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Relevant bibliographies by topics / Leadership, leadership styles

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Academic literature on the topic 'Leadership, leadership styles'

Author: Grafiati

Published: 4 June 2021

Last updated: 16 February 2022

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Journal articles on the topic "Leadership, leadership styles"

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Skinner, Anita. "Leadership styles." Nursing Standard 32, no. 22 (January 24, 2018): 64–65. http://dx.doi.org/10.7748/ns.32.22.64.s37.

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

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

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Dwiri, Basel, and Kagan Okatan. "The Impact of Gender on Leadership Styles and Leadership Effectiveness." International Journal of Science and Research (IJSR) 10, no. 1 (January 5, 2021): 1419–34. http://dx.doi.org/10.21275/sr21126183926.

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Tortorella, Guilherme, and Flávio Fogliatto. "Implementation of lean manufacturing and situational leadership styles." Leadership & Organization Development Journal 38, no. 7 (September 4, 2017): 946–68. http://dx.doi.org/10.1108/lodj-07-2016-0165.

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Purpose The purpose of this paper is to determine leadership styles at each hierarchic level that best support the LM implementation process in a given company. Design/methodology/approach To achieve that, the authors propose a method that combines information from two sources in three major steps. First, using opinions from experts on lean implementation from an activity sector of interest the authors determine leadership styles that best suit each phase of the LM roadmap for that sector. Next, the authors analyze a specific company within the activity sector to determine: at which lean roadmap phase the company is at the moment; and the style of its current leaderships at each hierarchical level. Finally, the authors combine information from previous steps to diagnose the suitability of company’s leaderships to its lean implementation needs. Findings The method points at improvement alternatives that may be developed simultaneously at different leadership hierarchical levels in companies. Further, using the matrix of ideal leadership styles, companies may be able to identify implementation phases in the lean process that are poorly served by current leadership styles, anticipating problems and developing HRM practices to mitigate them. That is quite relevant, since changes in leadership behaviors and expectations may take longer time to be implemented; therefore, it is important to understand these opportunities and have a clear vision of current gaps within the company. Originality/value The identification of leaderships’ attributes and behaviors in companies at different phases of the lean implementation roadmap contributes to the existing body of knowledge on lean manufacturing. The method is intended as a supporting tool for lean implementation, as it enables the assessment of gaps in leadership behaviors in the organization, and directs to improvements according to the phase of lean implementation. The goal is to complement existing lean roadmaps by driving improvements in leadership-related aspects of the implementation process.

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Hariri, Hasan. "Leadership in a school context: how leadership styles are associated with leadership outcomes." International Journal of Financial, Accounting, and Management 2, no. 2 (July 30, 2020): 159–70. http://dx.doi.org/10.35912/ijfam.v2i2.236.

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Purpose: This paper aims at examining how principal leadership styles are associated with leadership outcomes in an Indonesian school context. Research Methodology: Survey data were collected using MLQ 5X-Short and a demographic questionnaire completed by 475 teachers in 36 junior high schools in the Province of Lampung, Indonesia. With the help of SPSS version 22, the collected data were initially analyzed using descriptive statistics and then Pearson product-moment correlation. Results: Results show that transformational and transactional leadership styles are positively and significantly associated with the leadership outcomes, but the laissez-faire leadership style is negatively and significantly associated with the leadership outcomes. Limitations: This paper used a quantitative research approach and is acknowledged for being limited to using the survey questionnaire so that it could not explain why and how principal leadership styles affect such leadership outcomes. Contribution: This paper theoretically and practically contributes to the body of knowledge, particularly concerning leadership styles and their outcomes. Keywords: School leadership, Leadership outcomes, Principal, teacher

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Fowler, John. "Clinical leadership part 2: leadership styles." British Journal of Nursing 25, no. 9 (May 12, 2016): 522. http://dx.doi.org/10.12968/bjon.2016.25.9.522.

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Samsu, Samsu, and Rusmini Rusmini. "The Influence of Principals’ Leadership Styles on School Innovation in Jambi (Case Study in Several Senior High Schools in Jambi)." Al-Ta lim Journal 23, no. 1 (February 20, 2016): 52–64. http://dx.doi.org/10.15548/jt.v23i1.154.

