Relevant bibliographies by topics / Leadership and management

Contents

  1. Journal articles
  2. Dissertations / Theses
  3. Books
  4. Book chapters
  5. Conference papers
  6. Reports

Academic literature on the topic 'Leadership and management'

Author: Grafiati
Published: 4 June 2021
Last updated: 20 April 2024

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Journal articles on the topic "Leadership and management"

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Dr.A.Jayakumar, Dr A. Jayakumar, and K. Kalaiselvi K.Kalaiselvi. "Leadership in Management." Indian Journal of Applied Research 1, no. 11 (October 1, 2011): 70–72. http://dx.doi.org/10.15373/2249555x/aug2012/24.

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Nasseef, Mohammed. "The Role of Administrative Leadership in Supporting Culture of Quality and Excellence Based on Kaqa Excellence Model: An Implementation Study." Journal of Business and Management Studies 4, no. 1 (January 30, 2022): 91–106. http://dx.doi.org/10.32996/jbms.2022.4.1.12.

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Based on the King Abdullah Quality Award (KAQA) excellence model, this study seeks to understand management leadership's role in supporting quality and excellence. The study applied in Saudi Electricity Company, estimated to have (33957) employees in all Saudi Arabian branches (KSA). The current study used a constructed questionnaire with 32 items spanning six dimensions. The first dimension assesses management leadership's role in determining the company's strategic direction, while the second assesses management leadership’s role in monitoring the management system and institutional performance. On the other hand, the third dimension is about the enhancement of the relationship with all in concern. The fourth dimension aims to assess management leadership's role in promoting a company culture of quality, excellence, and innovation. The fifth dimension is the measurement of a management leadership role in implementing governance and social responsibility. The last dimension is the measurement of a management leadership role in managing changes, risks, and crises. The current study found statistically significant differences between participants in an administrative leadership role in monitoring, reviewing management system, and institutional performance. Thus, the organization should evaluate administrative leadership's role in management. Administrative leadership also fosters quality, excellence, and creativity. This demonstrates the need for leadership to review, develop, and improve the company's strategic direction.
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Pizzete, Márcio, and Elizabeth da Silva Mello Birck. "Leadership and management of people nowadays." Revista Científica Multidisciplinar Núcleo do Conhecimento 02, no. 06 (June 20, 2019): 69–77. http://dx.doi.org/10.32749/nucleodoconhecimento.com.br/business-administration/leadership-and-management.

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Sagir, Mahmut. "Innovational Leadership in School Management." Üniversitepark Bülten 6, no. 1 (February 15, 2017): 45–55. http://dx.doi.org/10.22521/unibulletin.2017.61.4.

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Dytrt, Zdenek, and Radomir Serek. "Leadership - Management of Management." Business and Economic Research 10, no. 1 (February 25, 2020): 274. http://dx.doi.org/10.5296/ber.v10i1.16523.

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The dynamic development of the world is characterized by changes of the current state, that is by innovations, which are supposed to bring desirable economic effects. However, unethical intentions could also deliver the results fast but in an undesirable way. Unethical goals are mostly based on quantitative values and do not respect the existence of qualitative values and cannot satisfy the needs of the whole society. Therefore, it is desirable to apply responsible management which respects both, quantitative as well as qualitative values. Formation of the ethical environment is a long-term task which requires managers who act as ethical leaders according to the certain principles. Management aims to change the status quo - thus management is the management of the innovation process. Management of management (leadership) is an innovation of the management theory and practice. The converging strategic goals should be a company’s Goodwill and Corporate Culture. To reach these goals it will be necessary a cooperation between the business and educational and scientific organizations, as well as respecting the rules of the innovation process which includes continuity, timeliness, complexity and consistency.
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Chua, Shireen Wei Yuin, Peter YT Sun, and Paresha Sinha. "Making sense of cultural diversity’s complexity: Addressing an emerging challenge for leadership." International Journal of Cross Cultural Management 23, no. 3 (November 21, 2023): 635–59. http://dx.doi.org/10.1177/14705958231214623.

