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Alhadi, Rus’an. "Situational Leadership Style : A Qualitative Study." Bulletin of Pedagogical Research 1, no. 2 (2021): 228. http://dx.doi.org/10.51278/bpr.v1i2.231.
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This article aimed to describe Principal’s leadership and to describe about the leadership style. Because the leadership style of a principal can determine the success of all activities in the school including the learning process in the classroom. This leadership style would be reflected in how teachers carry out their basic duties as educators. With the qualitative method, the collective data used documentation and observation. The result showed Employee R1, leader S1. The leadership style in this scenario was top-down as R1 that associated with low skill as well as commitment. By directing and telling as clearly as possible what to do, leaders can control the outcome. Subordinates were also easier to complete the task. Employee R2, leader S2. Subordinates show a willingness to do tasks, but did not have enough skills. Thus, the leader was more in the role of supervisor or coach. Leaders can help subordinates gain experience and confidence. Employee R3, leader S3. In this scenario, subordinates already have skills and skills that were qualified but relatively low commitment. Therefore, the role of leaders was not to tell them what to do. Leaders were there to motivate and support to boost their confidence. Leaders also play a role in providing help and feedback on employee performance, but only when it's really needed. Employee S4, leader S4. Subordinates already have high skills supported with a high commitment to completing tasks. Therefore, the role of the leader was as a supervisor who monitors everything already goes according to plan.
 Keywords: Leadership Style, Situational Leadership Style, Principal’s Leadership
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Mencl, Jennifer, Andrew J. Wefald, and Kyle W. van Ittersum. "Transformational leader attributes: interpersonal skills, engagement, and well-being." Leadership & Organization Development Journal 37, no. 5 (2016): 635–57. http://dx.doi.org/10.1108/lodj-09-2014-0178.
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Purpose – The purpose of this paper is to examine the effects of interpersonal skills (emotional and political skills) and work engagement on transformational leadership and leader well-being at work. Design/methodology/approach – Emotional control, emotional sensitivity, political skills, work engagement, transformational leadership behaviors, and job satisfaction were assessed in an empirical study of 278 employees. The relationships between emotional skills, political skills, work engagement, and transformational leadership were evaluated using participants in managerial positions (n=159). The combined influence of interpersonal skills and work engagement on job satisfaction was examined as a comparison between managers and non-managers (n=119). Findings – In addition to the positive effects of work engagement on outcome measures, results showed political skill is an important capability contributing to transformational leadership and leaders’ job satisfaction. Findings also showed the interaction of emotional skill, political skill, and work engagement contributed to job satisfaction among managers. Practical implications – Organizations must provide managers with opportunities to develop political skills or modify selection processes to identify candidates who possess political skills for management positions. Organizations will also benefit from implementing ways to engage managers in their work to facilitate transformational leader behaviors and promote their well-being. In addition, organizations can work to identify and develop managers’ emotional control and sensitivity skills specific to individual needs. Originality/value – Research investigating personal attributes that influence transformational leadership as an outcome is limited. This study contributes to the leadership literature and sheds light on the literature on the microfoundations of management competencies by examining managers’ skills and engagement on their leader behaviors and job satisfaction. Insights are discovered regarding the combination of emotional skills, political skills, and work engagement that indicate interpersonal skills and engagement have supplementary effects on transformational leader behaviors and leader well-being.
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Lappalainen, Pia Helena. "Industrial Leadership that Inspires Managerial Communication as an Emerging Pedagogical Focus in Engineering." International Journal of Engineering Pedagogy (iJEP) 7, no. 2 (2017): 142. http://dx.doi.org/10.3991/ijep.v7i2.6984.
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To explore the characteristics of effective industrial leadership, this work embarked on a quantitative effort to investigate requirements posed on leaders. Contrary to previous competence-based studies, the present work examined leader qualities more broadly through substantive knowledge, personality traits, socio-emotive skills, cultural awareness, and ethics and values. A particular aim was to conceptualize and operationalize effective leader behavior in industries to identify relevant and targeted foci for engineering pedagogy. Statistical analysis and factor analysis of the data from 503 respondents on 81 leader traits or skills shows that leadership that elicits positive organizational outcomes is founded on such leader personality dimensions as reliability, and such socio-emotive skills as self-leadership, emotional stability, inspiration and assertive communication.
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Shen, Qiuhua, Jill Peltzer, Cynthia Teel, and Janet Pierce. "Kansas nurse leader residency programme: advancing leader knowledge and skills." Journal of Nursing Management 26, no. 2 (2017): 148–57. http://dx.doi.org/10.1111/jonm.12527.
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Lasater, Kara. "School Leader Relationships." Journal of School Administration Research and Development 1, no. 2 (2016): 19–26. http://dx.doi.org/10.32674/jsard.v1i2.1915.
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 An important aspect of school leadership is relationship development, but developing meaningful relationships as a school leader is challenging. School leader relationships are challenged by diverse stakeholder groups, varied contexts, and difficult situations. The complex nature of school leader relationships necessitates explicit training for leaders on relational skills. The purpose of this paper is to provide professional development recommendations for school leaders regarding three aspects of relationships: rapport, trust, and communication. Specific ideas for school leaders regarding how to establish rapport, trust, and effective communication are discussed. Finally, the use of structured role-play is discussed as the recommended approach to professional development for school leader relationships.
 
 
 
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S, Meenakshi. "Retorika Voditelja Intern Literature Sangam." International Research Journal of Tamil 4, S-14 (2022): 67–72. http://dx.doi.org/10.34256/irjt224s1411.
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Sangam literature reveals the best thoughts about ancient Tamils. The effecting usage of words according to the situation is called rhetoric. The rhetoric generally refers to those who possess commanding personality skills. Aga ilakkiya leader has profound knowledge in elaborating her thoughts to others. The literature has also stated that the Aga ilakkiya leader’s rhetoric skills have guided her friends and man in a proper way. In the literature, the Aga ilakkiya leader’s skills in handling various traits such as accepting and rejecting ambassadors are one of the main proofs. The leader’s rhetorical skill can sometimes melt down the heart of her man. In Sangam Aga literature, the chief position was meant for leaders only. Hence the chief’s wellness is significantly taken care of by her friend. Normally friend is expected to be rich in knowledge and a leader is affiliated with feelings hence friends’ quality has been spoken high. So, the friend of Aga Ilakkiya leader’s intelligence is spoken from time to time. Hence this article describes how the rhetorical skills of a leader who could actually understand the different situations and managed her friend.
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Utomo, Kabul Wahyu. "PENTINGKAH KETERAMPILAN POLITIK ORGANISASI, SAAT TIDAK ADA PERBEDAAN PADA KUALITAS HUBUNGAN PEMIMPIN-BAWAHAN?" Jurnal Manajemen dan Pemasaran Jasa 10, no. 1 (2018): 61. http://dx.doi.org/10.25105/jmpj.v10i1.2296.
