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Bierema, Laura L. "Women’s Leadership." Advances in Developing Human Resources 18, no. 2 (2016): 119–36. http://dx.doi.org/10.1177/1523422316641398.
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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.
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Malik, Muh Syauqi, Tutut Hilda Rahma, and Vifta Agnia Utami. "Analysis of the effective leadership style of madrasa heads in the 21st century." MUDARRISA: Jurnal Kajian Pendidikan Islam 13, no. 1 (2021): 1–19. http://dx.doi.org/10.18326/mdr.v13i1.1-19.
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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.
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Fachruddin, Irfan. "MODEL IDEAL PROMOSI DAN MUTASI APARATUR PERADILAN INDONESIA." Jurnal Hukum dan Peradilan 1, no. 1 (2012): 113. http://dx.doi.org/10.25216/jhp.1.1.2012.113-146.
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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
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Chukowry, Dorine Marie Christiane. "Teacher leadership in six secondary schools in Mauritius." International Journal of Educational Management 32, no. 6 (2018): 990–1000. http://dx.doi.org/10.1108/ijem-06-2017-0144.
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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.
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Munajim, Ahmad, and Habib Abdul Muhyi. "Kepemimpinan Transformasional Kuwu Desa Ciparay Leuwimunding Majalengka." Etos : Jurnal Pengabdian Masyarakat 1, no. 1 (2020): 10. http://dx.doi.org/10.47453/etos.v1i1.193.
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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.
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Karlsson, Lina. "Effect of Authentic Leadership on Organizational Trust and Commitment in Sweden." International Journal of Leadership and Governance 4, no. 3 (2024): 1–12. http://dx.doi.org/10.47604/ijlg.2854.
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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.
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Maruthi, Akki. "Integrating the Bhagavad Gita 18th chapter into Leadership Essentials under NEP 2020: An Indian Knowledge Systems Perspective." Research Review Journal of Indian Knowledge Systems 1, no. 2 (2024): 44–54. https://doi.org/10.31305/rrjiks.2024.v1.n2.006.
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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.
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Yusuf, Muhammad, Raden Biroum Bernardianto, Haji Muhammad Riban Satia, et al. "Investigating the Role Transformational Leadership, Innovative Work Behavior, and Team Member Exchange on Public Service Organization Performance." Journal of Law and Sustainable Development 11, no. 6 (2023): e868. http://dx.doi.org/10.55908/sdgs.v11i6.868.
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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.
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Nilasari, B. Medina, Muhammad Nisfiannoor, and Andri Sebastian Pongoh. "Transforming Leadership Style: Enhancing Organizational Culture, Innovative Behavior and Employees Performance." Jurnal Manajemen Bisnis 15, no. 2 (2024): 275–96. http://dx.doi.org/10.18196/mb.v15i2.21151.
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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.
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Dr., John Motsamai Modise. "Ineffective Leaders are Unable to Carry Out Leadership Actions Successfully and Exhibit Incompatible Leadership Traits." Ineffective Leaders are Unable to Carry Out Leadership Actions Successfully and Exhibit Incompatible Leadership Traits 8, no. 8 (2023): 15. https://doi.org/10.5281/zenodo.10147196.
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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.
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Martandu, Sitti Fatimah Said, Chairul Muriman Setyabudi, and Basir S. Basir S. "Analysis of Factors Affecting the Performance of Cimanggis police Personnel, Depok Metro Police, Jakarta, Indonesia." Devotion : Journal of Research and Community Service 4, no. 12 (2023): 2353–61. http://dx.doi.org/10.59188/devotion.v4i12.645.
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The behavior of individuals in the Cimanggis Police Station organization greatly affects the organization directly or indirectly. different abilities of individuals in the face of their tasks or activities. Consistent personnel performance is seen in organizations that pay attention to the environment of personnel carrying out their duties with colleagues, leaders, and the work atmosphere, which can affect a person's ability to carry out their duties. The study aims to determine whether competence and organizational culture mediated by leadership can affect the performance of the Cimanggis Police Station in Depok Jakarta, Indonesia. Using quantitative research cross-sectional study approach. The sample was the entire population of 104 respondents. Data were analyzed using multiple linear regression, hypothesis testing using partial t-test, and simultaneous F-test. The results showed that competence and organizational culture have a significant effect on performance. Competence and organizational culture have a significant influence on leadership. Leadership has a significant effect on the performance of Cimanggis Depok Police personnel, leadership mediates the significant influence of competence on performance, and leadership mediates significantly the influence of organizational culture on performance. The results of the F test simultaneously show that leadership and competence have a significant simultaneous effect on the performance of Cimanggis Depok Police Personnel. It is very necessary to have a clear communication pattern, give appreciation or appreciation to personnel, and provide opportunities for personnel members to make good working relationships, leaders and personnel can jointly provide mutual enthusiasm for work.
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Swid, Amr. "Police members perception of their leaders’ leadership style and its implications." Policing: An International Journal of Police Strategies & Management 37, no. 3 (2014): 579–95. http://dx.doi.org/10.1108/pijpsm-08-2013-0085.
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Purpose – The purpose of this paper is to examine transformational and transactional leader behavior influence on the leader/follower dyad with respect to organizational commitment (OC) and satisfaction with leader in military setting. Design/methodology/approach – The research is quantitative, where multiple regressions assessed the hypothesized relationships between the transformational leadership, transactional leadership and laissez-faire leadership as the independent variables and the subordinates’ satisfaction with their leader, and organization commitment as the dependent variables. The sample studied includes 154 police members in two Middle East (ME) countries. Findings – The results indicated that there were positive linear relationship between some dimensions of transformational and transaction leadership and satisfaction with leadership. There was a negative linear relationship between laissez-faire leadership and satisfaction with leader. The leaders-outcome correlations showed higher scores between transformational leadership style and OC than between transactional leadership style and OC. Research limitations/implications – Because of the chosen research approach, the research results may lack generalizability on military institutions in other countries, and/or private institutions. Therefore, researchers are encouraged to test the proposed propositions further. The research includes implications for the development of a satisfaction with leaders, and development of organization commitment in military organizations in the ME. Originality/value – This research fulfills an identified need to study how military organization commitment can be enabled in ME countries.
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Gruessner, Rainer WG. "The modified democratic management model: an ideal leadership model for healthcare?" British Journal of Healthcare Management 29, no. 11 (2023): 302–7. http://dx.doi.org/10.12968/bjhc.2023.0035.
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This article proposes a new, modified version of the democratic management model as a leadership structure that could be effectively used in healthcare, particularly when an organisation is led by a transformational leader. The modified democratic management model combines many existing motivational and organisational behaviour theories, along with components of trait and behavioural theories of leadership. The management style advocated by this model varies depends on the team approach and functional participation. To avoid functional areas within an organisation from becoming ‘silos’, a horizontal communication style between divisions is endorsed. In the different specialty areas, the model prescribes a combination of participative and collaborative management styles among the workforce, while managers should use coaching and transformational management styles. New components of this modified democratic management model include: 1) an occasional and temporary authoritative management style that can be used by the transformational leader during unexpected crises, when fast decision making is required; 2) implementation of internal and external checks and balances, such as mandatory employee debriefing and mandatory board reporting after each authoritative decision. The modified democratic management model can be applied to different employment levels in healthcare. This article discusses this theoretical model and how it could be implemented in practice to provide a fair, transparent and accountable management system in healthcare, helping to motivate staff to excel.
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Singer, M. S., and A. E. Singer. "Relation between Transformational vs Transactional Leadership Preference and Subordinates' Personality: An Exploratory Study." Perceptual and Motor Skills 62, no. 3 (1986): 775–80. http://dx.doi.org/10.2466/pms.1986.62.3.775.
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The present study was designed to explore the possible links between subordinates' personality traits and their preference for transformational vs transactional leadership style. 87 undergraduate men were required to imagine an “ideal leader” in a work situation and then go through Bass' (1984) Multifactor Leadership Questionnaire, Form 4, to describe the behavior of this ideal leader. Subjects also completed the Affiliation, Achievement, and Succorance subscales of the Edwards Personal Preference Schedule as well as a conformity rating scale. Affiliation correlated significantly with charisma, individualised consideration, and the over-all transformational leadership measure. The personality trait of conformity also correlated significantly with intellectual stimulation, indicating that “nonconformers” prefer leaders who provide intellectual stimulation. There was also a tendency for high achievers to favor such leaders. None of the other ratings of subordinates' personality traits correlated significantly with ratings of ideal leadership. The results also showed that student-subjects in the present study preferred working with leaders who are more transformational than transactional.