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The growing complexity of cultural diversity within organizations’ workforce today requires leadership to find new organizational approaches to diversity management. Today’s workforce are seeking a different management approach where the staff experience inclusion and belonging whilst contributing to the organization’s purpose. The current organizational approaches to diversity management have not been successful in delivering on the promised outcomes (e.g., creativity and innovation) that leadership seeks. Leadership’s role is critical to developing organizational approaches to diversity management. Cultural inclusion offers leadership today’s approach of managing for inclusion. This paper proposes a conceptual framework that looks at leadership’s role in their organization’s diversity management approach. We identify three dimensions in our conceptual framework that influence leadership in their effort’s for effective diversity management: leadership’s accountability for diversity management; leadership’s approach to diversity management; and leadership’s focus of diversity management. This conceptual framework allows the leadership of organizations to identify their current diversity management approaches by mapping leadership position’s position with the three dimensions to identify leadership’s role in managing their culturally diverse organizations.
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Jain, Vipin, Sh Sachin Gupta, K. Tara Shankar, and K. R. Bagaria. "A Study on Leadership Management, Principles, Theories, and Educational Management." World Journal of English Language 12, no. 3 (April 7, 2022): 203. http://dx.doi.org/10.5430/wjel.v12n3p203.

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According to this research, no country can advance above the level of education of its leaders. The goal of this philosophical debate is to look at leadership in a broader context and see how it may drastically enhance school administration. The academic evaluation examines existing theoretical advancements in the area of school administration educational administration. It begins with a brief overview of what leadership is or how research, philosophy, and practice might be used to describe it. After that, there is an examination of leadership theories, ideas, and styles. Every article comes to a close with a consideration of current issues and possible solutions. As a consequence, these writers argue that success may be secured if different types of leadership, principles, and techniques, as well as appropriate educational traditions, educational management, or business policies, are applied appropriately or totally in school administration. It also gives you a chance to fine-tune your methods. Embracing, but also putting into practice, educational leadership's essential concepts and methods. The significance of management or leadership offers a foundation for developing and involving students in educational activities. Regardless of whether and not a teacher takes on a formal leadership role, these qualities can help improve classroom performance. This essay's author discusses educational management and its advantages, as well as leadership management principles. The Future of Leadership Executives may be adhering to outmoded practices that previously served them well but are now strangling the potential of their people, according to a global executive study or research report. To flourish in the new digital economy, organizations must enable leaders to change their working patterns.
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Bonner, John. "Leadership and Management." BSAVA Companion 2021, no. 3 (March 1, 2021): 28–29. http://dx.doi.org/10.22233/20412495.0321.28.

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Shiiya, Norihiko. "Leadership and Management." Japanese Journal of Cardiovascular Surgery 50, no. 2 (March 15, 2021): m2—m2_2. http://dx.doi.org/10.4326/jjcvs.50.m2.

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Benton, David. "Management and leadership." Nursing Standard 8, no. 29 (April 13, 1994): 49–56. http://dx.doi.org/10.7748/ns.8.29.49.s58.

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Dissertations / Theses on the topic "Leadership and management"

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Ševčíková, Jana. "Leadership a management." Master's thesis, Vysoké učení technické v Brně. Fakulta podnikatelská, 2016. http://www.nusl.cz/ntk/nusl-241475.

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The master´s thesis entitled „Leadership and Management“ provides not only for a theoretical picture on the issue of leadership and management in general but also a practical view of a company investigated, an undisclosed law firm. The theoretical part will feature some of the basic concepts of the monitored area, especially management, leadership, functions of management, role of management and leadership style. Lessons learned are further applied to the practical part of the thesis and result in recommendations for increased satisfaction both of employees and the entire firm.
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Xiong, Riyue. "Leadership in project management." Thesis, Atlanta, Ga. : Georgia Institute of Technology, 2008. http://hdl.handle.net/1853/26596.

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Thesis (M. S.)--Building Construction, Georgia Institute of Technology, 2009.
Committee Chair: Roper, Kathy; Committee Member: Ashuri,Baabak; Committee Member: Thomas, Linda. Part of the SMARTech Electronic Thesis and Dissertation Collection.
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Alexandre, Cesar da S. "An idiographic analysis of new public management / leadership and traditional public management / leadership." Thesis, Cape Peninsula University of Technology, 2008. http://hdl.handle.net/20.500.11838/1680.

