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Journal articles on the topic 'Leadership and management'

Author: Grafiati

Published: 4 June 2021

Last updated: 20 April 2024

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1

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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2

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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3

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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4

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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5

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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6

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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7

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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8

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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9

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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10

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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Williams, Ruth. "Management and leadership." Nursing Management 12, no. 4 (July 2005): 37. http://dx.doi.org/10.7748/nm.12.4.37.s12.

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12

Young, Joy. "Leadership and management." Nursing Standard 4, no. 5 (October 25, 1989): 23. http://dx.doi.org/10.7748/ns.4.5.23.s40.

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13

Gilfoyle, E. M. "Leadership and Management." American Journal of Occupational Therapy 41, no. 5 (May 1, 1987): 281–83. http://dx.doi.org/10.5014/ajot.41.5.281.

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14

Unaeze, Felix E. "Leadership or Management." Reference Librarian 39, no. 81 (January 5, 2003): 105–17. http://dx.doi.org/10.1300/j120v39n81_09.

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15

Harris, Philip R., and Dorothy L. Harris. "Innovative Management Leadership." Leadership & Organization Development Journal 6, no. 3 (March 1985): 1–20. http://dx.doi.org/10.1108/eb053577.

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16

Reeder, C. E. "Leadership Versus Management." Journal of Managed Care Pharmacy 11, no. 2 Supp A (March 2005): S10—S13. http://dx.doi.org/10.18553/jmcp.2005.11.2.s10.

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17

Rowitz, Louis. "Management and Leadership." Journal of Public Health Management and Practice 16, no. 2 (March 2010): 174–76. http://dx.doi.org/10.1097/phh.0b013e3181d0d132.

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18

Grint, Keith. "Management or leadership?" Journal of Health Services Research & Policy 7, no. 4 (October 1, 2002): 248–51. http://dx.doi.org/10.1258/135581902320432796.

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This article considers the roots of the division between management and leadership, and suggests that the division encourages individuals and organizations to displace responsibility for problems in health services onto others. Given the significant limits to the power of leaders, the difficulty of establishing a science of leadership, and the increasing complexity facing health service management, the problems might appear insurmountable. However, drawing on lessons from the different approaches of the combatants in the infinitely greater complexity of the Second World War, it is suggested that trying to 'manage' the chaos by controlling it, or relying on 'leaders' to solve our problems, or buying in yet more consultants, are deeply problematic strategies; only mass leadership and collective responsibility are likely to solve the problems.

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19

Răducan, Radu, and Ramona Răducan. "Leadership and Management." Procedia - Social and Behavioral Sciences 149 (September 2014): 808–12. http://dx.doi.org/10.1016/j.sbspro.2014.08.322.

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20

Carlson, Elizabeth A. "Leadership and Management." Orthopaedic Nursing 26, no. 4 (July 2007): 261. http://dx.doi.org/10.1097/01.nor.0000284662.77624.b5.

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21

Jones, S. "Management and leadership." Engineering Management Journal 12, no. 2 (2002): 62. http://dx.doi.org/10.1049/em:20020201.

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22

Balon, Richard. "Leadership versus Management." Academic Psychiatry 38, no. 6 (July 31, 2014): 720–22. http://dx.doi.org/10.1007/s40596-014-0207-7.

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23

Wilderom, Celeste P. M. "Service Management/Leadership: Different from Management/Leadership in Industrial Organisations?" International Journal of Service Industry Management 2, no. 1 (April 1991): 6–14. http://dx.doi.org/10.1108/09564239110002332.

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24

Farrell, Maggie. "Leadership Reflections: Leadership Skills for Knowledge Management." Journal of Library Administration 57, no. 6 (August 18, 2017): 674–82. http://dx.doi.org/10.1080/01930826.2017.1340768.

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25

Kershaw, Betty. "Nursing Leadership & ManagementNursing Leadership & Management." Nursing Management 20, no. 3 (June 2013): 8. http://dx.doi.org/10.7748/nm2013.06.20.3.8.s11.

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26

Suharto, Suharto. "Strategic Leadership: Effective Leadership in Strategic Management." Jurnal Ilmiah Multidisiplin Indonesia (JIM-ID) 2, no. 01 (January 21, 2023): 38–44. http://dx.doi.org/10.58471/esaprom.v2i01.3959.

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Strategic leadership is defined as the ability of a leader to direct an organization in achieving its strategic goals by utilizing resources optimally. This research aims to investigate the role of strategic leadership in the context of strategic management and its impact on organizational effectiveness. This research uses a qualitative approach with descriptive methods. The results of this research indicate that the implementation of strategic leadership has a significant positive impact on the organization's success in achieving long-term goals. Leaders who apply a strategic approach, with a deep understanding of the vision and mission, analysis of the business environment, and the ability to formulate innovative strategies, play a key role in guiding the team and creating clear direction. Leaders' flexibility and adaptability in facing changes in the business environment, along with intelligent strategic decision-making abilities, have been proven to make a positive contribution to organizational success. Performance monitoring and evaluation of strategy implementation results confirm that effective strategic leaders are able to create a work environment that supports innovation and empowers teams to achieve optimal results.

