Relevant bibliographies by topics / Leadership in organization

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

Academic literature on the topic 'Leadership in organization'

Author: Grafiati
Published: 24 April 2022

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Journal articles on the topic "Leadership in organization"

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CHIRIMBU, Sebastian. "Challenges of leadership in modern organizations: knowledge, vision, values." Annals of "Spiru Haret". Economic Series 14, no. 3 (2014): 39. http://dx.doi.org/10.26458/1434.

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The article highlights the issue of leadership in the context of the exercise in the knowledge-based organization. Connections between organizational culture, management culture and leadership in modern organizations highlight the manner in which leadership is exercised in the context of knowledge of the organization's foundation. Leadership means knowledge and practice, it means quality. Organizations need managers, but they also need leaders. It is desirable for the two areas to overlap in the largest possible extent. Modern approaches emphasize the evolution of these relations to the area where the legitimacy of the leadership's concern is justified by the development and promotion of other leaders.
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Pratiwi, Ema Suci, and Dian Marlina Verawati. "Strategi Kepemimpinan Pada Organisasi Mahasiswa Sebagai Upaya Mewujudkan Ketercapaian Program Kerja." Entrepreneur: Jurnal Bisnis Manajemen dan Kewirausahaan 2, no. 2 (2021): 252–63. http://dx.doi.org/10.31949/entrepreneur.v2i2.1130.

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Student organizations play a role in the development of students' managerial and leadership abilities. Human resources in student organizations include leaders and members of the organization. Every student organization certainly has a work program (proker) where this work program is a guide for every step of the organization and also becomes a direction for leaders and members to run the organization's wheels. To carry out this work program, a leadership strategy is needed because this strategy will later provide direction on how the organization can achieve the work program it has set. This study aims to determine how leadership strategies are applied to organizations in order to realize work programs in student organizations. This research uses descriptive qualitative research methods and data processing techniques using SWOT analysis techniques. The population in this study were 15 students who joined the organization at the Faculty of Economics, Tidar University. Based on the results of the study, it was stated that the leadership strategy applied by organizational leaders in directing their members to realize work programs, among others, by providing opportunities for members to participate in decision making, motivating members, directing members to work, and coordinating However, in reality, this strategy still poses obstacles for the organization in the form of delays in carrying out work programs due to lack of discipline among members of the organization.
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Florea, Radu. "Change Management and the Role of Leadership in Facilitating Organizational Change in Corporate Takeovers." European Journal of Economics and Business Studies 4, no. 1 (2016): 68. http://dx.doi.org/10.26417/ejes.v4i1.p68-72.

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Facilitating organizational change depends to a great extent on the ability of the management team to coordinate the amendments related to a recent merger with another organization or to the takeover of a medium-sized company by a multinational organization. Change management is one of the most discussed topics in the study of organizations; modern companies that are constantly subjected to significant changes in order to adapt to market requirements need a management capable of developing the capacity to solve atypical problems and improve performance across their enterprises. In this regard, change management is the organization's orientation towards continuous development to improve results. This paper focuses on explaining the managerial role in modern organizations through the conceptual definition of management and by defining the principal element in organizational implementation, namely leadership. An organization can be brought to a desired status - significantly different from the actual one- only through optimum management of the change process; change management can thus be represented as the process of adapting the organization to the requirements imposed by an outside entity - in this case, a multinational organization that requires a different set of rules and procedures. This can be achieved through the development of leadership skills in management, in order to facilitate the change process specific to any takeover or corporate merger. The paper seeks to circumscribe leadership as a central element in facilitating the transition of the organization by acquiring and retaining organizational commitment. The new directions of leadership research as a reference for conceptual change management is defined respectively as transformational leadership and transactional leadership (Riaz and Haider, 2010).
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Tucker, Elissa, and Sue Lam. "Dynamic leadership – a leadership shortage solution." Strategic HR Review 13, no. 4/5 (2014): 199–204. http://dx.doi.org/10.1108/shr-06-2014-0035.

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Purpose – The purpose of this research paper is to explore how organizational leadership style is related to employee leadership skills, leadership and business trends, as well as leadership practices. Design/methodology/approach – In total, 547 participants representing a variety of industries and organization sizes completed an online survey on the current state of leadership at their organizations. We compared the responses of participants working in organizations using a traditional leadership style (n = 121) with those in organizations with a dynamic leadership style (n = 105). Findings – Consistent with hypotheses, the results show that the traditional, hierarchical and command-and-control style of organizational leadership is associated with larger leadership skills gaps, while a more dynamic, all-inclusive and collaborative leadership style is associated with smaller leadership skills gaps. Specific business trends and leadership practices partially explain the association between organizational leadership style and organizational leadership shortages. These factors provide guidance for human resources practitioners looking to set priorities and plans for fostering dynamic leadership within their organizations. Originality/value – This study provides insights into why the leadership deficit endures and what organizations can do to put the issue to rest. This research is unique in that it goes beyond identifying and quantifying specific leadership skills gaps to also reveal which factors may be driving these leadership deficits. This research also isolates which organizational practices and leadership approaches are associated with smaller leadership skills gaps.
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Kwadade-Cudjoe, Francis. "Leadership of Change: Examination of transactional, transformational and charismatic leadership, and evaluation of the concept of charismatic leadership in the current information-driven business environment." Archives of Business Research 8, no. 8 (2020): 294–305. http://dx.doi.org/10.14738/abr.88.8909.

