To see the other types of publications on this topic, follow the link: Leadership Leadership Communication in organizations Communication in personnel management.
Journal articles on the topic 'Leadership Leadership Communication in organizations Communication in personnel management'
Create a spot-on reference in APA, MLA, Chicago, Harvard, and other styles
Consult the top 50 journal articles for your research on the topic 'Leadership Leadership Communication in organizations Communication in personnel management.'
Next to every source in the list of references, there is an 'Add to bibliography' button. Press on it, and we will generate automatically the bibliographic reference to the chosen work in the citation style you need: APA, MLA, Harvard, Chicago, Vancouver, etc.
You can also download the full text of the academic publication as pdf and read online its abstract whenever available in the metadata.
Browse journal articles on a wide variety of disciplines and organise your bibliography correctly.
1
Fleck, Joey A., Mark D. Threeton, and John C. Ewing. "Important Leadership Skills for Career and Technical Education Administrators." Career and Technical Education Research 44, no. 1 (July 1, 2019): 40–56. http://dx.doi.org/10.5328/cter44.1.40.
Full textAbstract:
Leaders influence the lives of many and impact the success of a wide variety of organizations. Career and Technical Education (CTE) Administrative Directors provide leadership in CTE school settings as they lead and manage personnel, facilities, curriculum, and student services. This study sought to determine the essential leadership skills that are important for success as a CTE Administrative Director. The findings indicated that there are a variety of leadership skills that are important for success as a CTE Administrative Director. The top three include self-responsibility and management, leadership and coaching, and written communication. As a result of these findings, CTE leadership programs could enhance leadership preparation and efforts to cultivate the development of leadership skills by CTE Administrative Directors.
2
Buhusayen, Bassam, Pi-Shen Seet, and Alan Coetzer. "Turnaround Management of Airport Service Providers Operating during COVID-19 Restrictions." Sustainability 12, no. 23 (December 4, 2020): 10155. http://dx.doi.org/10.3390/su122310155.
Full textAbstract:
Many sectors worldwide have been impacted by government restrictions resulting from the COVID-19 pandemic. For example, restrictions on travel have resulted in major losses for organizations operating within the aviation sector. This study aims to emphasize the challenges faced by these organizations while they implement turnaround management strategies. The study is based on 30 semi-structured interviews with frontline managers working for airline service providers in three different departments of an airport in Australia. The organization has implemented several turnaround management strategies to survive the crisis caused by COVID-19 restrictions, creating new challenges for its work environment. Our findings indicate that the frontline managers faced two main challenges during and after the implementation of turnaround management strategies. First, inadequate human resources, caused by a lack of personnel resources and poor leadership selection. Second, a lack of communication, caused by excluding frontline managers from the turnaround management planning stage; poor sharing of information during the implementation stage; inadequate direction of frontline managers; and a lack of feedback channels regarding the change process. Based on its findings, the study recommends building a frontline manager task force and creating a strategic communication plan for frontline and senior managers.
3
Hopkinson, Susan G., and Bonnie Mowinski Jennings. "Nurse Leader Expertise for Pandemic Management: Highlighting the Essentials." Military Medicine 186, Supplement_2 (September 1, 2021): 9–14. http://dx.doi.org/10.1093/milmed/usab066.
Full textAbstract:
ABSTRACT The COVID-19 pandemic requires military nurse leaders in various patient care settings to engage in disaster response. Evidence supports essential leadership attributes for nurses that include skilled communication, organizational influence, and personnel management. Yet, nursing expertise that shapes nurse leader responsibilities during disaster management remains unclear. A description of how military nurse leaders contributed their nursing expertise during the COVID-19 pandemic response at one U.S. Military health care facility is provided to begin to delineate disaster management responsibilities.
4
Gabriela Solomon, Ionela. "The Influence of Leadership Based on Emotional Intelligence Concerning the Climate of an Organisation." INTERNATIONAL JOURNAL OF MANAGEMENT SCIENCE AND BUSINESS ADMINISTRATION 6, no. 5 (2020): 38–43. http://dx.doi.org/10.18775/ijmsba.1849-5664-5419.2014.65.1005.
Full textAbstract:
The article aims to define a behavioral matrix regarding the style of leadership applied to management in a public company. The dimensions include communication and persuasion, ethics, empathy, knowledge and information management, the desire to learn, the objective’s achievement, adaptability, innovation, and decision making. The behavioral competencies correlate with the four dimensions of emotional intelligence related to personal abilities such as self-knowledge and self-management, but also social competences, such as awareness and the management of relationships with others. The article analyses the extent to which the emotional intelligence among the personnel that makes up the middle management influences organizational climate at the company level.
5
Longenecker, Clinton Oliver, and Michael L. Mallin. "Key leadership skills of great sales leaders." Development and Learning in Organizations: An International Journal 34, no. 3 (October 26, 2019): 7–10. http://dx.doi.org/10.1108/dlo-02-2019-0053.
Full textAbstract:
Purpose The purpose of this research paper is to identify and describe the key leadership skills associated with great leaders in the sales discipline. Nine critically important sales leadership skills are identified and discussed in this manuscript with the purpose of getting sales leaders think about skill set development while providing those responsible for sales leadership development an opportunity to think through some critically important questions. Design/methodology/approach A sample of over 300 sales personnel were asked to individually describe the best sales leader with whom they had ever worked for during your career. Focus groups were then conducted to identify the most critical skills for sales leadership success. A content analysis of the focus group findings were then used to tabulate the key findings in this paper. Findings Key findings from this focus group study identified a wide range of critically important leadership skills and behaviors that included: emotional intelligence and 360° communication skills, possessing the ability to effectively coach and develop sales personnel, the ability to create clear performance expectations and accountability, problem-solving and conflict resolution skills, the ability to engage a sales workforce, strategic acumen, character and integrity, and data Mining and analytical skills, among others. Research limitations/implications The key findings from this research provide the reader with a host of potentially testable hypotheses as well as ideas and findings for future sales leadership research. 10;This study provides a clear roadmap for sales leaders to develop critically important skill sets needed for improving a sales force's performance and revenue generation capabilities. 10. Practical implications This study provides a clear roadmap for sales leaders to develop critically important skill sets needed for improving a sales force's performance and revenue generation capabilities. Social implications The social implications of the study make it clear that great sales leaders take great care of their workforces, develop their people, and demonstrate great character and integrity in the workplace. Originality/value This paper will identified nine specific leadership skills and practices required for high performance in this regard. Focus group findings will challenge the readers thinking on several key fronts while at the same time providing them with a punch list of critically important behaviors that can be targeted and developed. This information is important for both individual performers as well as those responsible for sales leadership development in their organizations.
6
Amir, Aden Hussein, and Stephen MA Muathe. "Strategic Change Management and Performance of Non-Governmental Organizations in Mandera County, Kenya." International Journal for Innovation Education and Research 6, no. 6 (June 30, 2018): 87–96. http://dx.doi.org/10.31686/ijier.vol6.iss6.1068.
Full textAbstract:
Organizational change is seen as any observation that is empirical in nature within a firm of any variations in form of quality, shape and state over time as a result of deliberate introduction of new acting, operating as well as the thinking. The general objective of this study was to establish the influence of strategic change management on NGO`s performance in Mandera County. The purpose of this study was to establish how organization structure influences on NGO`s performance in Mandera County, to examine the effect of leadership on NGO`s performance in Mandera County, finding the impact of organizational structure on NGO`s performance in Mandera County and to determine the effect of environment on NGO`s performance in Mandera County. The study design was a descriptive survey. The study targeted by the study was 215 people from two category groups’ thus county government employees and NGOs in Mandera County. The sample size for this study was 129 chosen randomly from the two groups which are 60% of the target population. Primary data was used exclusively in this research. Data collected in this study was analysed qualitatively and quantitatively. Before analysis, qualitative data was put together in terms of similar themes and presentation was done using graphs, charts and frequency distribution tables. In order to arrive at inferences content, analysis was used in a systematic and objective way to bring together message sought. On the other hand data collected quantitatively was analyzed by the use of correlations, descriptive statistics and linear regression analysis with the support of STATA software package used in social research. The output was presented on figures and tables. The study found a strong correlation coefficient between NGOs performance and organizational culture. There exists a significant positive relationship between leadership and NGOs performance in Mandera County. There was a positive correlation coefficient between NGOs performance in Mandera County and organization structure. There was a positive correlation between employee participation and NGOs performance in Mandera County. The study concludes that all dimensions of organization culture namely teamwork; communication, reward and recognition as well as training and development are important determinants of performance. Organizational culture is an important internal environmental aspect that can lead an organization either to succeed or fail. The study concludes organizational structures address the organization of work activities, including both personnel and production systems. That the absence of quality leadership in an organizational setting negatively affect performance and this leads to stagnation in organizational operations leading to missed organizational objectives. Employee participation not only get the involvement of employees but enhances the feeling that they matter in their opinion while at the same time provide valuable information required by the managers to make better and informed decisions in regards to implementing change. The study recommends further studies on effect of strategic change management on performance of public organization as well as profit making organizations so as to be able to compare the results.
7
Bogardus, Jason Allan, John Dibble, and John David Garvin. "Outcast conflict." CASE Journal 15, no. 6 (March 30, 2019): 528–44. http://dx.doi.org/10.1108/tcj-01-2019-0007.
Full textAbstract:
Research methodology The case was created via an interview of the protagonist. Case overview / synopsis The case describes the dilemma a young leader, Captain Bryson, faces after a few months in his new organization. Amid a routine meeting, two of CPT Bryson’s direct reports get into a verbal (and nearly physical) altercation over a relatively benign issue. CPT Bryson must decide how to handle the conflict at that moment. Further, the organization is resource constrained, so the personnel will be working in the same organization for at least the next six months. Therefore, CPT Bryson must try to diagnose the types and sources of conflict so that he can decide on how to manage the conflict in both the short and long terms. Complexity academic level This case is designed for use in undergraduate and graduate level courses on leadership and management. The case is useful for teaching lessons (or electives) on conflict management, developmental communication (counseling), emotional intelligence and power and influence.
8
Razdorskaya, I. M. "PERSONNEL MANAGEMENT IN CONTEXT OF ANALYSING THE PHARMACISTS’ PERSONALITY TYPES." Laboratornaya i klinicheskaya meditsina. Farmatsiya, no. 1 (2021): 22–28. http://dx.doi.org/10.14489/lcmp.2021.01.pp.022-028.
