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Journal articles on the topic 'Leadership and leadership theories'

Author: Grafiati

Published: 4 June 2021

Last updated: 17 February 2022

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1

Subrahmanyam, Prof Dr Satya. "Corporate Leadership: A Review of Conventional Theories of Leadership." International Journal of Trend in Scientific Research and Development Volume-2, Issue-3 (April 30, 2018): 1360–68. http://dx.doi.org/10.31142/ijtsrd11384.

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Cook, Sarah Gibbard. "Your Leadership Banner Personalizes Leadership Theories." Women in Higher Education 22, no. 11 (November 2013): 23. http://dx.doi.org/10.1002/whe.10524.

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3

Mahajan, Supriya. "Study on Leadership Styles and Theories." Indian Journal of Applied Research 4, no. 3 (October 1, 2011): 281–82. http://dx.doi.org/10.15373/2249555x/mar2014/86.

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Mango, Emmanuel. "Rethinking Leadership Theories." Open Journal of Leadership 07, no. 01 (2018): 57–88. http://dx.doi.org/10.4236/ojl.2018.71005.

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Holmberg, Ingalill, and Staffan Åkerblom. "Modelling leadership—Implicit leadership theories in Sweden." Scandinavian Journal of Management 22, no. 4 (December 2006): 307–29. http://dx.doi.org/10.1016/j.scaman.2006.10.002.

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Dartey-Baah, Kwasi. "Resilient leadership: a transformational-transactional leadership mix." Journal of Global Responsibility 6, no. 1 (May 11, 2015): 99–112. http://dx.doi.org/10.1108/jgr-07-2014-0026.

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Purpose – This paper aims to bring to bear the resemblance between the current resilient leadership theory and the transformational–transactional leadership theories. It does this with the view of re-focusing discussions of leadership on an effective mix of the transformational–transactional leadership theories to achieve the desired organisational performance, rather than a new look at leadership from the resilient leadership perspective – which is quite the same. Design/methodology/approach – It achieves this purpose by reviewing literature on the three leadership styles; and further goes on to draw a conceptual link among them to buttress the point that resilient leadership is a repetition of the ideas underlying the two already existing theories – transformational and transactional. Findings – A review of the three leadership theories in literature showed that qualities such as strategic thinking, emotional intelligence, adaptation/change orientation, learning, performance orientation and collective leadership as captured under the resilient leadership theory are already considered under the transformational–transactional leadership theories, and thus, constitutes a repetition not needed in the search for the best leadership approach. Originality/value – The current volatile, uncertain, complex and ambiguous environment calls for a new leadership thinking/approach – one that is known and empirically tested to yield best results. In this regard, the present study advocates for a consideration of the transformational–transactional approaches, which have been proven to yield best results, to focus the discussion on leadership.

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Giltinane, Charlotte Louise. "Leadership styles and theories." Nursing Standard 27, no. 41 (June 12, 2013): 35–39. http://dx.doi.org/10.7748/ns2013.06.27.41.35.e7565.

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Jackson, Conrad N. "On Linking Leadership Theories." Journal of Management Education 17, no. 1 (February 1993): 67–78. http://dx.doi.org/10.1177/105256299301700105.

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Lord, Robert G., Olga Epitropaki, Roseanne J. Foti, and Tiffany Keller Hansbrough. "Implicit Leadership Theories, Implicit Followership Theories, and Dynamic Processing of Leadership Information." Annual Review of Organizational Psychology and Organizational Behavior 7, no. 1 (January 21, 2020): 49–74. http://dx.doi.org/10.1146/annurev-orgpsych-012119-045434.

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We offer a comprehensive review of the theoretical underpinnings and existing empirical evidence in the implicit leadership and implicit followership theories domain. After briefly touching on the historical roots of information-processing approaches to leadership and leader categorization theory, we focus on current contextualized and dynamic perspectives. We specifically present neural network approaches and adaptive resonance processes that guide leadership perceptions. We further address measurement issues, emerging areas of study such as implicit leadership theories, and identity and cross-cultural issues. We offer specific avenues for future research in the form of a systematic list of unanswered research questions and further outline leadership development implications.

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Andersen, Jon Aarum. "Servant leadership and transformational leadership: from comparisons to farewells." Leadership & Organization Development Journal 39, no. 6 (August 6, 2018): 762–74. http://dx.doi.org/10.1108/lodj-01-2018-0053.

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Purpose The purpose of this paper is to question the usefulness of comparisons between theories on servant leadership and transformational leadership. Design/methodology/approach A review of scholarly works on these two theories is presented from the original works of Greenleaf, Burns and Bass to the current research. Findings Based on the four categories of construct clarity, two competing alternatives are identifiable in the scholarship of both servant and transformational leadership. There are thus 16 versions of each theory. Research limitations/implications The literature review contains no new empirical data. The many versions available today of each theory do not make comparisons meaningful. The prevalence of several versions of theories on servant leadership and transformational leadership implies that they are no longer specific and useful theories. Originality/value Critical comments are presented on the usefulness of comparisons between servant leadership and transformational leadership. Thus, the value of these theories is also questioned.