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Effective / efficient leadership has always been one of the most important ingredients every organization looks for. Preferably, a leadership of change that would enable the organization to carry out its operations effectively and engender good results to meet the organization’s goals. Every organization looks forward to employ the right leadership to goad the organization splendidly, and furthermore, attain competitive advantage. Competition amongst organizations to meet consumers’ needs is very keen, and it behooves on management to exhibit the best leadership style to achieve targets. Transformation and charismatic leadership styles have the upper hand in leadership of change to suit the current technological business environment. In view of this, directors of organizations are always putting in every effort and stretching every sinew to go above its limit to make sure the organization is sustained and satisfy shareholders’ interest. As one of their responsibilities, they need to appoint management with the requisite talents and skills to achieve expected results, and accomplish organizational goals.
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Karamushka, Liudmyla, та Anna Lytvynchuk. "A set of instruments to study commercial organization staffʼs leadership qualities". Організаційна психологія Економічна психологія 2-3, № 23 (2021): 50–55. http://dx.doi.org/10.31108/2.2021.2.23.9.

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Introduction. Intense activity of commercial organizations in the conditions of constant social changes, competition, and social tension, which were caused by the COVID-19 pandemic, necessitates the development of leadership qualities and skills in the staff of commercial organizations.Aim. To determine a set of instruments to assess commercial organization staffʼs leadership qualities.Results. The set of diagnostic instruments proposed by the author to study commercial organization staff's leadership qualities aims to assess staff's basic leadership qualities, which relate to staffʼs abillity to manage and administer the commercial organization, and the staff's special leadership qualities, whichinclude staffʼs abilities to directly lead in commercial organizations and are made up of staffʼs innovative-creative, partnership, emotion-regulating, and gender-relevant abilities.Conclusions. The set of diagnostic instruments presented in the article and designed to study commercial organization staffʼs leadership qualities can be helpful for organizational psychologists to counsel commercial organizations on the problem of staff's leadership development.
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Stinglhamber, Florence, Géraldine Marique, Gaëtane Caesens, Dorothée Hanin, and Fabrice De Zanet. "The influence of transformational leadership on followers’ affective commitment." Career Development International 20, no. 6 (2015): 583–603. http://dx.doi.org/10.1108/cdi-12-2014-0158.

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Purpose – The purpose of this paper is to examine why and when followers of transformational leaders exhibit increased affective organizational commitment. Particularly, the authors examined the role played by perceived organizational support (POS) and supervisor’s organizational embodiment (SOE), i.e. a perception concerning the extent to which employees identify their supervisor with the organization, in this relationship. Design/methodology/approach – In total, 287 employees of a water producer organization responded to a questionnaire. Findings – The results show that, when employees strongly identify their supervisor with the organization, transformational leadership is positively related to POS, with positive consequences in terms of emotional attachment to this organization. In contrast, when the supervisor is not identified to the organization, his/her transformational leadership does not extend to POS and, finally, to affective organizational commitment. Practical implications – The findings suggest that a high transformational leadership and a high SOE together engender the highest POS and affective commitment. Organizations should thus provide their managers with training programs and feedbacks over their performance as leaders to promote transformational leadership. Furthermore, to foster perceptions of SOE, organizations might implement socialization tactics aiming to strengthen managers’ organizational identification or person-organization fit, and give managers more power and influence in their day-to-day work to increase employees’ attributions of informal organizational status to managers. Originality/value – By showing that POS and SOE are important mechanisms in the transformational leadership-affective commitment relationship, this research explains why and when transformational leadership of supervisors has spillover effect on organization-directed attitudes.
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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 (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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Hartarto, Airlangga, Billy Castyana, Gustiana Mega Anggita, Adiska Rani Ditya Candra, and Heny Setyawati. "The role of humanistic leadership on good governance in sport organization: A literature review." Jurnal SPORTIF : Jurnal Penelitian Pembelajaran 7, no. 3 (2021): 378–99. http://dx.doi.org/10.29407/js_unpgri.v7i3.14997.

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Good organizational performance is also inseparable from good organizational management. However, not all Sports Organizations have a Good governance system, even though the governance system is a crucial component for managing a sports organization because it relates to policy issues and the direction of the performance of a sports organization. In addition, organizational performance is also inseparable from the intervention of organizational leaders because a leader has skills in influencing others to work together to achieve common goals. One of the successful leadership styles in business-based organizations is humanist leadership, but can humanist leadership styles contribute to realizing a sports organization that has Good Governance? A total of 20 articles in the last ten years on the topic of Good governance and humanist leadership were used as data and analyzed. Based on the results and discussion of the principles of Good Governance emphasized Transparency, Democracy, Check and Balance and Solidarity, and Humanist leadership, which has pillars such as communication, democracy, and transparency to its members. This study concludes that human leadership has a role in forming leaders who can improve the quality of good governance in sports organizations.
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Koohang, Alex, Joanna Paliszkiewicz, and Jerzy Goluchowski. "The impact of leadership on trust, knowledge management, and organizational performance." Industrial Management & Data Systems 117, no. 3 (2017): 521–37. http://dx.doi.org/10.1108/imds-02-2016-0072.