Full textAbstract:
Studies have been conducted to optimize the processes of personnel management in pharmacies, to determine the relationship between the type of a pharmacist’s personality and the availability of organizational and career competencies. In order to determine the competencies necessary for the work performed, the analysis of the specifics of the pharmacists’ work (at the examples of a manager, a pharmacist with higher education, and a pharmacist with secondary professional education) has been carried out. An expert assessment of the questionnaire has been made to assess the significance of five clusters of competencies (will and leadership, interpersonal communication, organizational and strategic skills, self-positioning) in relation to the specifics of the activities at the pharmacy. The relationship between the positions of specialists and the level of development of their competencies has been determined and expressed quantitatively (from 1 to 5 points). There is a low correlation between the indicators of the competencies of the managers and pharmacists. It confirms the need for differentiation in the formation of sets of competencies for training the specialists. Based on the Lominger competencies model and the results of expert research, the ‘Personality type – position’ matrix for a pharmacy’s manager has been constructed. A personality type was determined by means of the questionnaire of Myers & Briggs test. An algorithm for determining the optimal personality type of a candidate for the position of manager has been presented. Similar calculations can be made for pharmacists with higher education and pharmacists with secondary professional education. The data obtained make it possible to use them in the determination of a working place, hiring, and rotation of specialists.
9
Rygg, Lisbeth O., Hildfrid V. Brataas, and Bente Nordtug. "Introducing Videoconferencing on Tablet Computers in Nurse–Patient Communication: Technical and Training Challenges." International Journal of Telemedicine and Applications 2018 (October 18, 2018): 1–6. http://dx.doi.org/10.1155/2018/8943960.
Full textAbstract:
Background. This article examines personnel and patient experiences of videoconferencing (VC) trials on tablet computers between oncology certified nurses (OCNs) and patients with cancer who live at home. The study points to organizational pitfalls during the introduction process. In many different arenas, the use of VC has increased recently owing to improved Internet access and capacity. This creates new opportunities for contact between patients living at home and their nurses. Video conferencing presupposes knowledge about Internet access, training, and usability of technological equipment. The aim of this pilot study was to illuminate patients’ and nurses’ experiences of the technical functionality, usability, and training of tablet use in VC in primary cancer care. The results point to the drawbacks concerning the introduction of VC. Method. A pilot study with an explorative design was used to describe patients’ and OCNs’ experiences of technical functionality and usability of VC on tablet computers. After a three-month trial, data were gathered, focusing on both patients’ and nurses’ perspectives. Individual interviews with four female OCNs, aged 32–65 (mean 46), and six patients with cancer, two men and four women aged 49–78 (mean 69), were content-analyzed. Results. The analysis revealed two main categories: network connectivity and tablet usability and training and educational pitfalls. Conclusion. When planning VC implementation, the organizational leadership should consider network access and stability, as well as individualized VC training on tablets. Ensuring patient safety should also be a priority. Further research should provide knowledge of technological and educational pitfalls, and possible implications of VC on the care quality of nursing.
10
Roslan, Nur Hidayah, Haslinda Abdullah, and Maimunah Omar. "Emergency Operation and Coordination Center (EOCC) for Disaster Response Management." Journal of Social Sciences Research, no. 53 (March 28, 2019): 803–10. http://dx.doi.org/10.32861/jssr.53.803.810.
Full textAbstract:
Disaster management is often portrayed in negative rather than positive terms. Although, it is claimed that proper preparation for any disaster has been planned, it frequently fails to achieve positive outcomes from the planning itself. The emergency operation and coordination center (EOCC) which is the central point for all coordination and organising works is normally to be blamed for disaster response failure. Hence, the objective of this study is to examine issues with effective emergency operation and coordination center (EOCC) during disaster response. This study uses a qualitative research method. The researcher conducts an interview survey and focus group discussion for data collection in order to gain a comprehensive overview of the situation and understand the phenomena involved. The population for this study is infantry army officers. Purposive sampling is used such that only those personnel involved in disaster response are interviewed. This study found that the EOCC organization structure is clear and it follows the command and control military hierarchy. The leader with the relevant rank, having the experience and knowledge on managing disaster and having the respect and control from subordinates is appointed for the leadership role in the EOCC. However, inter-agency cooperation can be an issue as there is an overlapping of roles and responsibilities and inter-agency power struggle. Therefore, this issue leads to chaos and tension in the EOCC as there would be variance and inconsistency in the coordination and communication among infantry personnel and inter-agency.
11
Ajega, Pamela, and Phelgona Genga. "Strategy Implementation Practices on Performance of Solid Waste Disposal Management in Informal Settlements in Nairobi, Kenya." International Journal of Current Aspects 3, no. IV (July 11, 2019): 131–49. http://dx.doi.org/10.35942/ijcab.v3iiv.52.
Full textAbstract:
Solid Waste Management is a real and constant concern, which has led to the Nairobi County to develop a strategic plan to help improve the performance of solid waste management within the county. This study sought to investigate the effect of strategic implementation practices on solid waste disposal management in informal settlements in Nairobi, Kenya. The specific objectives included to investigate the effects of organizational culture on performance of solid waste disposal management in informal settlements in Nairobi, Kenya; to determine the extent to which organizational structure influence performance of solid waste disposal management in informal settlements in Nairobi, Kenya; to establish the effect of organization resources on performance of solid waste disposal management in informal settlements in Nairobi, Kenya and to assess the effect of leadership on the performance of solid waste disposal management in informal settlements in Nairobi, Kenya. The study adopted a descriptive survey research design. Primary data was collected using questionnaires that were pilot tested to ensure it collected valid and reliable data. The questionnaires were self-administered and the respondents were required to fill them and then they were collected to avoid contaminating responses. The study concludes that shared values made the staffs to work as a team realizing high performance on cleaning the environment, culture aimed at pulling resources to boost their operational effectiveness in managing of solid waste and adoption of organizational culture was a sign of commitment to the firm and its agenda. The structure emphasized the division in labor per specialization which had improved performance and coordination at the workplace enhanced the results of solid waste disposal. Leadership steered all staff towards improved performance and leaders had a clear communication channel that ensured high performance. The study recommends that consistent culture needs to greatly influence employee performance in the firm. Culture needs to be supportive of individual efforts leading to high performance in solid waste management and employees need to align their culture to the organizational strategies in order to improve their performance in management of solid waste. Organizational structure ought to aim at creating synergy between teams at the firm and employees’ opinions ought to be included in the decision-making process at firm level, which ought to boost morale. A team of experienced personnel ought to be present leading to high performance in solid waste management. Availability of machines and equipment ought to lead to improvement in management of solid waste disposal. Leaders need to ensure a conducive workplace to improve performance and leaders need to be competent in running solid waste disposal operations.
12
Lutchenko, V. G., A. I. Khorev, L. O. Zhitinskaya, N. M. Parshin, and S. V. Ionov. "The role of personnel in the development of innovative processes of the enterprise." Proceedings of the Voronezh State University of Engineering Technologies 82, no. 4 (January 20, 2021): 292–96. http://dx.doi.org/10.20914/2310-1202-2020-4-292-296.
Full textAbstract:
The article examines the role of personnel in the development of innovative processes. The following signs of the innovative potential of employees are distinguished: creativity, initiative, energy, ingenuity, persistence. Human resources at the disposal of an enterprise determine the nature and effectiveness of innovation processes. The most important resource of an enterprise is intellectual capital, not material resources. Unlike conventional assets, human resources as intellectual capital are largely invisible and therefore not reflected in the balance sheet. The organizational culture of an enterprise capable of attracting and retaining innovative workers must meet certain conditions. The factor of human resources is the most important factor associated with the search, recruitment, training, assessment of the effectiveness of employees, their certification and determination of competence and motivation is decisive for the formation of innovative development of the enterprise. The political factor is determined by the style of leadership, the nature of decisions made, the degree of control over orders, methods of punishment and rewards. Symbolic factor - associated with the way of forming a culture, teamwork, used existing values. The paper uses the four-factor model developed by Bolman and Deal to provide an enterprise with a workforce capable of generating ideas and innovating. The interaction of all segments of the innovation process at the enterprise is based, first of all, on personal communication and the generation of ideas by individual employees, which is supported by the enterprise management. In this regard, the personnel component of the innovation process is currently becoming key for the development of not only the analyzed subsidiary, but the entire Russian economy.
13
Zulihi, Zulihi, and Muhamad Yusuf. "BKMT Kota Jayapura Dalam Mengembangkan Majelis Ta’lim Tingkat Mesjid." POROS ONIM: Jurnal Sosial Keagamaan 1, no. 1 (June 30, 2020): 1–18. http://dx.doi.org/10.53491/porosonim.v1i1.22.
Full textAbstract:
BKMT Jayapura in carrying out its duties in fact there is still a majelis ta'lim has not been tracked by BKMT, even in the implementation of religious activities BKMT sometimes does not involve Majelis Ta'lim of Mosque level, so the contribution posed BKMT Jayapura is not yet felt. The research aims to determine the role of managers in developing the organization, the form of activities undertaken, and the inhibitory factor of activities conducted by BKMT Jayapura. The management of BKMT Jayapura is expected to be able to conduct communication with the founder of BKMT Jayapura so that the exchange process, understanding the information conducted between the Board with the founder of BKMT. The importance of norms communication, the value in the actions of its members conducting activities, there is no appreciation for managers who have a large contribution to the organization, planning the personnel, identifying the work, placing new members taken from the district level BKMT, implementing socialization on the new officers on the task, responsibility to be carried out. Training and development conducted for BKMT managers constraints of available funds, the contact between the board of BKMT Jayapura to know each other so as to facilitate managers interconnected, decision making is done individually, but some are done in a group. Decision making by the leadership of BKMT based on certain considerations, or based on the properties of its urgency, coordination is done if there is work done together, carrying out personal exchange between the managers in the body BKMT and with the caretaker in the province or BKMT at the district level.
14
Volkov, Boris, Jennifer Cieslak, Rachel Matthes, and Christopher Pulley. "3402 A High-Impact, Structured, Collaborative Approach to Implementing and Utilizing the Research Performance Progress Report (RPPR) for a Clinical and Translational Science Award." Journal of Clinical and Translational Science 3, s1 (March 2019): 137–38. http://dx.doi.org/10.1017/cts.2019.311.