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<em>This study tries to focus on testing about political skills as moderating variable to the relationship between demographic similarity especially ethnic and the quality of leader-member exchange. This study used the survey method and using by questionnaires. From the questionnaire spread as many as 500, the number of questionnaire can be processed are 364 (the respond rate 72,8 % ). The research is done in four institutions in two cities in Jakarta and Yogyakarta. Variables in this study were variable independent used of similarity ethnic between leaders and subordinate. Their dependent variable is the quality of leader-member exchange. Next, the relationship between the two the variable is moderated by political skill as moderating variable. The analysis was conducted using regression analysis and the hierarchical regression. The outcome of this study suggests that there is a positive correlation between the demographic similarity of superior-subordinate specialty ethnicity and the quality of leader-member exchange. Then, the interesting thing about the research is correlation between the demographic similarity of superior-subordinate specialty ethnicity and the leader-member exchange moderated by political skills. But there is an interesting one, that is the connection between a demographic similarity (ethic) and the leader-member exchange moderated by the political skills has negative effect. Furthermore, discussion, the implications and many recommendation of this study are discussed in this study.</em>
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Shooter, Wynn, Jim Sibthorp, and Karen Paisley. "Outdoor Leadership Skills: A Program Perspective." Journal of Experiential Education 32, no. 1 (2009): 1–13. http://dx.doi.org/10.1177/105382590903200102.
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Successful hiring, training, and pairing or grouping of staff requires administrators to consider the relationship between their programs' goals and the specific outdoor leadership skills of individual leaders. Authors have divided outdoor leadership skills into a three-category structure, and models of outdoor leadership have focused on skills from the perspective of the individual outdoor leader. In contrast, this paper proposes a model of outdoor leadership that addresses the perspective of the program. In addition to considering the language and structure of outdoor leadership skill categories, this synthesis of literature results in the suggestion of alternate and consistent terminology for outdoor leadership skill categories and presents a model that can be used to guide hiring, training, and staffing decisions.
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Raver, Celeste K., Andrew K. Ledford, and Michael Norton. "A Strategic Organizational Approach to Developing Leadership Developers." Journal of Character and Leadership Development 10, no. 1 (2022): 15–28. http://dx.doi.org/10.58315/jcld.v10.253.
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In leadership development, the emphasis is often on the direct development of the individual, focusing on the individual’s development as a leader or on skills to deal with the process of leadership. However, less attention is paid to developing those that develop the leaders—the leadership developers. This article provides two frameworks to consider in developing leaders through a layered approach focused on leadership developers rather than simply those that are being developed. The first framework highlights the levels of leadership development within an organization: the emerging leaders, those that develop the leaders—leadership developers, and those that develop the leadership developers—leadership tutors. All levels require cognitive understanding of the necessary leadership concepts—knowing, behavioral patterns that foster success—doing, and cultivation of affective qualities of “being a leader.” The article highlights how the experiential learning cycle serves as a foundation for both leader and leadership development as it enables emerging leaders to grow in the domains of knowing, doing, and being a leader and gaining leadership skills. The article further highlights how leadership developers support the development of emerging leaders by actively engaging the experiential leader cycle. The second framework links the experiential learning cycle with a deliberately developmental organization focused on continued growth of those within the organization relative to core leader and leadership competencies. The deliberately developmental leadership organization utilizes principles embedded into the culture of the organization, practices enacted by all in the organization, and community to robustly form successful leaders.
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Kapucu, Hakan. "Technoversal Leader: Triumphant Leader of the Technological Era." International Journal of Progressive Sciences and Technologies 23, no. 1 (2020): 440. http://dx.doi.org/10.52155/ijpsat.v23.1.2313.
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The new world order reminds disruptions and turmoil. Exponentially-developing technology plays a significant role in causing these radical changes. These rapidly-changing conditions affect leaders with all humans. As scientific knowledge, digital transformation, technology is a backbone at the point that humanity has reached. Thus, it has become a critical component, which affects leader behaviors and the skillset expected from them. In this context, this article introduces a new leader who distinguishes from other styles. This distinction arises from the skills that leaders must adopt in the future are different than the past, from the reality of the earth’s being on the edge of collapse, business leaders’ being obliged to act upon it. And along with these specific behaviors, the leaders’ having data-driven mindsets, being technology adept.
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Nazwirman, Nazwirman. "KETERAMPILAN KEPEMIMPINAN BISNIS GLOBAL YANG EFEKTIF." MBIA 19, no. 1 (2020): 49–65. http://dx.doi.org/10.33557/mbia.v19i1.502.
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This research is qualitative in nature that draws findings from various literatures in relation to global business leadership and cross-cultural management. This is an initial effort to identify the essence of leadership skills for global business leaders to face current and future challenges.
 In global business including technological innovation, and demographic change, companies must seek effective leadership for diverse organizational management. Leadership in global environmental conditions that seeks to involve cultural awareness, global mindset, effective interpersonal skills, and leader-employee relations and the need to develop leadership skills. There are eleven important skills identified for global business leaders that are effective in developing diverse locations.
 These skills are useful for growing employee potential, improving overall organizational performance, taking social responsibility, and cross-cultural human relations. So global business leaders need to continually update effective knowledge, skills and abilities in developing cross-cultural work and management environments, to be able to compete in the global market. Global business management and human resource development will be very useful by exploring empirically the essence of leader skills. In the future this strategy will be very beneficial for global business leadership practices.
 
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Kucheriavyi, A. "GOALS OF A MILITARY LEADER TRAINING TO EXECUTE HIS PEDAGOGICAL FUNCTIONS." Visnyk Taras Shevchenko National University of Kyiv. Military-Special Sciences, no. 4 (48) (2021): 16–24. http://dx.doi.org/10.17721/1728-2217.2021.48.16-24.
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Training of cadets as prospective military leaders at a military educational institution faces the problem of absence of its intelligibly determined goals. Search for solution of this problem in the aspect of pedagogical functions execution by a military leader is the central objective of the research. The other one is to characterize actual conditions which provide realization of determined goals of leader training at a Ukrainian military educational institution. Results of the previous researches analysis demonstrate the necessity of leader pedagogical training on the one hand and the lack of special pedagogical courses in curriculums of many military educational institutions on the other hand. Description of a military leader activity, which is present in the references to foreign research works, clearly points to execution of the pedagogical function by an officer. For example, a military leader is responsible for the professional development of soldiers, their training and informing, regarding the need for and purpose of the military discipline, their duties etc. The content of pedagogical function execution by military leader is determined in the article. It consists from individual and group training and upbringing soldiers, self-study and self-upbringing. The goals a military leader training are presented as a complex of special knowledge and skills which are necessary for execution of pedagogical function. They are determined particularly for stages of training or upbringing action: preparing, execution and self-assessment of pedagogical activity based on results of an action. The knowledge and skills that correspond to the process of formation of military unit cohesion are determined from the complex of knowledge and skills related to upbringing. And this direction of military leader's activity is emphasized, due to it's significant importance. Knowledge and skills of self-study and self-upbringing are viewed in the separate block. Groups of both explicitly pedagogical knowledge and skills and other ones with psychological and communicative nature are considered. Actual conditions for defined training goals implementation at a higher military educational institution are studied by way of example of Military Institute of Taras Shevchenko National University of Kyiv. It is remarked that cadets of Politology and Psychology specialities have sufficient pedagogical training, but cadets of other specialities gain knowledge that lack significant pedagogical content. So, they have no pedagogical practicum. The list of academic disciplines helpful for a military leader is proposed. It includes extensive pedagogical aspects for this in view.
