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Journal articles on the topic 'Leadership, leadership styles'

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Published: 4 June 2021
Last updated: 16 February 2022

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1

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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Kenmore, Phil. "Exploring leadership styles." Nursing Management 15, no. 1 (April 2008): 24–26. http://dx.doi.org/10.7748/nm2008.04.15.1.24.c6490.

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Hendry, L. B., and L. Leighton Beck. "Headteachers' Leadership Styles." Management in Education 7, no. 3 (September 1993): 14–15. http://dx.doi.org/10.1177/089202069300700307.

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Steyn, Renier. "Leadership Styles and Organisational Structure." International Journal of Human Resource Studies 10, no. 3 (July 26, 2020): 98. http://dx.doi.org/10.5296/ijhrs.v10i3.17295.

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Background: In the call for papers to the 18th International Studying Leadership Conference, the organisers present an argument that leadership is place-bound, and ask a very specific question: “Why does leadership style vary from place-to-place?” This article presents a response to the assumption implicit in this question and also answers the following question: “Does leadership style differ from place-to-place?” Theoretical underpinning: The link between leadership styles and organisational structure is implicit, given general systems theory (Von Bertalanffy, 1968). Leadership styles are presented in terms of Pearce, Sims Jr, Cox, Ball, Schnell, Smith and Treviño’s (2003) typology of leadership styles and organisational structure typology, as specified by Mintzberg’s (1992, 2009). Aim: The aim of this article is to present empirical information on the relationship between leadership styles and the organisational structures within which they manifest. This will provide an answer to the question, “Does leadership style differ from place-to-place?” Ultimately, this may contribute to aligning leaders to organisations. Setting: Data was collected from nine medium-to-large sized organisations operating within an urban environment in South Africa. Method: A cross-sectional survey design was used to collect quantitative data on leadership styles. Data on organisational structure was collected by subject matter experts. Analyses of variance were performed to test hypotheses that leadership styles are equal across organisational structures. Results: The measures of leadership styles showed acceptable levels of reliability and evidence of factorial validity. Statistically significant differences between the leadership styles were detected for transformational, transactional, and directive leadership, but not for empowering leadership. Only for directive leadership were these differences practically significant. These results were linked to organisational structure data. Discussion: Although it is not difficult to create hypotheses linking leadership styles with organisational structure, it was difficult to find these differences in the data and to find cases where these hypotheses held across all the organisations. Practical significant differences occurred for directive leadership only. Conclusion: Before asking, “Why does leadership style vary from place-to-place?” this research asked, “Does leadership style differ from place-to-place?” Given this particular sample, and the manner in which place was defined, place does not seem to dictate the leadership style present in a particular environment.
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SHUJAAT, JAWWAD MUHAMMAD, MUHAMMAD NAVEED RIAZ, and HUMAIRA YASMIN. "Impact of Decision-Making Styles on Leadership Styles in Business Managers." International Review of Management and Business Research 10, no. 1 (March 8, 2021): 208–15. http://dx.doi.org/10.30543/10-1(2021)-17.

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The present study was sought to examine the role of rational, intuitive, dependent, avoidant, and spontaneous decision styles in the prediction of transformational, transactional, and laissez faire leadership styles. Research questionnaire were Urdu-translated versions of General Decision styles Questionnaire (Scott & Bruce, 1995) and Multifactor Leadership Questionnaire (Bass & Avolio, 2000). The sample of the current study consisted of 300 business managers from different regions of Pakistan. Purposive sampling was employed to collect the data. Multiple Regression analysis and Stepwise Regression analysis demonstrated impact of decision styles on leadership styles. Rational and intuitive decision style displayed positive effect and avoidant decision style displayed negative effect on transformational leadership style. Rational, intuitive, and dependent positively predicted transactional leadership style. Avoidant decision style displayed positive effect whereas rational and spontaneous decision style showed negative effect on laissez faire leadership style. The study shed light on the fact that the decisions of the leaders can be used as determining factors to assess their leadership in the business organizations. Keywords: Decision Making Styles, Leadership Styles, Business Managers.
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Sooriyakumaran, N., and S. Logeswary. "Work Supervisors’ Leadership Styles and Labourers Performance of Northern Province, Sri Lanka." Sumerianz Journal of Business Management and Marketing, no. 311 (November 23, 2020): 167–73. http://dx.doi.org/10.47752/sjbmm.311.167.173.