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Purpose The purpose of this paper is to build a research model that examines the impact of leadership on trust, knowledge management and organizational performance. Design/methodology/approach An instrument containing six constructs (leadership: leading organization; leadership: leading people; leadership: leading self, trust, knowledge management and organizational performance) was designed and administered to subjects from all levels of management in various organizations in nine regions of the USA. Collected data were analyzed using partial least squares path modeling to test the hypotheses. Findings The study’s findings revealed positive and significant linear connection among leadership (leading organization, leading people and leading self), trust, knowledge management and organizational performance. Practical implications The findings imply that effective leadership (leading organization, leading people and leading self) contributes to elevated trust among people, promotes the successful implementation of knowledge management processes, and in turn enhances organizational performance. Therefore, leadership training and development must be a top strategic priority for any organization. Originality/value This study enriches the literature by demonstrating that effective leadership stands as the bedrock of the elevated trust, the successful knowledge management processes and the enhanced organizational performance.
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Dissertations / Theses on the topic "Leadership in organization"

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Leander, A. Brian. "Intercultural leadership| A mixed methods study of leader cultural intelligence and leadership practices in diversity-oriented churches." Thesis, Eastern University, 2014. http://pqdtopen.proquest.com/#viewpdf?dispub=3645746.

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<p> The purpose of this two-phase, sequential mixed methods study was to examine and explain factors relating to leadership in diversity-oriented churches in the United States by obtaining quantitative results from a sample of 65 senior pastors and 92 top-management team members, then follow-up with a multiple case study to explain the results in more depth. The instruments used for quantitative data collection were the 20-item four-factor Cultural Intelligence Scale, the adapted 8-item Openness to Diversity Scale, and the Leadership Practices Inventory. The study's sixteen findings establish significant relationships between leader cultural intelligence, top-management team openness to diversity, and leadership practices, and elucidate how those relationships contribute to a positive organizational diversity climate. In addition, openness to diversity and church polity were discovered to influence TMT perceptions of the senior pastor's leadership practices. Therefore, the findings support the conclusion that investigating intercultural leadership in a domestic organization could reveal new theoretical insights while having implications for leadership practice and organizational effectiveness.</p>
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Pannabecker, Bradford W. "Natural Leaders| How Interacting with Nature Impacts Leadership Practices." Thesis, Saint Mary's College of California, 2019. http://pqdtopen.proquest.com/#viewpdf?dispub=13807233.

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<p> Within today's technologically enmeshed world, people are spending more and more time in front of screens (both large and small). This comes at a cost; time spent outdoors is becoming scarce. How does engaging with nature impact our practice of leadership? A Collaborative Inquiry carried out by four individuals with personal leadership practices explored this question. We found that our leadership practices were improved through spending time in nature. A significant impact we identified was that our experiences in nature had an ego-reductive influence, turning our focus outwards and improving our ability to navigate complex situations with greater fluidity. We recommend that leaders looking to alter their perspective adopt a practice of intentional reflective time in nature.</p><p>
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Montenegro, Adauto de Vasconcelos. "Study about organizational commitment, leadership styles and organizational culture at a cearense organization." Universidade Federal do CearÃ, 2016. http://www.teses.ufc.br/tde_busca/arquivo.php?codArquivo=18510.

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CoordenaÃÃo de AperfeiÃoamento de Pessoal de NÃvel Superior<br>The organizational commitment can be conceived as a meaningful liaison between individual and organization, assuming the existence of psychological bonds and significant exchange relationships between both individual and organization. Rego (2003) proposes a study model regarding the organizational commitment and presents six psychological ties between individual and organization, namely: affective commitment, common future, normative commitment, enormous sacrifices, lack of alternatives and psychological absence. Feitosa (2008) adds a tie to the model proposed by Rego (2003): performance expectations or commitment absence. In the study here presented, it was investigated the relation among these psychological bonds and the leadership styles. It was also took in consideration to this analyses the organizational culture. The specific goals of the current research were: to investigate which psychological bonds are significantly related to the leadership styles (transformational leadership, transactional leadership and leadership absence) and in which degree the organizational culture moderate this relationship, as well as to develop a theoretical-methodological model which allows to investigate the interplay among the addressed constructs. The study consists on a cross-sectional survey applied in a large size organization located in the Brazilian city of Fortaleza. The data else collected: a sociodemographic questionnaire; a organizational commitment scale; a leadership scale and organizational culture scale. The study had 205 respondents. The results were statistically analyzed with the support of the Statistical Package for Social Sciences (SPSS) software, using the following statistical technics: linear correlation, linear regression and moderation analysis. Regarding the results, the following positive and significative correlations were attested: transformational leadership and affective commitment bonds, common future and normative commitment, transactional leadership and the bond of normative commitment; leadership absence and the bonds of alternative lack and psychological absence. Besides, it was observed that the clan type organizational culture was a moderating variable that mitigates the effects of the following relations: transformational leadership and affective commitment, transformational leadership and common future. In addition to the aforementioned results, a theoretical-methodological model was developed with all the elements surveyed. It was also concluded that can be taken in consideration to the elaboration of leadership development programs and human resources management policies aiming their efficacy.<br>O comprometimento organizacional pode ser compreendido como um vÃnculo significativo entre indivÃduo e organizaÃÃo, pressupondo um elo psicolÃgico e relaÃÃes de trocas entre ambos. Rego (2003) propÃe um modelo de estudo do comprometimento organizacional e apresenta seis laÃos psicolÃgicos entre indivÃduo e organizaÃÃo, a saber: comprometimento afetivo, futuro comum, comprometimento normativo, sacrifÃcios avultados, escassez de alternativas e ausÃncia psicolÃgica. Feitosa (2008) acrescenta um laÃo ao modelo proposto por Rego (2003): expectativas pelo desempenho ou ausÃncia de compromisso. No atual estudo, à investigada a relaÃÃo entre esses laÃos psicolÃgicos e estilos de lideranÃa, considerando tambÃm a funÃÃo da cultura organizacional nessa relaÃÃo. Os objetivos especÃficos da atual pesquisa podem ser descritos como: investigar quais desses laÃos psicolÃgicos se relacionam de maneira significativa aos estilos de lideranÃa (lideranÃa transformacional, lideranÃa transacional e ausÃncia de lideranÃa) e em que grau a cultura organizacional modera essa relaÃÃo, bem como desenvolver um modelo teÃrico-metodolÃgico que possibilite a investigaÃÃo da relaÃÃo entre os construtos abordados. O estudo se constituiu como survey, de corte transversal, aplicado em uma organizaÃÃo de grande porte, localizada em Fortaleza/CE. O instrumento de coleta de dados à composto de: questionÃrio sociodemogrÃfico; escala sobre comprometimento organizacional; escala sobre lideranÃa e escala sobre cultura organizacional. AlcanÃou-se uma amostra de 205 trabalhadores da referida organizaÃÃo. Os resultados foram analisados com base em procedimentos estatÃsticos exploratÃrios e explicativos, utilizando o Statistical Package for Social Sciences (SPSS), com as seguintes tÃcnicas estatÃsticas: correlaÃÃo linear, regressÃo linear e anÃlise de moderaÃÃo. No que concerne aos resultados obtidos, foram atestadas as seguintes correlaÃÃes positivas e significativas: lideranÃa transformacional com os laÃos de comprometimento afetivo, futuro comum e comprometimento normativo; lideranÃa transacional com o laÃo de comprometimento normativo; ausÃncia de lideranÃa com os laÃos de escassez de alternativas e ausÃncia psicolÃgica. Ademais, observou-se que a cultura organizacional tipo clà atuou como variÃvel moderadora reduzindo os efeitos nas relaÃÃes seguintes: lideranÃa transformacional e comprometimento afetivo e entre lideranÃa transformacional e futuro comum. AlÃm dos resultados apontados, foi desenvolvido um modelo teÃrico-metodolÃgico com todos os elementos pesquisados. Observou-se que tais resultados podem ser considerados para a elaboraÃÃo de programas de desenvolvimento de lideranÃa e polÃticas de gestÃo e de recursos humanos da organizaÃÃo visando sua eficÃcia.
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Meyer, Alan E. "Servant Leadership Attributes in Undergraduate University Students." Thesis, Concordia University Chicago, 2013. http://pqdtopen.proquest.com/#viewpdf?dispub=3572623.