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School leadership styles that affect school innovation is essential to bring schools’ changes. This study aimed to determine school leadership styles and its effect on school innovation at the senior high school level in Jambi city. This study uses ten leadership styles, they are participative, laissez faire, authoritarian, democratic, charismatic, transformational, situational, trust, grid, and three-dimensional leaderships. The framework of the research are developed by associating ten leadership styles with school innovations including (1) the principal's role in doing innovation in the schools, (2) the forms of innovation implemented in the areas of academic achievement, (3) the form of innovations carried out in the field sports and (4) the form of innovations implemented in the institutional field, and (5) the forms of innovation undertaken in the field of school’ culture. There are 32 teachers and 32 principals were taken as samples. This study used mixed methods research. Data were analyzed using mean, standard deviation, and correlation. The results showed that the overall principal's leadership style is not sufficient to affect senior high school innovation in Jambi city, this is evidenced by there are only three of those ten leadership styles have positive relationship when they are doing school’s innovations in Jambi city. Thus, the principals should give attention to all the leadership styles to do innovation at senior high school in Jambi city to improve the quality of schools.

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

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Tewari, Shweta, Rajashree Gujarathi, and K. Maduletty. "Leadership Styles and Productivity." Asian Social Science 15, no. 4 (March 29, 2019): 115. http://dx.doi.org/10.5539/ass.v15n4p115.

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Leadership styles in today’s world is an increasingly complex and a popular organizational dynamic to work upon. Different leadership styles are appropriate in distinct situations. If an inappropriate style is adopted by the leader, it may pose several challenges for the workers, managers and human resources departments in the planning and execution of work in an organization. Similarly, the satisfaction and performance levels of employees also depend upon the leadership styles adopted by corporate leaders. An appropriate leadership style paves way to delivering successful plans for fulfilling the long-term organizational goals. Little is however understood about which leadership style influence employees the most and how leadership behavior lead to acceptable outcomes. This paper reviews some of the current challenges in organizations which are faced by managers and the productivity levels for the same. This research statistically calculates and analyzes the leadership style of 50 respondents and which category they fall into depending upon their behavioral attributes to deal with people through a survey questionnaire of 25 questions. It further helps us conclude which leadership style is the most relevant for highest level of productivity in telecommuting employees and managers. It also gives an insight on managerial behaviors and relationship of employees and managers in a less formal organizational setup.

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Bowman, Gerry. "Ward leadership styles." Nursing Standard 3, no. 27 (April 1989): 9–11. http://dx.doi.org/10.7748/ns.3.27.9.s75.

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Dissertations / Theses on the topic "Leadership, leadership styles"

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Mack, Corina Joy. "Leadership styles of restaurant managers." Menomonie, WI : University of Wisconsin--Stout, 2005. http://www.uwstout.edu/lib/thesis/2005/2005mackc.pdf.

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Borowa, Agnieszka, and Hani S. Darwish. "IDENTIFYING BUSINESS STUDENTS’ LEADERSHIP STYLES." Thesis, Halmstad University, School of Business and Engineering (SET), 2007. http://urn.kb.se/resolve?urn=urn:nbn:se:hh:diva-841.

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The fact is, no organization has ever become great without exceptional leadership - without leaders who can connect the efforts of their teams to the critical objectives of the organization, who can tap the full potential of each individual on their teams, who can align systems and clarify purposes, and who can inspire trust. The purpose of the study is to investigate and compare what management styles business students from Halmstad University, Sweden, will implement. Moreover, this study shows future leaders work preferences and concerns. As a tool for the findings the managerial grid (founded in 1964 by Blake and Mounton) was incorporated with situational theory (Hersey and Blanchard, 1977). The investigation was conducted applying a theoretical framework to empirical data. By analysing leadership styles and students work preferences, it illustrates the kind of leader a business student will potentially become and which direction he/she may take. Overall, the average of 130 business students from Halmstad University shows that they are going to be a Team Leader, because for them the people’s needs as well as the results of their work are important.