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Leadership style is one of the strategies to influence the performance of the employees of the organization. Main Objective of this research is to identify the impact of work supervisors’ leadership styles on Road Maintenance labourers’ performance in the Road development Authority, Northern Province. However, a part of the aims is to introduce the best leadership approach to increase the performance of RDA Road Maintenance Labourers working in the field. The research used mixed method approach with descriptive and inferential method to determine the effect of leadership styles on employee performance. The full range leadership styles of transformational, transactional, laissez faire and autocratic (independent variables) were considered with labourers performance (dependent variable). The sample population of the study is comprised of the 200 Road Maintenance labourers of the Northern province RDA. Simple random sampling techniques were used in this research. Two part of questionnaires were used to collect data on profile of sample and variables. SPSS 25 software was used to calculate inferential analysis of correlation and regression to test the hypothesis. The results from both analyses show that Transactional and Transformational leadership styles significantly impact on Road Maintenance labourers performance at the level of 0.05 (P-0.044) and 0.01(P-0.006) respectively effect on employee performance. Overall leadership styles are impact on labourers performance at the level of 0.01 level (0.008). From the results, transformational and transactional leadership have greater effects on labourers’ performance. It is recommended therefore that Transformational and transactional leaderships of work supervisors are the most effective leadership styles which are recommended for the RDA management to follow this HR practice by their work supervisors in order to increase the performance of RDA labourers.
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Saeed, Tahir, Shazia Almas, M. Anis-ul-Haq, and GSK Niazi. "Leadership styles: relationship with conflict management styles." International Journal of Conflict Management 25, no. 3 (July 8, 2014): 214–25. http://dx.doi.org/10.1108/ijcma-12-2012-0091.

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Purpose – The purpose of this study is to examine the relationship between leadership styles and conflict management styles among managers, while handling interpersonal conflict (mangers and subordinates). Design/methodology/approach – Middle-level managers (N = 150) from different private sector manufacturing industries were included in the study to seek responses through questionnaire based on instruments for conflict management and leadership styles. Findings – Managers who perceived to exhibit more on transformational leadership style adopted integrating and obliging style of conflict management. Those who perceived to exhibit more on transactional style opted for compromising style of conflict management. Whereas, managers perceived to exhibit laissez-faire leadership style adopted avoiding style to manage conflicts with subordinates. Originality/value – Despite the universal acceptance of leadership importance in corporate settings, research so far investigated leadership styles as determinants of conflict management styles are population-specific, including nursing managers (Hendel, 2005), university academic staff (Paul, 2006) and healthcare professionals (Saeed, 2008). Furthermore, the findings in the referred studies are not consistent, and this issue seems to be at an exploratory phase that requires further investigation to establish the relationship. Blake and Mouton (1964) and Rahim (1992) tried to measure the strategies in which individuals typically deal with the conflicts. This approach treated conflict styles as individual disposition, stable over time and across situations. It is argued and supported by literature that leadership styles or behaviors remain stable over time and are expected to be significantly related to conflict management styles (Hendel, 2005).
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LIBIA, P. "Impact And Influence Of Leadership Style And Their Relationship In Corporate Hospitals With Reference To Chennai Hospitals." Restaurant Business 118, no. 11 (November 22, 2019): 323–32. http://dx.doi.org/10.26643/rb.v118i11.10038.

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The purpose of this study was to examine the relationships on leadership styles (transformational leadership style, transactional leadership style and laissez-faire leadership styles), and their practices in Chennai corporate hospitals. The success Organizational is too achieving its goals and objectives depend on the leaders of the organization and their leadership styles. The study revealed that the transformational leadership style has a significant, positive relationship on the leadership styles. However, we found that the transactional and laissez-faire leadership styles have a negative relationship to hospital management practices. Based on the results, it is recommended that hospitals recruit leaders with transformational style, and also hold seminars to train current leaders to become more transformational.
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Sadeghi, Amir, Tayebeh Samsami, Ali Bikmoradi, and Abbas Moghimbeigi. "Head Nurses’ Leadership Styles and Leadership Outcomes." Scientific Journal of Hamedan Nursing and Midwifery Faculty 24, no. 1 (June 10, 2016): 40–50. http://dx.doi.org/10.20286/nmj-24016.

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Stedman, Nicole L. P., and Rick D. Rudd. "Volunteer Administration Leadership Proficiency and Leadership Styles." Journal of Leadership Education 4, no. 2 (December 1, 2005): 42–58. http://dx.doi.org/10.12806/v4/i2/rf4.

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Ray Chaudhuri, Dr Manodip, and Sarina Pradhan. "Comprehending Leadership Patterns with focus on Servant Leadership." Jurnal Manajemen Indonesia 21, no. 1 (April 26, 2021): 1. http://dx.doi.org/10.25124/jmi.v21i1.2777.

