Transformational Leadership had no direct effect on Organizational Culture, Employees Innovative Behavior, or Employees Performance. However, Transactional Leadership had a direct effect on Organizational Culture and Employees Innovative Behavior, but not on Performance. Even when mediated by Organizational Culture and Innovative Behavior, Transformational Leadership still had no effect on Performance. On the other hand, Transactional Leadership, when mediated by Organizational Culture and Employees Innovative Behavior, had more significant influence on Performance.Theoretical Contribution/Originality: This study offered a novel perspective by showing that neither Transformational nor Transactional Leadership had a direct impact on Employees Performance. However, the mediating role of Organizational Culture and Innovative Behavior strengthened the influence of Leadership on Employees Performance.Practitioners/Policy Implications: To improve Employees Performance through Transactional Leadership, leaders should cultivate innovative Organizational Culture and foster Employees Innovative Behavior. In addition, leaders should address deviations in employees behavior and recognize positive contributions, ranging from verbal praise to offering promotion opportunities.Research Limitations/Implications: This study focused on Transformational Leadership, Transactional Leadership, Organizational Culture and Employees Innovative Behavior, as well as Employees Performance. Future studies were recommended to consider adding independent variables such as Creative Self-efficacy and Humble Leadership. Meanwhile, companies were expected to maintain a flexible culture to adapt to changes, and continuously nurture employees' creative ideas by providing opportunities. Leaders should also consistently monitor employees behavior and acknowledge good performance.

The article's goal was to make readers more conscious of the detrimental consequences toxic leadership has on workers' levels of output, motivation, and satisfaction. It is necessary to deepen our understanding of the impact toxic leadership has on employee satisfaction, motivation, and output. Ineffective leaders are those who lack the abilities or act in ways that are incompatible with effective leadership. Negative Leadership has approached the topic from several different perspectives. The article provides an in-depth overview of toxic leadership, destructive leadership, abusive supervision, and unethical leadership. These concepts are then used to analyze case studies. The majority of research and thought on leadership has focused on what makes a good leader. Leaders are deemed ineffective if they lack the traits or display the actions required for effective leadership. In his extensive framework for leadership. Bass published seven distinct leadership types, each with subtypes. Toxic management, weak leadership, narcissistic leadership, leader error, and small-scale tyranny are a few of them. A damaging leadership approach, toxic leadership can hurt both people and organizations. However, there is still no agreement on how to react to the question of whether leadership practices are perceived as improper, detrimental, or toxic to enterprises, and there is no precise definition of the term in the related literature. Toxic leadership refers to a leadership style that is harmful to its subordinates and, consequently, to the company they work for. A pattern of actions that are not only detrimental but also encourage leaders to pursue their own goals and rewards at the expense of the interests of their team members is known as toxic leadership. Lower-level employees in the business can be negatively affected by the destructive behavior of leaders in the workplace.Keywords:- Police leadership, police management, leadership, toxic leadership, destructive leadership, abusive supervision, unethical leadership, Workplace Deviant Behavior.

Abstract While the last two chapters focused on prior alliance networks as a source of network resources, this chapter considers how additional interorganizational networks may also provide network resources that in turn influence the formation of strategic alliances by selectively channeling information and resultant opportunities to organizations. This additional source of network resources may not only shape the alliance behavior of firms but also beget more network resources by increasing firms’ proclivities for alliances. One such source is the network of board interlocks, whose influence on firm behavior has been considered in a wide variety of settings, none of which include the formation of alliances. Director boards are unique formal mechanisms that create network resources by providing an opportunity for corporation leaders to exchange information and observe the leadership practices and style of their peers, along with the consequences of those practices. Thus, board ties to other firms have a strong influence over corporate policy and strategy decisions. Because of this influence, the board interlock network can be considered an important element of network resources and an ideal arena in which to develop and test the role of such resources in shaping firm behavior.

Behaviors and actions that promote and grow intrinsic motivation should be embedded into leadership behavior and the structure of organizations that desire a culture of dedication to their altruistic mission and values. Leaders’ primary responsibilities are to connect staff to the meaning and purpose of their work and to help them evolve from looking at their work extrinsically as a job with outward rewards to seeing their work as a career and, ultimately, as a calling with intrinsic motivation.

This chapter studies the theory of change leadership, focusing on three key themes in the literature and discusses insights from an analysis of leadership of the national police reform programme in Scotland. Transformational change leadership was initially identified as having three types of behaviour: idealized influence, intellectual stimulation, and individualized consideration. In a transformational approach, the change is directed through inspirational leadership towards a clear direction and vision. Meanwhile, the consultative-dialogic view of change leadership sees dialogue not only as a form of interaction, but, much more fundamentally, as the basis for knowledge and social life in general. Finally, dispersed change leadership challenges traditional ideas about leadership. The focus is not on a leader but rather on activities of leadership, which may be carried out by a variety of people in different roles. The chapter then reflects on how the theories might be adapted to fit the demands of the policing context.

This chapter discusses how the Umbrella Movement was an instance of prefigurative politics. Prefigurative politics refers to political actions or movements in which political ideals are experimentally realized in the “here and now,” in which activists attempt to construct aspects of the ideal society envisioned in the present, rather than waiting for them to be realized in a distant future. It means that political principles are embodied in current behavior, not put on hold until the time is deemed right for them to be deployed. Analyzing the everyday culture of the seventy-nine-day occupation through the lens of prefigurative politics, the chapter then shows two salient dynamics that propelled and fractured the movement. First, occupiers built an alternative urban commons that embraced equality, sharing, and solidarity in everyday life, envisioning a utopian socioeconomic order different from the existing one in Hong Kong. Second, throughout the movement, occupiers and leaders struggled with the idea and practice of leadership. The predicament of ambivalent, ambiguous, and fragmented leadership in what some protesters deemed a “leaderless” movement led to indecision at several critical junctures of the movement.