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Waedoloh, Husen, Hieronymus Purwanta, and Suryo Ediyono. "Gaya Kepemimpinan dan Karekteristik Pemimpin yang Efektif." Social, Humanities, and Educational Studies (SHEs): Conference Series 5, no. 1 (2022): 144. http://dx.doi.org/10.20961/shes.v5i1.57783.
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<p><em>Leaders have their own unique and distinctive traits, habits, temperament, character, and personality so that their behavior and style can be distinguished from others. This style or lifestyle will color his behavior and type of leadership. Leadership refers to someone influencing the behavior of others for a purpose. With power, leaders can influence the behavior of their subordinates. This study aimed to determine the characteristics of leaders and effective leadership styles. Ideal leadership is a dream or a hope for every organization. There are 8 (eight) ideal leadership characteristics, namely: honest, intelligent, responsible, visionary, correct, disciplined behavior, initiative and, direct. Character is the key to an organization's success. An organization will move forward or backward depending on the leader. Because the leader is the one who directs and determines the organizational objectives to be achieved. The method used in this research is the study of literature or library research and by conducting observational studies from previous studies. Library research, Researchers study and collect data through several kinds of literature and reading sources that support and are relevant to research. In this case, literature research is carried out through books, magazines, internet.</em></p>
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Zhang, Wen, Lei Wang, Jing Jiang, Xiaolong Zhang, Huan Zhang, and Xichao Zhang. "When is an Authoritarian Leader Perceived as More Abusive: Investigations of the Effect of Subordinates’ Ideal and Typical Leadership Schema." Journal of Leadership & Organizational Studies 31, no. 1 (2024): 25–40. http://dx.doi.org/10.1177/15480518231223554.
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Despite the extensive interest in abusive supervision, there remains conceptual ambiguity surrounding it, specifically concerning the overlap between leaders’ actions and subordinates’ perceptions. Drawing from leadership categorization theory, we propose that authoritarian leadership activates subordinates’ anti-prototype of leaders and perceptions of more abusive supervision. Moreover, such a relationship is moderated by subordinates’ ideal and typical leadership schema, with the former representing individual preference and the latter representing the social norm. Using an experiment ( N = 344) and a multi-wave field study ( N = 249), we found that subordinates holding high ideal leadership prototypicality (e.g., my ideal leader is sensitive) and low typical leadership anti-prototypicality (e.g., other leaders are domineering) perceive more leadership anti-prototypicality and more abusive supervision when faced with authoritarian leadership. Our research enriches the existing literature on leadership by providing a cognitive perspective that explains how subordinates’ implicit leadership schemas play a role in the leadership perception process.
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Bismil One Chanko and Adi Rahmat. "Altruistic Leadership and Organizational Citizenship Behavior: Mediating Role of Leader-Member Exchange." SAINS ORGANISASI 1, no. 1 (2022): 1–9. http://dx.doi.org/10.55356/so.v1i1.6.
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This study aims to investigate and explain theoretically and empirically the impact of altruistic leadership on employee OCB. Furthermore, this study aims to investigate the psychological mechanisms that influence the relationship. Explanatory studies are used in this study. Using quantitative methods to test hypotheses empirically. This study seeks to obtain data by sending a questionnaire to one of the Regional Apparatus Units (SKPD) in the Pekanbaru city, namely the Pekanbaru City Civil Service Police Unit by utilizing self-administered questionnaire. From the results of questionnaires that have been distributed to 203 members of the Pekanbaru City Civil Service Police Unit, it can be obtained an overview of gender, age, last education, length of service, and achievements. These results are expected to provide innovation and information for leaders to improve relations with subordinates with the aim of advancing the Pekanbaru City Civil Service Police Unit as an enforcer of Regional Regulations and Regional Head Regulations.
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Marsuhin, Marsuhin. "The Effect of Work Behavior, Leadership Style and Commitment on the Performance of Primary Employees of Police Cooperatives." Innovation Business Management and Accounting Journal 2, no. 2 (2023): 40–46. http://dx.doi.org/10.56070/ibmaj.v2i2.37.
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This study aims to examine the influence of work behavior, leadership style, and commitment to employee performance. This study uses a quantitative approach. The samples used were 32 people who were employees of the Lumajang District Police Cooperative. The results of the study show that work behavior and commitment have a significant effect on employee performance. However, leadership style has no significant effect on employee performance. An important implication of this research is that it is very important for the organization to pay attention to the work behavior and commitment of its employees. Leadership style has no effect because it often changes leaders. So employees are familiar with various leadership styles in managing the organization.
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Khalifa Alhitmi, Hitmi, Syed Haider Ali Shah, Rabia Kishwer, et al. "Marketing from Leadership to Innovation: A Mediated Moderation Model Investigating How Transformational Leadership Impacts Employees’ Innovative Behavior." Sustainability 15, no. 22 (2023): 16087. http://dx.doi.org/10.3390/su152216087.
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In an increasingly competitive landscape, both researchers and businesses are showing growing interest in promoting employee’s innovative work behavior (EIWB). Although earlier studies have highlighted the significance of transformational leadership (TL) in cultivating innovation among employees, there needs to be more understanding regarding the precise mechanisms and processes by which leaders exert their influence over the IWB of their employees. This study is based on the social exchange theory (SET) and upper echelon theory (UET) to investigate how the relationship between TL and employees’ IWB is mediated by the employees’ intellectual agility (EIA) and the employee’s voice (EV). To the best of researchers’ knowledge, this study represents the pioneering effort to examine the mediating mechanisms of EIA and EV between TL and EIWB within the specific context of small and medium Enterprises (SMEs) in a developing country. An online self-administered questionnaire was utilized to collect data from 430 SMEs in Pakistan. The proposed hypotheses were examined using partial least squares structural equation modeling (PLS-SEM). The study findings revealed a significant influence of TL on EIWB mediated by both their EIA and EV. These findings empower leaders to recognize their pivotal roles in nurturing innovation within their enterprises and crafting an optimal culture and climate conducive to innovative endeavors. Furthermore, this insight enables leaders to establish innovative environments that promote employees’ confident sharing of ideas and concepts. The study also includes a comprehensive finding and their implications, limitations, and suggestions for future research directions.
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Reuben N.D. "Role of Ethical Leadership in Fostering Employee Engagement and Job Satisfaction in Israel." American Journal of Leadership and Governance 9, no. 1 (2024): 68–80. http://dx.doi.org/10.47672/ajlg.1844.
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Purpose: The aim of the study was to assess the role of ethical leadership in fostering employee engagement and job satisfaction in Israel. 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: The role of ethical leadership in fostering employee engagement and job satisfaction is paramount in contemporary organizational settings. Research consistently demonstrates that ethical leaders who prioritize integrity, fairness, and transparency cultivate a positive work environment where employees feel valued and respected. By setting a strong example through their actions and decisions, ethical leaders inspire trust and confidence among employees, leading to increased engagement and commitment to organizational goals. Furthermore, ethical leadership promotes a culture of open communication and collaboration, enabling employees to voice concerns and contribute ideas without fear of reprisal. This inclusive environment fosters a sense of belonging and empowerment, which in turn enhances job satisfaction and overall well-being. Moreover, ethical leaders prioritize the welfare of their employees, recognizing the importance of work-life balance and offering support when needed. Implications to Theory, Practice and Policy: Social learning theory, social exchange theory and transformational leadership theory may be use to anchor future studies on assessing the role of ethical leadership in fostering employee engagement and job satisfaction in Israel. Implement comprehensive leadership development programs that emphasize the cultivation of ethical leadership skills among managers and leaders at all levels of the organization. Develop and enforce ethical codes of conduct and standards of behavior that outline expectations for leaders and employees alike.