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Leadership is the art of motivating a group of people to act towards achieving a specific goal. Leadership style is the method and approach of providing direction, implementing plans and motivating people. It is the sum total of explicit and implicit actions performed by the leader. The study investigates the different leadership styles in the organisation and a country wise classification of how leadership style varies across different nations. This is on the basis of factors like power distance, equality and decision making process. This paper also touches upon certain dark aspects of leadership. The method of collecting data constitutes of primary and secondary research. Primary research has been done by the way of unstructured face to face interview, telephonic interview and interview through emails, while secondary research includes books, journals, articles, magazines and online blogs. Keywords— Leadership, Leadership Styles, Servant Leadership, HR Leadership, Consensual Decision Making, All Pervasive, Collaborator, Problem Solver, Architect
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Mushtaq, Asima, and Nair Ul Nisa. "Gender Difference in Leadership: An Empirical Study of Select Banks." Asian Journal of Managerial Science 8, no. 2 (May 5, 2019): 34–39. http://dx.doi.org/10.51983/ajms-2019.8.2.1554.

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The paper seeks to examine the difference in leadership styles between male and female managers. Multifactor Leadership Questionnaire was used as a means of evaluation of the leadership styles. The leadership styles chosen for the study include transformational leadership style, transactional leadership style and autocratic leadership. Three banks viz J&K Bank, SBI and HDFC of Kashmir division of the state of Jammu and Kashmir were selected for the study. The study found that male and female managers varied significantly in exhibiting transformational leadership style. In case of transactional and autocratic leadership styles, no significant difference was found between male and female managers.
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RIAZ, MUHAMMAD NAVEED, MASUD AKHTAR, and GILNAZ MURTAZA. "Moderating Role of Decision-Making Situations between Leadership and Decision-Making in Services Providing Organizations." International Review of Management and Business Research 10, no. 1 (March 8, 2021): 313–21. http://dx.doi.org/10.30543/10-1(2021)-27.

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The present research investigated moderating role of decision-making situations between leadership styles and decision-making styles in services providing organizations of Pakistan. The study was based on Full Range Leadership Theory of Bass and Reggio (2006) which comprise of three leadership styles including transformational, transactional, and laissez faire style. The study incorporated five decision-making styles including rational, intuitive, dependent, avoidant, and spontaneous style. The study comprised of three decision-making situations including certainty, risk and uncertainty. Multifactor Leadership Questionnaire, Decision Situations Scale and General Decision-making Styles Questionnaire were administered on 1200 employees. Hierarchical regression analysis revealed that certainty moderated between transformational style and rational style. Uncertainty moderated between transformational style and spontaneous style. Certainty moderated between transactional leadership and rational style. Uncertainty moderated between laissez faire and dependent, avoidant decision-making style. Overall, the present study contributes to style, situational and contingency theories of leadership. Keywords: Decision-Making Situations, Leadership Styles, Decision-Making Styles.
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Lumban Gaol, Nasib Tua. "Teori dan Implementasi Gaya Kepemimpinan Kepala Sekolah." Kelola: Jurnal Manajemen Pendidikan 4, no. 2 (December 15, 2017): 213. http://dx.doi.org/10.24246/j.jk.2017.v4.i2.p213-219.

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<p>Indonesia faces many problems in education. The main problem is raised from the low ability of the headmaster to manage the school. This is related to leadership style. This study aims to explore leadership styles in the field of education and discusses how headmasters should apply leadership styles in schools. Some appropriate leadership styles are applied by the headmaster consisting of (1) managerial leadership, (2) transformational leadership, (3) transactional leadership, (4) instructional leadership and (5) positive leadership. Therefore, the headmaster not only applies a leadership style while managing the school but must be able to combine and contextualize leadership styles based on the need to obtain school goals.</p>
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Afshinpour, Saeid. "Leadership Styles and Employee Satisfaction: A Correlation Study." International Letters of Social and Humanistic Sciences 27 (May 2014): 156–69. http://dx.doi.org/10.18052/www.scipress.com/ilshs.27.156.

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The purpose of this quantitative correlation study was to determine the extent to which leadership style preferences correlate with employee satisfaction with supervision among employees and leaders of some companies. This study measured preferences for each of five common leadership styles and examined correlations with measures of employee satisfaction. The styles studied were transactional leadership, transformational leadership, autocratic leadership, charismatic leadership, and situational leadership. Results indicated that each of the five leadership styles has a positive correlation with employee satisfaction, suggesting that the situational leadership style may be the most appropriate style for leaders in some companies.
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Makambe, Ushe, and Gaone Joy Motlatsi Moeng. "The effects of leadership styles on employee performance: a case of a selected commercial bank in Botswana." Annals of Management and Organization Research 1, no. 1 (March 17, 2020): 39–50. http://dx.doi.org/10.35912/amor.v1i1.274.