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Usabuwera, Samuel. "Leadership styles in successful schools." Master's thesis, University of Cape Town, 2005. http://hdl.handle.net/11427/3640.

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Oyefeso, Adedolapo Ibiyemi. "Leadership Styles and Leadership Effectiveness of Outpatient Physical Therapy Clinic Managers." ScholarWorks, 2017. https://scholarworks.waldenu.edu/dissertations/3913.

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Outpatient physical therapy clinics (OPTC), like many other healthcare organizations, face an array of challenges in meeting the needs of the growing elderly population. The leadership behavior of OPTC managers is a key component to secure employee loyalty, accommodate increased patient demand, and implement positive organizational change. The purpose of this nonexperimental quantitative survey designed study was to investigate the relationship between the leadership styles perceived by OPTC healthcare managers and nonmanagerial employees, as measured by the Multifactor Leadership Questionnaire Short. The primary research question examined the difference between the OPTC managers' self-perceived leadership style and the nonmanagerial subordinates' perceptions of the manager's leadership style. The theoretical framework was the transformational and transactional leadership theory by Bass. Sampling was random and comprised of a minimal sample of 89 respondents. Data analysis included both descriptive and inferential statistics. Multiple regression analysis and correlations statistical models were used to predict the relationship of the dependent and independent variables. The results of the present study indicated a statistically significant relationship between the leadership style of OPTC managers and job effectiveness. All leadership styles of the OPTC managers were moderately correlated with job effectiveness, whereas passive/avoidant was negatively related to job effectiveness. This study is significant for OPTC leaders in their quest to create a leadership environment that fosters a positive influence on overall job performance and satisfaction among nonmanagerial staff, a formula for growth, and positive social change.

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Jones, Wilma Lee. "Leadership Styles and Nursing Satisfaction Rates." Thesis, Walden University, 2014. http://pqdtopen.proquest.com/#viewpdf?dispub=3644307.

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The purpose of this project was to translate evidence-based literature into policy and practice guidelines in order to improve leadership standards and skills among nurse managers and improve patient outcomes and the quality of care. Guided by the American Nurses Credentialing Center Magnet Model and Lewin's change theory, which sets the framework for creating exceptional nursing leaders, a literature search was conducted from studies ranging from 2010 to 2012 from several databases. Inclusion criteria were based on the presence of one or more leadership styles discussed in the articles and the impact of leadership style on nursing satisfaction. A total of 25 articles were found during the electronic search, but only 7 articles met the inclusion criteria for analysis. The results of this review revealed that transformational leadership enhanced nursing satisfaction rates, while transactional leadership and situational leadership contributed to low levels of nursing satisfaction rates. This project contributes to positive social change for nurse managers because there is limited research available that focuses on leadership styles and its implication for practice. This project will inform the work of nurse managers by illuminating the importance of leadership styles on nursing satisfaction and work environment conditions.

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Lawyer, K. Amy. "LEADERSHIP STYLES OF STATE EXTENSION SPECIALISTS." UKnowledge, 2018. https://uknowledge.uky.edu/edsc_etds/42.