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Thesis (DTech (Public Management))--Cape Peninsula University of Technology, 2008.
Public service professionals can no longer afford to be ethnocentric, inward looking, focused on the past, and defensive. They must be forward-looking, globally oriented, innovative, adaptable, and ready to take advantage of opportunities to serve the community more effectively. Public Administration, if it is to be well done, must be aggressive, not a passive enterprise; in the pursuit of public interest (Cooper et al., 1998). Industrial era Public Administrators, characterized by high degrees of centralization and large driven bureaucracies, cannot meet the needs and challenges of the new information era. New kinds of Public Institutions are therefore required which are more flexible and more customer and results oriented. This trend follows what is emerging outside the public sector where organizations are promoting flatter management structures, decentralization of authority and a greater focus on improving quality and customer service. The many decades of dormancy in the administrative and organizational structure of the public sector were reflected in and influenced by the unchanging nature of public service culture (Caiden, 1990). In contrast, there has been a rush for reform during the past 12 years, reflected in new policies, structures, financial management frameworks and service outcomes aimed at enhancing public sector accountability, transparency and efficiency. This, however, has not been accompanied by a vision for a new public sector organizational culture, of more customer driven and business like mentality.
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Player, Abigail. "Leadership selection : leadership potential, leadership performance and gender." Thesis, University of Kent, 2015. https://kar.kent.ac.uk/53514/.

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Leadership potential is now one of the most desirable traits in candidates applying for a job or promotion (Church, 2014), and experimental evidence proposes that leadership potential is preferable to previous leadership performance in leadership candidates (Tormala, Jia, & Norton, 2012). Reports suggests that it is possible for men to progress on their future leadership potential whereas women progress on their past leadership performance (Catalyst, 2013; McKinsey, 2012). However, this has yet to be empirically tested and very little is known about the social and psychological processes behind the relationship between gender and leadership potential. This thesis presents a series of nine studies investigating leadership potential and gender in hiring situations. These studies indicate that male candidates who demonstrate leadership potential are the most likely to be selected ahead of other equally qualified candidates, whereas female candidates are selected on the basis of leadership performance. The robustness of the association between leadership potential and gender was further reinforced by examining its relationship in different management levels (junior vs. senior; Studies 5-7) and social contexts (masculine vs. feminine; Studies 8 & 9). Moreover, this thesis starts to explore the psychological constructs behind the preference for leadership potential in male candidates and the preference for leadership performance in female candidates (Study 9). The theoretical and practical implications are discussed, in addition to future directions for research.
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Hendricks, Clarence Nowellin. "Integrated leadership : a leadership approach for school management teams." Thesis, Nelson Mandela Metropolitan University, 2012. http://hdl.handle.net/10948/d1018610.

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School managers currently face major challenges of finding innovative ways to improve the quality of teaching and learning and ultimately student outcomes. This might be because contemporary leadership models promote either requisite curricular expertise or requisite leadership qualities or requisite norms and values which impact notably on teaching and learning. This study examined to which extent School Management Teams (SMT’s) contribute to the quality of teaching and learning when utilizing an integrated leadership approach in primary schools.The extent to which integrated leadership contributes to the quality of teaching and learning is investigated through an exploratory mixed method approach. Case studies in six different schools were conducted through both qualitative and quantitative research methods to obtain data regarding the thirty-six participants’ integrated leadership qualities. Data was gathered through focused group interviews, observations and a questionnaire. The Annual National Assessment results for two consecutive years (2010 and 2011) of grade three and six learners for literacy and numeracy were collected to determine the relationship between integrated leadership and quality teaching and learning and the extent to which integrated leadership impacted on student outcomes.The findings revealed that SMT’s confused integrated leadership with the utilization of qualities from a range of leadership styles each seeking to fit the purpose of an activity, and then claim they are employing an integrated leadership approach. Integrated leadership on the contrary is one leadership model with different qualities and when utilised as a complete package, in a unified manner, has the potential to have a significant impact on the quality of teaching and learning and ultimately student achievement. The findings also indicated that the majority of SMT members are either not utilising integrated leadership or occasionally utilise some of the integrated leadership qualities. This might be one of the main reasons for unsatisfactory academic performance in schools. Integrated leadership thus, when implemented in its totality at all times, possesses all the qualities to have a significant impact on the quality of teaching and learning nationally and internationally.
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Литвиненко, Галина Іванівна, Галина Ивановна Литвиненко, Halyna Ivanivna Lytvynenko, and T. A. Holets. "The time management and leadership." Thesis, Видавництво СумДУ, 2008. http://essuir.sumdu.edu.ua/handle/123456789/16046.