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Hajro, Ali. "THE PROFILE OF A LEADER AND HIS LEDERSHIP." Knowledge International Journal 28, no. 1 (2018): 345–50. http://dx.doi.org/10.35120/kij2801345h.
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The Current and future leaders live in a turbulent and chaotic environment, where the real power of acting derives from the recognition of the concept of change and looking for options. In this type of environment a lot of competence is necessary for the leaders to survive. The aim of this study case was to explore i.e. gain a clearer picture of the position of the leader, their characteristics, functions, levels, the core and the factors affecting the leader and their leadership. To see what type of leader the people want simply to draw conclusions about the characteristics, qualities and techniques of a leader and their leadership. So that in the end, to have empirical proof of the leader. The set goal in this study case is today’s leaders in everyday process, starting from the very beginning of their work, to serve as an example in developing inter-personal skills at the same time as treating people with dignity and respect. In other words, they have to possess leadership skills, characteristics and the necessary actions. This research aims at finding out the real attributes that is the profile of a leader and their leadership running an organization regardless if it is economic, political, and military or some other non-governmental organization. The values are more than a set of rules, they are not only behavior code, and they say what a leader should be every day in every action that they take. The values shade the leaders’ identity and the organization that they run.
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Groves, Kevin S. "Linking Leader Skills, Follower Attitudes, and Contextual Variables via an Integrated Model of Charismatic Leadership." Journal of Management 31, no. 2 (2005): 255–77. http://dx.doi.org/10.1177/0149206304271765.
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A charismatic leadership model consisting of leader social and emotional skills, follower openness to organizational change, and organizational-change magnitude was tested using data from 108 leaders and 325 direct followers in 64 organizations. Leader social control and emotional expressivity skills predicted charismatic leadership whereas follower openness to change mediated the relationship between charismatic leadership and leadership effectiveness. Surprisingly, organizational-change magnitude did not moderate the relationship between charismatic leadership and leadership effectiveness. Implications for leadership theory, practice, and future research are discussed.
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Kurec, Anthony. "Follow the Leader: Developing Great Leadership Skills." Critical Values 9, no. 4 (2016): 24–27. http://dx.doi.org/10.1093/crival/vaw024.
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Zheng, Yuyan, Les Graham, Olga Epitropaki, and Ed Snape. "Service Leadership, Work Engagement, and Service Performance: The Moderating Role of Leader Skills." Group & Organization Management 45, no. 1 (2019): 43–74. http://dx.doi.org/10.1177/1059601119851978.
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Using social learning theory, the job demands-resources model and idiosyncrasy credit theory, the present study casts additional light on the explanatory mechanisms underlying the effects of service leadership on service performance. We examine employee work engagement as an important mediator of this relationship and explore the moderating role of leader task-based professional and managerial skills on the indirect relationship between service leadership and service performance via work engagement. Drawing upon 903 leader–follower dyads nested in 187 teams, with data collected from two sources, we find that after controlling for transformational leadership, follower work engagement mediates the relationship between service leadership and follower service performance. Furthermore, the results support the moderating role of leader task-based professional skills, but not of managerial skills. Specifically, the indirect effect of service leadership on service performance via work engagement is stronger when leaders display high levels of task-based professional skills. Theoretical and practical implications of these findings are discussed.
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Krampitz, Julia, Julia Tenschert, Marco Furtner, Joachim Simon, and Jürgen Glaser. "Effectiveness of online self-leadership training on leaders’ self-leadership skills and recovery experiences." Journal of Workplace Learning 35, no. 9 (2023): 66–85. http://dx.doi.org/10.1108/jwl-10-2022-0125.
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Purpose The purpose of this study is to investigate the effectiveness of online self-leadership training (OSLT) in promoting leaders’ self-leadership skills and recovery experiences. Design/methodology/approach A non-randomized controlled trial was conducted under two conditions: a standardized seven-week OSLT (N = 43) and a control without any intervention (N = 42). All participants (N = 85) completed standardized questionnaires measuring self-reported self-leadership skills and recovery experiences. Additionally, participants in the intervention group were assigned to invite one team member each (N = 26) to assess their leaders’ pre-post self-leadership skills and pre-post leader–member exchange. Findings Significant interaction effects of time and group and increases in the OSLT group (t1 vs t2) in self-leadership skills (cognitive and natural reward strategies) and recovery experiences (detachment and relaxation) indicated the effectiveness of OSLT training. Significant improvements in self-leadership skills and leader–member exchange were reported by team members of leaders in the OSLT group. Originality/value To the best of the authors’ knowledge, this study was the first to examine the effectiveness of OSLT for leaders in business contexts in a controlled before-after intervention design. The findings of this study revealed improvements in self-leadership skills and recovery experience because of OSLT.
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Mishra, Deepanjali. "An Analysis of the Role of Emotional Intelligence in Corporate Leadership." ECS Transactions 107, no. 1 (2022): 14959–73. http://dx.doi.org/10.1149/10701.14959ecst.
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Emotional intelligence, an important aspect of corporate communication, is a fact which cannot be ruled out. In today’s corporate world, the success or failure of any company is attached to public perception. A leader is considered to be in an advantageous position if he/she has control over emotions and is kind and considerate towards his/her team members. Gone are the days when people used to be silent spectators and danced to the tune of their leader. There have been so many instances where a company loses out its most efficient employees due to emotional outburst of their leaders. A good leader knows not to react even during adverse situations. Sometimes, emotional intelligence is considered to be more effective than technical skills and cognitive skills, especially regarding social skills, and it is a fact that charismatic leaderships are favoured across cultures. It can be one of the important traits for a leader in the corporate sector and for organizations seeking to enhance their cross-cultural leadership effectiveness. The paper is a conceptual work on emotional intelligence as an aspect of leadership in corporate communication and the impact of emotional intelligence on various world leaders, thereby strengthening the attributes of leadership in corporate communication.
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Райченко and Alyeksandr Raychyenko. "Communication Skills." Administration 4, no. 2 (2016): 88–91. http://dx.doi.org/10.12737/20831.
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A key role in the formation, functioning and development of modern social organization plays communication,
 as a basis to establish, maintain and develop constructive relationships, connections and interactions that
 ensure consistent and effective achievement of personal, group and social goals. The ability to install,
 functionally diversify and expand communication in and outside the organization, largely determined by the
 skill level of the leader, determined, first of all, by business and personal qualities of constructive interactive
 leader. Development of professional achievements of effective communication the founder and the first
 head of the department of scientific bases of management of the Moscow engineering-economic institute
 has formed at its creation, in the making and provides, for the past fifty years, deserved recognition, full
 support and the progressive development of ideas, effective creative collaboration of students, supporters
 and followers of the doctor of economic sciences, professor Olimpiada Vasilievna Kozlova.