Full textAbstract:
OBJECTIVES/SPECIFIC AIMS: This presentation will highlight a structured, collaborative approach to implementing and utilizing the RPPR process created at the University of Minnesota CTSI in response to the need to enhance the quality, efficiency, consistency, and utilization of annual program reporting. The approach is in line with the NCATS’s strategic objective that encourages all CTS organizations to “disseminate research results and best practices broadly, and promote a culture of openness, sharing and transparency” (NCATS, 2016, p. 19). Program activities that support translational processes and contribute to clinical outcomes are complex, nonlinear, and multidisciplinary (Smith etal., 2017). In this complex context, the meaningful engagement and reflection of program staff and collaborators is essential for all aspects of program planning, implementation, reporting, and dissemination. The University of Minnesota CTSI’s key objectives, goals, and uses of RPPR are as follows: - Develop, align, and leverage the RPPR to fulfill the accountability requirements, needs, and expectations of multiple stakeholders: NIH/NCATS, Internal Advisory Board and External Advisory Board, campus/hub, program staff and collaborators. - Engage the CTSA staff and collaborators as a team in multiple aspects of program reporting. - Inform strategic management, continuous improvement, monitoring and evaluation, organizational learning and dissemination to program stakeholders. - Translate the reported information into practical, evidence-based issues and strategic questions for the leadership discussions and advisory board consultations, actionable work plans, communication to stakeholders, organizational learning, and translational science knowledge base. METHODS/STUDY POPULATION: A case study of the programmatic/evaluative and methodological approach/technique development that resulted in a formal, structured, collaborative, transparent process with detailed guidelines, templates, and timelines. The process and content for reporting has been developed via a variety of methods and sources: specific funder (NIH) requirements, Huddle meetings, document/content/database analysis, reflection meetings with component staff, informal conversations, and observations. Preparation for the report began almost one year in advance, including careful analysis of the report requirements, developing user-friendly, detailed guidelines, templates, and examples. The guide templates and worksheets were created as a result of time spent navigating current instructions provided by NIH and NCATS. Timeline/project plan was developed with start and end dates for all of the moving parts along with identified responsible personnel for each of the tasks. A grid of the grant components and responsible personnel was designed to highlight the matrixed organization of the grant and the need to work across components to create single reports. The RPPR key categories have also been considered for incorporating and tracking in a program activity/customer tracking system for ongoing data management and use. As a complex translational science program, UMN CTSI has multiple initiatives, variables, and metrics to report. The program staff has been deeply engaged in the evaluative reflection to identify, prioritize, and incorporate into the RPPR the metrics that most useful to manage and describe CTSI processes, participation, products, and outcomes. Program components responded differently to the collaborative approach implemented. The M&E technical assistance was implemented in 3 different ways: components either did the M&E RPPR template themselves, with minimal M&E team assistance; responded to comments and information provided by the M&E team as a first step; or requested a significant level of assistance from M&E. Participants/partners in developing and using RPPR include CTSI program leadership and staff, administration, communication staff, M&E team, and our collaborators. RESULTS/ANTICIPATED RESULTS: The proposed comprehensive approach to the annual program performance reporting shows sound promise to enhance program staff engagement, report utilization, learning, strategic management, self-evaluation capacity, and continuous improvement within a clinical and translational science organization. DISCUSSION/SIGNIFICANCE OF IMPACT: This structured approach’s impact is significant in that it fills the current gap in the practice, literature, and methodology and offers a practical example of a “practice that works” for CTR (and other) organizations and programs striving to improve their reporting practices, staff engagement, learning, and program impact. Leveraging and synergizing the RPPR requirements and other complex, data-demanding obligations and needs can help the CTS programs move beyond the once-a-year compilation of project accomplishments and challenges to developing and sharing a thoughtful translational science program success story. References: National Center for Advancing Translational Sciences. (2016). NCATS Strategic Plan. NIH. Available at: https://ncats.nih.gov/strategicplan Smith, C., Baveja, R., Grieb, T., & Mashour, G. (2017). Toward a science of translational science. Journal of Clinical and Translational Science, 1(4), 253-255. doi: 10.1017/cts.2017.14
15
Lucas dos Santos, Geneia, Raquel Prá, Jhony Pereira Moraes, and Michelle Da Silva. "DIAGNÓSTICO ORGANIZACIONAL COMO FERRAMENTA ESTRATÉGICA NA GESTÃO DE PESSOAS – ESTUDO EM EMPRESA CATARINENSE DO RAMO IMOBILIÁRIO." Revista Visão: Gestão Organizacional 9, no. 2 (December 18, 2020): 155–67. http://dx.doi.org/10.33362/visao.v9i2.1731.
Full textAbstract:
A precedência de uma análise da situação organizacional interna é um requisito para realizar o planejamento de ações voltadas para a Gestão Estratégica de Pessoas que sustentem o atingimento da estratégia empresarial. Para tanto, as ferramentas de diagnóstico organizacional, como a proposta com Krausz (1994), são valiosas. Com base nesta constatação, surge o presente estudo com o objetivo de, através da aplicação da ferramenta citada, propor melhorias para os processos de Gestão de Pessoas de uma empresa de pequeno porte localizada na cidade de Caçador, Santa Catarina. Trata-se de uma pesquisa exploratória envolvendo a aplicação de um questionário (levantamento). Os resultados da aplicação da ferramenta demonstram a necessidade de atuação sobre aspectos como relacionamentos intra e interequipes, comunicação, liderança e clima organizacional, os quais são de significativa importância para garantir o comprometimento dos colaboradores com as metas organizacionais. Palavras-chave: Diagnóstico Organizacional; Gestão Estratégica de Pessoas; Clima Organizacional; Motivação; Relações Interpessoais. Abstract: The precedence of an analysis of the internal organizational situation is a requirement to carry out the planning of actions aimed for the People's Strategic Management, that sustain the achievement of the business strategy. To this objective, organizational diagnostic tools, such as the one proposed by Krausz (1994), are valuable. Based on this observation, the present study aims to propose improvements to the Personnel Management processes of a small company located in the city of Caçador, Santa Catarina, through the application of the mentioned tool. This is an exploratory survey involving the application of a questionnaire. The results of the application of the tool demonstrate the need to act on aspects, such as intra and intercompany relationships, communication, leadership and organizational climate, which have significant importance to guarantee the commitment of employees into organizational goals. Keywords: Organizational Diagnosis; Strategic Management of People; Organizational Climate; Motivation; Relationships.
16
Chen, Hong, Ping Yu, David Hailey, and Tingru Cui. "Validation of 4D Components for Measuring Quality of the Public Health Data Collection Process: Elicitation Study." Journal of Medical Internet Research 23, no. 5 (May 10, 2021): e17240. http://dx.doi.org/10.2196/17240.
Full textAbstract:
Background Identification of the essential components of the quality of the data collection process is the starting point for designing effective data quality management strategies for public health information systems. An inductive analysis of the global literature on the quality of the public health data collection process has led to the formation of a preliminary 4D component framework, that is, data collection management, data collection personnel, data collection system, and data collection environment. It is necessary to empirically validate the framework for its use in future research and practice. Objective This study aims to obtain empirical evidence to confirm the components of the framework and, if needed, to further develop this framework. Methods Expert elicitation was used to evaluate the preliminary framework in the context of the Chinese National HIV/AIDS Comprehensive Response Information Management System. The research processes included the development of an interview guide and data collection form, data collection, and analysis. A total of 3 public health administrators, 15 public health workers, and 10 health care practitioners participated in the elicitation session. A framework qualitative data analysis approach and a quantitative comparative analysis were followed to elicit themes from the interview transcripts and to map them to the elements of the preliminary 4D framework. Results A total of 302 codes were extracted from interview transcripts. After iterative and recursive comparison, classification, and mapping, 46 new indicators emerged; 24.8% (37/149) of the original indicators were deleted because of a lack of evidence support and another 28.2% (42/149) were merged. The validated 4D component framework consists of 116 indicators (82 facilitators and 34 barriers). The first component, data collection management, includes data collection protocols and quality assurance. It was measured by 41 indicators, decreased from the original 49% (73/149) to 35.3% (41/116). The second component, data collection environment, was measured by 37 indicators, increased from the original 13.4% (20/149) to 31.9% (37/116). It comprised leadership, training, funding, organizational policy, high-level management support, and collaboration among parallel organizations. The third component, data collection personnel, includes the perception of data collection, skills and competence, communication, and staffing patterns. There was no change in the proportion for data collection personnel (19.5% vs 19.0%), although the number of its indicators was reduced from 29 to 22. The fourth component, the data collection system, was measured using 16 indicators, with a slight decrease in percentage points from 18.1% (27/149) to 13.8% (16/116). It comprised functions, system integration, technical support, and data collection devices. Conclusions This expert elicitation study validated and improved the 4D framework. The framework can be useful in developing a questionnaire survey instrument for measuring the quality of the public health data collection process after validation of psychometric properties and item reduction.
17
Saharuddin, Tria Saputra, Satibi Satibi, and Tri Murti Andayani. "ANALISIS PERSPEKTIF PEMBELAJARAN DAN PERTUMBUHAN DALAM MENGUKUR KINERJA INSTALASI FARMASI RSUD A.M. PARIKESIT TENGGARONG KUTAI KARTANEGARA KALIMANTAN TIMUR DENGAN PENDEKATAN Balanced Scorecard." Jurnal Ilmiah Manuntung 5, no. 1 (June 19, 2019): 97. http://dx.doi.org/10.51352/jim.v5i1.234.
Full textAbstract:
Pharmacy Department A.M. Parikesit Regional General Hospital always working to improve the quality of service, analyses is need to find the performance in Pharmacy Department A.M. Parikesit Regional Public Hospital. The concept of the balanced scorecard is a performance evaluation tool that is comprehensive, coherent and relevant to be applied in hospitals for improving the performance of every aspect of total. The study to evaluate the performance Pharmacy Department A.M. Parikesit Regional General Hospital through learning and growth perspective. This research used non experimental case study arrangement research the explorative descriptive approach. Data collection was retrospective and prospectively in the form of quantitive data. Qualitative data was obtained by questionnaires, depth interview with the head of Pharmacy Departmen A.M. Parikesit. The quantitative data obtained through direct observation and personnel file. The results of research with the used balanced scorecard at a performance perspective learning and growth shown that: a. human capital: Good category productivity of employess, the level of employee productivity is 86.73%, the percentage of employees who received training in 2013, 2014 and from January to July 2015 is respectively for 15.38%, 32.25% and 97, 72%, the average value of the high category in morale, job satisfaction, knowledge, empskill and talent; b. information capital showed the average category of high on the aspect of information technology, a database and network, but need the information management system updates for support the management and drug reporting and need to improve communication with the customer network.; c. organization capital showed the value of the average category of high on the aspect of cultural organization ,leadership and alignment.