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Purpose: The leadership phenomenon is fundamental in providing employees with direction and emotional indulgence to derive maximum effort out of them. Therefore, it is vital that an organisation places uninhibited emphasis on the appropriate leadership style to enhance employee performance. Premised on the Collaborative Leadership Model, this paper sought to extricate the nexus between leadership style and employee performance at a selected bank in Botswana, focusing on the transactional, transformational, and participative leadership styles. Research methodology: The study adopted a positivist research paradigm coupled with a survey research design, while a quantitative methodology was used to collect data through a self-administered questionnaire. The study population comprised 433 employees from which a sample of 200 was randomly selected. Data was analysed through the Statistical Package for Social Sciences (SPSS), culminating in statistical techniques such as factor analysis, regression analysis and Analysis of Variance (ANOVA). Results: The results of the study revealed that there was a significant utilisation of the participative, transformational, and transactional leadership styles at the selected commercial bank. However, while the use of the participative and transactional leadership styles had a positive and significant influence on employee performance, the transformational leadership style’s effect was insignificant. Limitation: The study only used quantitative data from employees for analysis and did not include bank leaders’ opinions. Contribution: The study contributed to the expansion of the body of knowledge on leadership style and employee performance in the banking sector in Botswana and elsewhere and helped to unmask the shortcomings of some styles while exposing the power of others in reaping positive reinforcements leading to enhancement of employee performance. Keywords: Leadership, Leadership style, Employee performance, Participative leadership, Transformational leadership, Transactional leadership
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Mushtaq, Asima, Ishtiaq Hussain Qureshi, and Aakifa Javaid. "Influence of Age and Experience on Leadership Styles." Asian Journal of Managerial Science 8, no. 1 (February 5, 2019): 48–52. http://dx.doi.org/10.51983/ajms-2019.8.1.1448.

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The aim of this study is to investigate the influence of age and experience on the leadership styles of the managers, in the three selected banks of Kashmir division viz J&K Bank, SBI and HDFC. The study focuses on two leadership styles, namely transformational and transactional leadership styles. The study reveals that the transformational leadership style is the dominant leadership style among managers of all age and experience groups. Furthermore, the study reveals that the age and experience have no significant influence on leadership styles, although with the increase in age and experience transformational leadership style is exhibited more by the managers.
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Kumar A. V, Santhosh. "Styles of Leadership in The I.T. Industry." International Journal of Scientific Research 2, no. 2 (June 1, 2012): 217–19. http://dx.doi.org/10.15373/22778179/feb2013/72.

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Dr.S.Saraswathi, Dr S. Saraswathi. "Leadership Styles in Organizations an Empirical Study." Indian Journal of Applied Research 1, no. 11 (October 1, 2011): 73–75. http://dx.doi.org/10.15373/2249555x/aug2012/25.

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Chapman, Ann LN, David Johnson, and Karen Kilner. "Leadership styles used by senior medical leaders." Leadership in Health Services 27, no. 4 (October 6, 2014): 283–98. http://dx.doi.org/10.1108/lhs-03-2014-0022.

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Purpose – The purpose of this study was to determine the predominant leadership styles used by medical leaders and factors influencing leadership style use. Clinician leadership is important in healthcare delivery and service development. The use of different leadership styles in different contexts can influence individual and organisational effectiveness. Design/methodology/approach – A mixed methods approach was used, combining a questionnaire distributed electronically to 224 medical leaders in acute hospital trusts with in-depth “critical incident” interviews with six medical leaders. Questionnaire responses were analysed quantitatively to determine, first, the overall frequency of use of six predefined leadership styles and, second, individual leadership style based on a consultative/decision-making paradigm. Interviews were analysed thematically using both a confirmatory approach with predefined leadership styles as themes, and also an inductive grounded theory approach exploring influencing factors. Findings – Leaders used a range of styles, the predominant styles being democratic, affiliative and authoritative. Although leaders varied in their decision-making authority and consultative tendency, virtually all leaders showed evidence of active leadership. Organisational culture, context, individual propensity and “style history” emerged during the inductive analysis as important factors in determining use of leadership styles by medical leaders. Practical implications – The outcomes of this evaluation are useful for leadership development at the level of the individual, organisation and wider National Health Service (NHS). Originality/value – This study adds to the very limited evidence base on patterns of leadership style use in medical leadership and reports a novel conceptual framework of factors influencing leadership style use by medical leaders.
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Abdullahi, Ahmed Zakaria, Ebenezer Bugri Anarfo, and Hod Anyigba. "The impact of leadership style on organizational citizenship behavior: does leaders' emotional intelligence play a moderating role?" Journal of Management Development 39, no. 9/10 (November 24, 2020): 963–87. http://dx.doi.org/10.1108/jmd-01-2020-0012.