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Darmawan, I. Putu Ayub, and Ruat Diana. "Keterampilan Kepala Sekolah Sebagai Manajer dalam Perspektif Kepemimpinan Alkitabiah." KINAA: Jurnal Kepemimpinan Kristen dan Pemberdayaan Jemaat 1, no. 1 (2020): 40–55. http://dx.doi.org/10.34307/kinaa.v1i1.5.
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Abstract: Skills are part of the competencies that must continue to be built by leaders, including principals. To be a good leader, values are needed in order to be able to hold onto. Christian leadership values based on the Bible need to be presented to enrich the scientific treasures of Christian education. The author conducted a library research to discuss the topic of principals' skills in the perspective of Christian leadership. In carrying out their duties as leaders, principals need to have conceptual skills as seen in the example of leaders in the Bible. Then the principal must also have human skills because based on the value of Christianity, a Christian leader does not carry out his leadership with an iron fist but rather pay attention to human values. Managerial skills are also an important component in the principal's function as a manager. These skills are basic skills that must also be possessed starting from planning, organizing, moving, and controlling. Keywords: Skill, Function, Principal, Manager, Christian Leadership Abstrak: Keterampilan merupakan bagian dari kompetensi yang terus harus dibangun oleh pemimpin, termasuk kepala sekolah. Untuk menjadi pemimpin yang baik diperlukan nilai-nilai yang dianut agar dapat menjadi pegangan. Nilai-nilai kepemimpinan Kristen yang berlandaskan Alkitab perlu disajikan untuk memperkaya khazanah keilmuan pendidikan Kristen. Penulis melakukan penelitian pustaka untuk membahas topik keterampilan kepala sekolah dalam perspektif kepemimpinan Kristen. Dalam menjalankan tugas sebagai pemimpin, kepala sekolah perlu memiliki keterampilan konseptual sebagaimana tampak dalam contoh pemimpin dalam Alkitab. Kemudian kepala sekolah juga harus memiliki keterampilan manusiawi karena berdasarkan nilai kekristenan, seorang pemimpin Kristen tidak menjalankan kepemimpinannya dengan tangan besi melainkan memperhatikan nilai kemanusiaan. Keterampilan manajerial juga merupakan komponen penting dalam fungsi kepala sekolah sebagai manajer. Keterampilan ini adalah keterampilan dasar yang juga harus dimiliki mulai dari perencanaan, pengorganisasian, pengerakan, dan pengawasan. Kata kunci: Keterampilan, Fungsi, Kepala Sekolah, Manajer, Kepemimpinan Kristen
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Palocaren, Jeeji, Renjith Raj Puthuparampil, and Celine Mathew Thalappillil. "Two monologues do not make a dialogue: the need for medical specialty–specific communication workshops: population-based study." BMJ Leader 3, no. 1 (2019): 15–18. http://dx.doi.org/10.1136/leader-2018-000083.
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AimIncreasing attacks on healthcare personnel in India have highlighted the need for improved communication between staff and patients. Currently, communication skill workshops target doctors and nurses, overlooking a key player relevant to patient satisfaction—allied health professionals (henceforth, AHPs). This study evaluates the impact of communication skills training for diagnostic laboratory and blood bank personnel on patient satisfaction scores.MethodThe impact of communication workshop for AHPs was tested through pre-workshop and post-workshop questionnaires to participants that tested how they handle communication with patients. Additionally, participants were also administered the questionnaire 4 months after the workshop to test knowledge retention. In parallel, the change in patient satisfaction towards AHPs was assessed by a pre-workshop and post-workshop patient survey.ResultsParticipants experienced a statistically significant improvement in communication skills, as measured by the pre-workshop and post-workshop questionnaires. This coincided with a significant increase in patient satisfaction scores after the workshop, as indicated by the patient satisfaction survey. The difference in communication skills scores between experienced and inexperienced personnel showed a marked decrease after the workshop, suggesting that such workshops can help inexperienced workers ‘catch up’ with more experienced workers. However, scores of all participants showed a statistically significant decrease after 4 months, suggesting that the use of such workshops can be enhanced through periodic refresher courses.ConclusionCommunication workshops for AHPs can play a crucial role in improving patient–hospital relations. These workshops can also help standardise services by bridging communication skill differences between experienced and inexperienced staff.
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Sahertian, Pieter, Umiati Jawas, and David Sukardi Kodrat. "Pengembangan kualitas dan keunggulan kepemimpinan dalam organisasi: peran moderasi nilai-nilai kearifan lokal." Jurnal Ekonomi Modernisasi 18, no. 2 (2022): 149–68. http://dx.doi.org/10.21067/jem.v18i2.7314.
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Various research results show that everything that is expected of a leader, what a leader can and cannot do, as well as the status and influence exerted by a leader is the result of the culture in the country where the leader performs his function. Therefore, to be an effective leader one must have the capacity that is obtained through developing leadership skills in the social context in which he is located. This study aims to analyze the effect of developing leadership skills and local wisdom values in forming leadership excellence in Indonesia. The research method used quantitative. The research sample was the leaders of Javanese, Sundanese, Betawi, Minang, Bugis, Batak, Madurese, Balinese, Banjar, Menado, Mataram, Flores and Papuan ethnic groups with a total of 710 respondents. A cluster and purposive sampling technique were used because the leaders as the unit of analysis were grouped into clusters based on ethnicity and region and then the leaders who were selected based on the objectives of the study. SEM analysis was used to data analysis and hipothesis testing. This study shows that the development of leadership abilities and local wisdom values can significantly increase the dimensions of leadership excellence. Besides, the values of local wisdom are able to moderate the influence of developing leadership abilities on leadership excellence.
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Shullman, Sandra L. "Leading at the .05 Level: Reflections on Psychologists and Leadership." Counseling Psychologist 46, no. 4 (2018): 530–43. http://dx.doi.org/10.1177/0011000018776930.
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This article presents the 2017 Leona Tyler Address given by the author. The address is a call to action for counseling psychologists to take on the self-identity as learning leaders in preparation for the issues and challenges emerging in the digital age. In this article, I describe the role of learning leader and define eight learning leader skills. Critical future trends, challenges and opportunities for counseling psychologists as learning leaders are presented.
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Fathara, Richa Nahdalaily, Bambang Hermanto, and Pratami Wulan Tresna. "Perilaku dan Keterampilan Kepemimpinan di PT.X: Pendekatan Kualitatif Eksploratif." Jurnal Riset Akuntansi dan Manajemen Malahayati 11, no. 2 (2022): 82–93. http://dx.doi.org/10.33024/jrm.v11i2.5681.
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Leadership has become an important part of organizational development to achieve a sustainable competitive advantage in responding to an increasingly uncertain business environment. Therefore, it is important to identify which specific behaviours and skills a leader must possess to achieve success in business. Without defining the required leadership behaviours and skills, companies may fail to optimize their leadership outcomes. The purpose of this study was to explore the types of leadership behaviours and skills adopted by PT.X operating in Pekanbaru, Riau and their goals in adopting these skills. It aims to determine the essential skills for entrepreneurial leadership in achieving success. The focus of this research specifically focuses on leadership at PT.X which is engaged in the culinary business sector in Pekanbaru. This research identifies nine skill categories which are the behaviours and skills possessed by leaders in this sector.