18
Kemp-Hesterman, Aaron, Scott Glick, and Jennifer Eileen Cross. "Reducing electrical energy consumption through behaviour changes." Journal of Facilities Management 12, no. 1 (January 28, 2014): 4–17. http://dx.doi.org/10.1108/jfm-02-2013-0006.
Full textAbstract:
Purpose – The purpose of this paper is to look at the effect of human behaviour, and efforts to change that behaviour, on electricity consumption in a high school setting. Design/methodology/approach – The study uses a mixed methods design of interviews and historical electrical use data to assess two treatments impacts on electrical consumption over time at two Fort Collins high schools. Findings – Both treatments, the energy efficiency awareness campaign and the energy efficiency charrette, were found to have a positive impact on decreasing levels of electricity consumption. Unfortunately, these decreases lessened over time. The key attributes of communication, motivation, and leadership were identified as necessary at the high school facilities level to ensure long-term success in decreased electrical consumption. Research limitations/implications – The implications of this research focus on awareness of energy use in public schools and how to use awareness as a cost-effective tool in decreasing electrical consumption. The limitations are the inability to isolate HVAC consumption loads and the small study size. However, this is one of, if not the first, effort to use awareness campaigns and charrettes in a high school setting to decrease electrical use. Additional research would answer questions like: how to increase the charrette impact time; could these programs be adopted district wide at all grade levels; how could energy awareness be institutionalized so periodic charrettes are not necessary? Limitations include the inability to isolate heating and cooling electricity loads from the data. Originality/value – This study is the first of its kind and has value to facilities management personnel, custodians, faculty and administration members, particularly in a high school setting. This research provides a framework and potential guidance for a school organization to conserve electrical energy and achieve cost savings and environmental benefits.
19
Penley, Larry E., and Brian Hawkins. "Studying Interpersonal Communication in Organizations: A Leadership Application." Academy of Management Journal 28, no. 2 (June 1985): 309–26. http://dx.doi.org/10.5465/256203.
Full text
20
Yuniati, Yuniati, Laksono Trisnantoro, and Dwi Handono Sulistyo. "Pelaksanaan Kebijakan DAK Non Fisik Bidang Kesehatan untuk Tenaga Kontrak Promosi Kesehatan di Kabupaten Sumbawa dan Kabupaten Sleman Tahun 2016." Jurnal Kebijakan Kesehatan Indonesia 6, no. 3 (September 1, 2017): 149. http://dx.doi.org/10.22146/jkki.v6i3.29667.
Full textAbstract:
ABSTRACTBackground : In order to support the global commitment in addressing the burden of non-communicable diseases, the government through the Ministry of Health set the one of the targets of the National Development Strategy Plan is the promotion and preventive service through the availability of health promotion personnel at the Puskesmas. To meet these needs the government issued a policy that is the Regulation of the Minister of Health No. 82 of 2015 on Technical Guidance Special Allocation Fund for Health Operational Support where one of financing is for promotive and preventive activities directed to finance one (1) contract health promotion workers. Aims : To analyze the implementation of the policy of Non-Physical Special Allocation Fund of 2016 to recruit Health Promotion Contract Workers for Puskesmas in Sumbawa and Sleman districts. Methods : A single case study study was established using Implementation Research carried out at the Health Office in Sumbawa and Sleman districts. Informants were interviewed using the Consolidated for Implementation Research (CFIR) framework as a guide in collecting and analyzing qualitative data. Result :The most dominant factor of CFIRs affecting the implementation of contract labor policies is the internal communication network, particularly the involvement of the management. Organizational needs are the reasons for implementing a policy, but this is not a major factor in the implementation of a policy. Meeting the needs of the organization is influenced by the involvement factor of the leader of the organization in this case the leadership commitment to the vision of the organization, the implementation is also influenced by the external communication network organization that is: advocacy, coordination and cooperation with cross-related sector. Conclusion : The policy of recruitment of contract workers in Sleman district was successfully implemented because the policy makers and implementers played a good role, while Sumbawa regency did not implement this policy because of the difference perception about the need of health promotion personnel between Puskesmas as implementer of policy and health department as policy maker which supervises the Puskesmas. Keyword : Implementation, outcome, DAK non-Physical policy, Contract force health promotion, Consolidated Framework for Implementation ResearchABSTRAKLatar belakang: Isu global tentang beban penyakit tidak menular menjadi salah satu dasar kebijakan nasional di bidang kesehatan. Penyakit tidak menular adalah penyebab 68% kematian di dunia dan sebagian terjadi pada negara berpenghasilan menengah ke bawah. Dalam rangka mendukung komitmen global pemerintah melalui Kementerian Kesehatan menetapkan salah satu sasaran Rencana Strategi Pembangunan Nasional (RPJMN) adalah upaya pelayanan promotif dan preventif dalam rangka menurunkan kejadian penyakit tidak menular yang dalam beberapa tahun terakhir berkembang pesat. Untuk memenuhi kebutuhan tersebut pemerintah melalui Kementerian Kesehatan mengeluarkan kebijakan yaitu Peraturan Menteri Kesehatan Nomor 82 Tahun 2015 tentang Juknis Dana Alokasi Khusus sebagai Bantuan Operasional Kesehatan dimana salah satu pembiayaannya adalah untuk kegiatan promotif dan preventif yang diarahkan untuk membiayai satu (1) orang tenaga kontrak promosi kesehatan. Tujuan untuk menganalisis pelaksanaan kebijakan Dana Alokasi Khusus Non Fisik Tahun 2016 untuk merekrut Tenaga Kontrak Promosi Kesehatan di Kabupaten Sumbawa dan Kabupaten Sleman Metode: Penelitian studi kasus tunggal terjalin dengan strategi pendekatan menggunakan Riset Implementasi ini dilakukan di Dinas Kesehatan di Kabupaten Sumbawa yang belum melaksanakan kebijakan Tenaga Kontrak Promosi Kesehatan dan Kabupaten Sleman yang telah melaksanakanya. Informan diwawancarai dengan menggunakan kerangka kerja The Consolidated for Implementation Research (CFIR) sebagai panduan dalam pengumpulan dan analisis data kualitatif. Partisipasi aktif pembuat keputusan kebijakan baik di Pusat maupun di Daerah ikut dilibatkan selama proses penelitian berlangsung, mulai dari penentuan topik, pertanyaan penelitian sampai pada pelaksanaan penelitian. Kata kunci: Implementasi, outcome, kebijakan DAK non Fisik, Tenaga Kontrak promosi kesehatan,Consolidated Framework for Implementation Research
21
Khaminkhiew, Lek, Somkid Sroinam, and Nawattakorn Homsin. "The Study of Competencies of Secondary School Principals in 21st Century." Public Administration Research 8, no. 2 (October 3, 2019): 1. http://dx.doi.org/10.5539/par.v8n2p1.
Full textAbstract:
This study aims to develop the competency indicators of secondary school principals in the 21st century and to examine the consistency of competency indicators structure model of secondary school principals in 21st century with empirical data. There are two stages in the process of research. Step 1 is conducting theoretical structure model of secondary school principals in the 21st century by documentary synthesis, gathering draft models of the theoretical indicators structure and the in-depth interview with nine experts were used to formulate a theoretical model. The instrument was the interview questionnaire titled, “the competency indicators of secondary school principals in 21st century”. Data is analyzed by applying interview results for data organizing, data displaying and interpretation, conclusion, and the summary of theoretical indicator structure model. Step 2 is the checking the consistency of structure model of competency indicators of the secondary school principals in 21st century. The population were 933 secondary school principals under the Office of Secondary Educational Service Area 19 – 33 in academic year 2017, and 500 of them were the samples selecting by Two-Stage Random Sampling. The instrument were created by using indicators and components obtained from Step 1 to create the 5 – rating scale questionnaire. Reliability value was .996 and data analysis use Computer Software.
The study findings were as follows: The competencies of secondary school principals in 21st century consisted of 6 core competencies and 23 sub-components including: 1) Modern management core components consists of 3 sub-components; Strategic change management, Empowerment of assigning decision responsibility, and Using resources efficiency, 2) Team work core components consists of 5 sub-components; Participative management, Cooperation, Accompany with assigning strategic and goal setting, Creating mutual trust and Communication, 3) Individual and personnel development core components consists of 3 sub- components; Emotional management, Self and personnel understanding, and Ethics and virtue, 4) Administrative Innovation for development core components consists of 4 sub- components; Creating innovation management, Using technology for management, Making organization of learning, and Knowledge management, 5) Thinking development core components consists of 4 sub-components; Creative thinking, Critical thinking, Analytical thinking and Systems thinking, 6) Academic leadership core competency consists of 4 sub-components; School Curriculum development, Learning process development, Supervision in school ,and Student development and then the adjusted model is good consistent with empirical data, considering from the chi-square test which is statistically significant at 176.06, with no statistical significance, df = 153. Chi-Square is 0.15 GFI, 0.97 AGFI is 0.95 CFI = 1.00 SRMR is 0.02, RMSEA is 0.02, and CN is 552.38. It shows that the Equation of Equation Consistent with empirical data.
22
Hamrin, Solange, Catrin Johansson, and Jody L. S. Jahn. "Communicative leadership." Corporate Communications: An International Journal 21, no. 2 (April 4, 2016): 213–29. http://dx.doi.org/10.1108/ccij-05-2015-0025.
Full textAbstract:
Purpose – The purpose of this paper is to enhance the knowledge of how leadership concepts are embraced by leadership actors and perceived to influence relationships between leaders and co-workers. Specifically, the authors aim to investigate how leaders and co-workers discursively construct the concept of “communicative leadership” and its practices and perceive that communicative leadership influences relationships, work processes, and agency. Design/methodology/approach – The authors analyzed interviews with leaders and co-workers in two Swedish business organizations about their understandings and experiences of leadership. Findings – Communicative processes that enhance co-worker agency, defined as a capacity to act; include: facilitating autonomy, sharing responsibility, and mutual participation. Relational and discursive leadership processes such as responsiveness and dialogue were seen to enhance mutual participation in both organizations. Broader Swedish cultural macro discourses shaped the leader/co-worker relationship, making agency a relational accomplishment rather than an individual phenomenon. Research limitations/implications – This study relies on data from individual and focus group interviews, rather than direct observation of leadership processes. Practical implications – Findings suggest that organizations would benefit from making explicit their goals and expectations for communicative leadership in their respective social and cultural contexts. Originality/value – The authors provide new theoretical and empirical knowledge of leaders’ and co-workers’ discursive construction of a leadership concept; leadership communication research in the Swedish context; empirical research on communicative leadership as an empowering form of leadership communication; and how leadership communication discourse on a micro level is connected to organizational and macro-social cultural levels.