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Sridadi, Ahmad Rizki, Anis Eliyana, Fika Arista Priyandini, Andika Setia Pratama, Shochrul Rohmatul Ajija, and Nurul Liyana Mohd Kamil. "Examining antecedents of organizational citizenship behavior: An empirical study in Indonesian police context." PLOS ONE 18, no. 10 (2023): e0291815. http://dx.doi.org/10.1371/journal.pone.0291815.
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Police reform in the Mobile Brigade Corps unit in Indonesia, which seeks to break away from militaristic elements, has not been fully implemented optimally. This is reflected in the lack of implementation of human values in serving the community. The extra effort of officers in encouraging community service based on human values can be realized through Organizational Citizenship Behavior which is not only directed at fellow officers, but also towards organizations in the context of community service. Based on Social Exchange Theory, this study aims to investigate the mechanism of strengthening Organizational Citizenship Behavior in the context of the Police Mobile Brigade Corps with the support of Empowering Leadership, Psychological Empowerment, and Job Satisfaction. Using a quantitative approach, this study distributed online questionnaires to 395 Mobile Brigade Corps officers. Furthermore, this study analyzes the data using Partial Least Squares–Structural Equation Modeling. The test results show that Empowering Leadership can strengthen Organizational Citizenship Behavior. In addition, this study reveals the mediating role of Psychological Empowerment and Job Satisfaction in the influence of Empowering Leadership on Organizational Citizenship Behavior. With these findings, the Police Mobile Brigade Corps needs to improve the competence of officers through training and development efforts so that officers feel psychologically empowered and have job satisfaction. On the other hand, Mobile Brigade Corps needs to encourage leaders to provide opportunities for officers to participate in decision making and recognize their contributions to work.
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Basuki, Nur. "Servant leadership behavior." Monas: Jurnal Inovasi Aparatur 3, no. 1 (2021): 269–81. http://dx.doi.org/10.54849/monas.v3i1.68.
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This research is based on the reality of the high leadership achievements of the participants of the Supervisory Leadership Training (PKP) of the Human Resources Development Agency (BPSDM) of DKI Jakarta Province in 2020 and the length of change in one's leadership. This study aims to describe the servant leadership behavior of the alumni of Supervisory Leadership Training. This research departs from the perspective that leadership behavior is formed through social processes. The theory used as an analytical tool and to explain the leadership behavior of PKP alumni is the theory of social practice from Pierre Bourdieu. According to this theory, leadership behavior depends on the habitus, capital and arena of leaders. This qualitative research categorized as a case study was conducted on 19 purposively selected PKP alumni informants of the 2nd generation. Data were collected by written interview and analyzed by ideal type approach. Field findings show that the leadership behavior of alumni varies depending on the habitus formed, the capital they have and the arena that surrounds them. In conclusion, the informants have behaviors that are in accordance with the characteristics of servant leadership. Informants have a new leadership habitus and a confirmed habitus of the existing leadership practice. The informants also have a variety of capital in the form of social, cultural, economic and symbolic capital. Finally, there are two kinds of arenas owned by the informants, namely the arena of the Official Responsible for Technical Activities (PPTK) and the arena of the Budget User Authority (KPA). As a recommendation, this research is continued with a phenomenological approach to dig deeper into leadership serving the informants.
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IYAMABHOR Martins, OGUNDARE, Justice Taiwo, Roland Orie Akpubi, and OGBOR John O. "MANAGING WORKFORCE DIVERSITY AND THE QUEST FOR ETHICAL LEADERSHIP." International Journal of Management & Entrepreneurship Research 5, no. 6 (2023): 341–59. http://dx.doi.org/10.51594/ijmer.v5i6.495.
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This study proposes a framework for analyzing and understanding the relationship between ethical leadership and the management of workforce diversity. Using meta-synthesis as a methodological approach, the study examines the current research stream in workforce and workplace diversity. Second, the concept of ethical leadership is examined, including the conditions for its applicability and possibility in creating leader-follower relationship. It is argued here that our understanding of diversity and all of its ramifications are products of our ethical and cultural conditioning. A review of the ontological nature of ethical leadership indicates how organizational leaders function as role models and how members of the organization identify themselves with the organization ideal as embodied in the leader’s ideal. Further, we explain how the actions of organizational leaders as parental figures and role models are capable of altering followers’ perception of their individualities and their realities. We argue that organizational leaders can and should use their power of influence (as role models) to make their followers recognize the inherent advantages and challenges of a diverse workforce and workplace. We point out that the inability of our leaders to manage the diversity in our society and institutions poses a serious threat to the nation’s security. On this basis, we suggest that ethical leadership seems to be an appropriate form of leadership behavior for managing a diverse workforce capable of achieving the goals of an organization. Finally, five ethical leadership approaches for creating and sustaining effective management of workforce diversity are suggested.
 Keywords: Workforce Diversity, Ethical Leadership, Ethical Climate, Cultural Orientations.
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Fang, Sun. "Relationship between Transformational Leadership and Employee Creativity in China." International Journal of Leadership and Governance 4, no. 3 (2024): 50–59. http://dx.doi.org/10.47604/ijlg.2857.
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Purpose: The aim of the study was to analyze the relationship between transformational leadership and employee creativity in China. 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: The relationship between transformational leadership and employee creativity in China has shown that leaders who inspire and motivate employees significantly enhance creative output. Transformational leaders foster an environment that encourages innovation by providing intellectual stimulation and individualized consideration, which in turn boosts employees' intrinsic motivation and willingness to take risks. Studies indicate that such leadership styles positively impact employees' creative problem-solving abilities and the generation of novel ideas. Unique Contribution to Theory, Practice and Policy: Transformational leadership theory, social exchange theory & self-determination theory may be used to anchor future studies on relationship between transformational leadership and employee creativity in China. Organizations should design and implement leadership development programs that emphasize transformational leadership behaviors proven to enhance creativity, such as fostering intellectual stimulation and providing personalized support. Policymakers should create guidelines that integrate transformational leadership principles into organizational policies, particularly those related to performance management and leadership evaluation.
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Carnes, Andrew, Jeffery D. Houghton, and Christopher N. Ellison. "What matters most in leader selection? The role of personality and implicit leadership theories." Leadership & Organization Development Journal 36, no. 4 (2015): 360–79. http://dx.doi.org/10.1108/lodj-06-2013-0087.
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Purpose – The purpose of this paper is to determine the primary basis upon which raters make decisions in the context of selection for formal leadership positions. Specifically, this paper examines the applicant’s personality, the rater’s personality, and the congruence between the applicant’s personality and the rater’s implicit leadership theories (ILTs) as predictors of interview scores. Design/methodology/approach – The hypotheses were tested via random coefficient modeling analyses using HLM software with the control variables included in Step 1 and the main effects entered in Step 2, and interaction effects in Step 3 as appropriate. Findings – Analyses suggest that both applicant and rater personality impact interview scores, but raters do not appear to select leaders on the basis of their conceptualization of an ideal leader. Research limitations/implications – The results suggest that raters may not consider their own ILTs when attempting to identify future leaders. Given this lack of a natural tendency toward selecting individuals that match one’s perceptions of an ideal leader, future research should focus on adapting current selection methods to leader selection and the development of new selection methods that are more valid. Practical implications – These findings suggest that current staffing practices may not encompass the most effective tools for selecting future leaders of the organization. These results highlight the importance of clarifying the outcome goals of the selection process in advance by giving raters a clear representation of the qualities and ideals that should be present in potential leaders. Originality/value – This study is among the first to examine the relationships between personality and ILTs in the context of a formal leadership selection process and makes a significant contribution to the literature by providing insight into the influence of both rater and applicant personality differences along with rater conceptualizations of ideal leadership in the context of formal leadership selection.
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Nichols, Austin Lee. "What do people desire in their leaders? The effect of leadership experience on desired leadership traits." Leadership & Organization Development Journal 37, no. 5 (2016): 658–71. http://dx.doi.org/10.1108/lodj-09-2014-0182.