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Benmeziane, Karim, and Anne Mione. "Standardization Strategies and Their Impact on Partners' Relationships in Complex Product and Systems." International Journal of IT Standards and Standardization Research 12, no. 2 (2014): 21–37. http://dx.doi.org/10.4018/ijitsr.2014070102.
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In this contribution, the authors investigate the way partners involved in Complex Products and Systems (CoPS) development manage local standards. In particular, this paper analyses how this management impacts the relations between partners through their roles of leader and complementor within platforms. The results are based on a qualitative case study in the launch vehicle segment of the space sector, especially the development of the Ariane 5 and Vega European space launchers. First, the authors find that standards management reveals the firm's position in a platform as a leader or a complementor. Second, it is shown that standards can be a way for complementors to build new system skills by collaborating with platform leaders. Along with skill building, they allow a firm to challenge the dominant position of the platform leader. Third, the authors show that firms use local standards combined with alliance strategies to manage competitive tensions. Then, the paper discusses literature on standards in CoPS and on leader and complementor's positions within platforms.
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A. Kumar, U. Jaiswal, and A. Bhardwa. "Leadership skills propagated by Pt. Shriram Sharma Acharya for sustainable development with special reference to all world Gayatri Pariwar." Prayukti – Journal of Management Applications 02, no. 01 (2022): 68–74. http://dx.doi.org/10.52814/pjma.2022.2110.
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Leadership skills are essential for all human beings to live a life full of enthusiasm, holistic vision, and contribute for sustainable development. Leaders perform a crucial role and share responsibility in the paradigm shift towards a civilised, peaceful, developed and happy society. This research article focused on presenting key leadership skills in the context of Pt Shriram Sharma Acharya. It is based on a literature review about leadership, leadership skills and All World Gayatri Pariwar (AWGP). This work results in leadership skills found. Those who want to become a holistic and perfect leader might adopt these skills as necessary for the future leaders.
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Zhou, Fei, and Yenchun Jim Wu. "How humble leadership fosters employee innovation behavior." Leadership & Organization Development Journal 39, no. 3 (2018): 375–87. http://dx.doi.org/10.1108/lodj-07-2017-0181.
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Purpose The purpose of this paper is to examine the relationship between humble leadership and employee innovation behavior and to investigate the mediating effects of core self-evaluation (CSE) and the moderating effects of leader political skill in this relationship. Design/methodology/approach Questionnaire data from a sample of 169 employee-leader dyads from technology enterprises in China were employed in this research. Findings The results show that humble leadership positively affects employee innovation behavior; moreover, employee CSE and leader political skills play partial mediating and moderating roles, respectively, in the relationship between humble leadership and employee innovation behavior. Research limitations/implications This study considered only the positive role of humble leadership and not its negative effects in extreme cases, such as the perceived weakness and inferiority of a humble leader, which may inhibit leadership effectiveness. Future research may examine the excessive and/or negative effects of humble leadership in an organization. Practical implications The findings of this study suggest that leaders should maintain humility, develop certain political skills, and enhance employee CSE to stimulate employee innovation behavior. Originality/value Although humility has been understood as the core trait of servant leadership, level-five leadership and participative leadership, humble leadership as a new type of independent leadership style has yet to be thoroughly investigated. In particular, there is limited empirical research examining the link between humble leadership and employee innovation behavior.
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Lenny S. Songcayawon1, Noeme S. Prieto, Dolorosa T. Ucag, et al. "Managerial skills of schools heads and the performance of teachers: The case of public schools in Antique, Philippines." Journal of Social Sciences and Management Studies 1, no. 2 (2022): 77–85. http://dx.doi.org/10.56556/jssms.v1i2.167.
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The Governance of Basic Education Act of 2001 directed that the school head be an instructional leader and an administrative manager. One of the most valuable aspects of high-performing schools is how school leaders and teachers work together as a group, and it is clear that the school leader is a big part of that. This study assessed the relationship of the managerial skills of the school heads in the Division of Antique to the teacher performance. The study employed a descriptive research design, and the respondents were the 140 randomly selected elementary and high school teachers. The study revealed that most teachers were female, middle-aged, married, with 11.36 years of teaching experience, pursuing graduate studies, with Teacher 1 position, and rated with an outstanding performance. In addition, the results revealed that school leaders' managerial skills were rated as "always"; this indicates that school leaders demonstrated effective managerial skills, as assessed by the teachers. In addition, the study disclosed a significant correlation between the managerial skills of school leaders and teachers’ performance. Thus, the researchers recommended that school heads' managerial skills be upheld by the key result areas outlined in the Performance Standards for School Heads to improve their managerial competence with the assistance of the National Educators Academy of the Philippines within their standards and the quality of training delivery.
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Floris, Maurizio, Sharna L. Wiblen, and Ekaterina Anichenko. "Senior Project Leadership Skills and Career Stallers: Analysis of Perception Differences and Implications for Careers." Project Management Journal 51, no. 2 (2020): 214–34. http://dx.doi.org/10.1177/8756972820907491.
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We know little about which leadership skills matter most and according to whom in the career progression of project leaders. This research suggests that high-performing senior project leader talent have few skill or career staller blind spots that may endanger their careers. However, this may not be the case for all senior project leaders. It is therefore recommended that, as part of proactive career management, they seek feedback from managers who impact their careers the most. The research further suggests treating feedback from peers or direct reports with some caution as their ratings are significantly more generous than self ratings.
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Talalienė, Živilė, and Henrika Šečkuvienė. "Expression of Leadership Skills of Music Teacher." Pedagogika 119, no. 3 (2015): 134–46. http://dx.doi.org/10.15823/p.2015.029.
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Leadership in contemporary society is perceived as a process, which contributes to efficient solution of constantly emerging problems in business, pedagogical and social spheres. Over the last period a rapid progress of science and various technologies has been observed and leadership has acquired a significant status in education as well. To make leadership a natural phenomenon at school, there is a need for a harmoniously functioning link: authorities-leaders; teachers - leaders, who should educate a new generation of school learners-leaders. A teacher of music or a leader of music collective has to rally school learners for attainment of common goals: to develop music abilities during lessons of music; to satisfy needs for music expression during non-formal activities. Therefore, this mission may be implemented only by a teacher-leader.
 The object of the research: leadership skills of music teacher.
 The goal of the research: to reveal peculiarities of expression of music teacher’s leadership skills.
 The research methods: analysis of scientific literature, semi-structured interview, qualitative content analysis.
 The analysis of scientific literature on leadership issues was carried out during the research and leadership skills that are most characteristic of music teachers were highlighted. On the basis of the distinguished abilities, the model of expression of leadership skills of music teacher of general education school was designed. The semi-structured interview was conducted and its sample included six respondents. The data acquired during the interview were processed employing the qualitative content analysis.