23
Guenzi, Paolo, and Federico Panzeri. "How salespeople see organizational citizenship behaviors: an exploratory study using the laddering technique." Journal of Business & Industrial Marketing 30, no. 2 (March 2, 2015): 218–32. http://dx.doi.org/10.1108/jbim-01-2013-0026.
Full textAbstract:
Purpose – The purpose of this paper is to more thoroughly investigate the role of organizational citizenship behaviors (OCBs) in sales force settings and the reason why salespeople should practice OCBs. In fact, in spite of the huge body of literature on OCBs and their impact on performance, some important knowledge gaps still remain to be filled. Inconsistent and unexpected findings are particularly apparent in the relatively few studies investigating OCBs in sales forces. The authors argue that some specific characteristics of the selling job and related tasks make the analysis of the practice of these behaviors in the sales context particularly interesting. Design/methodology/approach – The authors explore which OCBs salespeople engage in, and analyze the perceived consequences of such behaviors using means-end theory and the laddering technique. They apply means-end theory and the laddering technique to interview a sample of salespersons from three companies operating in different business-to-business settings. Findings – The end result of the empirical analysis is the hierarchical value map showing a set of linkages among OCBs and their perceived consequences. In the perceptions of salespeople, OCBs play a strong utilitarian role in that they facilitate personal goal attainment. In salespeople’s minds, there are no relevant trade-offs between OCBs and task-performance as long as the former can be used to improve the latter. For salespeople, the path from OCBs to performance may vary, depending on whether the performance in question is organizational, individual or customer-focused. Finally, some OCBs apparently contribute to creating customer trust in the salesperson. Research limitations/implications – The findings add some interesting insights to the discussion regarding some controversies in OCBs literature, especially the interplay of contextual performance and task performance. Practical implications – Various types of OCBs can be encouraged through different managerial interventions. As an example, altruism can be fostered by appropriate recruiting criteria (e.g. using “attitude toward teamwork” as a key personnel selection factor), and by training initiatives and leadership style. Altruism can also be stimulated by an adequately designed organizational structure (e.g. team-based) as well as by adopting appropriate integration mechanisms that facilitate interpersonal and interfunctional cooperation. Sales managers can foster some OCBs by promoting knowledge sharing and reciprocal learning among members of the sales team, and by emphasizing the positive consequences of OCBs in all communication with salespeople. Originality/value – Findings from this study challenge some widespread assumptions about OCBs in general. In fact, most of the literature holds that OCBs are an example of prosocial behaviors. Actually, the findings suggest that in the specific case of salespeople, OCBs are ultimately self-directed, for the most part.
24
Parker, Patricia S. "African American Women Executives’ Leadership Communication within Dominant-Culture Organizations." Management Communication Quarterly 15, no. 1 (August 2001): 42–82. http://dx.doi.org/10.1177/0893318901151002.
Full text
25
Rynkevich, Natalya. "Development of organizational culture in the management system of the food industry enterprises." Agricultural and Resource Economics: International Scientific E-Journal 6, no. 1 (March 20, 2020): 123–45. http://dx.doi.org/10.51599/are.2020.06.01.09.
Full textAbstract:
Purpose. The purpose of the article is a marketing research of the peculiarities of the organizational culture of the food industry enterprises and the identification of tendencies, problems and prospects of its development in the current economic conditions in Ukraine.
Methodology / approach. Dialectical method of scientific cognition, complex, systematic, logical approaches were used to achieve this purpose and to solve certain problems. During the research, general scientific methods of abstraction and analogy, induction and deduction, analysis and synthesis, generalization, structural-logical, economic-statistical, mathematical-statistical, expert surveys were applied.
Results. The results of the expert survey are presented as a method of empirical research in order to identify current problems, barriers, features, tendencies and ways of developing the organizational culture of the food industry in Ukraine. The barriers that impede the effective development of the organizational culture of enterprises include the following: functional disruptions impede data sharing; lack of digital platforms for managing large databases; lack of digital competence of staff; lack of a well-defined definition of customer orientation; misunderstanding of the essence of the client-oriented approach to the formation of organizational culture; the inability of the company to communicate with customers. It is established that the main obstacles to the transformation of the organizational culture of companies in terms of digitization of the economy are: low level of employee involvement; lack of financial resources; imperfection of organizational structure; lack of clear vision and support for leadership; misunderstanding of digital trends; not making necessary changes to the organizational culture; underdevelopment of IT infrastructure; lack of digital skills; lack of databases.
It is proved that there is a direct correlation between the organizational culture of enterprises and financial results. Expert assessment of the influence of endogenous factors on the development of organizational culture of enterprises and the intensity of use of channels of internal communication. Indicators that reflect the characteristics of the organizational culture of enterprises have been identified and calculated. The calculations showed that the level of development of organizational culture at the surveyed enterprises is average and is 0.529. It should be noted that the level of development of organizational culture of food processing enterprises is significantly influenced by such indicators as «Empowerment» (0.663), «Strategic direction and intentions» (0.620), «Teamwork orientation» (0.593), «Objectives and Tasks» (0.570), «Vision» (0.567). However, food companies pay insufficient attention to organizational staff training, employee training, the ability to change under the influence of exogenous factors, and the application of a customer-centric approach to customer service.
Originality / scientific novelty. On the basis of Denison’s methodology, the methodical approach to the assessment of organizational culture of the food industry enterprises has been improved. Approbation of the proposed approach showed that the interviewed enterprises have an average level of development of organizational culture (0.505), since the value of the integral indicator is in the range of 0.51–0.75.
Practical value / implications. Priority directions of improvement of development of management of organizational culture of food industry enterprises are offered, implementation of which will contribute to optimization and automation of personnel management processes, increase of productivity of employees, increase of profitability level from sales of products, improvement of quality of logistic service and level of customer service.
26
Julimar. "FAKTOR-FAKTOR PENYEBAB RESIKO JATUH PADA PASIEN DI BANGSAL NEUROLOGI RSUP DR. M DJAMIL PADANG." Photon: Jurnal Sain dan Kesehatan 8, no. 2 (April 30, 2018): 133–41. http://dx.doi.org/10.37859/jp.v8i2.735.
Full textAbstract:
The risk of falling is possible for someone to fall which can cause physical injury that is generally caused by environmental and physiological factors that can result in injury. The incidence of the risk of falls that occurred in the Hospital Dr. M Djamil in 2015 as much as 0.5%. The incidence of the risk of falling inIndonesia in January to September 2012 amounted to 14%. The high likelihood that a patient runs the risk of falling is influenced by several factors, one of which factors from the patient's own. The purpose of this study to find out what are the factors that greatly affect the safety of patients, especially in thedepartment of neurology ward. Dr. M Djamil Padang. This research was conducted in July-August 2016 for the department. Dr. M Djamil Padang. This research uses descriptive analytical method. The population in this study were nurses who are specifically in the department of Neurology ward. Dr. M Djamil Padang with a sample size of 16 people were taken by total sampling. Data collection tool is a questionnaire. Processing of data by editing, coding, data entry, and tabulating. Analysis of the data used univariate data analysis. The results of this study found that the factors that cause the risk of falls in patients include: more than half (75%) of respondents rate the organization and management of high factor, more than half (68.75%) of respondents valued the work environment factors, most of all (94%) of respondents rated high factor of the team, more than half (75%) of respondents rated higher personnel factor, less than half (37.5%) of respondents low duty factor, all (100%) of respondents rated high patient factors, and more than half (56.25%) of respondents low rate communication factor. For nurses who value high ratings may be influenced by the style of good leadership in taking any decision, the existence of good cooperation between the heads of the room with the nurse, and their examination environment around the patient. Researchers suggested that nurses still maintain good performance in carrying out its duties and researchers expect that number causes the risk of falling in the neurology ward, especially Hospital Dr. M Djamil Padang reduced.
27
Choi, Jounghwa, and Yoonhyeung Choi. "Behavioral dimensions of public relations leadership in organizations." Journal of Communication Management 13, no. 4 (November 13, 2009): 292–309. http://dx.doi.org/10.1108/13632540911004588.
Full text
28
Jiang, Hua, and Yi Luo. "Crafting employee trust: from authenticity, transparency to engagement." Journal of Communication Management 22, no. 2 (May 8, 2018): 138–60. http://dx.doi.org/10.1108/jcom-07-2016-0055.
Full textAbstract:
Purpose The purpose of this paper is to propose and test a model examining how three influential organizational factors – authentic leadership, transparent organizational communication, and employee engagement – are linked to employee trust. Design/methodology/approach This study conducted an online survey on a random sample of 391 employees across different industry sectors in the USA. Findings Authentic leadership, transparent organizational communication, and employee engagement directly and significantly influenced the level of trust that employees have toward their organizations. Authentic leadership indirectly impacted employee engagement through transparent organizational communication. Authentic leadership also indirectly affected employee trust via the presence of transparent organizational communication and employee engagement. Practical implications The study informs communication managers and organizational leaders with the importance of integrating authentic leadership and transparent communication skills, strategies, and tactics in various training and mentoring workshops. Creating a motivating, nurturing, and transparent organizational environment contributes to employee engagement and trust. Originality/value This study examines the drivers of employee trust by testing the effects of employee engagement, authentic leadership, and transparent organizational communication.
29
Brodda, Joachim. "Knowledge-Driven Production and Qualification: Key Factors for Sustainable Productivity." Journal of Ship Production 20, no. 02 (May 1, 2004): 100–106. http://dx.doi.org/10.5957/jsp.2004.20.2.100.