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PurposeThe study investigates the effect of autocratic, democratic and transformational leadership styles on employees' organizational citizenship behavior (OCB). The study further examines the moderating role of leaders' emotional intelligence between leadership styles and OCB.Design/methodology/approachQuestionnaires were used to collect data from 618 small and medium-sized enterprises' (SMEs) employees in Ghana. For this study, both simple random and convenient sampling were adopted in selecting respondents. Regression was used to test the hypotheses in the research model using IBM–Statistical Package for the Social Sciences (SPSS).FindingsThe results show that democratic and transformational leadership styles both positively predicted the OCB of SME employees, although transformational leadership has a more significant influence. On the contrary, autocratic leadership style was found to have an insignificant relationship with OCB of SME employees when the interactive effect of the various leadership styles and emotional intelligence were introduced into the model. The results also show that whereas leaders' emotional intelligence positively moderate the relationship between autocratic leadership style and OCB, the relationships between democratic leadership style and OCB and between transformational leadership style and OCB are not significantly moderated by leaders' emotional intelligence.Research limitations/implicationsAn examination of other prominent leadership styles (for example, the transactional leadership style and the laissez faire leadership style) could be key areas for future research as it is a potential limitation of this study. Similarly, the use of a Western leadership instrument could also be a potential limitation in the Ghanaian context, although these instruments and scales may be applicable. Future studies could also consider a longitudinal approach to give a more holistic picture of the effect of the leadership styles on OCB.Practical implicationsIn general, the findings of the study support the idea that the autocratic leadership style affects SME employees' OCB both directly and indirectly through leaders' emotional intelligence. This study recommends that leaders of SMEs should focus on leadership styles that combine both result-oriented and people-centric behaviors to encourage SMEs' employees to engage in OCB.Originality/valueThis study provides firsthand information on the impact of autocratic leadership style, democratic leadership style and transformational leadership style on an employee's OCB from the Ghanaian SME perspective.
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de Vries, Reinout E., Angelique Bakker-Pieper, and Wyneke Oostenveld. "Leadership = Communication? The Relations of Leaders’ Communication Styles with Leadership Styles, Knowledge Sharing and Leadership Outcomes." Journal of Business and Psychology 25, no. 3 (October 4, 2009): 367–80. http://dx.doi.org/10.1007/s10869-009-9140-2.

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Girvin, June. "Leadership and Nursing: Part two: styles of leadership." Nursing Management 3, no. 2 (May 1996): 20–21. http://dx.doi.org/10.7748/nm.3.2.20.s19.

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Yousif A. Yousif, Eng, Chowdhury Hossan, and Nicola McNeil. "Evaluation of Leadership Styles in the Construction Sector of UAE." International Journal of Business and Management 10, no. 12 (November 19, 2015): 71. http://dx.doi.org/10.5539/ijbm.v10n12p71.

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The construction industry of UAE is huge and requires effective leadership strategies for its development and growth. For the success of the construction industry, transformational and transactional leaderships are to be followed so that the managers can meet the changing situations effectively. The findings obtained from this study consequently revealed that age, nationality, education, work experience and organizational position of the leader plays a significant role in determining the leadership style he/she applies. However, the gender of a leader has no correlation with the style of leadership.
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Farouk Soliman, Amal. "Investigating the Leadership Style Effect on the Technology Transfer Effectiveness: A Proposed New Model (An Applied Study on the Dairy Manufacturing Sector in Egypt)." International Journal of Business and Management 11, no. 10 (September 18, 2016): 141. http://dx.doi.org/10.5539/ijbm.v11n10p141.