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Purpose – The purpose of this paper is to determine how leadership experience affects the value leaders place on leadership traits. In particular, the author sought to determine if individuals with different amounts of leadership experience deferentially desire traits related to dominance and cooperation. Design/methodology/approach – Participants reported the importance of dominant and cooperative traits for an ideal leader, and reported the number of leadership roles that they had experienced. Findings – The desirability of dominance-related traits decreased as leadership experience increased, but only for women. In contrast, the desirability of cooperation-related traits remained the same, regardless of leadership experience or gender. Practical implications – Overall, these findings suggest leaders learn to desire different traits as they gain leadership experience. Implications of this research may exist in both business and political domains. In business, several leadership outcomes depend on trait desirability. In addition, interview and selection decisions may depend on the leadership experience and gender of the decision-maker. Organizations should carefully select members of the organization to make these critical hiring decisions. In politics, candidates would be wise to consider the leadership experience and gender of constituents in their self-presentation attempts. Originality/value – This research presents the first examination of the effect of leadership experience on the desirability of leader personality traits. In addition, this is one of the first studies to refocus on the dominance/cooperation dichotomy and “ideal” leadership – a promising focus for future trait research.
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Nuramelia, Alya, Ilham Agustian Widya Yusuf, and Ahmad Farihin. "Analisis peran kepemimpinan dalam meningkatkan kinerja personil Ditlantas Polda Jabar masa periode 2023." BAHTSUNA: Jurnal Penelitian Pendidikan Islam 6, no. 2 (2024): 87–95. https://doi.org/10.55210/bahtsuna.v6i2.462.
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In this era of globalization, the effectiveness of work in an organization is greatly influenced by the leadership in it. Leadership is not only an administrative function that ensures that tasks are carried out, but also an important element in inspiring, motivating, and guiding members of the organization towards achieving common goals. The purpose of this study is to analyze the role of leadership in improving the performance of members of the West Java Regional Police Traffic Directorate in the 2023 period. The method used in this study is Qualitative with a descriptive approach with interview data collection techniques, document studies and observations and data analysis used using data triangulation. The results of this study emphasize the importance of the role of leadership in improving the performance of members of the West Java Regional Police Traffic Directorate. The leadership applied is vertical, with leaders acting as role models and motivators who are able to direct and support their members in carrying out their duties. Strategies such as giving awards, empathy, and role models have proven effective in encouraging work productivity and disciplined behavior of members. These findings confirm that strong leadership contributes directly to the achievement of organizational goals, such as creating traffic safety and order.
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Magsaysay, Jowett F., and Ma Regina M. Hechanova. "Building an implicit change leadership theory." Leadership & Organization Development Journal 38, no. 6 (2017): 834–48. http://dx.doi.org/10.1108/lodj-05-2016-0114.
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Purpose The purpose of this paper is to propose a model for implicit change leadership theory (ICLT) and to explore its relationship with perceived effectiveness of change management (CM). Design/methodology/approach The study employed a mixed-methods design. It used a qualitative approach to identify schemas on the traits and behaviors of an ideal leader and schemas on what constitute effective CM. A quantitative approach was followed to test the conceptual model. Findings The study suggests five competencies of ideal change leaders: strategic and technical competencies, execution competencies, social competencies, character, and resilience. Together, these five competencies comprise an ICLT. Moreover, schema congruence correlates with perceived effectiveness of CM. The closer the congruence between subordinates’ ideal change leader and their actual change leader, the greater the perceived effectiveness of CM. Research limitations/implications The study was limited to employees in the Philippines. It is thus suggested that data gathering in other populations be conducted to allow for generalizability of results. The research was cross-sectional in design, that limits causal explanations. Longitudinal studies examining perceptions and attitudes during and after the implementation of change could provide more robust evidence of the relationships between schemas and perceptions of change. Practical implications The results suggest that to increase the chances of success of their change initiatives, organizations could consider leadership development interventions that could enhance the competencies of their leaders in the implicit change leadership constructs. Organizations also need to consider employee schemas of effective CM when implementing change. Originality/value The main contribution of this paper is to expand implicit leadership theory by applying it to a specific leadership context, that of organizational change, and to derive an ICLT.
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Indarto, Indarto. "Leadership Strategies in Building an Organizational Culture of Integrity to Maintain Domestic Security in the Era of Industrial Revolution 4.0 in Support of National Development." Interdiciplinary Journal and Hummanity (INJURITY) 3, no. 6 (2024): 335–44. http://dx.doi.org/10.58631/injurity.v3i6.204.
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This study examines efforts to build a culture of integrity within the Indonesian National Police (Polri) through leadership strategies, strengthening organizational structure, and optimizing leadership processes. Data were collected through questionnaires distributed to 1,735 respondents, comprising both police officers and civilians, as well as through five rounds of Focus Group Discussions (FGDs). The qualitative approach involved in-depth interviews and FGDs to understand behaviors related to integrity and ethical leadership, while the quantitative approach was conducted through questionnaire distribution to civilians. The research findings indicate that the public's perceptions of integrity in Indonesia are in line with the perception of polri members. However, there is a significant percentage of respondents stated that their leaders have shown concern for ethical values, conveyed ethical standards, set an example in integrity behavior, and courageously admitted mistakes, but the results of FGD reveal a gap between rhetoric and practice, and a lack of consistency in integrity behaviors. This study contributes valuable perspectives on fostering integrity within law enforcement organizations, with implications potentially extendable to other contexts facing similar challenges.
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Brinkmann, N., A. Fischer, N. von Lüdinghausen, et al. "Concept, Validation, Pilot Phase, and Evaluation of a Resilience Training Course for Leadership Personnel in the German Military Police Forces." BOHR International Journal of Social Science and Humanities Research 1, no. 1 (2022): 110–16. http://dx.doi.org/10.54646/bijsshr.016.
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Leadership personnel in the German military police are often responsible for units that are frequently exposed to highly stressful situations due to their tasks and skills. As German military leaders are expected to take care of and support their subordinates, they need to know how resilience can be increased and trained. This article presents a resilience training concept for leaders in the German military police. The result is a 1-week resilience training course consisting of psychoeducational knowledge, practical training parts, and measures for sustainability. Subsequently, it was validated and scientifically evaluated with German military police officers (n=19). The high degree of target group orientation was deemed necessary and expedient. Further objectives are to adapt the concept to the needs of other military target groups and to increase its sustainability.
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Stelmokienė, Aurelija, and Auksė Endriulaitienė. "CONGRUENCE BETWEEN REAL AND IDEAL LEADER. WHAT MATTERS MORE IN TODAY’S WORK WORLD: ETHICAL BEHAVIOR OF A LEADER OR PRODUCTIVITY?" Business: Theory and Practice 21, no. 1 (2020): 184–91. http://dx.doi.org/10.3846/btp.2020.11800.
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This paper draws from follower centric perspective and implicit leadership theories to explore factors that predict higher congruence between real and ideal leader in followers’ view. It also examines the impact of sociodemographic and organizational characteristics to the prediction of perceived congruence. 267 Lithuanian employees from private and public organizations participated in internet-based survey. Followers filled up a questionnaire about their direct middle supervisors: they rated fit between ideal and real leader, leader’s ethical behaviour and productivity of work unit. Results indicate that both ethical behaviour of a leader and productivity are important predictors of employees’ perceived congruence between real and ideal leader. However, ethical behaviour has significantly higher standardized beta coefficients in comparison with productivity in public sector organizations. Therefore, the context needs to be considered when making leaders’ selection and promotion decisions based on follower preferences. Important insights for leadership research are also discussed in the paper.
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Khan, Ahmad, and Dr Melanie M. Tidman. "Impacts of Transformational and Laissez-Faire Leadership in Health." International Journal of Medical Science and Clinical Invention 8, no. 09 (2021): 5605–9. http://dx.doi.org/10.18535/ijmsci/v8i09.04.
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The health care industry is continuously developing, and constant leadership must maintain high-quality care to patients. Applying certain leadership styles is critical in developing, aligning and fabricating a pathway to effective and reliable care. Leaders can improve their subordinates’ performance, work behavior, and communication of their subordinates through the application of different styles of leadership. The two styles of leadership under investigation in this paper are transformational leadership and laissez-faire leadership.