Full textAbstract:
Shipyards in recent years continuously invested in high-technology system solutions for engineering, design, construction, and other areas of ship production. These innovations dramatically changed the working process with substantial impact on the workforce, especially on the requirements on skills for individual employees. As a consequence, the level of low-skill employment is constantly decreasing in shipbuilding, and the shipbuilding industry increasingly faces the difficulty of finding skilled and suitable personnel. This gap must be overcome through suitable qualification and training of the existing workforce in close connection to the innovation measures. The challenge must be taken seriously by the individual shipyards and the industry sector as a whole. The full exploitation of knowledge-driven production in terms of productivity improvements and cost savings very much depends on targeted structural and organizational measures of the shipyards. This paper discusses results of a strategic study performed in Germany based on discussions with four shipyards that have worked within the context of knowledge-driven production and qualification in shipbuilding. The study includes an evaluation of so-called "soft skills" and recommendations for targeted measures in the shipbuilding industry. In brief, the analysis has shown that the success of technical innovation depends on the people involved, especially when system integration is a key issue. A structural change in the demand profile for all employees toward a broader shipbuilding competence can be seen. This is characterized by demands for higher individual competency in information and communication (technical and social); knowledge of systems, contexts, the overall process, and integration of functions; and project management and leadership. The relative significance of these skills is increasing in relation to technical skills, which of course have to be of high standards. This trend can be verified through a trend toward more outsourcing and automation, which become feasible and manageable through knowledge-driven technologies. Strategic tasks and qualification needs derived from that situation provide a real challenge to the successful management of shipyards in industrialized countries. Shipyards are differently prepared for that, often within the context of their experiences in knowledge-driven production technologies. The paper proposes a portfolio for the classification shipyards in levels of high technology implemented and level of "soft skills" achieved, allowing a justification of the right transition policy. Finally, the paper gives some recommendations for individual and industry wide measures, which may provide some guidance for suitable future activities in this field.
30
Na, Ji-Ha, and Eun-Jun Park. "The Effect of Shared Leadership and Organization Trust on Communication of Beauty Artists." Journal of the Korean Society of Cosmetology 27, no. 4 (August 31, 2021): 859–67. http://dx.doi.org/10.52660/jksc.2021.27.4.859.
Full textAbstract:
In this study, we aim to explore the direction of communication that increases organizational trust through shared leadership within beauty organizations, supplementing existing leadership research while providing opportunities for further research, and research on leadership and organizational communication methods suitable for current beauty management environment. The subjects of this study were 584 copies of beauty care workers in Seoul and Daejeon were finally used as analysis data. As a results, this study examined the relationship between shared leadership, organizational trust, and communication of beauty workers, and found that both shared leadership and organizational trust are related to communication, and we cannot help but emphasize the importance of leadership, trust and communication to improve management performance. Based on this study, it is believed that if beauty managers directly apply it to organizational members, they will set more clear goals and produce better results.
31
Dutta, Debalina. "Women’s Discourses of Leadership in STEM Organizations in Singapore: Negotiating Sociocultural and Organizational Norms." Management Communication Quarterly 32, no. 2 (September 26, 2017): 233–49. http://dx.doi.org/10.1177/0893318917731537.
Full textAbstract:
The study explores how women in science, technology, engineering, and math (STEM) careers in Singapore discursively construct leadership. Drawing from 42 in-depth interviews with women in STEM careers, the study examines women’s discourses of leadership, articulating patriarchal sociocultural and organizational norms that serve as barriers to women’s access to leadership positions in STEM. The analysis elucidates the negotiations of work–home pressures shaped by patriarchal gender roles, culturally constituted organizational perceptions of women and their leadership potential, and gendered discourses of leadership as the key themes reflecting the experiences with and understandings of leadership among women in STEM. Particularly salient are the double binds that women experience, reflecting, for instance, Asian cultural norms about gendered performance that foreground women’s roles in face saving and discourses of leadership that call for aggressiveness. Moreover, women experience gendered stereotypes about their content-based competence in STEM areas, further impeding the opportunities available for them to lead in STEM careers.
32
Simonsson, Charlotte, and Mats Heide. "How focusing positively on errors can help organizations become more communicative." Journal of Communication Management 22, no. 2 (May 8, 2018): 179–96. http://dx.doi.org/10.1108/jcom-04-2017-0044.
Full textAbstract:
Purpose The purpose of this paper is to gain new knowledge of how organizational errors can be used to early detect signals of impending crises and thereby develop internal crisis communication. Three communication processes – organizational culture, leadership and learning – that are particularly important for the development of internal crisis communication are focused. The paper also discusses what kind of learning error management supports, and suggests how crisis communication as a practice can be developed. The thesis is that intensified work of improving internal crisis communication is a vital step of becoming a communicative organization, where all coworkers are understood and act as strategic communicators. Design/methodology/approach This empirical study is part of a three-year research project on internal crisis communication within a Swedish university hospital. This paper is based on a sub-study with 37 qualitative semi-structured interviews with nurses, physicians, managers and crisis management specialists within the hospital. Findings The paper offers knowledge about how internal crisis communication can be developed by focusing on errors as resource to anticipate a crisis and as material for organizational learning. Coworkers are mainly focused in the article and are seen as important sources and strategic communicators. It is further emphasized that error management is not a matter of technological solutions, but rather a question of communicative aspects of leadership and organizational culture. Practical implications It is suggested that initiatives to develop internal crisis communication is an important step for organizations in becoming communicative organizations, and communication professionals have an important role to facilitate this development. Originality/value This paper gives a new understanding of internal crisis communication and the importance of leadership and culture.
33
Klopotan, Igor, Trina Mjeda, and Petar Kurečić. "Exploring the Motivation of Employees in a Firm: A Case-Study." Business Systems Research Journal 9, no. 1 (March 1, 2018): 151–60. http://dx.doi.org/10.2478/bsrj-2018-0012.
Full textAbstract:
Abstract Background: General concept of motivation, which include the motivational techniques and human resources management as a prerequisite for the most important intangible asset is related to the company performance. Objectives: we build on the conceptual model examining the respondents’ attitudes about the influence of various parameters on better business performance and work atmosphere. In addition, we also examine the attitudes towards the impact of motivation, company management, and communication on employee satisfaction. Methods/Approach: Difference in the perception of essential parameters such as motivation, communication, leadership model, and personnel management within a company, over groups of respondents differentiated by gender and age is tested using Kolmogorov-Smirnov test. Results: The results obtained by this research conducted from an employee point of view, detect the difference in the perception of the parameters of motivation, communication, leadership and personnel management, and their impact on employee satisfaction. Conclusions: Our empirical research results clearly pinpoint the link between successful application of motivational techniques, quality of the leadership and employee satisfaction.
34
Jamal, Jamilah, and Hassan Abu Bakar. "The Mediating Role of Charismatic Leadership Communication in a Crisis: A Malaysian Example." International Journal of Business Communication 54, no. 4 (February 23, 2015): 369–93. http://dx.doi.org/10.1177/2329488415572782.
Full textAbstract:
This study develops a model to advance research on public organization reputation by integrating crisis responsibility with charismatic leadership communication. Based on situational crisis communication theory, the model was tested using structural equation modeling with data obtained from a sample of 383 employees of public organizations in Malaysia. The mediation model indicated that the dynamic mechanism of charismatic leadership communication partially mediated the relationship between crisis responsibility and perceived organizational reputation during a crisis. These findings validated the proposed model and, in particular, confirmed empirically the central role of charismatic leadership communication processes in organization. This study provides insights into the role of charismatic leadership communication in the organizational reputation processes. The model established can serve as an instructive guide for both organization and corporate leaders in managing a crisis and reputation. A practical implication of the findings is that, during a crisis, a crisis leader should engage in charismatic leadership communication effectively to mitigate the crisis impact and strengthen organizational reputation. More important, the findings indicate that charismatic leadership communication contributed to organizational reputation explicitly brought charismatic leadership communication to the forefront of organizational reputation management.
35
Sheer, Vivian C. "In Search of Chinese Paternalistic Leadership." Management Communication Quarterly 27, no. 1 (September 5, 2012): 34–60. http://dx.doi.org/10.1177/0893318912458212.
Full textAbstract:
Extant empirical research fails to support the popular belief that paternalistic leadership (PL) style is a basic characteristic in Chinese organizations. In search of empirical evidence of PL as a practicing style, surveys were conducted with employees from small Chinese family businesses (CFBs) in mainland China and Hong Kong (HK). In the China sample, PL’s three dimensions (authoritarianism, benevolence, and morality) were internally convergent; managers exhibited reasonably high levels of PL, and PL as a whole predicted positive employee-perceived outcomes. In the HK sample, however, PL’s three dimensions showed inconsistent correlations, greatly similar to the extant findings. Consequently, PL as a whole could not be analyzed for that sample. Findings suggest that PL may be restricted only to CFBs in China. Management communication implications are discussed.
36
Moreno, Angeles, Cristina Navarro, and Mariam Alkazemi. "How the public and public relations professionals interpret leadership in Spain." Corporate Communications: An International Journal 23, no. 1 (February 5, 2018): 84–99. http://dx.doi.org/10.1108/ccij-11-2016-0076.
Full textAbstract:
Purpose The purpose of this paper is to compare the perspectives of public relations professionals against those of the general public in Spain with respect to which communications activities and organizational attributes are relevant to the leadership images of organizations, and what are the characteristics of effective leaders. Design/methodology/approach This study combines data from the European Communication Monitor (ECM) with the results of a representative online survey carried out by the global market research company IPSOS. Findings Results show that the general public sees TV interviews as well as TV advertising as communication tools with the biggest potential to shape the leadership image of organizations. When it comes to the attributes of effective leaders, communication professionals overestimate the role of an organization’s vision, while the population much more stresses basic attributes like leading by example and admitting mistakes. PR practitioners underestimate customer service and environmental responsibility and tend to favor more abstract attributes like innovation and CSR. Research limitations/implications This paper touches only four sections of the ECM 2014/2015. Participant fatigue may have negatively impacted the quality of the data. A large sample of professionals was approached, but a much small number initiated and completed the online survey. The size of the sample of communication professionals makes it difficult to generalize the results. In addition, future research should extend the study to different groups of stakeholders, such as employees, investors, and suppliers. Practical implications While organizations face intensive pressure from evaluation by their stakeholders, discrepancies between the expectations of the general public in regard to leadership negatively affects the communicator’s work to position organizations in society, as well as CEOs and top executives as leaders. On this regards, getting closer to what the population expects will help to understand and improve leadership perceptions. Originality/value Very little work has been done in Spain regarding to leadership in public relations or public relations professional’s perceptions about leadership. Most research published to date has focused on the leader’s position in the company, participation in management levels, types of responsibilities assumed and their relative influence and leadership style. Even fewer public relations studies have tried to identify the communication activities that are relevant to the leadership image of organizations and compare the perspectives of public relations professionals on leadership against those of the general public. This dearth of knowledge about stakeholder expectations negatively affects the communicator’s work to position organizations and executive leaders in society.