 The results of the research showed that the identified leadership skills of music teacher may be characterised through the following features:
 • Motivation (inspiration) for music activities is manifested during lessons and extracurriculum music activities.
 • Communication and collaboration is seen through joint activities with teachers of other study subjects, administration and learners’ parents. Successful communication is predetermined by friendly, sincere, mutual and responsible style of communication.
 • Ability to solve problems that emerge during music activities is revealed through collaboration with class master, colleagues and specialists, clarification of situation, individual conversations, sincere communication, professional attitude, understanding of group needs, prioritising of the goal to be attained over personal needs.
 • Management of stressful situations is expressed through recognition of conflict situations, application of various conflict resolution ways, control of emotions, positive attitude and understanding of behaviour, which typical of a certain age group of a learner.
 The research results showed that leadership skills are very important to successful activities of a music teacher because a music teacher-leader has a vision and able to rally children for joint music activities to achieve as good results as possible.
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Hershberg, Rachel M., Paul A. Chase, Robey B. Champine, Lacey J. Hilliard, Jun Wang, and Richard M. Lerner. "You Can Quit Me But I’m Not Going to Quit You:” A Focus Group Study of Leaders’ Perceptions of Their Positive Influences on Youth in Boy Scouts of America." Journal of Youth Development 10, no. 2 (2015): 5–30. http://dx.doi.org/10.5195/jyd.2015.406.
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As part of a longitudinal, mixed-method study with Boy Scouts of America, we conducted five focus groups with a diverse group of 46 program leaders in order to better understand their perceptions of how they influence youth. Drawing from grounded theory analysis methods, we found that leaders believed they promoted positive youth outcomes, including character and self-confidence, through caring youth-leader relationships and facilitating opportunities for youth to participate in and lead skill-building activities and apply skills in different contexts. Leaders differed in the particular outcomes that they emphasized. Implications of these findings for future research and practice are discussed.
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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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Tavoras, Vilius, and Gailė Kvedaravičiūtė. "Expression of Leadership in Practical Activities of Leader of Artistic Collective." Pedagogika 115, no. 3 (2014): 221–45. http://dx.doi.org/10.15823/p.2014.039.
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Following the experience of Lithuanian and foreign educational researchers, this article analyses the expression of leadership in practical activities of the leader of artistic collective. The role and purpose of leadership in practical activities of the leader of artistic collective are also revealed, peculiarities of expression of leadership skills are identified and the most important strategies for development of expression of leadership skills are highlighted.
 The problem of the research: how practical activities may influence spread of leadership of artistic collective’s leader and what kind of influence this may be.
 The object of the research: leadership of artistic collective’s leader and its expression in practical activities.
 The aim of the research: to reveal peculiarities of expression of leadership of artistic collective leader in practical activities.
 The methods of research: analysis of scientific literature, description (model) of expression of leader’s skills, questionnaire survey, calculation of absolute and percentage values.
 Conclusions:
 Following the analysis of scientific literature, the leadership in this article is defined as an influence process, which is manifested in practical activities through communication and collaboration, initiative, reflectivity and personal qualities. The developed and scientifically substantiated model of expression of leadership of artistic collective’s leader consists of the following components: communication and collaboration, which is expressed through ability to work in a team; expeditious informing about the conducted activity, its situation and changes; efficient conflict resolution; initiative, which is manifested in formulation and presentation of vision and goals; organisation of activities; consistency of activities; reflectivity, which is expressed through professional development; reaction to feedback and self-assessment; personal qualities, which are realised through charisma, inspiration and determination.
 1. Leadership of artistic collective’s leader are strongest revealed in practical activities through communication and collaboration (52.4 % of the leaders are able to understand importance of collaboration of collective members and 72.4 % of them understand peculiarities of socialpsychological maturity of the collective) and initiative (almost every second leader (48.2 %) is able to set high and ambitious goals to oneself and members of the collective and the majority of them (71.2 %) are frequently successful in searching for new kinds of activities and implementing them).
 Least frequently leadership of artistic collective’s leaders is expressed through reflectivity. Occasionally only almost half of the leaders in the research (48.6 %) succeed in analysing achievements and progress of the collectives and 45.7 % of the leaders are able to analyse causes of behavior and to react efficiently. More than third of the respondents (39.5 %) only sometimes manage to apply the principle of experiential learning: to discuss its effect on members of the collective.
 The revealed peculiarities of leadership skills enabled to establish the key strategies for development of expression of leadership of artistic collective’s leader: 1) deeper reflection of activities, 2) development of collaboration, 3) self-development of personal features, 4) encouragement of initiative at all the levels of activities.
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Groover, Sarah, and Ruth Gotian. "Five ‘power skills’ for becoming a team leader." Nature 577, no. 7792 (2020): 721–22. http://dx.doi.org/10.1038/d41586-020-00178-2.
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Paradise, Louis Vincent, Peggy T. Ceballos, and Stephanie Hall. "Leadership and Leader Behavior in Counseling: Neglected Skills." International Journal for the Advancement of Counselling 32, no. 1 (2010): 46–55. http://dx.doi.org/10.1007/s10447-009-9088-y.
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Szczepański, Piotr, and Tomasz Kanik. "Communication of a leader." Logistics and Transport 51, no. 2 (2021): 113–27. http://dx.doi.org/10.26411/83-1734-2015-2-51-4-21.
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Effective communication is the most important skill a leader can have. It is thanks to her that he achieves his goals and is effective in action and influencing the environment. The article deals with the topic of skilful communication of a leader. The authors of the publication characterized the process of social communication aimed at causing the recipient of information to change the consciousness intended by the sender. Communication skills are presented as a trait of a leader, as well as trust in him as one of the most important conditions for its effectiveness. The personality trait of charisma was also discussed, thanks to which the person possessing it owes unquestionable authority in people and influence on them. It is often the most succinct way of describing the trait that distinguishes effective leaders from subordinates. In order to analyse the quality of communication in the managed team, the study contains sets of questions that should be answered by the leader. They contain questions to be asked when analysing the process of giving direction, analysing your level of empathy for feedback in the communication process and building team morale, and analysing the process of your leadership activity towards your team members. The publication also characterizes the performance of a leader in a multicultural environment and describes models of the leadership process.
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Buzenco, Valeria. "A PROFILE OF TEACHER SOCIAL LEADER." Acta et commentationes: Științe ale Educației 27, no. 1 (2022): 142–48. http://dx.doi.org/10.36120/2587-3636.v27i1.142-148.
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The professional standards, worldwide and nationally, actively promote the role of social leader of teachers. The profile of the social leader of the contemporary teachers refers to the competencies generated by social intelligence that help teachers to have strong communication skills, to be stress resilient, to demonstrate productiveness, and to state positive self-esteem. The social skills of teachers represent an imperative of modern society. The core of ideas presented in the article demonstrates the importance of developing the teacher’s social intelligence that will lead positive consequences on teachers' professional activity. The essence of the article shows the interdependence of socio-emotional skills that help teachers to understand their social climate fostering the efficiency of social communication.