 In health care organizations, transformational leadership improves the quality and safety of patient care. Furthermore, transformation enhances staff commitment to organizational goals. In contrast, Laissez-faire leadership is not an ideal style in health care facilities. Laissez-faire leadership increases stress levels, anxiety, and staff turnover rates. As a result, the higher level of stress among staff leads to medical errors, a higher rate of staff turnovers, and suboptimal care to care for patients. Each leadership style has its strengths and weaknesses; leaders need to apply the appropriate leadership style to improve health care quality, patient safety, teamwork, and increase staff motivation and commitment to reduce adverse events in health care facilities.
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Cuong, Nguyen Manh, Noah Mutai, Svitlana Samoylenko, et al. "Mindfulness Philosophy and the Redefined Transformation Leadership Model: The Case Study of Plum Village." Journal of Law and Sustainable Development 11, no. 12 (2023): e2138. http://dx.doi.org/10.55908/sdgs.v11i12.2138.
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Purpose: The goal of this research is to investigate the incorporation of mindfulness philosophy into transformational leadership theories and to revise the current transformational leadership model. The study focuses on Plum Village, Thich Nhat Hanh's contemplative mindfulness community, to discover fundamental attributes and practices of transformational leaders who incorporate mindfulness philosophy into their leadership approach. Theoretical Reference: The study's key theoretical underpinnings include mindfulness philosophy and transformational leadership theories. In the context of transformational leadership, it emphasizes the importance of non-dualism and the six paramitas of mindfulness philosophy. The theoretical framework also overcomes past research gaps, including the lack of examination of Eastern and contemplative leadership techniques. Method: The study takes a qualitative method, focusing on Plum Village as a case study to find the important attributes and behaviors of transformative leaders who embrace mindfulness philosophy. Methods of data collection include interviews, observations, and document analysis. Thematic analysis is used in the study to uncover patterns and themes in the collected data. Results and Conclusion: The study reveals the important characteristics and practices of transformational leaders who incorporate mindfulness philosophy, emphasizing the significant relationship between non-dualism, the six paramitas of mindfulness philosophy, and transformational leadership. The conclusion emphasizes the significance of incorporating mindfulness philosophy into transformational leadership theories in order to accelerate the growth of transformative enterprises. Research Implications: The findings have far-reaching impactfor leadership development and organizational culture. It recommends three effective strategies for organizations seeking to incorporate mindfulness practices into their leadership development programs: incorporating mindfulness practices into leadership training, creating a supportive environment for mindfulness practices, and promoting a mindful approach to decision-making and problem-solving within the organization. Originality/Value: This study adds to the body of knowledge by bridging the gap between mindfulness philosophy and transformational leadership theories, specifically in the context of Eastern and contemplative leadership techniques. The creation of a one-of-a-kind transformational leadership model based on the incorporation of mindfulness philosophy adds uniqueness and value to the current body of knowledge in leadership studies. The study offers businesses practical ways for cultivating a mindful workplace culture and underlines the transformative potential of adopting mindfulness into leadership ideas.
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Anggun Siska Pratiwi, Nazeeva Yusrina, Sahmiral Amri Raja Guk Guk, Tazkiya Aulia Ibriza, and Syahbuddin Tambusai. "Kepemimpinan Islam dalam Pendidikan: Kajian Teori Perilaku dan Implementasinya." JURNAL RISET RUMPUN ILMU PENDIDIKAN 4, no. 2 (2025): 18–24. https://doi.org/10.55606/jurripen.v4i2.5331.
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This study aims to explore behavioral leadership theory from an Islamic perspective, particularly in the context of education. Using a descriptive qualitative approach, the research examines how Islamic values such as syura (consultation), amanah (trust), ‘adl (justice), and khalifah (stewardship) are reflected in the behavior of educational leaders in Islamic institutions. Data were collected through literature review, in-depth interviews, and participatory observation. The findings indicate that effective leadership behavior in Islamic education involves a balance between task orientation and relationship orientation, as outlined in behavioral leadership theories. Prophet Muhammad SAW is presented as the ideal leadership model who combines strategic vision with strong spiritual and moral values. These findings suggest that behavioral theory can be applied to evaluate and improve leadership styles in Islamic education that are not only professional but also grounded in Islamic principles
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Miranda Bakrie, Nyiayu Olivia, Gilang Rafi Chandra, Gemerlang Adhityatama, and Sekar Wulan Prasetyaningtyas. "Ideal Leader Behaviour in the Workplace." Kajian Branding Indonesia 4, no. 2 (2022): 79–90. http://dx.doi.org/10.21632/kbi.4.2.79-90.
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Entrepreneurs in Indonesia believe that digital products and services may enable a more efficient and effective way of living. The key to achieving success in the era of digital transformation is to disrupt the market by providing consumers with exceptional value. In order to execute this correctly, businesses must be both effective and effective in achieving this expectation. Today Indonesian large businesses are digitalized and prepared to create disruptive, consumer-focused innovation as a result of this effort. In addition, as of 2022, Indonesia had the highest number of digital start-up enterprises among Southeast Asian nations, with 2,345 registered. Leadership is a factor in the success of digital firms, and digital businesses that must develop for the benefit of other companies are no exception. We believe that significant effort needs to be done in order to grasp the leadership behavior of the executives in payment aggregator firms. This research was conducted at Tangerang Indonesia-based software and consulting business. Since 2014, the company's main focus has been billing aggregation, and it currently has over 150 partners. Interviews were conducted in Indonesian, which would subsequently be translated into English for the purpose of this research. The outcomes showed that corporate leaders of a billing aggregator company have three types of behaviors that are considered desirable for their staff. Relationship-related, performance-related, and conflict-related behaviors are all interconnected. Ideal leaders establish clear boundaries not only between jobs but also between their relationships with employees.
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Rahmawati, Zuli Dwi. "Pendidikan Kepemimpinan Perspektif K.H. Imam Zarkasyi." TA'LIM : Jurnal Studi Pendidikan Islam 2, no. 1 (2019): 107–15. http://dx.doi.org/10.52166/talim.v2i1.1434.
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Education is very important for the development of life, improving the quality of life, both in terms of science, behavior, and uses in society, generally in the life of the nation and state. Therefore education must always be developed in accordance with the development and demands of the era, including Leadership Education. This is based on reality globally, nowadays the leadership of Muslims in the world is chaotic facing various trials and threats, the Islamic world is rocking due to the lack of satisfaction of their leaders. It is also intended that fitrah as a caliph in every human being can be functioned as it has been outlined by Allah in Islam. One of the efforts to improve the quality of cadres of leaders according to Islamic teachings is by reviewing and applying concepts that have been formulated by Kyai and education experts, as well as leadership that has been implemented by KH Imam Zarkasyi in his hut, so that his alumni have been active as leaders in this country. Recognizing the importance of KH Imam Zarkasyi leadership education which addresses leadership education in accordance with Islamic teachings, where on the one hand leadership is based on the Qur'anic Islamic values and the Sunnah. From the results of this study, it can be seen that leadership education according to KH Imam Zarkasyi is based on the argument that humans are leaders who will be held accountable for their leadership. Whereas the function of the leader is to organize the totality of life, it requires a cadre regeneration institution that is deliberately formed to become an ideal place of life so that cadres will be formed and fostered a mindset, attitude and behavior as a leader by applying high discipline.
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Budi, Agus Argawan. "STRATEGI MOTIVASI KEPEMIMPINAN DI SDN 3 KAWO, KECAMATAN PUJUT, LOMBOK TENGAH." Jurnal Ilmu Pemerintahan Suara Khatulistiwa 6, no. 1 (2021): 92–101. http://dx.doi.org/10.33701/jipsk.v6i1.1731.
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This article discusses motivational leadership that is critical to organizational development and progress. Leaders who have a charismatic attitude, are able to provide inspiration, provide motivation and attention to team members, and stimulate all components to make changes in order to achieve organizational goals. The research method used is literature review method with descriptive research type. Research results: strategies to play a motivational leadership role in SDN 3 Kawo can be done by scheduling activities to provide motivation to students and taking a behavioral approach to teachers and/or employees at any time and opportunity. In conclusion that the quality of public service is highly determined by the quality of leadership knowledge, a leader must learn and understand the concepts of leadership, motivation and behavior that can be a reference material for the study and research of leadership behavior, as well as the development of the ideal motivational leadership paradigm.