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Mohamed, Fazleen, and Dr Siti Noor Ismail. "The Concept and Model of Strategic Leadership and Its Importance in Increasing School Achievement." JOURNAL OF SOCIAL SCIENCE RESEARCH 12, no. 1 (March 13, 2018): 2568–74. http://dx.doi.org/10.24297/jssr.v12i1.6995.

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Strategic leadership is one of the leaderships practiced by school organizations today. Organizational capabilities and individual characteristics are two key components of strategic leadership that are indispensable to ensure that this strategic leadership can be realized effectively in schools. This article discusses the concept of strategic leadership, domain and elements and theories related to strategic leadership. In addition, this study also attempts to highlight Davies and Davies 2004 strategic leadership model which has nine elements under two key components of strategic leadership i.e. organizational capability and individual characteristics. Furthermore, the final part of the study discusses the importance of strategic leadership in the school organization. An overview of previous studies also shows that strategic leadership has significant relationships with school achievement. Hence, through the practice of strategic leadership that is preached in schools, the line of leadership of the school will be more capable in helping to improve the achievement of their respective schools.

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MacNeil, Carole A. "Bridging generations: Applying “adult” leadership theories to youth leadership development." New Directions for Youth Development 2006, no. 109 (2006): 27–43. http://dx.doi.org/10.1002/yd.153.

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Ehrhart, Mark G. "Self-Concept, Implicit Leadership Theories, and Follower Preferences for Leadership." Zeitschrift für Psychologie 220, no. 4 (January 2012): 231–40. http://dx.doi.org/10.1027/2151-2604/a000117.

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The purpose of this study was to investigate the factors that shape followers’ initial reactions to leaders. Based on the literature on self-concept and leader categorization theory, it was hypothesized that followers’ self-concepts (specifically their self-esteem and self-construal) would predict their conceptualization of an ideal leader (i.e., their implicit leadership theory, ILT), which would then predict followers’ preferences for specific leadership styles. Using a sample of 206 university students, results indicated that the effects of independent self-construal on charismatic leader preference were partially mediated by the dedication ILT dimension, and the effects of interdependent self-construal were fully mediated by the sensitivity ILT dimension. Additional findings and directions for future research are discussed.

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Vyzhva, Mariia. "Contemporary Leadership Theories: Humanistic Perspective." Problems of Modern Psychology : Collection of research papers of Kamianets-Podilskyi National Ivan Ohiienko University, G.S. Kostiuk Institute of Psychology of the National Academy of Educational Sciences of Ukraine, no. 47 (March 4, 2020): 09–26. http://dx.doi.org/10.32626/2227-6246.2020-47.09-26.

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Basinskaya, Irina, Oleg Radyuk, and Iryna Nekhviadovich. "SITUATIONAL AND INTERACTIONIST LEADERSHIP THEORIES." Науковий часопис НПУ імені М. П. Драгоманова. Серія 12. Психологічні науки, no. 11 (2020): 5–23. http://dx.doi.org/10.31392/npu-nc.series12.2020.11(56).01.

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Lim, Syamimi, Rozhan Othman, Ali Yusob Zain, and Dayangku Siti Rozaidah Pengiran. "Implicit Leadership Theories of Bruneians." Journal of Asia-Pacific Business 13, no. 4 (October 2012): 302–19. http://dx.doi.org/10.1080/10599231.2012.718674.

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Sivaruban, Sivanathan. "A Critical Perspective of Leadership Theories." Business Ethics and Leadership 5, no. 1 (2021): 57–65. http://dx.doi.org/10.21272/bel.5(1).57-65.2021.

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This paper summarizes leadership theories and critically analyzes the different viewpoints on leadership theory in the real corporate world. The main purpose of the study is to examine leadership theories from a critical perspective in a practical context. The systematization of the literature sources and study approaches for solving the problem on a practical perspective toward leadership theories that indicate leadership theories are emerging research topics in the dynamic environment. The relevance of this critical perspective on leadership theories is redesign leadership style based on the current business environment. Investigation of the leadership theories from a critical perspective is conducted in the following logical sequence, such as the introduction, literature review, methodological tools of the research, analysis of each leadership theory, results, discussion, and conclusion of the study. The paper presents the outcome of an empirical analysis on a critical perspective of leadership theories, which showed that leadership theories have not yet been combined. The research empirically confirms that leadership theories prove that the outcome of the study can be a critical tool for future researchers, industry practitioners and other related stakeholders to redesign the leadership style to suit the competitive business environment. The result of the research can be useful to provide significant implications and insights into the leadership theories. A critical analysis of those theories shall enlighten the literature review of leadership theories and redesign leadership style to create a new set of leadership theories since no universal leadership style is accepted in the world. Finally, the leadership style has shifted to another dimension in emotional intelligence due to COVID-19, the global pandemic, creating a new set of attributable skills such as good listening skills, resilience, collaboration, and empathy. COVID-19 has developed a unique leadership style called resilient style.

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Foster, Alicia Turner. "Developing Leadership in the Successor Generation." Family Business Review 8, no. 3 (September 1995): 201–9. http://dx.doi.org/10.1111/j.1741-6248.1995.00201.x.

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The cross-disciplinary nature of family business studies suggests the opportunity to consider theories and applications from a variety of disciplines in order to examine how they might be applied to family business. This article is an exploratory examination of how the Center for Creative Leadership's research in the field of leadership might add to the knowledge and hypotheses regarding leadership in family businesses. The goal is to outline strategies for developing leadership that practitioners might find useful in their work with families around succession opportunities. Additionally, the hope is to spark discussion and thinking around the possible application of a leadership development model to the successor generation in family businesses.