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<p><strong>Purpose: </strong>Different leadership styles' effects on technology transfer effectiveness have not been implied in the literature. This study seeks to theoretically investigate the effect of five leadership styles; Classified according to personal authority of the leader; On technology transfer effectiveness.</p><p><strong>Design/methodology/approach:</strong> This study identifies five leadership styles which affect technology transfer effectiveness including transformational leadership, transactional leadership, visionary leadership, charismatic leadership and culture based leadership. This study associates these five leadership styles to technology transfer effectiveness. A conceptual model is tested using a survey data collected from a sample of manufacturing plants in the dairy manufacturing sector in Egypt.</p><p><strong>Findings: </strong>The results indicate that only four leadership styles significantly affect technology transfer effectiveness. Visionary leadership style has the strongest significant effect on technology transfer effectiveness, followed by culture based leadership style, then charismatic leadership style then transactional leadership. Transformational leadership does not significantly affect technology transfer effectiveness.</p><p><strong>Research Limitation/Implications: </strong>Transformational leadership has been observed to have no significant effect on technology transfer effectiveness. A set of refined transformational leadership measures should be developed in future studies.</p><p><strong>Practical Implications:</strong> This paper identifies the importance of leadership styles in achieving the success of technology transfer.</p><p><strong>Originality/value: </strong>This study provides a theoretical foundation for the effect of the leadership styles on technology transfer effectiveness in the dairy manufacturing plants. This study is one of the first efforts that empirically examine the effect of leadership styles on technology transfer effectiveness.</p><p> </p>
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Van Jaarsveld, Leentjie, P. J. (Kobus) Mentz, and Suria Ellis. "Implementing the Multifactor Leadership Questionnaire (MLQ) in a challenging context." International Journal of Educational Management 33, no. 4 (May 7, 2019): 604–13. http://dx.doi.org/10.1108/ijem-02-2018-0041.

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Purpose An emphasis on school performance is not just a national issue, but must be examined within the global context. Successful leadership is ensured by school leaders’ compliance to a set of basic practices within particular school contexts. The impact of leadership styles on performance, the work environment and job satisfaction is emphasized, while the appropriate leadership style could make teachers more effective in terms of job productivity. The adoption of different leadership styles by school leaders shows positive results with regard to school effectiveness. The purpose of this paper is to describe school leadership styles and the influence the styles have on school performance. Design/methodology/approach A quantitative approach with a post-positive paradigm was followed. A systematic random sample of 72 secondary schools in KwaZulu-Natal, South Africa, was selected. The Cronbach’s α coefficient, statistical significance (p-values) and effect size (d-values) were calculated, and a factor analysis was conducted. Findings The results show a difference between teachers and principals regarding the transformational leadership style. The principals in the high-performing schools were perceived as less passive-avoidant in practice than those in the low-performing schools. A principal manages and leads a school effectively by applying an appropriate leadership style. Research limitations/implications For future research, it will be advisable to make use of a mixed-method design. Although the Multifactor Leadership Questionnaire addressed numerous aspects of leadership and leadership styles, the “voice” of the respondents lacked. Furthermore, more leadership styles could be investigated in different contexts. Practical implications A chosen principal leadership style is not necessarily the best style for this purpose. School principals and teachers interpret leadership styles differently. Communication is therefore important. Social implications The principal leadership style is not always necessarily the teachers’ and learners’ choice. It is important that schools keep up with a constantly changing world. Originality/value If school principals and teachers agree upon a specific leadership style, there may be better collaboration which enhances better academic performance as well as effectiveness regarding schools.
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Lipman-Blumen, Jean. "Connective Leadership: Female Leadership Styles in the 21st-Century Workplace." Sociological Perspectives 35, no. 1 (March 1992): 183–203. http://dx.doi.org/10.2307/1389374.

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This paper describes an integrative leadership model, “connective leadership,” which combines the traditional masculine American ego-ideal with additional female role behaviors more appropriate for an interdependent world. Based on the L-BL Achieving Styles Model, connective leadership emphasizes connecting individuals to their own, as well as others‘, tasks and ego drives. Achieving styles are defined as the characteristic behaviors individuals use to achieve their goals. The Achieving Styles Model includes three sets of achieving styles (direct, instrumental, and relational), each subsuming three individual styles, resulting in a full complement of nine distinct achieving styles. Gender differences in achieving styles are reported and related to the connective leadership paradigm.
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Thomas, Christopher H., Andrew S. Hebdon, Milorad M. Novicevic, and Mario J. Hayek. "Fluid leadership in dynamic contexts." Journal of Management History 21, no. 1 (January 12, 2015): 98–113. http://dx.doi.org/10.1108/jmh-03-2013-0021.