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<p> The objective of this research study was to ascertain if attributes of servant leadership were more fully developed in undergraduate students nearing graduation than in those students who recently embarked on their university program. The university at which the project was completed endeavors to make its undergraduate students servant leaders as publically stated in its vision, mission, and other public statements and documents. The results of the research indicate that of the five servant leadership attributes selected, the seniors indicated higher scores in two categories, lower in one, and showed no statistical difference in the other two. As a result of this study, therefore, it cannot be concluded that the upper classmen had stronger servant leadership attributes than freshmen. The implications of this result include the need for further study around the students&rsquo; environments and history, the institution&rsquo;s curriculum and extracurricular content, and the culture of the university in light of its mission and vision.</p>
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Lopez, Stephanie Osterdahl. "Vulnerability in Leadership| The Power of the Courage to Descend." Thesis, Seattle Pacific University, 2018. http://pqdtopen.proquest.com/#viewpdf?dispub=10789508.

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<p> As authenticity and trust continue to be recognized as key pillars of effective leadership in today&rsquo;s world (Avolio et al., 2004; Mayer et al., 1995; Peus et al., 2012), organizations need leaders who are willing to be vulnerable with those they lead. The purpose of current study was to explore the relationship between courage, other-centered calling, vulnerability, and leadership differentiation. The sample for the current study included 296 self-identified leaders who report being responsible for the work and development of others. Leaders were primarily Caucasian (83.7%), male (55.9%), and from a church/ministry setting (41.2%). The study occurred over a year span within an online leadership development tool. Moderated mediation in Hayes (2013) PROCESS Macro was used to test the hypotheses. Courage was positively related to vulnerability (B = .226, <i>p</i> = .000), and the relationship between courage and vulnerability was significantly moderated by other-centered calling (B = .112, <i>p</i> = .032). Additionally, the relationship between vulnerability and leadership differentiation was examined and found to be nonsignificant (B = -.004, <i>p</i> = .901). Findings from this study indicate that courage and other-centered calling are key factors in allowing leaders to choose vulnerability with those they lead.</p><p>
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Padilla, Carla Raineri. "An archival study of leadership requirements of combined emergency management/fire departments." Thesis, Capella University, 2015. http://pqdtopen.proquest.com/#viewpdf?dispub=3712785.