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H Al-Ghanem, Nawaf, Ashley Braganza, and Esra Aldhean. "Distributed Leadership in Transformation Initiatives: The Emergence of Network Leadership." International Journal of Accounting & Finance Review 5, no. 1 (March 26, 2020): 51–65. http://dx.doi.org/10.46281/ijafr.v5i1.524.

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Several research studies investigated organizational transformation in particular to examine various leadership theories and styles that emerged during different chronological evolution of leadership theories. In similar context, attention has been given recently to collective/team leadership theories that depend on more collective approach to leadership. Examining organizational transformation literature and leadership theory literature is expected to lead to identifying an intersection between these important topics. This paper intends to bridge distributed leadership theory and organizational transformation theory in achieving efficient and optimal results when implementing large scale organizational transformational initiatives and examining the notion of network leadership by overlaying social network theory to the characteristics of distributed leadership, which is expected to add to the current knowledge and use by scholars and policy makers while practicing leadership in a organizations going through transformation.

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Abi Sopyan Febrianto. "Sintesa Konsep Spiritual Leadership dan Islamic Leadership." Coopetition : Jurnal Ilmiah Manajemen 11, no. 3 (November 1, 2020): 239–46. http://dx.doi.org/10.32670/coopetition.v11i3.114.

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Spiritual leadership and Islamic leadership are considered to be the same thing frequently, but in reality illustrate differently. Spiritual leadership emphasizes the quality of relationships and the role of leaders in their organizations, while Islamic leadership focuses more on the characteristics of a leader. It is important to make a conceptual article that examines the differences between the two and synthesizes, so that the results are found with a more thorough concentration. This article attempts to synthesize spiritual leadership theory according to Fry (2003) and Islamic leadership according to Antonio (2013) and Nuruddin (2011). The results of the synthesis theories give a more moderate and comprehensive understanding.

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Ahmad, Israr, Yongqiang Gao, and Shafei Moiz Hali. "A Review of Ethical Leadership and Other Ethics- Related Leadership Theories." European Scientific Journal, ESJ 13, no. 29 (October 31, 2017): 10. http://dx.doi.org/10.19044/esj.2017.v13n29p10.

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The role of ethics in leadership studies is very important for organizations. Leadership without ethics and integrity can be harmful both for the organizational stakeholders and society. The high-profiled scandals and the leadership involvement in unethical activities caused increase attention of the scholars and mainstream media in the leadership ethics (Hartog, 2015). This resulted a growing research in the field of ethical leadership behavior. For this reason, the present study review ethics-related leadership including ethical leadership and other ethic-related leadership theories to better understand the importance of the ethics and morality in these leadership constructs. This study also presented a comprehensive review on ethical leadership and its similarities and differences with other related leadership styles. Another focus of this study was to present the definitions of each leadership style and their scales, and to establish that how ethical leadership is distinct from each leadership style. Future directions and conclusion are presented in the last of the paper.

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Vogel, Rick, and Laura Werkmeister. "What is Public about Public Leadership? Exploring Implicit Public Leadership Theories." Academy of Management Proceedings 2020, no. 1 (August 2020): 13738. http://dx.doi.org/10.5465/ambpp.2020.13738abstract.

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Pavitt, Charles, and Pamela Sackaroff. "Implicit Theories of Leadership and Judgments of Leadership among Group Members." Small Group Research 21, no. 3 (August 1990): 374–92. http://dx.doi.org/10.1177/1046496490213006.

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Bhuvaneswari, R., and V. Dhivaharan. "Leadership makes the difference –A Review of theories on leadership effectiveness." Scientific Transactions in Enviornment and Technovation 4, no. 2 (December 15, 2010): 99–103. http://dx.doi.org/10.20894/stet.116.004.002.011.

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Zhang, Suling, and Jerry Fjermestad. "Bridging the gap between traditional leadership theories and virtual team leadership." International Journal of Technology, Policy and Management 6, no. 3 (2006): 274. http://dx.doi.org/10.1504/ijtpm.2006.011253.

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Sy, Thomas, and Daan Knippenberg. "The emotional leader: Implicit theories of leadership emotions and leadership perceptions." Journal of Organizational Behavior 42, no. 7 (June 30, 2021): 885–912. http://dx.doi.org/10.1002/job.2543.

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Meuser, Jeremy D., William L. Gardner, Jessica E. Dinh, Jinyu Hu, Robert C. Liden, and Robert G. Lord. "A Network Analysis of Leadership Theory." Journal of Management 42, no. 5 (May 19, 2016): 1374–403. http://dx.doi.org/10.1177/0149206316647099.