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Cooperative extension is one of three components, along with teaching and research that form the mission of land grant universities. The focus of extension work is to take knowledge gained through research conducted at the university, and disseminate the information, in a practical manner to the end user. In most instances, extension work revolves around agriculture. Within the extension system are personnel that help to foster this program of educating clientele who work in the agricultural industry. County level agents are in place to teach and address the needs of local constituents, specialists are generally housed at the university campus and are hired for their expertise in a specific field of agriculture, and administrators help to keep the system functioning. Many studies have been conducted on the leadership characteristics of county agents and extension administrators, however the current knowledge base concerning leadership behaviors of extension specialists is lacking. Traditionally, specialists were strictly used as a resource for subject matter information; however, changes overtime to cooperative extension have seen specialists move to a leadership position that involves leading agents groups and conducting programing that directly serves the clientele. With newly acquired expectations to perform in a leadership capacity, yet without training or educational background to ensure these skills, there is potential for complications to arise. Using a mixed methodological approach, this sequential explanatory study was conducted using Burn’s (1978) transformational leadership as a theoretical framework, with the purpose of examining current transformational leadership characteristics among extension specialists in addition to gaining information concerning demographic and professional information pertaining to this group. The sample group consisted of equine extension specialists, an initial survey was sent which contained questions relating to educational background, make-up and tenure of their position, as well as the Multifactor Leadership Questionnaire (MLQ) to analyze self-perceived transformational leadership characteristics. This survey was followed by a voluntary individual interview with the researcher. The purpose of the semi-structured interview was to gain a broader example of the leadership perspectives of this particular group. Although no significant connections could be made concerning demographic information and MLQ leadership scores, the group as a whole registered below average for displaying transformational leadership characteristics, ranking in the 40th percentile for composite MLQ scores compared to the general population. The interview data showed that as a whole there was agreement with the concepts of transformational leadership, however MLQ scores and anecdotal evidence show that practical application of transformational leadership is lacking. Most participants indicated they did not feel prepared for their job, and many indicated that interpersonal relationship skills were used more often than their degree specialization. The findings from this study may help to encourage leadership training focused towards extension specialists, and to emphasize the need for leadership skills within this position.

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Jones, Wilma Lee. "Leadership Styles and Nursing Satisfaction Rates." ScholarWorks, 2011. https://scholarworks.waldenu.edu/dissertations/1166.

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The purpose of this project was to translate evidence-based literature into policy and practice guidelines in order to improve leadership standards and skills among nurse managers and improve patient outcomes and the quality of care. Guided by the American Nurses Credentialing Center Magnet Model and Lewin's change theory, which sets the framework for creating exceptional nursing leaders, a literature search was conducted from studies ranging from 2010 to 2012 from several databases. Inclusion criteria were based on the presence of one or more leadership styles discussed in the articles and the impact of leadership style on nursing satisfaction. A total of 25 articles were found during the electronic search, but only 7 articles met the inclusion criteria for analysis. The results of this review revealed that transformational leadership enhanced nursing satisfaction rates, while transactional leadership and situational leadership contributed to low levels of nursing satisfaction rates. This project contributes to positive social change for nurse managers because there is limited research available that focuses on leadership styles and its implication for practice. This project will inform the work of nurse managers by illuminating the importance of leadership styles on nursing satisfaction and work environment conditions.

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Jones, David William Ward. "Leadership in colleges of agricultural and life sciences an examination of leadership skills, leadership styles, and problem-solving styles of academic program leaders /." [Gainesville, Fla.] : University of Florida, 2006. http://purl.fcla.edu/fcla/etd/UFE0013806.

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Hejres, Sabah Khalifa. "Investigating the effectiveness of leadership styles on instructional leadership and teacher outcomes." Thesis, Brunel University, 2018. http://bura.brunel.ac.uk/handle/2438/17160.

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There are different criteria that affect active leadership styles that enhance the role of a principal as an Instructional Leadership. However, many principals lack such criteria where a strong principal considered as an Instructional Leadership. To become Instructional Leaders, principals must transform their practices from managerial to instructional. They need to exercise their leadership by exhibiting the leadership styles in their role and character, or their role will merely perform administrative duties that are akin to an administrative position. Furthermore, a school principal as a leader should play an important role in enhancing teachers' satisfaction. This study investigated the moderating effect of four leadership styles Directive, Supportive, Participative, and Achievement-oriented (D, S, P, A) on Instructional Leadership and teachers' outcomes (job satisfaction, job expectancies and acceptance of leader). The study used mixed methods, qualitative survey and quantitative focus group to develop a model based upon empirical data. The findings are based on a survey of 536 participants including teachers, principals and senior chiefs at various levels of primary, elementary and secondary schools across the Kingdom of Bahrain. The statistical and thematic analysis of the data shows that there is a direct and positive relationship between Instructional Leaderships and teacher's outcomes when moderated by the four leadership styles. The contribution of this study is the empirically tested relationships between Path Goal Theory and Instructional Leadership which shows that there are statistically significant relationships between D, S, P, A and the relationship between Instructional Leadership and the teacher's job satisfaction, job expectancy and acceptance of leader. Focus group finding shows that Leadership styles D, S, P, A transforms Instructional Leadership into a form that enhances the leadership role in Kingdom of Bahrain that Transactional Leadership influences Job expectancy, whilst Referent Power influences acceptance of leaders.