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<p> A nation-wide study of the leadership requirements for combined emergency management and fire departments from medium-sized municipalities was conducted. It has been widely recognized by the emergency management community and the federal government that emergency management should be professionalized. The first step in professionalization is standardization. The study disclosed that there was an extremely high variability in the training, education and experience requirements for each of the leadership ranks. Not only was there high variability in the requirements for holding each of the ranks, the ranks themselves varied greatly from department to department. The single rank present in all departments was that of chief, and even for that rank, 30% were appointees with no concrete position requirements. Furthermore, the actual requirements for each of the leadership ranks was compared to recommendations from three professional organizations, the International Association of Emergency Managers, the International Association of Fire Chiefs and the National Fire Protection Association. Not only did the actual requirements for each rank vary greatly from the recommendations from each organization, the recommendations between the organizations varied greatly. It is quite clear that even the professional organizations have not come to a consensus of opinion or agreement on requirements, nor are they even close to doing so. Two departmental models were also examined, and once again there was a high variability of requirements for each leadership rank. Although standardization is the first step in professionalization, there has been little movement in that direction. Emergency management has a long way to go if it is to be professionalized, and the safety of the public and nation stand in the balance.</p>
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Najrani, Majed. "The effect of change capability, learning capability and shared leadership on organizational agility." Thesis, Pepperdine University, 2016. http://pqdtopen.proquest.com/#viewpdf?dispub=10141724.

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<p> Organizational agility represents a new field of organizational study that is not well examined. In the past organizations had an unmatched competitive advantage due to low competition and higher barriers to entry into their markets. As a result, many organizations dominated their industries. However, in the era of globalization, individuals with an internet connection and the right skills can start new organizations that can compete on a global level. Consequently, organizations now are facing more competition that they experienced in the past. Another reason for increase competition is new technology. Technology is improving increasingly faster than any time in history. Therefore, organizations that are not agile could not survive in the current environment. </p><p> Agile entities realize that they have to become flexible and nimble to withstand competition. Accordingly, the researcher in this study proposes an organizational agility model and this proposed model is the focus of the study. The proposed model significant arises from the fact that currently there are limited numbers of models that help organizations in becoming agile entities. The characteristics in this study were based on Worley and Lawler (2010) &ldquo;Agility and Organization Design: A Diagnostic Framework&rdquo;. The study conducted a survey utilizing an instrument developed by Dr. Worley and Dr. Lawler that contains 15 agility characteristics. The survey uses all 15 characteristics to determine if the organization is agile. In addition, the study utilizes three of the 15 agility characteristics to determent if a relationship occurs between the study variables. </p><p> This quantitative study examined the relationship between change capability, learning capability, shared leadership and organizational agility. Moreover, understanding these relationships could assist scholars and practitioners in producing change programs that emphasize certain behaviors that make an organization agile. The study surveyed 116 participants and found that focusing on change capability, learning capability and shared leadership could contribute in creating agile organizations. Consequently, after evaluating the study results, a new agility model emerged. This model shows that organizations can achieve agility by developing change capability, learning capability, shared leadership, shared purpose and flexible resources. Ultimately, achieving agility could help organizations compete and endure now and the future.</p>
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Křetínská, Tereza. "Leadership Communication Role within International Business Organization." Master's thesis, Vysoká škola ekonomická v Praze, 2014. http://www.nusl.cz/ntk/nusl-193179.

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The thesis focuses on the role of leadership communication within a multinational business organization. It aims to confirm the critical importance of communication provided by leaders to their team members. The literature review will focus on the existing communication flows within organizations and the current research results and insights in the field of leadership communication, which is a new, emerging domain of study. Thanks to recent quantitative research (Men, 2014b), it has been already confirmed that leadership communication has a direct effect on employee-organization relationships and overall internal communication. However, qualitative research has been suggested for validation of how the discovered model works in concrete environments (Men, 2014b). Thus, the research section will reveal the findings of in-depth semi-structured interview analysis within a global internal IT services provider which is part of a Group enterprise operating in the logistics industry world-wide. The thesis will culminate in defining logical reasoning for adding communication skills to the company's core competencies for organizational managers and leaders.
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Larsson, Tatiana. "Communication in Organizational Change : Case of a public organization." Thesis, Linnéuniversitetet, Institutionen för organisation och entreprenörskap (OE), 2020. http://urn.kb.se/resolve?urn=urn:nbn:se:lnu:diva-96613.

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Communication is usually seen as a tool for success with organizational change. What makes communication so important is that it lays the foundation for the understanding and perception of the organization and the process of change. This study is about communication between the manager and the employee at times of change. The purpose of this study is not primarily to streamline communication in organizational change, but first and foremost to understand how communication works, what perceptions and reactions create communication between both the manager and the employee. The most important lessons come from six people: three managers and three employees' experiences and perceptions of communication in organizational change in a public organization.  In this study, I explore how managers and employees perceive organizational change, what roles they have in change itself, how their communication works. Here I also discuss what it means to lead change for a manager and to follow the leader for an employee. The results of this study show that there are uncertainties in communication and the desire to improve it. Thanks to this study, it is possible to understand how a lack of communication affects the employee in organizational change, while good communication creates the conditions for successful organizational change.
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Clark, Jonathan Tyler. "Developing Collaborative Leadership: A Study Of Organizational Change Toward Greater Collaboration And Shared Leadership." Antioch University / OhioLINK, 2008. http://rave.ohiolink.edu/etdc/view?acc_num=antioch1229720750.

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Books on the topic "Leadership in organization"

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Spoelstra, Sverre. Leadership and Organization. Routledge, 2018. http://dx.doi.org/10.4324/9781315689265.

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Leadership, gender, and organization. Springer, 2011.

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Werhane, Patricia, and Mollie Painter-Morland, eds. Leadership, Gender, and Organization. Springer Netherlands, 2011. http://dx.doi.org/10.1007/978-90-481-9014-0.

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Leadership in organizations. 8th ed. Pearson, 2013.

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F, Camenisch Paul, Andolsen Barbara Hilkert, and Stackhouse Max L, eds. Organization man, organization woman: Calling, leadership, and culture. Abingdon Press, 1997.