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We investigated the status of leadership theory integration by reviewing 14 years of published research (2000 through 2013) in 10 top journals (864 articles). The authors of these articles examined 49 leadership approaches/theories, and in 293 articles, 3 or more of these leadership approaches were included in their investigations. Focusing on these articles that reflected relatively extensive integration, we applied an inductive approach and used graphic network analysis as a guide for drawing conclusions about the status of leadership theory integration. All 293 articles included in the analysis identified 1 focal theory that was integrated with 2 or more supporting leadership theories. The 6 leadership approaches most often appearing as the focal theory were transformational leadership, charismatic leadership, strategic leadership, leadership and diversity, participative/shared leadership, and the trait approach to leadership. On the basis of inductive reflections on our analysis, we make two key observations. First, the 49 focal leadership theories qualify as middle-range theories that are ripe for integration. Second, drawing from social network theory, we introduce the term “ theoretical neighborhood” to describe the focal theoretical networks. Our graphical inductive analyses reveal potential connections among neighboring middle-range leadership theories that merit investigation and, hence, identify promising future directions for achieving greater theoretical integration. We provide an online supplement with 10 additional leadership theory graphs and analyses: leadership in teams and decision groups, ethical leadership, leader and follower cognitions, leadership emergence, leadership development, emotions and leadership, implicit leadership, leader-member exchange, authentic leadership, and identity and identification process theories of leadership.

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Ellington, Dr Linda. "Leadership Disruption: Time to Reimagine Leadership Talent." International Journal of Business and Management Research 9, no. 2 (April 19, 2021): 118–23. http://dx.doi.org/10.37391/ijbmr.090203.

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Rapid changes in the global orbit, whether these are demographics, politics, pandemics or even technology shifts, all have considerable implications for leaders. The current world context is disrupting leadership practices because they are no longer meeting the needs of organizations and are forcing the reimagining of the talent needed to lead in this volatile era. The purpose of this article is to first identify the major drivers of the disruption. Secondly, to examine leadership through Humanocracy termed by Hamel and Zanini [1]. Third, there is a conversation around being able to adapt to the speed of change through a process of hyper-learning, that transitions to hyper-leading [2, 3]. Finally, as all great writing connects to theories, this article will include IQ, EQ, CQ, and LQ and their relevancy to leading through disruption.

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Offord, Matt, Roger Gill, and Jeremy Kendal. "Leadership between decks." Leadership & Organization Development Journal 37, no. 2 (April 4, 2016): 289–304. http://dx.doi.org/10.1108/lodj-07-2014-0119.

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Purpose – The purpose of this paper is to understand the role of interaction in the process of leadership. Interaction has been claimed to be a leadership competence in earlier research into leadership in the Royal Navy. The aim of this research is to define how interaction works within naval teams. Design/methodology/approach – The research uses Grounded Theory. Following a series of leadership discussions in separate focus groups, discussion topics were coded and subjected to recursive qualitative analysis. The grounded approach is used to synthesise and develop existing leadership theory strands as well as to extend the trait-process approach to leadership. Findings – The research discovers the key interaction behaviours of engagement, disengagement and levelling. Our findings support recent developments in follower-centric perceptions of leadership and in interaction specifically. The authors develop engagement theory by combining it with the less well researched area of leadership resistance. The authors then re-frame resistance as social levelling, a more comprehensive interaction mechanism. Research limitations/implications – The research is highly contextual because of its qualitative approach. Some of the detailed reactions to leadership behaviours may not found in other naval or military teams and are unlikely to be generalisable to non-military environments. However, the mechanism described, that of engagement, disengagement and levelling is considered highly generalisable if not universal. Rather than develop new theory fragments in an already confusing research environment, the authors fuse engagement and resistance theory to extend trait-process theories of leadership. The result is a coherent and integrative model of leadership dynamics which frames leadership in the mundane interaction of leaders and followers. Practical implications – Interaction as a competence is strongly supported as is the encouragement of cultures which promote interaction. Selection procedures for future leaders should include interaction skills. The use of subtle methods of resistance are highlighted. Such methods may indicate poor interaction long before more overt forms of resistance are apparent. Social implications – The continual monitoring of leaders and implied ambivalence towards leadership could be critical to our understanding of leadership. A dynamic feedback circle between leaders and followers may be a more useful paradigm for the characterising of leadership throughout society. A better understanding of the power of followers to frame and re-frame leadership would help to manage the expectations of leaders. Originality/value – This research uniquely uses Grounded Theory to extend current theories (competence based leadership and trait-process theories of leadership), explaining the complexity of leadership interaction. The research also synthesises and develops engagement and levelling (resistance to leadership) theories for the first time. As such the project suggests a full range model of follower response to leadership including subtle forms of resistance to power. The value of group-level analysis using focus groups is recommended, especially for other collective leader-follower approaches to leadership. The research is of interest to those studying leadership process theories, competencies, leader-follower traditions, engagement and power/resistance research.

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Bogenschneider, Bret. "Leadership Epistemology." Creighton Journal of Interdisciplinary Leadership 2, no. 2 (November 2, 2016): 24. http://dx.doi.org/10.17062/cjil.v2i2.37.

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<p>The scientific study of “leadership” depends on the ability to intersubjectively test theories about leadership and to thereby identify leadership causation. Such a scientific endeavor is difficult because the study of leadership is a social science and is subject to change by ergodicity. Accordingly, to begin the scientific study of leadership it is necessary to reject an idea of leadership science as the study of singular observations followed by deductive syllogism to arrive at a certain result. As such, the study of leadership as <em>science</em> requires a general theory of leadership which will either be potentially falsified or gradually narrowed and amended over time. </p>

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CARTON, ANDREW M. "ENHANCING LEADERSHIP THEORIES WITH GOAL STRUCTURE." Academy of Management Proceedings 2008, no. 1 (August 2008): 1–6. http://dx.doi.org/10.5465/ambpp.2008.33641726.