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Karpova, E. G., and E. S. Gurenko. "Values and value orientations of a digital leader in the digital economy era." Digital Sociology 4, no. 4 (2022): 13–17. http://dx.doi.org/10.26425/2658-347x-2021-4-4-13-17.
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The article examines the values and value orientations of a modern leader in the digital economy, in particular, the characteristics, skills and competencies, which distinguish a “digitalˮ leader from a “traditionalˮ leader and guarantee him/her success in business. The research is based on the results of a survey in which 120 people of different age categories and different managerial ranks (in Russia and abroad) participated to identify their priority personal and professional values and assess how these values influence their managerial decisions and the actions they take to transform of their business caused by digital change and the pandemic crisis and to achieve success. The findings of the study have to help understand to current and future leaders, what they have to do, what qualities and skills they have to develop to remain successful in today’s realities.
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Sanjaya, Putu. "PENTINGNYA KEPEMIMPINAN DAN KEMAMPUAN MANAJERIAL UNTUK PENINGKATAN MUTU LEMBAGA PENDIDIKAN." Jurnal Penjaminan Mutu 2, no. 2 (2016): 127. http://dx.doi.org/10.25078/jpm.v2i2.78.
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<p><em>An institution or organization can never be separated from management and leadership style. a leader whose leadership style is certainly different one with the other leaders even though it was likely to be no similarity between the leadership styles are applied in addition to the managerial skills of a leader will determine the course of an institution or organization.</em></p>
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Baştaş, Mert, and Hüseyin Aktunç. "The role of the leader in the institutional communication process in TRNC primary schools." Revista Tempos e Espaços em Educação 13, no. 32 (2020): 1–15. http://dx.doi.org/10.20952/revtee.v13i32.14948.
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The general purpose of this research is the examination of the role of the leader in the institutional communication process in TRNC primary schools. While conducting the research, principals and deputy principals, who are administrators in primary schools, were accepted as leaders in schools. At this point, it has been tried to determine how teachers perceive corporate communication in TRNC primary schools and whether their administrators show a leading role in terms of communication skills. Among the most important results of the research; Primary school teachers with a bachelor's degree had a more positive attitude towards the communication skills of their administrators than primary school teachers with a master's degree. Most of the teachers (69.4%) participating in our study stated that the most important feature that a leader should have is "effective communication skills".
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Krispin, Keith R. "Christian Leader Development: An Outcomes Framework." Christian Education Journal: Research on Educational Ministry 17, no. 1 (2019): 18–37. http://dx.doi.org/10.1177/0739891319869697.
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The purpose of this paper is to propose a composite framework for the intended outcomes of Christian leader development based on an analysis of scholarly literature on the topic, both from Christian and secular perspectives. Leader development, focusing on the individual to be developed, is a subset of the broader concept of leadership development, which also includes a more collective effort to facilitate the development of leadership capacity in groups and organizations. A proposed framework for Christian leader development outcomes will be presented, organized around five broad categories: Christian formation, personal formation, relational skills, intellectual skills, and management skills. The proposed Christian leader development framework can serve as a foundation for further research, the development of assessment instruments, and as a guide for development efforts.
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Dziatzko, Nina, Franziska Struve, and Christopher Stehr. "Global Leadership: How to Lead Multicultural Teams Effectively?" Journal of Intercultural Management 9, no. 2 (2017): 5–29. http://dx.doi.org/10.1515/joim-2017-0006.
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AbstractGlobal leadership is a buzz word in today’s business world. It is not clearly defined however who global leaders are: Do they work abroad or with people from different nationalities? Are they themselves living abroad or having a cross-cultural background? Are they leading virtual or non-virtual teams? Do global leaders exist or is not every leader a global leader in today’s world? The following article gives a definition of global leadership and compares it with other leadership profiles: local, expat and glocal leadership. Another challenge about global leadership are the expectations towards this group of people: their expertise, skills and personality. Global leaders seem to be the answer to many questions of our globalised world. This paper describes the challenges global leaders encounter and the competencies they are supposed to dispose of. Interviews with global leaders and their teams show the way they deal with those challenges in practice. Finally, the results of the interviews help the leader discovering new opportunities to develop himself towards an inspiring global leader.
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Rilling, Christel, and Deb Jordan. "Important Co‐leader Skills and Traits on Extended Outdoor Trips as Perceived by Leaders." Leisure Studies 26, no. 2 (2007): 193–212. http://dx.doi.org/10.1080/02614360500337524.
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Li, Xuexiang, Zhenghe Zhang, and Binbin Li. "Research on the Effect of the Rural Wealth-Leader on Poverty Reduction of Farmers—Based on the Questionnaire Survey in China." Sustainability 14, no. 7 (2022): 3789. http://dx.doi.org/10.3390/su14073789.
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The rural wealth-leader is one of the 10 projects of targeted poverty alleviation in the period of poverty alleviation. As the “leading wild goose” in rural areas, the personal characteristics of the rural wealth-leader directly affect the effect of stabilizing poverty and increasing income of poor farmers. Based on the survey of the rural wealth-leader in 10 cities and 21 counties, this paper systematically analyzes the path of poverty reduction by the rural wealth-leader, combs out the key individual characteristics that affect farmers’ poverty reduction, and puts forward a research hypothesis. Through empirical analysis, the research hypothesis is tested and the influencing mechanism is analyzed. The model results show that: The rural wealth-leader has a significant effect on increasing farmers’ income and eliminating poverty. The rural wealth-leader with high education level and engaged in e-commerce has a significant effect on increasing farmers’ income. Party members and the skilled rural wealth-leaders have a significant impact on rural households’ poverty alleviation. The income increasing effect of culture and education is negatively affected by corporate loans, and the income increasing effect of e-commerce is negatively affected by corporate profits. Therefore, we should improve the profit distribution mode of e-commerce related enterprises to avoid farmers being marginalized in the process of e-commerce development. The skills, management and financial knowledge training of the rural wealth-leaders should be strengthened to improve their knowledge and skills. Meanwhile, supporting fiscal, financial and tax policies should be improved.
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Bharwani, Aleem, Theresa Kline, Margaret Patterson, and Peter Craighead. "Barriers and enablers to academic health leadership." Leadership in Health Services 30, no. 1 (2017): 16–28. http://dx.doi.org/10.1108/lhs-05-2016-0023.
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Purpose This study sought to identify the barriers and enablers to leadership enactment in academic health-care settings. Design/methodology/approach Semi-structured interviews (n = 77) with programme stakeholders (medical school trainees, university leaders, clinical leaders, medical scientists and directors external to the medical school) were conducted, and the responses content-analysed. Findings Both contextual and individual factors were identified as playing a role in affecting academic health leadership enactment that has an impact on programme development, success and maintenance. Contextual factors included sufficient resources allocated to the programme, opportunities for learners to practise leadership skills, a competent team around the leader once that person is in place, clear expectations for the leader and a culture that fosters open communication. Contextual barriers included highly bureaucratic structures, fear-of-failure and non-trusting cultures and inappropriate performance systems. Programmes were advised to select participants based on self-awareness, strong communication skills and an innovative thinking style. Filling specific knowledge and skill gaps, particularly for those not trained in medical school, was viewed as essential. Ineffective decision-making styles and tendencies to get involved in day-to-day activities were barriers to the development of academic health leaders. Originality/value Programmes designed to develop academic health-care leaders will be most effective if they develop leadership at all levels; ensure that the organisation’s culture, structure and processes reinforce positive leadership practices; and recognise the critical role of teams in supporting its leaders.