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Beukman, Anita (Anna Jacoba). "Is management a subset of leadership or is leadership a subset of management with regard to project management?" Thesis, Stellenbosch : Stellenbosch University, 2002. http://hdl.handle.net/10019.1/52901.

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Thesis (MBA)--Stellenbosch University, 2002.
Traditionally project management has been found mainly in the construction industry and the project manager was a technical specialist. There was a tendency to select people solely for their technical expertise and to emphasize the hard skills (scheduling, statistical analysis, etc.) In general there was a failure to distinguish between project leadership and project management. Managing organisations through projects or through project portfolios (programmes) is gaining popularity since it is a management approach that integrates and co-ordinates current strategic business and operational dimensions. Organisations also become customer driven, which resulted in an increased demand for project managers with a new style of project management. The "new style" project managers have to cope with the traditional criteria of cost, time and specification to be met as well as more ambiguous goals in an environment of organisational politics, external environmental and marketing pressures together with the needs of the stakeholders inside and outside the organisation. Do these "new-style" projects require a project manager with leadership skills? Do we need a project manager or a project leader or both? Are both management and leadership skills essential for a project manager? What is the difference between project management and project leadership?
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Karakas, Fahri. "Benevolent leadership." Thesis, McGill University, 2010. http://digitool.Library.McGill.CA:80/R/?func=dbin-jump-full&object_id=86595.

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This study develops a higher-order conceptual model of benevolent leadership based on four paradigms of common good in organizational research: Morality, spirituality, positivity, and community. This study is based on the assumption that these four areas of research can provide management scholars and practitioners a theoretically sound basis and a wealth of knowledge to create common good in organizations. The term "common good" is used in the sense of shared benefits or positive outcomes for all or most members of a community (Bryson, and Crosby, 1992). I define benevolent leadership as the process of creating a virtuous cycle of encouraging, initiating, and implementing positive change in organizations through: a) ethical decision making and moral actions, b) developing spiritual awareness and creating a sense of meaning, c) inspiring hope and fostering courage for positive action, and d) leaving a legacy and positive impact for the larger community.
This thesis makes three key contributions to organizational research and literature: First, the major theoretical contribution is the development of a higher-order conceptual model of benevolent leadership based on four paradigms of common good in organizations. Second, the methodological contribution is the development of a theory-based instrument (Benevolent Leadership Scale) to measure the multidimensional higher-order construct of benevolent leadership composed of four dimensions: ethical sensitivity, spiritual depth, positive engagement, and community responsiveness. Third, the empirical contribution is the exploration of potential outcomes of benevolent leadership in organizations; namely perceived organizational performance, affective commitment, and organizational citizenship behavior.
Results indicate positive and significant relationships between benevolent tendencies of leaders and their affective commitment and organizational citizenship behaviors. Positive and significant associations were found between benevolent leadership and perceived organizational performance. Three clusters emerged based on benevolent tendencies of leaders: Social Activists, Spiritual Visionaries, and Benevolent Leaders.
Ce travail développe un modèle conceptuel d'ordre supérieur d'une direction bienveillante basée sur quatre paradigmes de bien commun dans une recherche organisationnelle: Moralité, spiritualité, positivité et communauté. Ce travail est basé sur la supposition que ces quatre domaines de recherche peuvent fournir les érudits de management et les praticiens une base théoriquement solide et une fortune de connaissance pour créer un bien commun dans les organisations. Le terme « bien commun » est utilisé comme les bénéfices partagés ou les conséquences positives pour tous les membres d'un communauté (Bryson, and Crosby, 1992). Je défini la direction bienveillant comme le processus de créer un cycle vertueux de courager, d'initier et exécuter un changement positive dans les organisations par : a) la décision éthique et les actions morales, b) développer une conscience spirituelle et créer un sentiment de sens, c) inspirer l'espoir et encourager pour une action positive et d) laisser un héritage et l'impact positive pour la communauté la plus grande.
Ce mémoire fait trois contributions à la recherche organisationnelle et la littérature : Premièrement, la plus grande contribution théorique est le développement d'un modèle conceptuel d'ordre supérieure d'une direction bienveillante basée sur quatre paradigmes de bien commun dans une recherche organisationnelle. Deuxièmement, la contribution méthodologique est le développement d'un instrument d'une base théorique (L'Échelle de Direction Bienveillante) pour mesurer la conception multidimensionnelle d'ordre supérieur de direction bienveillante composée de quatre dimensions : la sensibilité éthique, la profondeur spirituelle et réceptivité de communauté. Troisièmement, la contribution empirique est l'exploration des conséquences potentielles de direction bienveillante dans les organisations ; c'est-à-dire, la performance organisationnelle perçue, l'engagement affectif et la conduite de citoyenneté organisationnelle.
Les résultats indiquent que les relations positives et importantes entre les tendances bienveillantes des leaders et les engagements affectifs et les conduites de citoyenneté organisationnelle. Des associations positives et importantes ont étaient trouvées entre la direction bienveillante et la performance organisationnelle perçue. Trois groupes ont émergé basés sur les tendances bienveillantes des leaders : Les Activistes Sociaux, Les Visionnaires Spirituels et les Leaders Bienveillants.
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Thomas, Noreen Mae. "The new generation of leadership : developing leadership effectiveness through performance management /." Digital version accessible at:, 1998. http://wwwlib.umi.com/cr/utexas/main.