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Hoyt, Crystal L., Scott T. Allison, Agatha Barnowski, and Aliya Sultan. "Lay Theories of Heroism and Leadership." Social Psychology 51, no. 6 (November 2020): 381–95. http://dx.doi.org/10.1027/1864-9335/a000422.

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Abstract. Whereas leadership is generally perceived as a masculine enterprise, heroism research suggests that people view heroes as similarly masculine, but having more feminine traits. We predicted that heroes will be evaluated higher than leaders in communion but not differ in agency. In Study 1, heroes were perceived to have higher communion and similarly high agency as leaders. In Studies 2 and 3, we replicated these trait ratings focusing on perceptions of typical heroes/leaders (S2) and personal heroes/leaders (S3). In Study 4, we showed that the greater level of communion associated with heroes is independent of their gender. In Study 5, using an implicit association test, we showed there is a stronger implicit association of communion with heroes than leaders.

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Tong, Joseph. "Theories of Leadership and Church Management." Excelsis Deo: Jurnal Teologi, Misiologi, dan Pendidikan 3, no. 1 (June 26, 2019): 1–16. http://dx.doi.org/10.51730/ed.v3i1.6.

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Management is the integration and coordination of resources to effectively move the organization towards the desired goals. The concepts and key elements in management are organizations. This organization is also divided into two namely: voluntary organizations and voluntary organizations. The objectives of this management are: (1) Vision and mission for existence; (2) Objectives and targets; (3) The desired destination and floating destination. Management effectiveness refers to how well an organization reaches its goals over a period of time. This emphasizes goals or mission (long distance) and goals (short term). Effectiveness contrasts with efficiency. Efficiency is a short-term measure of how well an organization uses resources. Healthy organization management must be effective and efficient. Leadership relates to people, while management pays more attention to tasks and performance. As far as the organization is concerned, these two things have the same function in promoting the well-being and development of healthy organizations to achieve organizational goals. Manajemen adalah integrasi dan koordinasi sumber daya untuk menggerakkan organisasi secara efektif menuju tujuan yang diinginkan. Adapun konsep dan elemen kunci dalam manajemen yaitu organisasi. Organisasi ini pun dibagi menjadi dua yakni: organisasi sukarela dan organisasi tidak sukarela. Tujuan dari manajemen ini adalah: (1) Visi dan misi untuk eksistensi; (2) Tujuan dan target; (3) Tujuan yang diinginkan dan tujuan mengambang. Efektivitas manajemen mengacu pada seberapa baik sebuah organisasi untuk mencapai tujuannya selama periode waktu tertentu. Hal ini menekankan pada tujuan atau misi (jarak jauh) dan tujuan (jangka pendek). Efektivitas kontras dengan efisiensi. Efisiensi adalah ukuran jangka pendek seberapa baik sebuah organisasi menggunakan sumber daya. Manajemen organisasi yang sehat harus efektif dan efisien. Kepemimpinan berkaitan dengan orang, sedangkan manajemen lebih memperhatikan tugas dan kinerjanya. Sejauh menyangkut organisasi, dua hal ini memiliki fungsi yang sama dalam mempromosikan kesejahteraan dan pengambangan organisasi yang sehat untuk mencapai tujuan organisasi.

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Chow, Tong Wooi, Lailawati Mohd. Salleh, and Ismi Arif Ismail. "Lessons from the Major Leadership Theories in Comparison to the Competency Theory for Leadership Practice." Journal of Business and Social Review in Emerging Economies 3, no. 2 (December 31, 2017): 147–56. http://dx.doi.org/10.26710/jbsee.v3i2.86.

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Purpose: This article presents perspectives on the review of eight major theories of leadership in comparison to the competency approach. Also, the definitions, significance, and benefits of the leadership competency concept are also highlighted. Methodology: A review of the various published literature on the major leadership theories, the competency theory, and the related topics on the scope of the study. Results: The findings of the review show the significance and relevance of the leadership competency approach as a viable leadership option for the 21st century- leadership. Leadership for best practice continues to evolve due to the changing leadership landscape. The literature states that newer theories will eventually replace old leadership concepts. Implications: An understanding of the various leadership theories, specifically the competency theory will facilitate in the choice of the adoption of leadership approach. Moreover, employing the appropriate leadership practice in this current knowledge-based era is key to individual and organizational performance.

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Cote, Robert. "A Comparison of Leadership Theories in an Organizational Environment." International Journal of Business Administration 8, no. 5 (July 10, 2017): 28. http://dx.doi.org/10.5430/ijba.v8n5p28.

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This analysis will review three leadership theories focusing on how leader’s influence and motivate employees to accomplish tasks and goal achievement in an organizational environment. The three theories chosen are: (1) Situational Leadership Theory, (2) Path-Goal Leadership Theory, and (3) Leader-Member (LMX) Theory. In each leadership theory, background information, development and effectiveness, and strengths and weaknesses will be analyzed. Also, each leadership theory will be compared and contrasted according to similarities and differences. After each of these theories of leadership is reviewed, the last section will discuss Transformational Leadership, which has become an emerging leadership theory because it inspires, motivates, and energizes employees.

