Relevant bibliographies by topics / Leadership preferences

Contents

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

Academic literature on the topic 'Leadership preferences'

Author: Grafiati
Published: 4 June 2021
Last updated: 4 February 2022

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Journal articles on the topic "Leadership preferences"

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Horowitz, Shale, and Min Ye. "Leadership preferences and ethnic bargaining: theory and illustrations." Indian Growth and Development Review 13, no. 2 (October 18, 2019): 353–89. http://dx.doi.org/10.1108/igdr-07-2019-0070.

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Purpose In explaining ethno-territorial conflicts, leadership preferences have an odd status. In case studies, leadership preferences are often viewed as highly significant causes but are not usually defined and measured explicitly. In large-sample statistical studies, leadership preferences are only captured by weakly related proxy variables. This paper aims to fill this gap by developing suitable theory, which can be used consistently in both case study and statistical applications. Design/methodology/approach Formal bargaining models are used to examine the expected impact of variation in leadership preferences. Relevant leadership characteristics are then used to construct measures of variation in leadership preferences, which are applied in case studies. Findings In bargaining models, variation in leadership preferences is expected to have a significant impact on ethno-territorial conflict outcomes. More extreme nationalist leaders and, more conditionally, strongly power-seeking leaders, should be more likely to be willing to use force to modify the status quo – although more moderate nationalist leaderships are also willing to do so under certain conditions. In five case studies, these formally derived hypotheses receive initial empirical support. Originality/value Theoretically and empirically, further refinement of research on variation in leadership preferences promises to add significant value. Formally, it is worth investigating the expected impact of additional preference types. Empirically, it is important to invest in measures of leadership preferences across large samples.
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McNeely, James P., Phyllis Duncan, and Malcolm J. Ree. "GLOBE US Leadership Preferences versus Black American Catholics’ GLOBE Leadership Preferences." International Journal of Religion and Spirituality in Society 7, no. 3 (2017): 69–80. http://dx.doi.org/10.18848/2154-8633/cgp/v07i03/69-80.

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Uusi-Kakkuri, Piia, Tiina Brandt, and Susanna Kultalahti. "Transformational leadership in leading young innovators – a subordinate’s perspective." European Journal of Innovation Management 19, no. 4 (October 10, 2016): 547–67. http://dx.doi.org/10.1108/ejim-12-2014-0118.

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Purpose The purpose of this paper is to investigate what kind of leadership young innovative people prefer and whether their level of innovativeness has an influence on those leadership preferences. It also asks specifically whether some leadership behaviours are preferred over others by young innovators, by comparing that group’s preferences to those of the majority of young people and an outlier group labelled laggards. Leadership preferences are studied in the context of transformational leadership covering transformational leadership, transactional leadership (including passive and active management by exception), rewarding, laissez-faire and authoritative leadership styles. Design/methodology/approach In total, 297 Finnish university students completed a voluntary leadership behaviour questionnaire and an innovativeness scale. A non-parametric independent samples median test was run to determine if there were differences in the leadership preference score between the innovativeness level groups. Findings Results indicate that the level of innovativeness influences leadership preferences. Receiving intellectual stimulation from their leader is more important to young innovators than it is to their peers but the former are also less comfortable with active management by exception. Originality/value Young innovators leadership preferences have not been studied. Harnessing the full power of this important talent pool is central to the future competitiveness of organizations and nations. This study intends to prompt discussion and studies on how to lead young innovators given their preferences.
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Ehrhart, Mark G. "Self-Concept, Implicit Leadership Theories, and Follower Preferences for Leadership." Zeitschrift für Psychologie 220, no. 4 (January 2012): 231–40. http://dx.doi.org/10.1027/2151-2604/a000117.

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The purpose of this study was to investigate the factors that shape followers’ initial reactions to leaders. Based on the literature on self-concept and leader categorization theory, it was hypothesized that followers’ self-concepts (specifically their self-esteem and self-construal) would predict their conceptualization of an ideal leader (i.e., their implicit leadership theory, ILT), which would then predict followers’ preferences for specific leadership styles. Using a sample of 206 university students, results indicated that the effects of independent self-construal on charismatic leader preference were partially mediated by the dedication ILT dimension, and the effects of interdependent self-construal were fully mediated by the sensitivity ILT dimension. Additional findings and directions for future research are discussed.
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Greene, Zachary, and Matthias Haber. "Leadership Competition and Disagreement at Party National Congresses." British Journal of Political Science 46, no. 3 (October 20, 2014): 611–32. http://dx.doi.org/10.1017/s0007123414000283.