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McCall, Dean Walton. "Intrinsic conflict between management and leadership." Thesis, Pepperdine University, 2013. http://pqdtopen.proquest.com/#viewpdf?dispub=3565363.

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Organizational conflict manifests in misalignment of individuals and groups, and is often discussed in terms of the effect that leadership and management have on the state of affairs. It is built-in for any organization, yet its root causes are not fully understood. It is not uncommon to characterize leadership/management conflicts in terms of the style or personality type of the individuals involved; however, conflicting leadership and management objectives that are not style or personality dependent may also be a significant factor. If conflict is actually disagreement about the role-driven management objectives and leadership objectives at hand, rather than being based on style and personality, knowing how objectives-driven conflict manifests would be valuable to an organization for identifying the root cause of the conflict.

The researcher posited that a portion of organizational conflicts may be predestined by way of conflicting objectives that are intrinsic to management and leadership, and defined a perspective that utilized the historical bases for leadership and management to illuminate the possibilities. A Delphi study was conducted, which iteratively utilized a diverse group of industry experts to explore the roles, objectives, and actions of leaders and managers from a practitioner perspective. Although the study found that organizations can be in conflict due to conflicting management objectives and leadership objectives, the interchange of ideas during the study led to the conclusion that the nature of the objectives is largely conditional or subjective rather than predestined, and therefore the conflicts are also conditional or subjective.

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Books on the topic "Leadership and management"

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Kelly-Heidenthal, Patricia. Nursing leadership & management. Clifton Park, NY: Thomson/Delmar Learning, 2003.

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Leadership et management. Paris: Liaisons, 1993.

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Steckelberg, Alexander V., and Charly Harrer. Leadership & Management. Wiesbaden: Springer Fachmedien Wiesbaden, 2021. http://dx.doi.org/10.1007/978-3-658-32987-7.

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Burke, Rory, and Steve Barron, eds. Project Management Leadership. Hoboken, NJ, USA: John Wiley & Sons, Inc., 2012. http://dx.doi.org/10.1002/9781119207986.

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Nursing leadership & management. 3rd ed. Clifton Park, NY: Cengage Learning, 2012.

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Harris, Philip R. Innovative management leadership. Bradford: MCB University Press, 1985.