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Kasztelnik, Karina, and Damon Brown. "The Observational Socio-Economic Study and Impact on the International Innovative Leadership in the United States." SocioEconomic Challenges 4, no. 4 (2020): 63–94. http://dx.doi.org/10.21272/sec.4(4).63-94.2020.

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This paper summarizes how socio-economic study has impact on the international innovative leadership in the United States. This article includes the review will focus and examine literature and theories related to public policy organizational effectiveness as well as diversity leadership. Online databases including search engines located relevant books, journals, articles, and dissertations. The search terms used were descriptive of various themes such as diversity, diversity leadership, public policy and public policy leadership, organizational leadership, public policy and leadership, cultural diversity, organizational effectiveness, and public policy effectiveness. Additionally, measurements of public policy organizations effectiveness have been narrowly focused on past practice failing to include multiple organizational aspects similar to other professional organizations. Prior studies have been conducted in relationship to the effects of diversity leadership and leadership although related solely to the individual officer or the public policy organization. Notwithstanding, studies have been sparse which suggest that diversity leadership initiatives or enhanced leadership, increase public effectiveness, let alone collectively. Limited studies are not the case concerning public policy. This study attempted to fill this gap by examining if leadership of public policy outcomes of diversity leadership initiatives and the level of leadership predicts public policy organizational effectiveness. All of these terms have assisted in locating contemporary and relevant research. The results of the critical review article with analysis both authors can be useful for any leaderships around the World to support social-economics changes. Keywords: socio-economic, innovation, leadership, education, public policy.

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Teixeira Reis Neto, Mário, Cláudia Aparecida Avelar Ferreira, and Rejaine Nélia de Araújo. "Teorías de liderazgo y desempeño individual." Revista científica Pensamiento y Gestión, no. 47 (March 24, 2020): 148–79. http://dx.doi.org/10.14482/pege.47.6001.

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Turner, John R., and Rose Baker. "A review of leadership theories: identifying a lack of growth in the HRD leadership domain." European Journal of Training and Development 42, no. 7/8 (September 3, 2018): 470–98. http://dx.doi.org/10.1108/ejtd-06-2018-0054.

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Purpose This paper aims to identify the life-cycle of leadership theory from both the human resource development (HRD) and the organizational/leadership literature while providing a contrast between the two bodies of literature. The current research identifies which theories are being represented within the HRD literature, followed by a review of current directions in the leadership fields, primarily from literature in the organizational and leadership fields. By identifying these two bodies of leadership theories, the following research question will be answered: How current are the leadership theories provided in the literature of HRD compared to research that is reported from other external leadership fields? Design/methodology/approach This paper examines how leadership theories are represented in the HRD literature. Data for the current article provide a preview of leadership theories that are used to inform HRD scholars and scholar–practitioners for a period of 15 years (2000-2015) in the four Academy of Human Resource Development (AHRD) publications (Advances in Developing Human Resources; Human Resource Development International; Human Resource Development Quarterly; and Human Resource Development Review). The four journals within the AHRD were reviewed to identify which leadership theories were being researched and used to inform members of HRD. The search terms for the current study included “leadership AND theory,” “team AND leadership,” “leadership AND development” and “team AND development.” Studies that presented a leadership theory and either described or defined the theory were coded for the current study. Within this body of literature, there were a total of 74 leadership theories identified (some repeating), among those there were a total of 20 unique leadership theories. The literature external of HRD was identified using the ScienceDirect database for 10 years (2007-2017) with the topics limited to “topics–leadership.” Once the HRD and organizational/leadership literature are presented, a comparison between the two literature streams will be provided, highlighting any deficiencies within either body of literature and recommendations for future research efforts for the field of HRD. Findings This examination of leadership theory study within HRD and other fields highlights the deficiencies within either body of literature and offers recommendations for future research efforts for the field of HRD. In line with the trend in leadership research, HRD should call for more longitudinal and multi-level research efforts to be conducted as opposed to cross-sectional studies. Research limitations/implications The current study is limited in the literature that was used to collect/code data. Also, the time frame for the HRD literature ended in 2015 due to the long duration required to review articles and to code the data. Secondary data were obtained from organizational/leadership literature and are more current because they are more recent. Overall, even with an end date of 2015 for the HRD literature, the HRD field has not changed too much during this time and the authors recognize some minor changes, but the research findings are still relevant and the leadership deficits presented are still realized. Practical implications The field of HRD is behind when it comes to leadership theories. This paper identifies this in an effort to aid researchers, students and practitioners to look beyond the leadership theories presented in the HRD literature for more relevant and current leadership theories. This paper highlighted a number of newer and current leadership theories and trends for scholars and scholar-practitioners to begin to focus on; however, this list is only a snapshot and is bounded by the data collected for the current paper. Originality/value This paper is original in that it is both critical of leadership research within the HRD literature while also providing new directions for the field. The snapshot of where the field of HRD is compared to the leadership and organizational fields becomes apparent with multiple future directions for research.

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Deshwal, Vivek, and Mohd Ashraf Ali. "A Systematic Review of Various Leadership Theories." Shanlax International Journal of Commerce 8, no. 1 (January 1, 2020): 38–43. http://dx.doi.org/10.34293/commerce.v8i1.916.