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27

Narch, Hilda. "Crisis Management Communications System." Rhetoric and Communications, no. 58 (January 31, 2024): 96–109. http://dx.doi.org/10.55206/dmjz3080.

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Abstract: The article is devoted to the clarification of basic concepts related to crisis management, communications systems, leadership, strategic leadership and its relation to the internal and external factors of crisis management. The study highlights the concept of both strategic leadership and a strategic leader and their significant role in managing educational organizations, maintaining their balance, and evolving and improving their performance in the light of the globalization imposed. The aim is to present study highlights regarding topics that might deter the strategic leader’s work in achieving safety and security in public schools after detecting structural crisis. The research is based on the following hypotheses to examine and analyse the associations between strategic leadership represented by dimensions including internal environment, external factors, change management and method and strategic planning and their impact on crisis management. H1. The higher the association between strategic leadership and coping with the internal environment, the greater the lead to crisis management. H2. The higher the association between strategic leadership and coping with the external factors, the greater the lead to crisis management. The methodology includes the method of desk research. The research provides a theoretical review of previous studies of strategic leadership and its impact on crisis management; clarifying the characteristics, attributes, tasks and skills of strategic leadership; and identifying the strategic criteria and types of crises. Keywords: crisis management, information system, strategic leader, strategic leadership, educational organization, internal and external factors. Rhetoric and Communications Journal, issue 58, January 2024

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28

Ahmed, Maher Ali, and Nisreen Mustafa Sajid. "Leadership and Its Impact on Total Quality Management." Journal of Advanced Research in Economics and Administrative Sciences 4, no. 3 (December 16, 2023): 37–55. http://dx.doi.org/10.47631/jareas.v4i3.709.

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The purpose of this research is understand how leadership in a tire and battery factory can contribute to the implementation of total quality management principles. The methodology involved a literature review and data collection through interviews and surveys, followed by data analysis using a descriptive approach. The tools used included interviews, surveys, and statistical analysis tools. The study aims to shed light on The role of managers in achieving quality and performance improvements in the factory. This study elucidated Leadership plays an important role in achieving this goal quality and excellence in organizations. The results indicated a substantial impact of leadership on quality and excellence at 76.2%. Furthermore, the, results showed that leadership's focus on customers contributes to excellence, with a significant effect of 58.1%. Additionally, the study found that leadership's role has a meaningful influence on achieving quality and excellence through continuous improvement at 45.0%. The study also revealed that leadership significantly contributes to improving processes and products to achieve quality and excellence at 33.5%. Moreover, the results demonstrated a significant impact of leadership in achieving quality and excellence through pricing policy improvement at 58.2%. Concerning development and innovation, the study found a substantial effect of up to 69.6%, emphasizing the role of leadership in achieving excellence through fostering development and innovation. LEad2. Total Quality Management (TQM) 3. Process Improvement"

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29

Gaskell, Cathe. "Practical Leadership and Management in NursingPractical Leadership and Management in Nursing." Nursing Standard 25, no. 11 (November 17, 2010): 31. http://dx.doi.org/10.7748/ns2010.11.25.11.31.b1137.

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30

Sarfraz, Haniya. "Differentiated time management skills between leadership styles: simplified with a cross-cultural approach." Development and Learning in Organizations: An International Journal 31, no. 6 (November 6, 2017): 14–18. http://dx.doi.org/10.1108/dlo-02-2017-0009.

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Purpose A common conception is that transformational, transactional, and other types of leaders implement similar time management skills; however, this paper aims to state that this is not true to a very large extent. Design/methodology/approach The characteristics of transactional, transformational, and other leadership styles are defined, while the popular and latest time management principles are incorporated with this description. There are eight time management categories, and this paper connects the respective categories to nine leadership styles based on each style’s nature. Cross-cultural leadership’s approach to time management is used to highlight and provide simplification for this process. Together, this showcases the importance and need to further investigate the relationship between leadership style, time management, and time conception. Findings This time management differentiation between transformational, transactional, and other leaders needs to be acknowledged, as this will deliver insight about how leaders can advance their leadership style. This differentiation brings greater understanding of the link between leadership and time management thus giving leaders deeper awareness on how they form their groundbreaking strategies and, with the cross-cultural leadership’s time management approach, mold their personal traits and experiences in coordination with this link. Originality/value This review states and highlights the difference in time management skills between nine leadership styles. The cross-cultural leadership approach helps identify three time and behavioral conceptions and the countries to which these conceptions are prominent in. The time conceptions assist leaders in understanding why they portray certain time management behaviors based on their cultural background, thus providing simplification in applying the time management skills for their leadership style.

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31

Kretschmar, Matthias. "Leadership Goes Beyond Management." Humanities and Social Sciences: Latvia 28, no. 1 (2020): 59–70. http://dx.doi.org/10.22364/hssl.28.1.04.