The current management evolution trends are characterized by the fact that it encompasses all areas of economic, social, educational, political life, allowing a better understanding of market problems, under the conditions of defining a large number of interconnections and restrictions. In a high-performance management, the ability to identify transformations and to report needs is affirmed, promoting professional competition, optimally manage resources, communicate effectively, develop innovative management strategies. For these reasons, today's constantly changing society, progress in various fields requires decision-makers to consolidate a modern way of thinking, to actively promote the abandonment of outdated leadership and organization mentalities and methods, in order to emphasize the training and management of human resources, to capitalize and stimulate the individual personality qualities of heads in educational institutions, including those of higher education, in the perspective of training managerial skills. Likewise, we mention the fact that the current higher education system has been facing various problems in recent decades, including: the sudden drop in the number of students; decreasing access to quality education; low results in national and international tests; high level of dropping out of university studies, showing a low level of motivation for learning. This set of problems is deduced from the study "Comprehensive evaluation of the educational sector in the Republic of Moldova", but also from the analysis of various reports, based on studies the student, as a subject of education. The persistence of the bureaucratic management model, rooted in the culture of higher education institutions and not only, the value system of teaching and managerial staff incongruent with the value system promoted in educational policy documents, but also the inconsistency of the distribution of managerial functions vertically and horizontally, represent factors that determine the decrease in motivation for a career in the field of education. Only in an educational institution, managers are the ones who promote the change, they feel that they should first know the conditions that determine the change and understand the attitudes and motivations that produce it. So, the role of change agent highlights the manager's concern for improvement and adaptation to the changes imposed by the environment. Exercising this role requires the manager to identify and exploit opportunities, but also to develop the ability to initiate changes to direct the institution towards the defined goals [115, pp.36-37]. In these described realities, the process of developing managerial skills in the leaders of higher education institutions becomes an essential desire to ensure effective and successful leadership, to respond to educational needs and challenges. Thus, we deduce the actuality and importance of researching the particularities of the managerial skill development among the educational institution heads, a spectrum that involves: a) double professionalization of the educational institution heads, reflected in the knowledge and qualities that emphasize professional skill, on the one hand, and the skill to lead managerially, on the other; b) the ability to develop an efficient system of relations in the institutional environment, aimed both at relations with subordinates and relations between subordinates, in order to establish a work climate favourable to performance; c) modeling a proper managerial behaviour, which positively influences the actions of subordinates, orienting them towards effective activities to obtain concrete results, corresponding to the established objectives; d) the authority with which is invested is on the one hand formal, specific to the position held by the manager in the institution; e) managerial creativity is necessary at a higher, innovative level to successfully face the demands generated by technical, technological, social changes, etc. f) the power of managerial resistance to requests is typical of the managers' activity, in particular, who are subject to decisional stress, time pressure, responsibility in the conditions of an open and sometimes/often contradictory pedagogical context; h) increased sense of managerial responsibility realized and continuously perfected by the manager as a superior attitude, internalized at the motivational, affective and character level, giving a superior social status in front of subordinates and superiors. The system of educational management must be oriented towards flexibility, diversity, generation, development and implementation of new ideas. Emerging from these ideas, we mention the fact that the dynamism of contemporary life, determined by the impressive changes in all spheres of activity, requires a continuous adaptation of the higher education system to the new orientations and realities. The orientation towards democracy and openness can ensure the success of the Republic of Moldova only if education forms personalities capable of capitalizing on new ideas, values, models of thinking, promote new individual behaviours, characteristic of a democratic society. But, the theoretical and empirical approaches differ at the level of particularities through which the success or efficiency of an educational institution is operationalized. In recent years, the importance of organizational factors for the quality of education has been highlighted, beyond strictly educational or didactic indicators. Therefore, the managerial staff in higher education institutions will orient the entire management activity of the institutions in the directions drawn by the mission of education and the educational ideal, by capitalizing on managerial skills and experience in the field, being accompanied by the ability to take initiative, to correctly approach problems, the ability to use one's own strengths and relationships and to assume potential risks. So, educational services represents a set of specialized activities, carried out through specific methods and techniques, developed and carried out within public institutions or organizations, belonging to a community, which aims to solve various categories of problems regarding the education and instruction of various categories of beneficiaries from the respective community. For these reasons, the development of the managerial skills of management staff from higher education institutions requires self-reflection, self-direction, self-appreciation and behavioral reconstruction, through self-assumption of changes, through professional awareness and responsibility. However, this requires the provision of continuous renewal and restructuring of one's own purchasing device, flexibility and responsiveness in relation to the circumstances that emerge along the way. From the problem described above, we deduce that the quality of educational services is determined by a multitude of factors, including the managerial skills of the educational institution heads, which requires the employment within the managerial system of competent, competitive, creative managerial staff with managerial performance, intrinsically motivated for quality managerial activity, for continuous development, with a pro-active attitude towards change. However, managerial staff is based on a certain amount of previously acquired knowledge, which will be used in different combinations, associations; correlations. The ability to solve problems depends, to a large extent, on the quality and richness of its cognitive repertoire, being subjected to restructuring and transformation, in order to obtain the desired solution.