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Purpose – The purpose of this study is to examine an historical account of an effective leader who was able to draw from multiple styles of leadership, and choose a dominant style based upon contextual constraints and demands context, and subordinate behaviors associated with leadership styles not suited to the context. Design/methodology/approach – To identify his prominent style at each leadership episode, we critically analyzed Nehemiah’s leadership role transitions across 13 chapters of text using sociohistorical method and a quasi-repeated treatment design via qualitative comparative analysis. Findings – We found that Nehemiah adapted his behaviors such that his prominently displayed leadership style varied based on dynamic configurations of demands placed on him during his rebuilding efforts. As Nehemiah progressed through distinct stages of his mission, he differentially emphasized tactics associated with different styles of leadership in response to the contextual demands that were most salient during each stage. Practical implications – Organizational leaders are presented with evidence that developing a broad repertoire of leadership behaviors is essential to guiding followers within dynamic environments. Originality/value – This paper uses a novel historical source material to investigate contemporary leadership concepts grounded in established theoretical frameworks. Using this material, we demonstrate the applicability of various leadership styles within different contexts, and use Nehemiah as an illustration of an effective leader capable of fluidly enacting multiple leadership styles.
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Augustsson, Gunnar, and Lena Boström. "A theoretical Framework about Leadership perspectives and Leadership styles in the Didactic Room." International Journal of Human Resource Studies 2, no. 4 (December 14, 2012): 166. http://dx.doi.org/10.5296/ijhrs.v2i4.2865.

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This paper presents leadership perspectives and leadership styles in the didactic room. The paper problematizes and develops new knowledge concerning the complex and often paradoxical circumstances that characterize teachers’ leadership. The aim is to develop new knowledge about teachers’ leadership perspectives and styles in the didactic room. Our literature review demonstrates a lack of an explicit and unifying concept that encompasses teachers’ various perspectives and behavioral styles in the didactic room. The meaning of the concept “perspective” precedes the implementation of an individual style of leadership by promoting alternative overviews that the teacher can use, depending on the context, situated activity/task, and student. Any style of leadership will then refer to a specific social behavior. Our result shows that using conscious didactic action skills, teachers can act more effectively and qualitatively better approach new and unpredictable problem situations. Keywords: Didactic, Leadership, Pedagogic, Perspective, Style
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Vesterinen, Soili, Marjo Suhonen, Arja Isola, and Leena Paasivaara. "Nurse Managers’ Leadership Styles in Finland." Nursing Research and Practice 2012 (2012): 1–8. http://dx.doi.org/10.1155/2012/605379.

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Nurse managers who can observe their own behaviour and its effects on employees can adjust to a better leadership style. The intention of this study was to explore nurses’ and supervisors’ perceptions of nurse managers’ leadership styles. Open-ended interviews were conducted with 11 nurses and 10 superiors. The data were analysed by content analysis. In the study, six leadership styles were identified: visionary, coaching, affiliate, democratic, commanding, and isolating. Job satisfaction and commitment as well as operation and development work, cooperation, and organizational climate in the work unit were the factors, affected by leadership styles. The nurse managers should consider their leadership style from the point of view of employees, situation factors, and goals of the organization. Leadership styles where employees are seen in a participatory role have become more common.
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Giltinane, Charlotte Louise. "Leadership styles and theories." Nursing Standard 27, no. 41 (June 12, 2013): 35–39. http://dx.doi.org/10.7748/ns2013.06.27.41.35.e7565.

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Cope, Vicki, and Melanie Murray. "Leadership styles in nursing." Nursing Standard 31, no. 43 (June 21, 2017): 61–70. http://dx.doi.org/10.7748/ns.2017.e10836.

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Dublin, Richard A. "Supervision and Leadership Styles." Social Casework 70, no. 10 (December 1989): 617–21. http://dx.doi.org/10.1177/104438948907001012.

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Mauri, Terence. "Why leadership styles matter." Strategic Direction 33, no. 1 (January 9, 2017): 1–4. http://dx.doi.org/10.1108/sd-10-2016-0141.

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Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings Leadership is undergoing a seismic and long overdue shift. In many companies, there is a chronic leadership gap: teams are being overmanaged and underled. To progress, leadership styles need to be updated; this means, we must be willing to change and become an avid learner of leadership. Practical Implications The paper provides strategic insights and practical thinking that have influenced some of the world’s leading organizations. Originality/value The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.
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Jogulu, Uma D. "Culturally‐linked leadership styles." Leadership & Organization Development Journal 31, no. 8 (November 2, 2010): 705–19. http://dx.doi.org/10.1108/01437731011094766.

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Reynolds, Jill, and Anita Rogers. "Leadership styles and situations." Nursing Management 9, no. 10 (March 2003): 27–30. http://dx.doi.org/10.7748/nm2003.03.9.10.27.c2097.

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Gingerich, Barbara Stover. "Leadership Styles and Communications." Home Health Care Management & Practice 17, no. 2 (February 2005): 128–29. http://dx.doi.org/10.1177/1084822304270048.