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J, Carlson Thomas, and United States. Naval Reserve Officers Training Corps, eds. Leadership and management. Boston, MA: Pearson Custom Pub., 2000.

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Institute, Assessment Technologies, ed. Leadership and management. 4th ed. Overland Park, KS]: [Assessment Technologies Institute], 2008.

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1941-, Kelly Patricia, ed. Nursing leadership & management. 2nd ed. Clifton Park, NY: Thomson Delmar Learning, 2008.

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Wheatley, Ruth. Leadership. Corby: Institute of Management, 1995.

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Book chapters on the topic "Leadership and management"

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March, Chris. "Leadership." In Construction Management, 40–52. Abingdon, Oxon : Routledge, 2017. |: Routledge, 2017. http://dx.doi.org/10.4324/9781315528175-3.

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Rhine, Anthony. "Leadership." In Theatre Management, 184–201. London: Macmillan Education UK, 2017. http://dx.doi.org/10.1057/978-1-352-00175-4_12.

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Thompson, Neil. "Leadership." In People management, 109–20. London: Macmillan Education UK, 2013. http://dx.doi.org/10.1007/978-1-137-30845-0_11.

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Hoye, Russell, Aaron C. T. Smith, Matthew Nicholson, and Bob Stewart. "Leadership." In Sport Management, 167–88. Fifth Edition. | New York : Routledge, 2018. |: Routledge, 2018. http://dx.doi.org/10.4324/9781351202190-8.

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Salicru, Sebastian. "Leadership, Group Leadership, Functional Leadership." In Handbook of Engineering Management, 87–172. Boca Raton: CRC Press, 2023. http://dx.doi.org/10.1201/9781003374879-5.

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Chaston, Ian. "Leadership." In Public Sector Management, 105–22. London: Macmillan Education UK, 2011. http://dx.doi.org/10.1007/978-0-230-34494-5_6.

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Russell-Walling, Edward. "Leadership." In 50 Schlüsselideen Management, 108–11. Heidelberg: Spektrum Akademischer Verlag, 2011. http://dx.doi.org/10.1007/978-3-8274-2637-6_28.

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Pettinger, Richard. "Leadership." In Contemporary Strategic Management, 359–82. London: Macmillan Education UK, 2004. http://dx.doi.org/10.1007/978-1-137-16710-1_16.

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Jeston, John. "Leadership." In Business Process Management, 504–12. 5th ed. London: Routledge, 2022. http://dx.doi.org/10.4324/9781003170075-28.

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Myers, Colin, and Elizabeth Rushbrook. "Leadership." In Disaster Health Management, 335–46. 2nd ed. London: Routledge, 2024. http://dx.doi.org/10.4324/9781032626604-34.

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Conference papers on the topic "Leadership and management"

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Culipei, Laura-Catalina. "Leadership between strategic leadership and power management." In The 8th International Conference "Management Strategies and Policies in the Contemporary Economy". Academy of Economic Studies of Moldova, 2023. http://dx.doi.org/10.53486/icspm2023.29.

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The concept of political management is a newer element to classical management as a sub-branch. Its emergence derived from the consequences of the increasingly insistent administration and management of political processes related to the world's successful leaders in organizational behavior and management. The particularities of leaders oriented towards political management become a concern of society as members of a larger community whose interests are managed by public figures through the delegation of responsibilities. This study represents a vision of the political leader phenomenon from the perspective of the constructive elements of the managerial form, from the context of the existing types of political leaders, from the needs of association in these personalities, from the context of the dangers that they can create in their activity. The knowledge of the particularities, but also the major interest given by the scientific community in studying the behaviors of political leaders, can serve to educate and inform society about their emergence, role and influence in the development of government and state administration, at the same time to avoid dangers in the case of existing dangers from the leaders
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Ahmadi, Ahmad. "Leadership’s role in business development and organizations competitiveness – Leadership styles and appropriate leadership." In 5th International Conference on New Ideas in Management, Economics and Accounting. Acavent, 2018. http://dx.doi.org/10.33422/5imea.2018.02.50.