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Leadership is an essential element in the success of any organization. The style of leadership used has a great influence on the behavior of employees, and thus their productivity directly relates to it. There are several theories developed which defines leadership in its way, and there is continuous development in this field. The current study examines the theories that emerged in leadership literature. Various theories like trait, behavioral, contingency, and emerging theories are described briefly in a systematic way. It is found that as time passed, the way to see leadership also changed, styles like transformational, transactional, authentic, ethical, servant emerged as new dimensions which suit to the changing business environment.

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Gadomska‑Lila, Katarzyna. "Leadership in Knowledge‑Intensive Organizations." Kwartalnik Ekonomistów i Menedżerów 47, no. 1 (March 15, 2018): 43–57. http://dx.doi.org/10.5604/01.3001.0012.1416.

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The aim of the article is to present assumptions of different leadership theories and competences of leaders in a knowledge intensive context. The study of domestic and foreign publications was the starting point which enabled the author to illustrate the evolution of leadership theories by dividing these theories into traditional and modern ones, and to describe the nature of knowledge‑intensive organizations. The analyses confirmed that leadership in knowledge‑intensive organizations differs from leadership in traditional organizations. A Polish subsidiary of an international company served as an exemplification of the main considerations of the article. The empirical evidence of qualitative research confirmed that in knowledge‑intensive organizations leadership consists in elements characteristic for transformational, strategic and authentic leadership.

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Ciulla, Joanne B. "Leadership Ethics: Mapping the Territory." Business Ethics Quarterly 5, no. 1 (January 1995): 5–28. http://dx.doi.org/10.2307/3857269.

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Abstract:In this paper I argue that a greater understanding of the part of ethics in leadership will improve leadership studies. Debates over the definition of leadership are really debates over what researchers think constitutes good leadership. The ultimate question is not “What is leadership?” but “What is good leadership?” The word good is refers to both ethics and competence. Research into leadership ethics would explore the ethical issues of current leadership research, serve as a critical study of the field, analyze and expand normative theories of leadership, and develop new theories, research questions and ways of thinking about leadership.

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Rodriguez, Alejandro, and Alvin Brown. "Conceptualizing leadership psychosis: the Department of Veteran Affairs scandal." International Journal of Public Leadership 12, no. 1 (February 8, 2016): 14–31. http://dx.doi.org/10.1108/ijpl-10-2015-0025.

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Purpose – This paper argues that “lack of leadership” is not an accurate descriptor for dysfunctional leadership. It proposes that some leaders fall into a type of dysfunctional performance when faced with the high and often conflicting organizational demands characteristic of the interdependent and rapidly evolving challenges of the twenty-first century. It calls this dysfunction “leadership psychosis.” The purpose of this paper is to offer a four-stage conceptual definition of leadership psychosis. Design/methodology/approach – Based on a review of the literature central to leadership psychosis, namely, transformational, authentic, and transactional leadership theories, the paper discusses the conceptualization of leadership psychosis as it progresses through four increasingly dysfunctional stages. Findings – It identified four increasingly dysfunctional stages of leadership psychosis grounded on the literature review central to transformational, authentic, and transactional leadership theories. Research limitations/implications – Transformational and authentic leadership theories are a nuanced development of the discarded trait theories of leadership. So it is fair to argue that leadership psychosis falls into the same criticism given that psychopathic leaders’ behavior can be seen as rooted in some personality trait. Measuring psychopathic leaders’ behavior will be an impressive challenge. Practical implications – It suggests replacing “lack of leadership” with a better descriptor of organizational dysfunction: leadership psychosis. Social implications – It calls attention to the rise of the organizational psychopath to leadership positions in the private, public, and nonprofit sectors. Originality/value – Leadership psychosis is introduced as a new construct to explain dysfunctional leadership.

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Shakeel, Fahad, Peter Mathieu Kruyen, and Sandra Van Thiel. "Ethical leadership." International Journal of Public Leadership 16, no. 1 (December 24, 2019): 88–108. http://dx.doi.org/10.1108/ijpl-09-2019-0060.

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Purpose The purpose of this paper is to offer a review of the selected literature in ethical leadership synthesizing findings from 45 articles selected from journals on leadership, public administration, organizational behavior, psychology and ethics. Design/methodology/approach Four themes are addressed: the conceptualization of ethical leadership theories, the existence of popular measurement instruments for ethical leadership, findings on ethical leadership in the public sector and outcomes of ethical leadership in terms of benefits and negative consequences. Findings The definition by Brown et al. (2005) is the most frequently used definition, even though recent criticism states that this definition may be too narrow. Ethical leadership is usually measured by means of a survey; however, there are at least three different questionnaires in use. In the public sector, ethical leadership has been linked to both positive outcomes and negative consequences. Research limitations/implications This paper only includes selected academic articles and does not include published books. Originality/value Based on our findings, the authors present recommendations for future research, among others into a broader conceptualization of ethical leadership and the use of mixed methods.

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Megheirkouni, Majd, and Ammar Mejheirkouni. "Leadership development trends and challenges in the twenty-first century: rethinking the priorities." Journal of Management Development 39, no. 1 (January 2, 2020): 97–124. http://dx.doi.org/10.1108/jmd-04-2019-0114.