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Waller, Jacob. "Identifying effective paramedic leadership skills." International Paramedic Practice 12, no. 3 (2022): 55–64. http://dx.doi.org/10.12968/ippr.2022.12.3.55.
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Introduction: Paramedics who assume leadership positions rarely receive education and training to prepare them for the change in role. This study examines the experiences and beliefs of paramedic leaders and suggests ways that practitioners looking to move into leadership positions can develop their leadership skills before assuming such a role. Methods: Qualitative, semistructured interviews were conducted with paramedic leaders from the different emergency medical services (EMS) models, including fire department, ambulance district, hospital and private EMS systems from urban, suburban and rural response areas to determine leadership training best practices, based on the leaders' own experiences. Results: Despite employer and regional variations, all the participants had similar experiences during the transition from frontline clinician to leader. Common themes included a lack of preparatory training, a struggle with moving from peer to boss, issues with learning how to communicate effectively and an ongoing need to perform direct patient care while also fulfilling the tasks of a manager. These issues were a source of considerable stress and self-doubt for many participants. Conclusion: Leadership training is not typically given to EMS field clinicians looking to assume leadership positions. Paramedic leaders have developed the necessary skills to succeed on their own by learning on the job, developing mentor/mentee relationships, and undergoing training and education in the form of advanced degrees. EMS agencies need to prioritise proactive and meaningful leadership development not only to retain current staff but also to support organisational succession plans.
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Puhovichová, Diana, and Nadežda Jankelová. "Leadership in Conditions of Industry 4.0." SHS Web of Conferences 115 (2021): 03013. http://dx.doi.org/10.1051/shsconf/202111503013.
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Nowadays, technological development and innovation play an important role in every enterprise. This is particularly reflected in the increase in competitiveness of any enterprise. It is Industry 4.0 that wants to lead to possible profound changes in several areas that go beyond the industrial sector. Leadership is essential for the successful promotion of a culture of innovation. Therefore, leaders and leadership style play a key role in the paradigm shift towards Industry 4.0. The aim of the theoretical research is to present the key characteristics of Leadership 4.0, the necessary skills of Leaders 4.0 and to introduce appropriate leadership styles in the context of Industry 4.0. Through the available domestic and foreign literature, we have provided a theoretical reality of what leadership in Industry 4.0 conditions should look like. According to results, that we have found out during theoretical research, we have reached conclusions that the core attributes of Leadership 4.0 include communication, knowledge and understanding, well-set standards and methods, coaching, expectations, openness and transparency, trust, employee orientation, and a culture of mistakes. We also pointed out that within the presented leadership matrix, the digital leader represents the most appropriate style within Industry 4.0, and among other things, this leader should dispose of cognitive skills, business skills, interpersonal skills, and strategic skills.
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Huikko-Tarvainen, Sari, Pasi Sajasalo, and Tommi Auvinen. "Just a leader? Leadership work challenges and identity contradiction experienced by Finnish physician leaders." Journal of Health Organization and Management 35, no. 9 (2021): 195–210. http://dx.doi.org/10.1108/jhom-10-2020-0421.
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PurposeThis study seeks to improve the understanding of physician leaders' leadership work challenges.Design/methodology/approachThe subjects of the empirical study were physician leaders (n = 23) in the largest central hospital in Finland.FindingsA total of five largely identity-related, partially paradoxical dilemmas appeared regarding why working as “just a leader” is challenging for physician leaders. First, the dilemma of identity ambiguity between being a physician and a leader. Second, the dilemma of balancing the expected commitment to clinical patient work by various stakeholders and that of physician leadership work. Third, the dilemma of being able to compensate for leadership skill shortcomings by excelling in clinical skills, encouraging physician leaders to commit to patient work. Fourth, the dilemma of “medic discourse”, that is, downplaying leadership work as “non-patient work”, making it inferior to patient work. Fifth, the dilemma of a perceived ethical obligation to commit to patient work even if the physician leadership work would be a full-time job. The first two issues support the findings of earlier research, while the remaining three emerging from the authors’ analysis are novel.Practical implicationsThe authors list some of the practical implications that follow from this study and which could help solve some of the challenges.Originality/valueThis study explores physician leaders' leadership work challenges using authentic physician leader data in a context where no prior empirical research has been carried out.
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Billsberry, Jon, Claudia Escobar Vega, and John Molineux. "Think of the children: Leader development at the edge of tomorrow." Journal of Management & Organization 25, no. 03 (2019): 378–81. http://dx.doi.org/10.1017/jmo.2019.10.
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AbstractLeader development has traditionally focused on adults. However, evidence suggests that these efforts are limited to developing and refining skills, encouraging some reflection, and helping the learners plan for the future. The underlying problem is that these are people whose brains are fully developed and relatively set. Hence, adult leader development works with what is already there. In this controversial essay, we argue that leader development activities should instead be directed towards children. Their brains are forming and leader development work will create and shape the leaders of tomorrow. We draw the important caveat that relatively little is known about influencing leadership in young brains making this a fertile and exciting, if challenging, area for leader development research.
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Luchko, H. Y., and I. V. Kohut. "Leadership Qualities in Project Management." Business Inform 6, no. 521 (2021): 240–45. http://dx.doi.org/10.32983/2222-4459-2021-6-240-245.
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This article is aimed at researching the phenomenon of leadership, analyzing the qualities of project leaders and defining the key qualities that project managers should have to effectively manage teams and achieve maximum results. The article defines that in order to ensure effective management of the project team with dynamic changes in the external environment, the project manager must be not only a director, but also a leader at the same time. It is precisely the leadership qualities of the project manager, which provide the ability to coordinate the team’s work in such a manner that certain results be achieved, i.e., the expectations of the main stakeholders be fulfilled or exceeded. The article examines the most characteristic traits inherent in leaders, which are highlighted by various researchers of the «traits theory». It is determined that of importance for a project manager is not only certain traits of the leader, but also professional competence. The criteria for assessing the level of competence of project managers in accordance with the ICB4 standard, as well as the necessary skills in relation to the individual competence of «Leadership», are specified. The main qualities and skills of the leader-manager according to the latest version of the PMBOOK project management standard are also considered. The research carried out by the authors resulted in distinguishing the most important qualities of the leader, which, combined with the necessary professional knowledge and skills, will allow project managers to become successful and effective in team cohesion to achieve the best results in project activities. The traits allocated as result of the research, such as responsibility, perseverance, ability to cooperate, kindness and others, will allow project managers to be successful leaders of their teams and to effectively manage projects and programs.