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Hassan, Sarah. "Women's Leading Their Way in Leadership." Thesis, Linnéuniversitetet, Institutionen för organisation och entreprenörskap (OE), 2015. http://urn.kb.se/resolve?urn=urn:nbn:se:lnu:diva-45589.

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In the last twenty years, researchers could not fully reach an agreement of whether female and male leaders have similar or dissimilar leadership approaches. Nevertheless, there is a body of research driven with prophecies that women leaders have variant leadership styles. This research is about women styles in leadership with focus on effective behaviours and qualities, as well as, the developed interpersonal skills adopted by a proportion of women leaders, which have positive impact on subordinates. The study is conducted to generate my own understanding of some women perceptions of leading in a different way and the vindications of these perceptions. It is based on qualitative methods, deductive and inductive approaches are used for analysis. Eight interviews was undertaken to complete the study. The interviewees were selected for the reason of being leaders who have experienced and practice leadership throughout their professions. Last part of the thesis is not a summary of previous chapters but rather testing my fulfilment in answering the strategic main question. I will share my perception of women ways in leading. The reader would be introduced to the latest studies and horizons of the theme under study.

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Books on the topic "Leadership, leadership styles"

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Lewis, Anne Chambers. Leadership styles. Arlington, VA: American Association of School Administrators, 1993.

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Anne, Lewis. Leadership styles. Arlington, VA: American Association of School Administrators, 1993.

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Miskelly, Patrick. An empirical investigation of preferred leadership styles. [s.l: The Author], 1999.

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Liberating leadership: Practical styles for pastoral ministry. San Francisco: Harper & Row, 1986.

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Hughes, Claretha. American Black Women and Interpersonal Leadership Styles. Rotterdam: SensePublishers, 2014. http://dx.doi.org/10.1007/978-94-6209-878-7.

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Bell, Gerald D. The achievers: Six styles of personality and leadership. Chapel Hill, N.C: Preston-Hill, 1993.

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Zumitzavan, Vissanu, and Jonathan Michie. Personal Knowledge Management, Leadership Styles, and Organisational Performance. Singapore: Springer Singapore, 2015. http://dx.doi.org/10.1007/978-981-287-438-2.

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Bourgeois, Trudy. The hybrid leader: Blending the best of the male and female leadership styles. Winchester, VA: Oakhill Press, 2005.

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Managing people at work: Leadership styles and influence strategies. New Delhi: Sage Publications, 1990.

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McChesney, Anita Mary. People or task: Leadership styles of women in Irish politics. Dublin: University College Dublin, 1993.

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Book chapters on the topic "Leadership, leadership styles"

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Firth, Miriam. "Leadership styles." In Employability and Skills Handbook for Tourism, Hospitality and Events Students, 325–47. Abingdon, Oxon; New York, NY : Routledge, 2020.: Routledge, 2020. http://dx.doi.org/10.4324/9781351026949-19.

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Vromen, Ariadne. "Entrepreneurial Leadership Styles." In Digital Citizenship and Political Engagement, 157–89. London: Palgrave Macmillan UK, 2016. http://dx.doi.org/10.1057/978-1-137-48865-7_6.

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Schafer, Joseph A. "Police Leadership Styles." In Encyclopedia of Criminology and Criminal Justice, 3656–65. New York, NY: Springer New York, 2014. http://dx.doi.org/10.1007/978-1-4614-5690-2_385.

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Green, Egan K., Ronald G. Lynch, and Scott R. Lynch. "Leadership Behavior Styles." In The Police Manager, 43–64. Eighth edition. | New York, NY : Routledge, 2018.: Routledge, 2017. http://dx.doi.org/10.4324/9781315472331-6.