37
Udin, Udin, Sri Handayani, Ahyar Yuniawan, and Edy Rahardja. "Leadership Styles and Communication Skills at Indonesian Higher Education: Patterns, Influences, and Applications for Organization." Organizations and Markets in Emerging Economies 10, no. 1 (May 28, 2019): 111–31. http://dx.doi.org/10.15388/omee.2019.10.00006.
Full textAbstract:
The main purpose of this study is to examine the relationships among leadership styles, communication skills, and employee satisfaction and investigate the potential of women in positions of leadership to support the practice of equal employment opportunities in organizations. Data were collected from 200 self-administered surveys using questionnaires administered to employees at three private Islamic universities in Semarang, Indonesia. Regression analysis was used to test the hypotheses. The results show that leadership styles and communication skills have a significant effect on employee satisfaction. However, on the basis of employee perceptions, this study reveals no significant difference in leadership styles and communication skills between male and female leaders.
38
Horila, Tessa, and Marko Siitonen. "A Time to Lead: Changes in Relational Team Leadership Processes over Time." Management Communication Quarterly 34, no. 4 (August 10, 2020): 558–84. http://dx.doi.org/10.1177/0893318920949700.
Full textAbstract:
This study analyzes how team members perceive changes in relational leadership processes over time. Interview data from three virtual teams ( N = 18) were analyzed using qualitative thematic analysis. The findings illustrate how ideals of well-functioning leadership and teamwork communication can differ both between and within teams at different times. Team members may perceive benefits of the passage of time in teamwork, including experienced closeness, adjustment, and clarification of practices, as well as challenges such as rigidity and historical baggage. Organizations and teams may experience a shift in the ideals of leadership, but adapting to and adopting new forms of leadership over time may not be unproblematic. The findings also highlight how relational leadership is neither stable nor linear in its development. Overall, the study contributes to leadership and team research by increasing understanding of the relational construction of leadership among naturally occurring teams and by challenging assumptions about how leadership and time are perceived by team members. The implications of studying subjective time in connection with relational leadership are discussed.
39
Hall, Maurice L. "Constructions of Leadership at the Intersection of Discourse, Power, and Culture." Management Communication Quarterly 25, no. 4 (December 13, 2010): 612–43. http://dx.doi.org/10.1177/0893318910389432.
Full textAbstract:
This study uses discursive leadership as a framework for analyzing the sense-making narratives of managers in the Caribbean island of Jamaica. The study analyzes whether or how these Jamaican managers see themselves as acting to develop organizations that are culturally indigenous in the context of dominant national colonial and neocolonial cultural Discourses that seek to marginalize local forms of cultural expression and innovation. Data from the study suggest that asking managers to make sense of the cultural context in which they practice leadership reveals connections between culture, leadership, and communication. The study also reinforces the important role control and agency play in our understanding of leadership.
40
Et.al, Tariq Saeed Khalfan Barshoud Almarshoodi. "Crisis Management, and Charismatic Leadership Communication as Antecedents to the Organizational Reputation." Turkish Journal of Computer and Mathematics Education (TURCOMAT) 12, no. 3 (April 10, 2021): 2948–58. http://dx.doi.org/10.17762/turcomat.v12i3.1326.
Full textAbstract:
The aim of this study is to measure employees’ perceptions of UAE police’s reputation. Even though these perceptions are formed in the public domain, this study focused on the public sector employees’ evaluation of the Commission’s reputation and credibility. This is solely because they work in it and will be directly affected by negative perceptions, as evident in most alternative media and blogs. Like many other organizations, employees and other internal stakeholders know the organization better than the outsiders, so measuring their perceptions is essential. This study attempts to reflect how UAE police, through its charismatic leadership communication and organizational credibility, earns the trust and confidence of its employees in times of crisis, which is further reflected in its reputation. The present study chooses the situational crisis communication theory to develop its theoretical framework. Originating in attribution theory, the SCCT has been widely used in crisis communication research to test the link between crisis situation and crisis response strategies. The study has employed the SEM-PLS is statistical technique for the analysis of the data. The findings of the study have provided support to the hypothesized results.
41
Hamidifar, Fatemeh, and Mansoureh Ebrahimi. "Academic Leadership in a Private University: An Iranian Case Study." International Education Studies 9, no. 5 (April 26, 2016): 193. http://dx.doi.org/10.5539/ies.v9n5p193.
Full textAbstract:
<p class="apa">This study explores effective academic leadership as well as hindrances within Iran’s private higher educational institutions. The author employed a qualitative approach that utilized purposive sampling to collect and analyze data. Findings were categorized into three classes comprising the (i) setting of direction, (ii) organizational and (iii) staff development at three administrative levels: central office, branch office and faculty personnel. Obstacles confronting effective academic leadership were identified as (i) centralization of power; (ii) bureaucratic hierarchy; (iii) budgetary restraints; (iv) ineffective interaction including ineffectual communications as well as social, political and cultural interventions; and (v) unqualified staffing policies that eschewed meritocracy. This study reveals that the functional purview of an effective academic leader is to drive an institution’s vision forward towards achievement and define its mission and objectives. Moreover, it signifies an indispensable need for academic leadership development programs that incorporate, protect and support scientific management skills based on sound moral values, mutually established trust, collegial respect, and the application of transactional cum transformational governance methods in teaching, learning and research.</p>
42
Pletsan, Khrystyna Vasylivna. "DEVELOPMENT OF SIGNALS OF SUCCESS OF CAREERS OF THE FACTOR SOCIO-CULTURAL SPHERE." UKRAINIAN ASSEMBLY OF DOCTORS OF SCIENCES IN PUBLIC ADMINISTRATION 1, no. 13 (August 27, 2018): 157–70. http://dx.doi.org/10.31618/vadnd.v1i13.143.
Full textAbstract:
The article analyzes the state and problems of the development of the synergy of the career success of a specialist in the socio-cultural sphere. The main aspects of career development formation are highlighted, attention is paid to the definition of “career specialist’s success” as a process of development, implementation and decision making on the basis of human-centeredness, motivation, self-development and self-realization, a system of professional knowledge, skills and skills that provides professional development, achievement of goals and satisfaction with professional activity.The synergy of career success of a specialist as a targeted activity of a specialist in the socio-cultural sphere in relation to the achievement of the goals and objectives of professional activity was characterized. The preconditions for the career success of a specialist in the socio-cultural sphere have been argued and outlined. In particular, the presence of special features of the cognitive and intellectual spheres, providing a reflection of the activity; developed intellect; high ability to goal-setting; wide horizons; morality; personal maturity, supporting the desire for constant self-development, self-improvement; ability to self-control, self-control and self-realization. Factors, factors, indicators, criteria, components are analyzed. Functions of the career success of specialists in the socio-cultural sphere. The relevance of the management of the success of a career in a specialist in the socio-cultural environment has been substantiated through the implementation of the relevant cycles: professional definition → professional education → selection for the position → professional adaptation → career development planning → professional development → professional development → evaluation of the results of professional activity. It is proved that the success of the career of specialists of the socio-cultural sphere is formed, in accordance with the general laws of development, which contain creative and innovative principles of professional and personal growth. The corresponding subsystems of career success of the specialist of socio-cultural activity, namely: personnel, organizational, personal, and cultural-ethical subsystems, are determined. It is noted that due to the functions of the involved subsystems and associated career orientations, the specialist of the socio-cultural environment, given their interaction and interrelationship taking over the nature of the mutual perception of the activities of these elements, you can get the programmed result — the success of a career. It is substantiated that in order to achieve the success of a career, a specialist in the socio-cultural sphere must possess the appropriate complex of competencies. Namely: the definition of the direction of activity and vision; effective communication; decency and justice; delegation of authority; strategic thinking; making managerial decisions; analytical thinking; skills of working with information; innovation; leadership; professional experience; improvement of activity; change management; demanding possession of knowledge and skills of self-management; ability to make the most of their own abilities; stress management; self-confidence, decisions taken; ability to work in a team; creativity (the ability to creatively approach the decision of managerial tasks, the tendency to improvisation); responsibility; self improvement; organizational skills; trust; conflict management; rational resource management; criticality; orientation to the result. The conclusion is made that the synergy of the career success of specialists in the socio-cultural sphere can be presented in the form of such a structural process: a successful specialist → self-improvement and self-realization of a specialist → creative and innovative principles of professional development of a specialist → human centered dimension of the socio-cultural sphere → achievement of the determined goals and goals of the specialist → measure of goals and goals → synergy of success and career specialist socio-cultural environment.
43
Wang, Chong, and Peter Wilson Cardon. "The networked enterprise and legitimacy judgments: why digital platforms need leadership." Journal of Business Strategy 40, no. 6 (November 18, 2019): 33–39. http://dx.doi.org/10.1108/jbs-04-2019-0073.
Full textAbstract:
Purpose In recent years, scholars, business practitioners and consultants frequently talk about building the networked enterprise. The purpose of this paper is to examine the connections between networked enterprises, organizational legitimacy and organizational performance. Design/methodology/approach A survey was developed that measured the following aspects of a networked enterprise: employees who network and communicate extensively via internal digital platforms across their organizations; leaders who actively use internal digital platforms to communicate with employees; leaders who actively communicate with stakeholders via external digital platforms; and an innovation culture. The survey measured the following forms of legitimacy judgments: moral; instrumental; and relational. Altogether, 501 executives and managers were surveyed (207 executives, 147 senior managers and 147 managers) in mid-to-large sized (over 500 employees) companies. Findings The analyses showed strong statistical significance for nearly all relationships. Internal communication on digital platforms, networked employee communication and an innovation culture all contributed to moral, instrumental and relational legitimacy. Leadership communication on external digital platforms (social media) was not a significant contributor to moral or relational legitimacy but was a significant contributor to instrumental legitimacy. Higher organization legitimacy was correlated with higher profit growth. Practical implications Leaders and communicators should prioritize a networked enterprise in several ways. They should actively communicate with employees on internal digital platforms. To be absent on internal digital platforms is a significant missed opportunity by leaders to build organizational legitimacy. Further, leaders and communicators should actively promote networked communication among employees as much as possible. Finally, leaders and communicators should communicate, model and reward an innovation culture. Originality/value There are no known scholarly studies that accomplish the following: empirically examine a model of networked enterprises comprised of vertical and horizontal communication and an innovation culture; and make connections between leadership communication on digital platforms in networked enterprises with legitimacy judgments. The large sample of contemporary executives and managers bolsters the strength of the findings.