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Samarakoon, K. B. "Leadership Styles for Healthcare." International Journal of Scientific and Research Publications (IJSRP) 9, no. 9 (September 6, 2019): p9308. http://dx.doi.org/10.29322/ijsrp.9.09.2019.p9308.

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Raziq, Muhammad Mustafa, Felipe Mendes Borini, Omer Farooq Malik, Mansoor Ahmad, and Mehwish Shabaz. "Leadership styles, goal clarity, and project success." Leadership & Organization Development Journal 39, no. 2 (April 10, 2018): 309–23. http://dx.doi.org/10.1108/lodj-07-2017-0212.

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Purpose The purpose of this paper is to examine the mediating role of goal clarity in the relationship between leadership styles and project success. The paper draws on full-range leadership theory, and contextualizes leadership styles such as transformational leadership style, and transactional leadership style (active management by exception, and contingent reward) to temporary project environment. Design/methodology/approach Data are collected (in year 2017) from 248 individuals working in ten large project-based organizations from different sectors, each having multiple units in Pakistan. Respondents comprise functional managers and individuals (who have lead or worked on projects), as well as dedicated project managers. Findings Goal clarity partially mediates the relationship between transformational leadership style and project success. However, in case of the transactional leadership style, there is no mediation as transactional leadership style is not associated with goal clarity. Furthermore, contingent reward is positively associated to project success, while active management by exception is negatively associated to project success. Originality/value Research suggests that the underlying mechanisms of the relationship between leadership styles (transactional and transformational) and project success are less clear and need to be further explored. This study contributes to literature by answering such calls, and examines possible underlying mechanisms (i.e. goal clarity) in the relationship between leadership styles and project success.
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Zheng, Junwei, Xueqin Gou, Guangdong Wu, Xianbo Zhao, Hongyang Li, and Bingsheng Liu. "The ambidextrous and differential effects of directive versus empowering leadership: a study from project context." Leadership & Organization Development Journal 42, no. 3 (February 4, 2021): 348–69. http://dx.doi.org/10.1108/lodj-12-2019-0509.

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PurposeThis study investigated the differential effects of empowering leadership and directive leadership in projects. Moreover, how the complex interplay between empowering and directive leadership styles influences both leader–member exchange and project performance was also explored.Design/methodology/approachPolynomial regression analysis and response surface modeling were applied to analyze 161 matched data collected from project members and managers worked in different projects located in China.FindingsFour leadership styles were identified, i.e. ambidextrous, delegating, directive and laissez-faire styles. These may be combined with empowering and directive leadership. With regard to (in)congruence, leader–member exchange and project performance improved with ambidextrous style as a form of high–high congruence between empowering and directive leadership compared with laissez-faire style (i.e. low–low congruence). Results were better when a delegating style was combined with empowering leadership at a high level compared with the combination of directive style as directive leadership at a high level. Leader–member exchange was identified to exert a mediating role of the (in)congruence on project performance.Originality/valueThis study confirmed the contingent viewpoint of leadership by identifying distinct leadership styles applied in projects. Furthermore, the co-existence of empowering leadership and directive leadership was examined, and the underlying mechanism between the (in)congruence of empowering and directive leadership and project performance was identified.
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Joshi, Bhagyashree Sudhakar. "Leadership Style Paradigm Shift in Hospital Industry: Need of the Day, in Comparison with Hospitality Industry." Journal of Health Management 21, no. 1 (March 2019): 141–53. http://dx.doi.org/10.1177/0972063418822195.

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Importance: Current hospital leaders struggle to find leadership style which is beneficial and suitable to face the challenges present in the organization. Limited literature and lack of evidence on leadership styles related to the hospital and healthcare industry leave them directionless. Scarcity of training from the leadership point of view and lack of leadership models and lack of evidence on ‘which leadership style is most suitable and beneficial’ in the hospital industry, especially in the Indian context, increase the need for the current study. Objective: To understand and compare the leadership styles adopted by the top and middle level leaders from the hospital and hotel industry. Methodology: Quantitative study design, that is, survey, was used in this study. Survey tool consisted of structure items on 10 leadership styles with five-point Likert scale. A total of 41 top and middle level leaders from hospital and hotel industry participated in this study. Results: The study addressed issues pertaining to leadership, suggesting a paradigm change in hospital industry in relation to leadership style. Results showed that male leaders dominated the top and middle level leadership positions in both industries. Hospital leaders were older and more qualified and experienced as compared to those in hotel industry. Leaders reported using all 10 leadership styles from low to high levels. As each leadership style has its own strengths and weaknesses, adopting a combination of multiple leadership styles as per the need strengthens the overall output. Conclusion: Mixed leadership style needs to be adopted by the hospital leaders.
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