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Sohail, Syed Hussain. "Influence of Authentic Leadership on Employee Innovation and Creativity in Technology Companies in Pakistan." American Journal of Leadership and Governance 9, no. 2 (2024): 1–13. http://dx.doi.org/10.47672/ajlg.1845.
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Purpose: The aim of the study was to assess the influence of authentic leadership on employee innovation and creativity in technology companies in Pakistan.
 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: The study explores the impact of authentic leadership on fostering innovation and creativity among employees within technology companies. Authentic leadership, characterized by transparency, ethical behavior, and genuine concern for employees, is found to significantly influence employee innovation and creativity. Leaders who exhibit authenticity create an environment of trust and psychological safety, encouraging employees to express new ideas and take risks without fear of retribution. Such leadership fosters a culture that values diverse perspectives and encourages experimentation, leading to increased innovation and creativity within the organization. Employees under authentic leaders feel empowered to think outside the box, collaborate effectively, and pursue novel solutions to complex problems. Consequently, technology companies benefit from enhanced adaptability, competitiveness, and long-term success as a result of nurturing authentic leadership practices within their organizational structure.
 Implications to Theory, Practice and Policy: Transformational leadership theory, social learning theory and self-determination theory may be use to anchor future studies on assessing the influence of authentic leadership on employee innovation and creativity in technology companies in Pakistan. Develop and implement leadership development programs that focus on cultivating authentic leadership qualities among managers and executives in technology companies. Advocate for the inclusion of authentic leadership principles in corporate governance guidelines and regulations.
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Caulfield, Jay L., and Anthony Senger. "Perception is reality: change leadership and work engagement." Leadership & Organization Development Journal 38, no. 7 (2017): 927–45. http://dx.doi.org/10.1108/lodj-07-2016-0166.
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Purpose The purpose of this paper is to investigate how employee perceptions of change and leadership might impact work engagement following major organizational change. Design/methodology/approach Social media invited US workers recently experiencing major organizational change to anonymously complete a web-based survey requesting qualitative and quantitative responses. Values-based coding and thematic analysis were used to explore qualitative data. Hierarchical and linear regression, and bootstrapped mediation were used to analyze quantitative data. Findings Analysis of qualitative data identified employees’ perceptions of ideal change and ideal leadership were well supported in the change leadership literature. Analysis of quantitative data indicated that employee perceptions of leadership fully mediated the relationship between employee perceptions of change and work engagement. Practical implications Study findings imply that how employees perceive change is explained by how they perceive leadership during change, and that these perceptions impact work engagement. Although these findings appear commonsensical, the less than stellar statistics on major organizational change may encourage leaders to become more follower-focused throughout the change process. Originality/value The study makes a contribution to an understudied area of organizational research, specifically applied information processing theory. This is the first study that identifies employee perceptions of leadership as a mediator for perceptions of change and work engagement. From a value perspective, leaders as successful change agents recognize significant cost savings in dollars and human welfare by maintaining healthy workplaces with highly engaged workers.
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Abd. Rahman. "HMI sebagai Organisasi Perkaderan dalam Mewujudkan Pemimpin Good Governance." Ad-Dariyah: Jurnal Dialektika, Sosial dan Budaya 2, no. 2 (2021): 64–78. http://dx.doi.org/10.55623/ad.v2i2.83.
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Leadership with regard to someone influencing other people’s behavior for a purpose With power, a leader can influence the behavior of others for a purpose. Power can be divided into five, namely: (1) power expertise (expert power); (2) legitimate power (legitimate power); (3) reference power (referent power); (4) reward power; (5) coercive power. Basically, it becomes an absolute that humans were created by Allah SWT on the surface of the earth to devote themselves solely to their presence as stated in the Koran that humans were created as “khalifa fil ard” (leaders on earth). In the course of human history in the field of leadership, many phenomena have occurred in the dynamics of this journey. Where than the existence of ideal leadership is very coveted in every society. It becomes a logical consequence of how the ideal leadership and a good and responsible leader can be realized. So it is very much needed the candradimuka creater (appropriately galvanizing) a leader who is critical and can answer the challenges of changing times by him the Islamic Student Association (HMI) is here to then become an answer as a complete cadre organization from formal and informal cadre levels.
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Yogaswara, Andrey Satwika, Disman Disman, Eeng Ahman, and Nugraha Nugraha. "Kinerja Dilihat dari Perspektif Kepemimpinan Militer dan Budaya Organisasi." Image : Jurnal Riset Manajemen 11, no. 2 (2023): 142–51. http://dx.doi.org/10.17509/image.2023.013.
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This study aims to determine the role of military leadership and organizational culture on leaders' performance in the TNI AD Military Police unit. The approach used is descriptive verification with multiple regression methods. The population in the study were 69 POMDAM and DENPOM commanders throughout Indonesia. Data collection used a questionnaire distributed via google forms in one data collection (cross-sectional method). Military leadership variables are measured by task-oriented, relationship-oriented, change-oriented, and external dimensions. Organizational culture variables are measured using the dimensions of individual behavior, norms, dominant values, philosophy, applicable regulations, and organizational climate. Meanwhile, the TNI Commander's regulations measure the leader's performance, including quantity, quality, creativity, cooperation, initiative, and personal qualities. The findings show that military leadership and organizational culture significantly affect leadership performance, partially or simultaneously. Military leadership, which is a projection of the personality and character of a leader to make his subordinates do what is asked, can explain performance. Oath-based military culture includes matters such as commitment, values, and behavior which are elements in the culture that play a role in improving the performance of every level of personnel in the organization.
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Jang, Jaeseong, and Jisu Jeong. "A meta-analysis of police leadership and organizational effectiveness: focusing on the South Korean police." Policing: An International Journal 45, no. 2 (2022): 315–33. http://dx.doi.org/10.1108/pijpsm-07-2021-0103.