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Gunderman, Richard B. "Styles of Leadership." In Leadership in Healthcare, 65–85. London: Springer London, 2008. http://dx.doi.org/10.1007/978-1-84800-943-1_4.

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Kibbe, Melina R. "Leadership Theories and Styles." In Leadership in Surgery, 27–36. Cham: Springer International Publishing, 2019. http://dx.doi.org/10.1007/978-3-030-19854-1_3.

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Kibbe, Melina R. "Leadership Theories and Styles." In Leadership in Surgery, 49–57. Cham: Springer International Publishing, 2015. http://dx.doi.org/10.1007/978-3-319-11107-0_4.

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Szende, Peter, Suzanne Markham Bagnera, and Danielle Clark Cole. "The six leadership styles." In Human Resource Management in Hospitality Cases, 62–76. New York : Routledge, 2020.: Routledge, 2020. http://dx.doi.org/10.4324/9781351233316-20.

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Moran, John W. "Leadership Styles and Roles." In Transforming Community Health through Leadership, 30–38. New York, NY : Routledge, 2018.: Routledge, 2018. http://dx.doi.org/10.4324/9781351064620-3.

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De Juan Jordán, Hugo, Daniel Palacios-Marqués, and Carlos Devece. "Leadership Styles and Entrepreneurship." In Contributions to Management Science, 207–18. Cham: Springer International Publishing, 2017. http://dx.doi.org/10.1007/978-3-319-62455-6_15.

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Conference papers on the topic "Leadership, leadership styles"

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Ahmadi, Ahmad. "Leadership’s role in business development and organizations competitiveness – Leadership styles and appropriate leadership." In 5th International Conference on New Ideas in Management, Economics and Accounting. Acavent, 2018. http://dx.doi.org/10.33422/5imea.2018.02.50.

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Greineder, Michael, and Niklas Leicht. "Agile leadership - a comparison of agile leadership styles." In Enabling Technology for a Sustainable Society. University of Maribor Press, 2020. http://dx.doi.org/10.18690/978-961-286-362-3.19.

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Leadership has been the focus of research in the social sciences since the early 1930s. However, no generally valid theory exists to date. In recent years, theories relating to agile leadership have also increasingly emerged. The aim of this paper is to give an overview of the current state of research on agile leadership. For this purpose, a systematic literature analysis is conducted. The different terms used in the context of agile leadership are restricted by means of selection criteria. Furthermore, characteristics of agile leadership will be analyzed and consolidated. This results in a catalogue of criteria with which the selected leadership styles. The evaluation shows that there are overlaps in the styles, which also can be identified in the research.

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

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Manxhari, Mimoza, Liridon Veliu, and Jetullah Jashari. "Leadership Styles: A Review." In University for Business and Technology International Conference. Pristina, Kosovo: University for Business and Technology, 2017. http://dx.doi.org/10.33107/ubt-ic.2017.262.

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Hamdi, Sameer, Alaa Jameel, Aram Massoudi, and Abd Rahman Ahmad. "Leadership Styles and organizational citizenship behaviour in secondary schools." In 3rd International Conference on Administrative & Financial Sciences. Cihan University - Erbil, 2021. http://dx.doi.org/10.24086/afs2020/paper.231.

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Leadership style has not been effectively examined in educational institution in developing countries. The purpose of this study is to examine the impact of Leadership styles on organizational citizenship behaviour (OCBs) among secondary school teachers. Based on the review, the study proposed that leadership styles and its components; transformational leadership (TFL) and transactional leadership (TAL) will affect OCBs. Methodology, The population of this study, is secondary school teachers. A stratified sampling technique was deployed to collect 174 responses from eight schools. The findings showed that TFL and TAL have a significant effect on OCBs and TFL highly predicted OCBs than TAL. Decision-makers are advised to implement the TFL and increase the OCBs among Teachers.

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Malinauskas, Ramualdas Kazemirovich, and Vaidas Vaitkevicius. "Leadership styles of young and adult basketball players." In International Scientific and Practical Conference. TSNS Interaktiv Plus, 2020. http://dx.doi.org/10.21661/r-529917.