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32

Ponomaryov, Olexandr, Mykola Chebotarev, Alla Kharchenko, and Marina Grinchenko. "LEADERSHIP IN PROJECT MANAGEMENT." Theory and practice of social systems management, no. 2 (June 30, 2022): 113–22. http://dx.doi.org/10.20998/2078-7782.2022.2.09.

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The necessity of developed leadership qualities of managers and all specialists in project management as an important prerequisite for the effective use of this technology is substantiated. It is shown that the theory and practice of project management have developed a range of effective approaches to the organization of the project team and the successful implementation of complex and responsible sets of work. These complexes, usually aimed at obtaining fundamentally new and often unique results, are in their systemic integrity a project. The main requirements for it are a clear time frame for its implementation, compliance with a pre-agreed budget and quality indicators. Ensuring these requirements is largely determined by the professionalism, managerial competence and personal traits and qualities of the leader.

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33

Танака, Хироши. "Phronetic project management leadership." Управление проектами и программами 1 (2022): 26–36. http://dx.doi.org/10.36627/2075-1214-2022-1-1-26-36.

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34

Forray, Jeanie M. "Management and Leadership Development." Academy of Management Learning & Education 9, no. 1 (March 1, 2010): 145–47. http://dx.doi.org/10.5465/amle.2010.48661198.

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35

Wilson, John. "'Management', 'leadership' and schools." Management in Education 12, no. 4 (September 1998): 19–20. http://dx.doi.org/10.1177/089202069801200406.

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36

Арсеньев, Юрий, Yuriy Arsen'ev, Т. Давыдова, T. Davydova, Сергей Шелобаев, Sergey Shelobaev, М. Алимов, and M. Alimov. "LEADERSHIP IN QUALITY MANAGEMENT." Economy of the XXI century: innovations, investments, education 6, no. 1 (January 29, 2019): 41–44. http://dx.doi.org/10.12737/article_5c4ff62c494ea6.49047992.

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37

Bush, Tony. "From Management to Leadership." Educational Management Administration & Leadership 36, no. 2 (April 2008): 271–88. http://dx.doi.org/10.1177/1741143207087777.

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38

Decman, John M., Kevin Badgett, Bianca Shaughnessy, Angela Randall, Lisa Nixon, and Brett Lemley. "Organizational leadership through management." Educational Management Administration & Leadership 46, no. 6 (June 15, 2017): 997–1013. http://dx.doi.org/10.1177/1741143217714255.

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39

Oliver, D. "Leadership is not management." BMJ 338, may12 1 (May 12, 2009): b1900. http://dx.doi.org/10.1136/bmj.b1900.

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40

Ferley, Margaret. "Nonprofit Management & Leadership." Serials Review 19, no. 2 (June 1993): 66–67. http://dx.doi.org/10.1080/00987913.1993.10764142.

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41

Carter, Tony. "Leadership and Management Performance." Journal of Hospital Marketing & Public Relations 19, no. 2 (July 20, 2009): 142–47. http://dx.doi.org/10.1080/15390940903041591.

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42

Melville‐Ross, Tim. "Leadership, governance and management." Perspectives: Policy and Practice in Higher Education 14, no. 1 (January 2010): 3–6. http://dx.doi.org/10.1080/13603100903450569.

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43

Clarke, Prudence. "Leadership, beyond project management." IEEE Engineering Management Review 39, no. 3 (2011): 15–22. http://dx.doi.org/10.1109/emr.2011.6019090.

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Clarke, Prudence A. "Leadership, beyond project management." Industrial and Commercial Training 41, no. 4 (June 12, 2009): 187–94. http://dx.doi.org/10.1108/00197850910962760.

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45

Baker, Edward L., and Stephen N. Orton. "Practicing Management and Leadership." Journal of Public Health Management and Practice 16, no. 5 (2010): 470–71. http://dx.doi.org/10.1097/phh.0b013e3181f5164b.

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46

Saiti, Anna. "Leadership and quality management." Quality Assurance in Education 20, no. 2 (April 20, 2012): 110–38. http://dx.doi.org/10.1108/09684881211219370.

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47

French, John G. "Management and Leadership Column." Canadian Journal of Medical Radiation Technology 36, no. 1 (March 2005): 36. http://dx.doi.org/10.1016/s0820-5930(09)60057-8.

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Grossman, Keith A., Elliot K. Fishman, Karen M. Horton, and Siva P. Raman. "Media Leadership: Change Management." Journal of the American College of Radiology 14, no. 6 (June 2017): 848–49. http://dx.doi.org/10.1016/j.jacr.2017.01.014.

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49

Lumby, Jacky, and Tim Simkins. "Researching leadership and management." Research in Post-Compulsory Education 7, no. 1 (March 2002): 5–8. http://dx.doi.org/10.1080/13596740100200115.

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50

Darling, John R. "INTERNATIONAL MANAGEMENT LEADERSHIP STRATEGIES." Industrial Management & Data Systems 88, no. 5/6 (May 1988): 21–26. http://dx.doi.org/10.1108/eb057512.

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