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Paris, Stelian. "LEADERSHIP AND MANAGEMENT STYLES." In 15th International Multidisciplinary Scientific GeoConference SGEM2015. Stef92 Technology, 2011. http://dx.doi.org/10.5593/sgem2015/b52/s23.092.

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Krysko, Zhanna. "LEADERSHIP IN MANAGEMENT SYSTEM." In Economic trends: new opportunities and threats. Publishing House “Baltija Publishing”, 2022. http://dx.doi.org/10.30525/978-9934-26-269-2-18.

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Naseer, Muhammad Adil, Omran Ali Saabri, and Mohamed Abdulla Shayea. "Leadership Development and Succession Management." In ADIPEC. SPE, 2022. http://dx.doi.org/10.2118/210925-ms.

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Abstract This paper highlights the value of Leadership characteristics, practices and regular development process inleadership to make the leaders responsible and effective for the sustainability and continuous growth oforganization. Moreover, this paper also addresses the importance of Leadership successions plans andidentification of potential future leaders within organization and develop an environment for the potentialcandidatesto practicetheleadership on regularbasis. The key characteristic of Leaders is to take the responsibility and ownership of the task. Accordingly it is highly recommended not to manage the task but to lead the task as leadership calls for taking the responsibility to deliver, however managing the task will only be an authoritative action to work within identified boundaries following some finite process and guidelines. Working with fixed boundary limits never allow personnel to think out of the box, lead to employees mostly to think and work within an identified boundary limit with only following their managers’ instructions. With this attitude, employees work for their own self-interest in mind instead of working for the best interest of the company Continuous improvement in the effectiveness of Leadership is key to success. Leadership is defined as the management of a challenging situation with the responsibility to achieve desired objectives in a respectable manner. ADNOC initiative of Target Leadership Development Program was not only a combination of Leadership Development and Succession Management, but also the changed mindset of employees by giving them a push in the right direction with the below methodologies and adopt as True Leadership characteristics. -Take initiative, communication & encourage risk taking.-A vailability & listening capabilities.-Respect & Trust.-Grow a culture of recognition & celebrate success.-Empowerment & use the individual strengths of people.-Time & Energy Management towards desired objectives and prioritiesFigure 1Symbolic Difference between Managers & Leaders
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Rodić, Marijana, and Slobodan Marić. "Leadership Style and Employee Readiness: the Main Factors of Leadership Efficiency." In 25th International Scientific Conference Strategic Management and Decision Support Systems in Strategic Management. University of Novi Sad, Faculty of Economics in Subotica, 2020. http://dx.doi.org/10.46541/978-86-7233-386-2_30.

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"INSIGHTS INTO LEADERSHIP AND PERSONALITY." In International Management Conference. Editura ASE, 2020. http://dx.doi.org/10.24818/imc/2020/02.21.

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"Cyber Crisis Management and Leadership." In The 19th European Conference on Cyber Warfare. ACPI, 2020. http://dx.doi.org/10.34190/ews.20.032.

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BRAN, Florina, Raluca Iuliana GEORGESCU, Dumitru Alexandru BODISLAV, and Cristina DIMA. "HUMAN CAPITAL AND LEADERSHIP IN AN EVOLUTIONARY ORGANIZATION." In International Management Conference. Editura ASE, 2023. http://dx.doi.org/10.24818/imc/2022/04.03.

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According to previous research, there are several leadership styles that influence corporate management. As a consequence of strong leadership, an organization's human capital grows. Through the concept of charismatic leadership and what it affords us in terms of productivity, a particular component will be examined. Leadership is an engagement between a leader and followers in which all facets of the partnership are important, especially how they interact. Leaders will be considered charismatic as long as followers continue to put their trust in them and as long as the results of their efforts are acknowledged. This research focuses on the complex interaction of factors that enable the success of charismatic leadership and implies the need of technical supervision for best results.
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Sharma, Vinit. "Leadership Assessment, Development and Succession Management." In ADIPEC. SPE, 2023. http://dx.doi.org/10.2118/216802-ms.