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The aim of the study was to study the leadership characteristics of young and adult basketball players. To achieve this goal Leadership Questionnaire, developed by Northouse, was used. The results showed that leadership styles in adult basketball players are expressed to a greater extent than in young basketball players. Adult basketball players are more likely to have directive leadership, support leadership and participatory leadership.

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

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In the organizations and their management, an important fundamental role is played by the "leadership style", since administrating the working relationships in complex organizations, influences their final results. The decision-making process, in fact, within the organization is influenced by managerial leadership. Before going into the analysis of the various models through which we can propose to read the phenomenal complexity of leadership within business management, this research aims to identify what is leadership and also the roles and dimensions within an organization. The goal of the analysis is to explore the study of leadership styles, from the more formal and authoritarian to the more participative, and to demonstrate the situational leadership approach, which does not presume a unique approach to every situation in order to be successful.

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Faas, Travis, and Zhicong Lu. "Leadership Styles of Game Jam Organizers." In ICGJ 2021: Sixth Annual International Conference on Game Jams, Hackathons, and Game Creation Events. New York, NY, USA: ACM, 2021. http://dx.doi.org/10.1145/3472688.3472692.

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Vyazovova, N. V., and YU S. Skryabin. "Satisfaction with teachers with different leadership styles." In General question of world science. "Science of Russia", 2020. http://dx.doi.org/10.18411/gq-31-07-2020-09.

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Samaibekova, Zeynegul, and Ainura Kocherbaeva. "Leveraging universally desirable and undesirable leadership styles." In Proceedings of the 4th International Conference on Social, Business, and Academic Leadership (ICSBAL 2019). Paris, France: Atlantis Press, 2019. http://dx.doi.org/10.2991/icsbal-19.2019.7.

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Reports on the topic "Leadership, leadership styles"

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Nightengale, Carol. Leadership Styles and Staff Satisfaction in Four Nursing Homes: Implications for Service Delivery. Portland State University Library, January 2000. http://dx.doi.org/10.15760/etd.1906.

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Raj, Deepika, and Jung Ha-Brookshire. Holding Hands for Walking or Pushing to Fly? Advisors' Leadership Styles to Train Future Faculty. Ames: Iowa State University, Digital Repository, November 2016. http://dx.doi.org/10.31274/itaa_proceedings-180814-1379.

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Matthews, Delisia R., and Nancy Hodges. Swapping Styles: An Exploration of Fashion Leadership, Brands, and Group Membership in the Context of Clothing Swaps. Ames: Iowa State University, Digital Repository, 2013. http://dx.doi.org/10.31274/itaa_proceedings-180814-517.

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Cartwright, Chris. Assessing the Relationship Between Intercultural Competence and Leadership Styles: An Empirical Study of International Fulbright Students in the U.S. Portland State University Library, January 2000. http://dx.doi.org/10.15760/etd.759.

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Denny, Bryan E. Strategic Leadership, Southern Style: Civilian Statesmen in the Confederacy's War. Fort Belvoir, VA: Defense Technical Information Center, March 2013. http://dx.doi.org/10.21236/ada589311.

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Bobula, Katherine. Characteristics of Administrators' Leadership Style in Quality Child Care Centers. Portland State University Library, January 2000. http://dx.doi.org/10.15760/etd.1326.

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Cho, Siwon, and Jane E. Workman. Consumer’s use of information sources by fashion leadership and style of information processing. Ames: Iowa State University, Digital Repository, 2013. http://dx.doi.org/10.31274/itaa_proceedings-180814-488.

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Magie, Anna A., and Deborah D. Young. Service Learning for University Students: Convergence of Fashion Coursework and Community Service to Develop Leadership and Management Skills Through the Planet Style Project. Ames: Iowa State University, Digital Repository, November 2015. http://dx.doi.org/10.31274/itaa_proceedings-180814-82.

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Turning Employees into Brand Champions: Leadership Style Makes a Difference. IEDP Ideas for Leaders, January 2013. http://dx.doi.org/10.13007/035.

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