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Purpose The purpose of this paper is to understand challenges facing organizations in the twenty-first century and address these challenges through suggesting future leadership development based on relevant leadership theories, which would motivate and guide future research directions in a streamlined manner. Design/methodology/approach The present study adopted the exploratory literature review, using the integrative method, to review the theoretical and empirical literature on leadership development published since the 2000s, primarily focusing on research published in the Journal of Management Development. Findings The findings of the current review confirmed that leadership theories are the base for leadership development theories, particularly if the purpose is to address and overcome the current challenges facing organizations. The authors suggest that leadership theories and leadership development theories do not exist in isolation from one another, nor do they exist in isolation from challenges facing organizations. Research limitations/implications This review does not cover all studies before the 2000s nor other journals in the field of leadership. Originality/value Given that most organizations are suffering from one or more of the following issues: sexual scandals, unethical behaviors, individualism, crises and a low level of performance or productivity, the development of particular leadership skills has become a priority. This study is one of few studies guiding both future leadership development research directions and leadership development initiatives.

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Solansky, Stephanie, Vipin Gupta, and Jifu Wang. "Ideal and Confucian implicit leadership profiles in China." Leadership & Organization Development Journal 38, no. 2 (April 3, 2017): 164–77. http://dx.doi.org/10.1108/lodj-06-2015-0114.

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Purpose This paper is a regional exploratory study of implicit leadership theories in two regions of China. The purpose of this paper is to compare ideal vs Confucian leadership profiles and explore the possibility of a cultural hybrid perspective of leadership. Design/methodology/approach This study empirically explores leadership profiles through indigenous leadership research and compares implicit leadership theories of Confucian leadership and ideal leadership among a group of 128 managers representing two regions in mainland China. In doing so, measures developed by Global Leadership and Organizational Behavior Effectiveness that were translated into the local language are employed. Findings The results empirically show that a region known to have a deeper cultural entrenchment interprets Confucian ideology as ideal leadership, while a region more disconnected from the cultural center transforms its ideology based on more globally accepted leadership ideals. Practical implications The findings of this study caution leadership researchers (whether universally-etic or specifically-emic focused) from making generalizations regarding leadership. Although there might be some broad universals of leadership, context-specific leadership practices are deeply rooted between and within cultures. Originality/value This paper contributes to the literature by providing insight on implicit leadership theories in China and by proposing a culturally hybrid perspective of leadership based on globalization and cultural entrenchment forces.

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Claus, Lisbeth. "Do We Need a New Leadership Paradigm Due to Covid-19?" International Journal of Business and Management Research 9, no. 2 (May 22, 2021): 162–67. http://dx.doi.org/10.37391/ijbmr.090206.

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Explores whether the changing context of COVID-19 requires new leadership skills in organizations and, perhaps even, a new context-specific leadership theory. Fourteen professional blogs and reports related to leadership skills and practices in response to COVID-19, published in the professional online literature during the height of the pandemic (March 16 - December 20, 2020) were reviewed in terms of suggested new leadership style dimensions and contrasted with the tenets of existing academic leadership theories. The proponents of an emerging leadership style advocate that in dealing with the pandemic, leaders must be able to manage their organizations in turbulent times, lead a distributed workforce of individuals and teams, and become a resilient leader themselves. Synthesis: The analysis suggests the leadership dimensions called for during the pandemic were already present in transformational leadership theories (e.g., authentic, shared feminine, servant and crisis leadership theories) but that the pandemic provided the structural break accelerating the existing transformational leadership paradigm. COVID-19 also confirmed leadership matters and the command-and-control leadership style—still prevalent in many of our top-down bureaucratic organizations—is outdated.

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Silins, Halia C. "Leadership Characteristics and School Improvement." Australian Journal of Education 38, no. 3 (November 1994): 266–81. http://dx.doi.org/10.1177/000494419403800306.

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School leadership has been recognised as a critical element in school improvement and reform Theories about educational leadership have become closely aligned with theories about effective leadership in business, industrial and military settings. The concept of transformational leadership is a recent interpretation of the kind of leadership required to promote educational restructuring and improvement. Survey data from Canadian schools involved in school improvement programs were examined for evidence of relationships between principals' leadership behaviours and school outcomes. Using multiple regression analysis, transformational leadership accounted for a significant incremental effect above that of transactional leadership in bringing about enhanced school, teacher, program and instruction, and student outcomes. This supports a compelling argument that school leaders can promote change more successfully through employing methods associated with transforma tional leadership.

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Xie, Wenxin, and Colin Muneo Fisher. "How Should Leadership Be Structured? Lay Theories of Single and Shared Leadership Structures." Academy of Management Proceedings 2018, no. 1 (August 2018): 16303. http://dx.doi.org/10.5465/ambpp.2018.16303abstract.

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Seidel, André, Tarcisio Abreu Saurin, Guilherme Luz Tortorella, and Giuliano Almeida Marodin. "How can general leadership theories help to expand the knowledge of lean leadership?" Production Planning & Control 30, no. 16 (May 9, 2019): 1322–36. http://dx.doi.org/10.1080/09537287.2019.1612112.

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Pinnington, Ashly H. "Leadership development: Applying the same leadership theories and development practices to different contexts?" Leadership 7, no. 3 (August 2011): 335–65. http://dx.doi.org/10.1177/1742715011407388.

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