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Theories often explain intraparty competition based on electoral conditions and intraparty rules. This article further opens this black box by considering intraparty statements of preferences. In particular, it predicts that intraparty preference heterogeneity increases after electoral losses, but that candidates deviating from the party’s median receive fewer intraparty votes. Party members grant candidates greater leeway to accommodate competing policy demands when in government. The study tests the hypotheses using a new database of party congress speeches from Germany and France, and uses automated text classification to estimate speakers’ relative preferences. The results demonstrate that speeches at party meetings provide valuable insights into actors’ preferences and intraparty politics. The article finds evidence of a complex relationship between the governing context, the economy and intraparty disagreement.
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Crust, Lee, and Kayvon Azadi. "Leadership preferences of mentally tough athletes." Personality and Individual Differences 47, no. 4 (September 2009): 326–30. http://dx.doi.org/10.1016/j.paid.2009.03.022.

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Chong, Alberto, and Mark Gradstein. "On the Preferences for Strong Leadership*." Social Science Quarterly 99, no. 4 (March 5, 2018): 1267–82. http://dx.doi.org/10.1111/ssqu.12489.

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Brain, Kenneth, and Dianne Lewis. "Exploring leadership preferences in multicultural workgroups." Leadership & Organization Development Journal 25, no. 3 (April 2004): 263–78. http://dx.doi.org/10.1108/01437730410531065.

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Gil, Karina. "U.S. Latino Leaders Versus the GLOBE’s Latin American and Anglo Cluster." International Business Research 12, no. 10 (September 16, 2019): 38. http://dx.doi.org/10.5539/ibr.v12n10p38.

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The current study compares the leadership preferences among Latino leaders in the U.S. and the GLOBE’s Latin American and Anglo Clusters. The study was done with a national sample size of 188 Latino leaders from all over the U.S. The surveying instrument used was sections 2 and 4 of the Alpha form of The Global Leadership and Organizational Behavior Effectiveness Questionnaire (GLOBE) by House et al. (2004) and a demographic survey developed by the researcher. t-Tests were used to compare the overall mean score of the research sample with the grand mean score of both the Latin American and Anglo clusters. Results indicate that Latino leaders in the U.S. had different leadership preference than the GLOBE’s Latin American and Anglo cluster. One of the main contributions of the research to the body of knowledge is that it brings to light the uniqueness of the Latino leadership preferences and shows how dissimilar their preference is from the Latin American and Anglo Clusters of the GLOBE.
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Witte, Kelly S. "Coaching Leadership Preferences: Insight from the National Collegiate Athletic Association Division III Athlete." Journal of Coaching Education 4, no. 2 (August 2011): 73–87. http://dx.doi.org/10.1123/jce.4.2.73.

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The purpose of this study was to identify and compare coaching leadership preferences of 1,859 varsity student-athletes participating at the Division III level in the National Collegiate Athletic Association (NCAA). The athletes attended one of fourteen colleges and universities located in the Midwest. Teams were selected according to task dependence and the existence of both male and female squads. Three independent (individual) sports and three interdependent (team) sports were selected: men’s and women’s basketball, men’s and women’s soccer, men’s baseball and women’s softball, men’s and women’s swimming, men’s and women’s tennis, and men’s and women’s track & field. The Revised Leadership Scale for Sport (Zhang, Jensen, & Mann, 1997) was used to assess participants’ leadership preferences on the dimensions of training and instruction behavior, democratic behavior, autocratic behavior, social support behavior, positive feedback behavior, and situational consideration behavior. Females had a higher preference for positive feedback and situational consideration, whereas males expressed stronger preferences for social support and autocratic behavior. Individual sport athletes demonstrated a higher preference for democratic behavior, positive feedback, training and instruction, situational consideration, and social support than did team sport athletes and team sport athletes preferred autocratic behavior more than athletes participating in individual sports. The gender by task dependence interaction was not significant. These results suggest that differences in athletes and particular sports teams may facilitate specific leadership behaviors
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Dissertations / Theses on the topic "Leadership preferences"

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Beltrán, Barco Arlette Cecilia Lourdes. "Gender differences in firm’s leadership and risk preferences." Doctoral thesis, Pontificia Universidad Católica del Perú, 2018. http://tesis.pucp.edu.pe/repositorio/handle/123456789/12933.

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This thesis is composed of two studies related to gender issues in economics. The first one explores whether companies experience benefits when the firm’s CEO and owner are both women. It employs data from the 2009-2014 World Bank Enterprise Surveys (WBES) to measure firms’ performance through growth in sales and productivity. Potential endogeneity was corrected by using the UN Gender Development Index and the average fertility rate as they comply with the exclusion restrictions. The paper uses the Control Function method with a Probit first stage estimation and an OLS main equation. The findings suggest that a female owner strengthens the female CEO’s business skills and leads to better firm performance than when the CEO is a woman and the owner is a man. The second study analyzes if there are gender differences in the socioeconomic characteristics that impact the risk aversion of a person. Gender differences in risk aversion may explain the gaps between men and women in the professional or labor field. If this situation is to be modified, it is important to understand how actors behave when facing risky situations and which variables could influence this change. In this sense, the paper draws from laboratory experiments associated with risky and uncertain decisions, representative of six cities in Latin America, through two empirical strategies: regression analysis with interactions and Blinder-Oaxaca decomposition. We conclude that women are more risk averse than men, and that the main variables associated with this behavior are education, age, and whether or not the person is part of the labor market
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Kobylinski, Julia, and Molly McGregor. "Inherent Motivation and the Leadership Style Preferences of Millennials." Thesis, Linnéuniversitetet, Institutionen för psykologi (PSY), 2019. http://urn.kb.se/resolve?urn=urn:nbn:se:lnu:diva-84725.