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Kakabadse, Nada. Spirituality, leadership, work and organization. Edited by ebrary Inc. Emerald Group Publishing, 2002.

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Liberating leadership: Releasing leadership potential throughout the organisation. Industrial Society, 1998.

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Adair, John. Effective leadership: How to develop leadership skills. Pan, 1988.

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Adair, John. Effective leadership: How to develop leadership skills. Pan, 1998.

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Freeman, G. Leadership and institutions. University Press of America, 1987.

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Book chapters on the topic "Leadership in organization"

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Rainey, Mary Ann, and David A. Kolb. "Organization Leadership." In The NTL Handbook of Organization Development and Change. Wiley, 2014. http://dx.doi.org/10.1002/9781118836170.ch16.

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Brooks, Scott M., and Jeffrey M. Saltzman. "Leadership." In Creating the Vital Organization. Palgrave Macmillan US, 2016. http://dx.doi.org/10.1057/978-1-137-53694-5_4.

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Maier, Jens. "Leadership Challenges." In The Ambidextrous Organization. Palgrave Macmillan UK, 2015. http://dx.doi.org/10.1057/9781137488145_3.

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Laub, Jim. "The Servant Organization." In Servant Leadership. Palgrave Macmillan UK, 2010. http://dx.doi.org/10.1057/9780230299184_9.

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Daniell, Mark. "Leadership and Organization." In The Elements of STRATEGY. Palgrave Macmillan UK, 2006. http://dx.doi.org/10.1057/9780230203815_7.

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Tjosvold, Dean, and Mary Tjosvold. "Leadership for Teamwork, Teamwork for Leadership." In Building the Team Organization. Palgrave Macmillan UK, 2015. http://dx.doi.org/10.1057/9781137479938_5.

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Fulop, Liz, and Stephen Linstead. "Leadership and leading." In Management and Organization. Macmillan Education UK, 2009. http://dx.doi.org/10.1007/978-1-349-92292-5_11.

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Spoelstra, Sverre. "Leadership and authority." In Leadership and Organization. Routledge, 2018. http://dx.doi.org/10.4324/9781315689265-3.

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Spoelstra, Sverre. "Images of leadership." In Leadership and Organization. Routledge, 2018. http://dx.doi.org/10.4324/9781315689265-7.

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Stavros, Jacqueline M., and Jane Seiling. "Transformational Leadership Development." In Practicing Organization Development. John Wiley & Sons, Inc, 2015. http://dx.doi.org/10.1002/9781119176626.ch5.

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Conference papers on the topic "Leadership in organization"

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"Conference leadership and organization." In 2013 BRICS Congress on Computational Intelligence & 11th Brazilian Congress on Computational Intelligence (BRICS-CCI & CBIC). IEEE, 2013. http://dx.doi.org/10.1109/brics-cci-cbic.2013.9.

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de Andreis, Federico, and Federico Leopardi. "SITUATIONAL LEADERSHIP AND ORGANIZATIONAL BEHAVIOR." In Sixth International Scientific-Business Conference LIMEN Leadership, Innovation, Management and Economics: Integrated Politics of Research. Association of Economists and Managers of the Balkans, Belgrade, Serbia, 2020. http://dx.doi.org/10.31410/limen.2020.223.

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In the organizations and their management, an important fundamental role is played by the "leadership style", since administrating the working relationships in complex organizations, influences their final results. The decision-making process, in fact, within the organization is influenced by managerial leadership. Before going into the analysis of the various models through which we can propose to read the phenomenal complexity of leadership within business management, this research aims to identify what is leadership and also the roles and dimensions within an organization. The goal of the analysis is to explore the study of leadership styles, from the more formal and authoritarian to the more participative, and to demonstrate the situational leadership approach, which does not presume a unique approach to every situation in order to be successful.
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Budiati, Ayuning, Diani Indah, and Idi Jahidi. "Transformational Leadership in Nonprofit Organization." In International Conference on Ethics in Governance (ICONEG 2016). Atlantis Press, 2017. http://dx.doi.org/10.2991/iconeg-16.2017.58.

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Zakia, Rahima, Sufyarma Marsidin, Rusdinal, and Gusril. "Reflection of Leadership Organization Communication." In 2nd International Conference Innovation in Education (ICoIE 2020). Atlantis Press, 2020. http://dx.doi.org/10.2991/assehr.k.201209.196.

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Kittikunchotiwut, Ploychompoo. "ROLE OF TRANSFORMATIONAL LEADERSHIP AND TRANSACTIONAL LEADERSHIP ON ORGANIZATION INNOVATION." In 48th International Academic Conference, Copenhagen. International Institute of Social and Economic Sciences, 2019. http://dx.doi.org/10.20472/iac.2019.048.027.

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Peterlin, Judita, and Vlado Dimovski. "Solutions to the Challenges in Leading Meetings: which Multiple Intellligence Developmental Method Gives us more Creative Suggestions?" In Organizations at Innovation and Digital Transformation Roundabout. University of Maribor Press, 2020. http://dx.doi.org/10.18690/978-961-286-388-3.44.