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Most people and organizations would probably agree that the start of the 2020 decade has demonstrated a new level of Volatility, Uncertainty, Complexity, and Ambiguity (VUCA). The challenges we experienced include the Covid-19 Pandemic, supply chain disruptions, global recession, cost of living crisis, The Dual Challenge, and The Great Resignation wave. Adding to these challenges is the change in demographics, particularly in the workforce. To succeed in such a VUCA2 environment, organizations, and their leaders, face an unprecedented demand for agility, adaptability, strategy, and corporate vision. Organizations will have to contend with multigenerational workplaces and types of employees. While seismic technological advances such as artificial intelligence and IT require leaders with more data and digital literacy, technical and domain skills are secondary to people and leadership skills. As His Highness Sheikh Mohammed bin Rashid Al Maktoum notes, Human beings are the capital of the future. Similarly, management guru Ram Charan highlights that people craft strategy and deliver business numbers, which means if an organization fails short on the people side, it also falls short on business leadership. Investment in the leadership of the future, throughout all levels of an organization or entity, will help provide a sustainable future for all. A strong correlation exists between the benefits of good leadership and business performance. Organizations investing in employee development typically report 11% greater profitability and are twice more likely to retain their employees (Gallup, 2019). Studies also show that inspired employees are 125% more productive than merely satisfied employees (FranklinCovey, 2022). As leadership expert John Maxwell notes, leadership ability is the lid (limit) to personal and organizational success. On the risk side, 70% of the variance in engagement is determined solely by the manager (Gallup, 2015), making good leadership and management a critical success factor. Studies estimate that employees not engaged or actively disengaged cost the World $7.8 Trillion US Dollars in lost productivity (Gallup State of Global Workplace 2022 report), providing further evidence that organizations must address leadership talent, leadership styles, leadership development, and succession. The cost of poor succession at the executive level is even higher, with analysis showing market value losses in the S&P 1500 of close to $1 Trillion US Dollars a year (Fernández-Aráoz, Nagel, Green, 2021).
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Reports on the topic "Leadership and management"

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Ramp, S. Defense Leadership and Management Program (DLAMP),. Fort Belvoir, VA: Defense Technical Information Center, April 1997. http://dx.doi.org/10.21236/ada325757.

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Bolton, Patrick, Markus Brunnermeier, and Laura Veldkamp. Leadership, Coordination and Mission-Driven Management. Cambridge, MA: National Bureau of Economic Research, September 2008. http://dx.doi.org/10.3386/w14339.

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Devilbiss, M. C., G. L. Siebold, C. M. Knerr, B. J. Fuller, and R. W. Hunter. Leadership and Management Technical Area. 1987-1988. Fort Belvoir, VA: Defense Technical Information Center, July 2001. http://dx.doi.org/10.21236/ada395994.

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Shoemaker, Jerry J. Technical Merits and Leadership in Facility Management,. Fort Belvoir, VA: Defense Technical Information Center, January 1997. http://dx.doi.org/10.21236/ada341169.

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McCown, Neil. Developing Program Management Leadership for Acquisition Reform. Fort Belvoir, VA: Defense Technical Information Center, April 2011. http://dx.doi.org/10.21236/ada544187.

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Hunter, F. T. Leadership and Management Technical Area 1987-1988. Supplement. Fort Belvoir, VA: Defense Technical Information Center, December 2001. http://dx.doi.org/10.21236/ada397725.

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Gresh, Gary L. Leadership and Management: Command Philosophy Vice Executive Philosophy. Fort Belvoir, VA: Defense Technical Information Center, March 1989. http://dx.doi.org/10.21236/ada209738.

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Sobel, Jeffrey C. Next Generation Leadership Improving Acquisition Program Management Development. Fort Belvoir, VA: Defense Technical Information Center, February 2013. http://dx.doi.org/10.21236/ad1018865.

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Duchini, Emma, Victor Lavy, Stephen Machin, and Shqiponja Telhaj. School Management Takeover, Leadership Change, and Personnel Policy. Cambridge, MA: National Bureau of Economic Research, December 2023. http://dx.doi.org/10.3386/w31994.

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Molnar, Jr, and Joseph M. Leadership and Management, The solution to the Construction Industry Crisis. Fort Belvoir, VA: Defense Technical Information Center, January 1999. http://dx.doi.org/10.21236/ada367212.

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