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PurposeThe purpose and approaches of this article differ from those of prior research in several ways. First, while existing leadership meta-analytic research has focused on the relationship between specific types of leadership and organizational correlates, this study is a comprehensive and systematic meta-study of overall leadership types and organizational effectiveness. Second, while most of the aforementioned previous leadership meta-analysis studies target various countries and organizations, this study focuses on the leadership of the police, especially the South Korean police, and organizational effectiveness. In particular, this study is necessary because leadership meta-analysis studies of police organizations are rare. Third, this study can contribute to the accumulation of leadership knowledge in the context of contingency theory. According to contingency theory, no form of leadership is effective in all situations. Both the environment and organizational factors of leadership have a significant impact on the effectiveness of leadership. In this regard, it is very meaningful to meta-analyze the studies on leadership and organizational effectiveness of the Korean police and interpret the results in conjunction with the Korean national context and the characteristics of the police.Design/methodology/approachIn this study, the authors conduct a meta-analysis of the studies on the leadership and organizational effectiveness of the South Korean police. To select the literature for the meta-analysis, the authors used the Preferred Items for Systematic Views and Meta-analysis procedure. First, 254 papers were searched, of which 133 were published in academic journals and 121 were dissertations. Second, 84 studies were selected, excluding 135 double-discovered studies, 30 studies unrelated to police leadership and 5 undisclosed studies. Finally, the authors checked the abstract and content of the literature. The authors evaluated the quality of the 36 studies that were selected through the above process. The authors estimate the sample size–weighted mean correlation by reflecting the sample size of each study in the converted Fisher's z-value. The final result is presented by reverting to the correlation coefficient for convenience of interpretation. Through this meta-analytic process, the authors estimated the mean effect size of whole leadership on the organizational effectiveness of the Korean police by integrating the effect size of each study.FindingsThe findings of this study have the following theoretical and practical implications. First, the results of this study indicate that the above trends in international leadership research have been applied to the Korean police as well and that the above trends in international leadership research have been applied equally to research into the South Korean police. The authors argue that more servant leadership studies are needed on the South Korean police. Second, the results of this study demonstrate that leadership is strongly correlated with organizational effectiveness among the South Korean police as well. Leadership is also found to be significantly positively related to attitude, behavior and satisfaction among the South Korean police. These results suggest that the leadership of police managers is very important for effective organizational management and improved police performance. Third, the results indicate significant differences in the effect sizes of each type of leadership. The largest effect size is the empowering leadership (EML), almost double the smallest effect size, authentic leadership. The results of the current study also indicate that transactional leadership (TSL) has a strong correlation with organizational effectiveness. Advanced research shows a significantly smaller effect than the magnitude of the effect size in this study. The authors examine the powerful effect of EML among the South Korean police from the perspective of organizational culture and the characteristics of the South Korean police. Influenced by social culture, the South Korean police also have hierarchical characteristics and a rigid organizational culture. In addition, although the police have strong discretion due to the nature of policing, individual police officers often have to take responsibility for the consequences of police discretion.Research limitations/implicationsThe most significant limitation of the current study is the lack of research using meta-analysis. The meta-analysis of the study was conducted on the police leadership and organizational effectiveness of one country, Korea. This is both a strong and weak point of the study. The lack of effect size on other leadership styles except transformational leadership and TSL can make it difficult to generalize the study results. There are only four samples of effect size, so careful interpretation is needed. This is also the inherent limitation of meta-analysis. After sufficient research is accumulated, it is necessary to re-estimate the effect size in future studies. In this study, the authors found differences in the effect sizes on organizational effectiveness by leadership types among the South Korean police, but more research is needed to determine the cause of the difference. In addition, this meta-analysis has a very high level of heterogeneity. This implies the possibility of various moderators, but the current study does not consider moderators. The authors recommend a continuous study on moderators that play a role in the relationship between police leadership and leadership outcomes.Practical implicationsIn this study, the authors found differences in the effect sizes on organizational effectiveness by leadership types among the South Korean police, but more research is needed to determine the cause of the difference. In addition, this meta-analysis has a very high level of heterogeneity. This implies the possibility of various moderators, but the current study does not consider moderators. The authors recommend a continuous study on moderators that play a role in the relationship between police leadership and leadership outcomes.Social implicationsThe authors’ empirical evidence once again supports the claim of leadership contingency theory that leadership is the result of the interaction of factors such as followers, leaders and organizational environments. It is difficult to conclude that the most effective leadership style among the South Korean police is EML. However, the authors’ findings can raise reasonable questions about generalized leadership effects and serve as evidence that the effects of leadership can vary across national and organizational contexts. Nevertheless, the authors can ask reasonable questions about the existence of generalized leadership effects. Furthermore, the authors’ findings can serve as evidence that the effectiveness of leadership can vary depending on cultural and organizational contexts.Originality/valueNumerous studies have been conducted on leadership and organizational effectiveness. However, meta-analysis studies on the relationship between leadership and organizational effectiveness focusing on certain national police forces have been limited. In this regard, the current study conducted a meta-analysis on the correlation between leadership and organizational effectiveness for South Korean police. While existing leadership meta-analytic research has focused on the relationship between specific types of leadership and organizational correlates, this study is a comprehensive and systematic meta-study of overall leadership types and organizational effectiveness. While most of the aforementioned previous leadership meta-analysis studies target various countries and organizations, this study focuses on the leadership of the police, especially the South Korean police, and organizational effectiveness. Previous research studies on the leadership of the Korean police have not properly considered national and cultural contexts. Most of them have the same limitations, that is, they applied each leadership theories that were developed in foreign countries (especially transformative leadership and transactional leadership) to the Korean police to explain whether each leadership type has a significant relationship with organizational effectiveness. The meta-analysis of this study can contribute to existing literature by overcoming this limitation. In addition, if the authors’ results match the cultural and historical characteristics of Korean police, they can provide evidence of the potential for effective police leadership in each country. The authors can also argue that meta-analysis of police leadership in other countries is necessary.
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Galanaki, Eleanna, and Nancy Papalexandris. "Demographic challenges for the future business leader: evidence from a Greek survey." Evidence-based HRM: a Global Forum for Empirical Scholarship 5, no. 3 (2017): 297–310. http://dx.doi.org/10.1108/ebhrm-03-2017-0019.
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Purpose The purpose of this paper is to identify the challenges posed to business leaders from major global demographic changes expected in the workforce composition, such as higher participation of women and more active involvement of elder and more experienced people in the future workforce. Design/methodology/approach The authors ran a survey among 733 middle managers, focusing on their ideal leadership behavior. The Global Leadership and Organizational Behavior project methodology was applied for data collection and analyses. Findings Several significant differences were established in leadership ideals according to gender, age and managerial experience. The differences based on gender had higher practical significance than the ones based on age and experience of the respondents. Research limitations/implications The paper adds up to the pertinent in the implicit leadership approach dialogue over the existence of stable, global and unchanging aspects of leadership. Practical implications Leader behaviors traditionally deemed as positive, such as the participative and charismatic/value-based leadership, are shown to be critical for the future business leader. Leadership development in organizations should focus on these two aspects. Social implications Leaders who can meet the expectations of diverse groups of people will be able to achieve inclusion of least privileged groups at the business level, leading to higher inclusion at the social, aggregate level. Originality/value The paper is the first to explore how documented demographic trends could affect the way that leadership will evolve in the near future.
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Davis, Joy. "Role of Strategic Leadership in Fostering a Culture of Innovation within Organizations." International Journal of Strategic Management 3, no. 5 (2024): 1–13. http://dx.doi.org/10.47604/ijsm.2886.
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Purpose: The aim of the study was to examine role of strategic leadership in fostering a culture of innovation within organizations 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: strategic leadership plays a pivotal role in fostering a culture of innovation within organizations by guiding and shaping the organizational climate and behaviors that support creativity, risk-taking, and adaptation. Through effective strategic leadership, organizations can cultivate an environment where innovation thrives, driven by visionary leadership, alignment of goals with innovation objectives, and empowerment of employees to explore new ideas and solutions. The study highlighted the significance of leadership styles, organizational culture, and contextual factors in influencing innovation outcomes. Unique Contribution to Theory, Practice and Policy: Transformational Leadership Theory, Organizational Culture Theory & Resource-Based View (RBV) may be used to anchor future studies on role of strategic leadership in fostering a culture of innovation within organizations. Implement leadership development programs that emphasize the cultivation of innovation-supportive behaviors among current and aspiring leaders. These programs should focus on enhancing skills in vision setting, fostering creativity, promoting psychological safety, and aligning organizational goals with innovation objectives. Establish reward systems that recognize and celebrate innovative efforts and successes within the organization. By incentivizing innovation, leaders can reinforce a culture where risk-taking and experimentation are encouraged, fostering continuous improvement and adaptation. Develop policies that create an environment conducive to innovation, such as flexible work arrangements, dedicated resources for research and development, and cross-functional collaboration initiatives. Policies should be aligned with strategic goals and actively supported by top management to ensure consistent implementation and effectiveness.
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Volosnikova, Lyudmila M. "Leadership in inclusive education: contemporary discourse." Bulletin of Nizhnevartovsk State University 62, no. 2 (2023): 17–25. http://dx.doi.org/10.36906/2311-4444/23-2/02.
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After the adoption of the UN Convention on the Rights of Persons with Disabilities, the issue of inclusivity occupies an important place on the agenda of educational reforms. The purpose of this policy is to find ways to increase the participation and education of students who belong to socially vulnerable groups and are at risk of exclusion from school and beyond. The scientific relevance of the problem lies in the fact that despite the importance of leadership in inclusive education, there are critically few works devoted to this topic, especially in Russia. The purpose of the study is to review and theoretically analyze scientific publications on the topic of leadership in inclusive education. In the article, the main types of leadership are considered; special attention is paid to the dominant theories of transformational and transactional leadership, leadership research tools in inclusive education. The leadership style significantly influences the views, behavior, communication of teachers, their self-efficacy, and learning strategies. When preparing future leaders of education in master's degree programs, it is necessary to form ideas about the types and importance of management style in school, to form skills of effective communication, motivation, intellectual stimulation. The prospects of the study are to conduct research on the influence of the leadership style of Russia school principals and the attitude of teachers to inclusive education, their teaching strategies.