44
Rony, Zahara Tussoleha, Suharjuddin Suharjuddin, and Tatar Bonar Silitonga. "Obstacles build communication and coordination of institution in the university: a qualitative study." Jurnal Siasat Bisnis 25, no. 1 (January 1, 2021): 79–90. http://dx.doi.org/10.20885/jsb.vol25.iss1.art7.
Full textAbstract:
The Corona Virus Pandemic forces most organizations to implement systems and policies that are adjusted to gov-ernment regulations and appeals, including work from home, including at a research institute in private universi-typies in Indonesia. For the systems and policies to be implemented effectively, the leadership makes adjustments, especially in managing communications. Communication management is an important point during this transi-tional period because it has an impact on the coordination and results of work. Ineffective communication causes the institution's performance to be less than optimal. The purpose of this research is to describe the practice of communication management and coordination carried out by the leadership of an institution at a private university in Jakarta. The research method chosen was a case study approach, 11 informants were determined by purposive and snowball sampling. The results of this research show that the communication and coordination carried out by the leadership of the institution is not optimal, besides that it is limited to taking the initiative in confirming and providing a response, resulting in delays in completing their work. The fact in the field of leadership has not ad-justed the style of communication and coordination during the new normal. Comprehensive communication and coordination skills need serious attention because these abilities have an impact on institutions in building a cul-ture of synergy.
45
Remund, David L., and Brooke W. McKeever. "Forging effective corporate/nonprofit partnerships for CSR programs." Journal of Communication Management 22, no. 3 (August 6, 2018): 309–26. http://dx.doi.org/10.1108/jcom-08-2017-0084.
Full textAbstract:
Purpose The purpose of this paper is to examine how corporate and nonprofit leaders partner on public relations for corporate social responsibility (CSR) programs. Design/methodology/approach Through semi-structured interviews across the USA, and stretching into Europe and South America, leaders (n=24) from US-based corporations top-ranked for corporate citizenship, and the nonprofit organizations with which they have developed CSR programs, shared insights and best practices. Findings Corporate and nonprofit leaders who collaborate on CSR programs spoke independently about several essential shared values, including community-focused collaboration, fiscal responsibility, and strategic alignment. How they described their CSR partnerships reflects a mutual commitment to a distributed leadership model, which involves the need to span organizational boundaries, share unique expertise across levels and roles, and sustain long-term relationships. Consistent with prior research, this study also suggests that communication leaders in both corporations and nonprofit organizations leverage transactional (process-focused) and transformational (people-focused) leadership styles, as they work to build and foster these long-term partnerships. Research limitations/implications The findings pinpoint how principles of the distributed leadership model come to life across CSR partnerships and contribute to the success of such partnerships. Corporations and their nonprofit partners must mutually focus on spanning, sharing, and sustaining as they build programs together. These shared principles exemplify a distributed leadership model and help define what CSR partnership truly means. Originality/value This study looks at CSR programs beyond just the perspective of the corporation and the public, taking into account the critical role the nonprofit organization plays as a partner in some CSR programming, and within a distributed leadership model.
46
AlMazrouei, Hanan, and Robert Zacca. "Expatriate leadership competencies and performance: a qualitative study." International Journal of Organizational Analysis 23, no. 3 (July 13, 2015): 404–24. http://dx.doi.org/10.1108/ijoa-07-2014-0781.
Full textAbstract:
Purpose – The purpose of this paper is to investigate leadership competencies of expatriate managers working within the UAE and identify if these competencies are unique from those needed in their home country. Additionally, the paper aims to identify how new competencies expatriate leaders have developed while in their current position and how this enhances their ability to better manage staff in the UAE. Leadership competencies are skills and behaviors that contribute to enhanced performance. While some leadership competencies are essential to all firms, some distinctive leadership attributes may be particularly relevant to organizations possessing a large expatriate community. Design/methodology/approach – Personal interviews and stratified sampling were used to examine the qualities and skills relating to expatriate managers’ success in leading UAE organizations. The research design did not differentiate between the origins and ethnicities of the leaders. The leaders, whether American, European, Indo-Pakistani or Asian, were treated as one entity. Findings – Factors such as communication ability, team building qualities and ability to handle local nationals were found to have a significant effect on expatriate adjustment and success in managing UAE organizations. Practical implications – By investigating specific competencies and skills that expatriate managers need to lead organizations in the UAE and the broader Gulf region, the study informs organizations on how they can better identify and develop leadership skills that lead to enhanced performance. Originality/value – The study focuses on leadership competencies within the expatriate community of the UAE.
47
Ophilia, Agnetha, and Z. Hidayat. "Leadership Communication during Organizational Change: Internal Communication Strategy: A Case Study in Multinational Company Operating in Indonesia." Academic Journal of Interdisciplinary Studies 10, no. 2 (March 5, 2021): 24. http://dx.doi.org/10.36941/ajis-2021-0035.
Full textAbstract:
This research discusses the phenomenon of organizational change or restructuring in a multinational company (PT. X) and how leaders in these organizations carry out communication strategies when conveying changes and messages to their employees regarding the rearrangement of organizational structures. What is the leader's role as a liaison or messenger for effective communication at the local level? This research is a qualitative case study research with descriptive research type, and data were obtained through in-depth interviews, researcher observation, and literature study. This case study's primary focus is to understand and describe the production and reception of messages towards organizational change and know the management and employee's perspective during changes communication through leaders. The semi-structured interviews were conducted to find out how communication deploys, and then the message of change can be accepted by employees.
Received: 21 October 2020 / Accepted: 23 December 2020 / Published: 5 March 2021
48
Bullock, Christina L. "Driving new narratives: women-leader identities in the automotive industry." Gender in Management: An International Journal 34, no. 3 (May 7, 2019): 200–216. http://dx.doi.org/10.1108/gm-10-2017-0135.
Full textAbstract:
Purpose The purpose of this paper is to examine the identity-related work experiences of women in leadership in the US automotive industry. Drawing upon the communication theory of identity’s four identity frames, this study analyzes women’s narratives to better understand their self-concepts, work relationships and activities within larger corporate automotive contexts. Design/methodology/approach A qualitative methodology consisting of 16 in-depth interviews with women in leadership in automotive organizations was adopted. Interviews examined women’s perceptions and identities at work, including their daily behaviors, relationships with others and their perceptions of the larger automotive community. Findings Findings demonstrate that women in leadership in the automotive industry experience contradictory feelings, messages and interactions that impact their identity perceptions and expectations for performance and achievement in their work settings. Practical implications The experiences of women in leadership in US automotive organizations could provide examples of identity-related topics valuable to practitioner fields where women seek relevant, gender-specific, guidance, resources and strategies to advance in their careers. Social implications The findings in this study raise awareness about some of the social issues women in leadership face in automotive corporations, including complex identity-related challenges present in their workplaces. Originality/value This paper is the first of its type to examine the narratives of women’s career life in leadership in automotive organizations through a communication theory of identity lens. It extends knowledge about female leaders as they navigate the dissonant worlds of achieving higher positions whilst holding membership in a marginalized group.
49
Graham, C. Matt, Harold Daniel, and Brian Doore. "Millennial Leadership." International Journal of e-Collaboration 11, no. 3 (July 2015): 29–48. http://dx.doi.org/10.4018/ijec.2015070103.
Full textAbstract:
The development of information systems is a difficult process that often ends in failing to meet the project's initial goals. Typical outcomes for information systems development projects include delivering promised products & services on time and within budget. These pressures are now compounded by the use of virtual teams that present a new set of challenges related to the cohesion, organization, and functioning of the team process. Specifically, virtual teams must contend with problems in team formation, the organizational environment in which the team operates, and the technology used for collaboration and communication. As more organizations use virtual teams, these problems present real and pressing obstacles to the successful completion of database systems development. The goal of the study was to determine whether leadership type, transformational, transactional, or management-by-exception was significantly related to leadership effectiveness in a virtual team tasked with developing a database management system. This study targeted millennial students at the Maine Business School who were assigned to virtual teams tasked with developing a database management system. Specifically, this study sought to answer three hypotheses: 1) what is the effect of leadership type, as self-reported through the Multifactor Leadership Questionnaire on the quality of completed team projects?; 2) What is the impact of type of leadership on virtual team effectiveness as measured by the Virtual Teams Survey?; and, 3) Are there interactions between leadership style and virtual team effectiveness on the quality and uniqueness of the completed team project? Findings suggest leadership style and virtual team effectiveness did predict project quality, Transformational and Management-by-exception leadership styles had a negative relationship with virtual team effectiveness. Findings further suggest that Transactional leadership style influenced project quality directly, while transformational and management-by-exception styles influenced project quality indirectly through their direct influence on virtual team effectiveness. These findings suggest that traditionally effective leadership types do not work well for Millennial Generation teams in virtual environments
50
Hilliard, Ann Toler, and Edward Newsome, Jr. "Effective Communication And Creating Professional Learning Communities Is A Valuable Practice For Superintendents." Contemporary Issues in Education Research (CIER) 6, no. 4 (September 29, 2013): 353. http://dx.doi.org/10.19030/cier.v6i4.8102.
Full textAbstract:
As the chief executive officer, the superintendent must demonstrate high quality performance at every level in order to impact student achievement. In order to be an effective superintendent, the individual must have knowledge and skills in educational leadership and be able to articulate information clearly and precisely about the school district, state and federal accountability systems, policy related to student achievement and personnel practices. The American Association of School Administrators states that the superintendent must know policy for collective bargaining processes for the state/local schools, school district policy and administrative regulations, district finances and budget matters, model the use of technology for instruction and management and should know the role of the Board of Education (AASA, 2011). Superintendents do not work alone, but work in collaboration with school personnel, leadership teams, broader communities and the Board of Education to ensure a productive school system. The responsibilities of the superintendent are many. The superintendent has the task to supervise the general conduct of district schools, instructional curriculum, handle school district management affairs, hiring appropriate personnel and dismissal of personnel based on state policy through the human resources management office. For the local schools, the superintendent should seek ways to encourage the practices of learning communities within the school district for the purpose of working together to improve teaching instructional skills based on the needs of students and if effective will promote higher student learning (Stoll, 2006). This study will focus on skills and knowledge needed for superintendents, what parents want, value of data, strategic planning, effective communication, learning community practices of ethics and morals, technology as a resource, and the characteristics of high performing schools.