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The paper deals with common dilemmas in leading meetings in organizational settings. Meetings are a regular part of our organizational lives, however too often their management is neglected and they stay without strategical focus. In many organizations they are left to coincidence or individual meeting organizers' good will. Professional field of meeting leadership emphasizes that we can accomplish strategic directions and more efficient work by appropriately preparing for the meeting, suitable organizational structure of the meeting framework and suitable leadership and controlling mechanisms. The study was carried out on two samples about solving challenges in leading the meetings based on two developmental methods which are presented in the paper. The paper states that for successful and efficient leadership of the meeting one needs to elaborate specific roles at the meeting, take care of organization and climate at the meeting.
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Minten, Alex. "Transformational Leadership and Job Satisfaction." In Organizations at Innovation and Digital Transformation Roundabout. University of Maribor Press, 2020. http://dx.doi.org/10.18690/978-961-286-388-3.39.

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There has always been discussion about how transformational leadership influences empoyees` job satisfaction and by doing so positively influences their performance. It is the main goal of this paper to analyze the influence of transformational leadership on job satisfaction. The data used for the analysis was collected via standardized internet survey in German. In the survey two standardized questionnaires were used: The SAZ (Scale for measuring job satisfaction) and the LSA (Leadership Style Assistant). The results demonstrate a statistically significant correlation between transformational leadership and job satisfaction with a beta of 0.417 (p&lt;.01). Next to the main finding, it can be shown, that the influence of transformational leadership on job satisfaction is stronger for male employees with higher education. It can be shown, that transformational leadership is a way to improve empoyees` job satisfaction although individual employees react different depending on gender and education. That can be explained by different expectations on leadership as well as the influence of leadership on work organization, flexibility and inspiration.
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Tappura, Sari, and Noora Nenonen. "Safety Leadership Competence and Organizational Safety Performance." In Applied Human Factors and Ergonomics Conference. AHFE International, 2019. http://dx.doi.org/10.54941/ahfe100157.

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Safety leadership is a key factor in promoting safety performance in organizations. Managers need safety leadership competencies when motivating employee safety participation and compliance, as well as in improving the related safety outcomes. Based on the current research, certain safety leadership styles are vital with regard to safety performance. By developing these competencies, organizations may improve their effectiveness via better safety performance. Information on a managers’ safety leadership competence is required in order to develop their competencies and to develop safety training for managers. The objective of this study is to suggest efficient safety leadership competencies for managers, and discuss the importance of developing managers’ safety leadership competence. The results are based on a literature review and 18 interviews carried out in a Finnish expert organization. The results were structured according to the transactional and transformational leadership facets based on leadership theory. The results point out the importance of all traditional facets of transactional and transformational leadership with relation to safety performance, and the idealized influence leadership facet was emphasized. Other important facets were inspirational motivation, intellectual stimulation, and management by exception. Both the transactional and transformational safety leadership competencies of the managers should be trained and developed.
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Muhdiyanto, Muhdiyanto, and Ahyar Yuniawan. "Entrepreneurial Leadership and Organization Innovation: Effect of Knowledge Management and Organizational Climate." In Proceedings of the 2nd Borobudur International Symposium on Humanities and Social Sciences, BIS-HSS 2020, 18 November 2020, Magelang, Central Java, Indonesia. EAI, 2021. http://dx.doi.org/10.4108/eai.18-11-2020.2311613.

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Lovrenčić, Sandra. "Knowledge Management as a Facilitator of Organizational Change." In Values, Competencies and Changes in Organizations. University of Maribor Press, 2021. http://dx.doi.org/10.18690/978-961-286-442-2.82.

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Natural, social, political, technological and economic environment of an organization constantly change making timely and relevant information and knowledge critical for competitive advantage and business success. Such constant changes can cause disruption and with it need for adaptation of business models, digital transformation and improvement of knowledge management systems. Digital business and digital workforce are being even more accentuated with ongoing epidemic and new information technologies emerge to help organizations in achieving their goals. Information technology is an important element of knowledge management that supports its processes of creation, acquisition, storage, sharing and application of organizational knowledge. Other important elements, or classic pillars, are organization, leadership and learning. They all include people and people really are key enablers of development and progress. Technology, processes and people in organization are intertwined;:they change and are changed by each other, and are specific for each organization. Knowledge management makes use of those connections to foster organizational change, but is also influenced and changed by them.
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Reports on the topic "Leadership in organization"

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Deal, Jennifer, Kristin Cullen, Sarah Stawiski, William Gentry, and Marian Ruderman. World Leadership Survey Biannual Report on Employee Commitment and Engagement 2013–2014. Center for Creative Leadership, 2015. http://dx.doi.org/10.35613/ccl.2015.2048.

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" From the Executive Summary: ""The purpose of the World Leadership Survey (WLS) is to provide a window into how professionals, managers, and executives view their life within the organization. This view of the employee experience will help leaders of organizations understand what employees experience, and what the organization can do to improve commitment and reduce turnover. The good news for organizations in the United States and Canada (the sample for this report) is that respondents are mostly committed to their organizations, satisfied with their jobs and their pay, work more than the typical 40-hour workweek, and do not currently intend to leave their jobs. The professionals, managers, and executives surveyed feel supported by their organization and by their direct supervisor, and think that their organizations are economically stable. Unfortunately they also feel overloaded, with their work disproportionately interfering with the rest of life, and that there is a high level of political behavior within their organization. Both overload and overt political behavior can reduce individual and organizational effectiveness. This report describes the current employee experience, and what organizations can focus on to maintain and improve commitment and engagement."
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Wehri, Christopher J. Adaptive Leadership Theories Applied to the North Atlantic Treaty Organization (NATO). Defense Technical Information Center, 2011. http://dx.doi.org/10.21236/ada550349.