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Junker, Nina M., Sebastian Stegmann, Stephan Braun, and Rolf Van Dick. "The ideal and the counter-ideal follower – advancing implicit followership theories." Leadership & Organization Development Journal 37, no. 8 (2016): 1205–22. http://dx.doi.org/10.1108/lodj-04-2015-0085.
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Purpose Research on implicit followership theories – that is, individually held assumptions about how followers are and how they should be – is still in its infancy. The few existing approaches differ in what they define as the object of these theories. The authors consider the lack of two aspects in the existing literature: first, the authors consider it important to not only focus on effective but also on ideal followers – which allows investigating follower characteristics that go beyond just performance; and second, the authors demonstrate the importance of the study of characteristics which leaders explicitly see as undesirable for followers (i.e. counter-ideal follower prototypes). The purpose of this paper is to fill these gaps and to extend the literature by introducing the concept of implicit followership theories as assumptions of ideal followers. Design/methodology/approach The authors first present three studies conducted to develop a scale to measure ideal and counter-ideal follower prototypes, respectively. In a fourth study, the authors apply this scale and compare it to existing measures of implicit followership theories regarding their value for predicting leaders’ follower ratings. Findings Results show that the newly developed measure is reliable and valid, and comprises a useful tool for future research. Practical implications The scale can be used for leadership development programs. Originality/value The study is among the few that provide theory and evidence for the relevance of implicit followership theories and is the first to consider the ideal follower in this regard.
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Mojic, Dusan. "The role of leadership in organizational behavior." Zbornik Matice srpske za drustvene nauke, no. 114-115 (2003): 125–44. http://dx.doi.org/10.2298/zmsdn0315125m.
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This paper deals with defining leadership as one of the basic determinants of behavior in organizations. It points to the increasing importance of the discipline of organizational behavior (OB), which is devoted, as an interdisciplinary field of study, to better understanding and managing human side of the work. Three basic levels of analysis in OB are individual, group and organizational level. Leadership represents the key variable of organizational behavior, which is predominantly determined by personal individuals' traits and characteristics of the environment. Definition of the leadership from the project GLOBE was accepted, claiming that it is "the ability of an individual to influence, motivate and enable others to contribute toward the effectiveness and success of the organizations of which they are members". In second part of the paper, very influential theoretical differentiation between managers and leaders (and, of course between management and leadership) has been analyzed. According to this standing point, it is emphasized how good manager brings certain degree of predictability and order in organization, while successful leader initiates change, often to dramatic proportions. Nevertheless, overemphasizing the differences between them is often inappropriate, because concepts of leader and manager in above-mentioned sense represent more "ideal types" that almost never exist in reality in its "pure" forms. Last part of the text discusses the role of leadership in organizational transformation (OT). Very frequently assertion that key moment of OT is changing the culture of organization is cited and the role of leadership in three main phases of transformation is analyzed: "unfreezing", moving and "refreezing".
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., Subhan, Samdin ., Rahmat Madjid, Juharsah ., and Arsyad Junaiddin. "Attitude Towards Knowledge Sharing as a Mediator in Understanding the Impact of Extrinsic Motivation, Intrinsic Motivation, Other Motivations, and OCB on the Performance of Police Officers." International Journal of Membrane Science and Technology 10, no. 4 (2023): 2007–25. http://dx.doi.org/10.15379/ijmst.v10i4.2355.
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Leaders are crucial in influencing members' motivation and improving organizational performance. In the National Police, member performance is vital to maintaining public trust. Motivations such as expected corporate rewards and satisfaction in knowledge sharing can influence knowledge-sharing behavior. Other factors, including confidence, leadership, and information technology, affect members' knowledge-sharing abilities. Organizational Citizenship Behavior (OCB) reflects members' commitment and positive contribution to the organization and is closely related to motivation and knowledge sharing. Therefore, improving performance through motivation, knowledge sharing, and OCB is crucial in the National Police, which upholds public security and order. This study investigates the role of attitude towards knowledge sharing in linking motivation, OCB, and Polri members' performance in Southeast Sulawesi. By doing so, we hope to improve the service and image of the National Police. The literature review includes the Knowledge-Based View (KBV), which stresses the importance of knowledge in creating a competitive advantage. The Social Exchange Theory (SET) views employee behaviors as the result of social exchange and knowledge sharing.Extrinsic and intrinsic motivation are central to knowledge-sharing behavior, whereas OCB includes voluntary behavior that supports organizations. The research was conducted at the Regional Police Office of Southeast Sulawesi Province, involving members of the National Police. The study lasted for four months, with a sample of 338 people. Data was collected through questionnaires and interviews. The results of data analysis using the Structural Equation Model (SEM) method show that extrinsic motivation, intrinsic motivation, and other motivational factors influence knowledge-sharing attitudes in organizations. Organizational civic behavior also affects knowledge-sharing attitudes. The relationship between Motivation, OCB, and performance of members of the National Police is not direct, but instead through the mediation of knowledge-sharing attitudes. Therefore, knowledge-sharing is a crucial factor linking motivation and behavior with significant performance outcomes in the context of the National Police, supporting the effectiveness of such organizations in maintaining public security and order.
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Deswita, Elvi, and Jamilus Jamilus. "Model Kepemimpinan Transformasional Nabi Muhammad SAW." ANWARUL 3, no. 3 (2023): 508–27. http://dx.doi.org/10.58578/anwarul.v3i3.1170.
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As a person who will move and direct the organization in achieving its goals, the leader has a significant influence on an organization. There have been several disgraceful cases of leaders in educational institutions that have occurred in Indonesia, including. In September 2022 the Padang City Police, West Sumatra, examined 47 Special School Principals (SLB) in investigating corruption cases in the procurement of learning facilities and there was also the case of the school principal in Ogan downstream, South Sumatra, which slapped one class of students because of reports of students smoking in class. Based on this, it shows that the principal as the head of the institution is less professional in leading his institution, has not been able to carry out the leadership function properly, and does not yet have an ideal leadership spirit. The qualitative research method with the type of case study is the method used to write this article. The data collection technique used in this method is the Prophet Muhammad SAW's library research showing a leadership style that is in line with the latest leadership theory, transformational leadership, among these traits is having a high work ethic that upholds organizational interests above personal interests, cooperate in carrying out organizational activities, carry out the mandate that has been given with full responsibility, be disciplined at work, uphold unity and oneness, treat work as worship, and always build positive relationships with others.
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Sharma, Avnish, Rakesh Agrawal, and Utkal Khandelwal. "Developing ethical leadership for business organizations." Leadership & Organization Development Journal 40, no. 6 (2019): 712–34. http://dx.doi.org/10.1108/lodj-10-2018-0367.
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Purpose The purpose of this paper is to understand the growing construct of ethical leadership and its related concepts that focus on the importance of the moral aspect of leadership. It focuses on the idea of ethical leadership, personality attributes of ethical leaders and develops a conceptual framework including various propositions related to the antecedents and outcomes of ethical leadership. Design/methodology/approach This is a review paper based on a synthesis of leadership literature from existing research journals and articles on ethical leadership. Authors analyzed selected papers on ethical leadership to propose a conceptual framework that shows the antecedents and outcomes of ethical leadership. Findings An ethical leader is one who strongly believes in following the right set of values and ideals in their decisions, actions and behavior. One has to be honest with high integrity, with people orientation and communicates assertively. Among the other attributes of an ethical leader, one needs to be responsible for taking unbiased decisions in benefit and overall interest of people and organization. This ethical leadership plays a vital role in developing positive outcomes such as followers’ organizational commitment and organizational identification. Trust in leadership can moderate this relationship. Practical implications This paper offers opportunities for researchers to explore discoveries in leadership style and also helps to understand the ways the organizations can develop ethical leaders at the workplace. An effective and efficient leader integrates ethics with leadership and thus makes its presence felt and emerges as a role model to play a more positive and valuable role in an organization. Originality/value This paper helps the strategist and educators to conceptualize ethical leadership and its framework including leaders’ ideal traits, similarities and differences of ethical leadership with other leadership styles and its role in developing positive outcomes in an organization. It presents a framework of ten testable propositions about ethical leadership that are relevant for both the practitioners and the scholars.