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Mumford, Michael D., and William W. Haythorn. Leadership in the Organization Context: A Conceptual Approach and Its Applications. Defense Technical Information Center, 1986. http://dx.doi.org/10.21236/ada168849.

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Gentry, William, Jennifer Deal, Marian Ruderman, and Kristen Cullen. Leadership is in the eye of the beholder: How images of leadership that people have differ across the organization. Center for Creative Leadership, 2014. http://dx.doi.org/10.35613/ccl.2014.2034.

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Reinhold, Diane, Tracy Patterson, and Peter Hegel. Make Learning Stick: Best Practices to Get the most out of Leadership Devlopment. Center for Creative Leadership, 2015. http://dx.doi.org/10.35613/ccl.2015.2043.

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"Are you taking a closer look at “learning transfer”? Are you wondering how to make sure the lessons taught through your leadership training and development efforts stick weeks, months, or years later? As a professional interested in learning and development, you may be in a position to acknowledge and help overcome the challenges to learning in your organizations. You are likely in a position to influence supervisors and executives, as well as potential participants, in leadership development efforts. You may also have a role in creating and supporting a learning environment. With a better understanding of learning transfer, you can help your organization realize multiple benefits, including bigger impact from developmental experiences, more effective leaders, and a stronger organizational ability to learn and adapt. Read on to learn CCL’s perspective on and best practices for learning transfer for leadership development. We share a framework—and specific tactics—that we use in designing leadership development solutions. With this information, you can begin to help leaders and your organization overcome challenges to learning transfer—and earn greater benefit from leadership development investments."
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Young, Stephen, Jessica Diaz, Bert De Coutere, and Holly Downs. Leadership Development in the Flow of Work: Leveraging Technology to Accelerate Learning. Center for Creative Leadership, 2022. http://dx.doi.org/10.35613/ccl.2022.2047.

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"A recent industry trend survey of CEOs found that only 11% of organizations report having a strong enough bench to fill leadership roles (Rhyne, 2021). As such, effective leadership development is an imperative for any high-performing organization. Rather than focusing time, money, and energy on only a small subset of “high-potential” employees, organizations can realize the full potential of their entire workforce by providing tech-enabled leadership development to leaders at all levels. This paper shares the following insights for Chief Learning Officers interested in leveraging evidence-based practices to accelerate leader development at scale and unlock the collective potential of their workforce: • A brief overview of why we need new ways to develop leaders and a high-level description of the new digital assessment and development tools that meet individuals where they are – offering a highly personalized approach to development in-the-flow of work. • A review of eight research-based learning practices that provide a foundation for leveraging technology to make in-the-flow leadership development better, faster, and more accessible to leaders at all levels. For every learning practice, we provide implementation tips and discuss illustrative example tools. • We conclude with a discussion around the strategic use of the eight learning practices for enabling better organization-wide development outcomes. "
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White, Michael A., and Amy L. Culbertson. Recognizing, Awarding, and Appraising People in a Total Quality Leadership Organization: The Naval Aviation Supply Office Model. Defense Technical Information Center, 1992. http://dx.doi.org/10.21236/ada275420.

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Gentry, William, and Richard Walsh. Mentoring First-Time Managers: Proven Strategies HR Leaders can Use. Center for Creative Leadership, 2015. http://dx.doi.org/10.35613/ccl.2015.2047.

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"When individual contributors or professionals are promoted into their first formal leadership position, many do not realize how tough that transition can be for them. We often hear that these leaders are not prepared, and lack the support and development to help make that transition successfully. When they are not supported, they suffer, and so too do their teams, the organization, and the HR leadership pipeline, which ultimately can negatively impact the organization’s bottom line. First-time managers are an important part of an organization’s talent and succession management. In turn, organizations may attempt to help first-time managers make the transition into leadership easier by implementing a formal mentoring program. This white paper supports this effort by: • Explaining the benefits a mentoring program can provide for first-time managers and their mentor. • Providing organizations a way to strengthen their own mentoring programs. • Offering HR leaders specific steps to follow and best practices applied in starting and maintaining a successful formal mentoring program specifically aimed at first-time managers. Formal mentoring programs are useful to support and develop first-time managers, an important leadership population that is vital for strengthening your leadership pipeline and succession management efforts. Armed with the knowledge from this white paper, we believe you will be able to gain a competitive advantage".
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Bendixen, Shannon, Michael Campbell, Corey Criswell, and Roland Smith. Change-Capable Leadership The Real Power Propelling Successful Change. Center for Creative Leadership, 2017. http://dx.doi.org/10.35613/ccl.2017.2049.

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If you could ask 275 senior executive leaders about how to lead change, what would they have to say? What if they talked about the most important factors for success, what you should do more of, do less of, or avoid all together? What if their experiences could help you lead change in your organization and provide an early warning system to avoid failure? Do we have your attention? If you are a leader facing complex business challenges in your organization that require changes in the way people have always done things, we offer the following insights from the senior executives we asked about their experiences in leading change: 1. Change yourself. Leading change successfully means spending time outside of your comfort zone. As the individual leading an initiative you must change your mindset, actions, and behaviors. 2. Don’t go it alone. Leading change is a team activity. People come together driven by a compelling, and frequently communicated, message about why we are changing. 3. Know the signs . Recognize the early warning signs that indicate an initiative is starting to derail.
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Alston, Eric, Lee Alston, and Bernardo Mueller. Leadership and Organizations. National Bureau of Economic Research, 2021. http://dx.doi.org/10.3386/w28927.

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