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Existing research on leadership and motivation tends to focus primarily on how leadership style influences employee motivation with very little consideration for how follower characteristics may influence the preference of the leader. In an attempt to contribute to this research gap, this thesis examined whether motivation, as represented by extrinsic and intrinsic sources, influences an individual’s preference towards a transactional vs. transformational leadership style. This thesis provides further novelty by examining this concept on the largely understudied and newest generation to enter the labour market, the millennials. To investigate the main research question, 220 Swedish students participated in a questionnaire that was designed to assess their motivation and leadership style preference. As age, gender and personality were considered as potential predictors in this relationship they were also included in the questionnaire as control variables. A multiple regression analysis revealed intrinsic motivation to be a significant predictor of transformational leadership preference, and extrinsic motivation as a significant predictor of transactional leadership preference. These findings provide merit in both the academic and organisational sectors, not only contributing empirical evidence to this widely neglected research field, but also in the practical utility these results can provide for creating more informed leadership training decisions in a bid to recruit, retain and motivate the millennial generation as they enter the workforce.
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Baker, Rebecca I. "Ideal Leadership Style Preferences by Generational Cohort Membership and Gender." Xavier University / OhioLINK, 2015. http://rave.ohiolink.edu/etdc/view?acc_num=xavier1438082120.

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Dulin, Linda. "Leadership preferences of a Generation Y cohort: A mixed methods study." Thesis, University of North Texas, 2005. https://digital.library.unt.edu/ark:/67531/metadc4735/.

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Presently there are four generational cohorts in the workplace. Born from 1977 to 1997, the youngest cohort group, referred to as Generation Y (or Gen Y) in this study, has 81 million members, of whom over 29 million are already in the workplace. The importance of leader-subordinate relationships in the workplace has been confirmed; in recognizing this, leaders must identify and adapt to the changing era-shaped needs of employees, who cannot fully participate in organizational life if their most urgent needs are not being met. Because Gen Y employees are only now entering the workforce, little is actually known about the workplace needs of this cohort group. This study attempted to determine leadership needs of a Gen Y cohort as a means to enhance workplace relationships in the 21st century organization. A sequential, mixed methods study was employed to explore leadership preferences of a Gen Y cohort. Initially, focus group interviews were used to generate leadership themes. Based on these themes, an instrument was designed, and Gen Y business students from three higher education institutions were surveyed. Confirmatory factor analysis using LISREL software was used to test the themes. The driving force behind this research design was to build a foundation of understanding through inductive research (qualitative) and to test and enrich the foundation through deductive means (quantitative).
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Hanson, Lindsay K. "Impact of involvement in athletics upon leadership preferences among selected Rowan University athletes /." Full text available online, 2008. http://www.lib.rowan.edu/find/theses.

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Hoppe, Nagao Angela K. "The impact of cultural intelligence levels on community college faculty conflict management preferences| A quantitative study." Thesis, California State University, Fullerton, 2015. http://pqdtopen.proquest.com/#viewpdf?dispub=3662874.

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The purpose of this study was to discover if a relationship existed between cultural intelligence (CQ) and conflict management style preferences for community college faculty who work with culturally diverse student populations. Drawing from a sample of full- time community college faculty, this study used the 20-item cultural intelligence scale instrument that measures the four components of CQ, including motivational CQ, behavioral CQ metacognitive CQ, and cognitive CQ (Ang et al., 2007). This study used Rahim's Organizational Conflict Inventory Il (Rahim, 2010) to measure five styles of conflict management, including integrating, dominating, compromising, avoiding, and accommodating. The results of this study indicate that of the four factors of CQ, motivational CQ was the highest and cognitive CQ was the lowest in community college faculty. Factors such as number of languages spoken, academic discipline, and travel outside of the United States were predictors of CQ. The results of this study indicate that community college faculty have a preference for an integrating style of conflict management and that academic discipline, gender, and years teaching predict conflict management style preferences. The findings in this study also indicate that the four factors of CQ correlate with faculty conflict management style preferences. When controlling for gender, age, and ethnicity, there are significant correlations among the four factors of CQ and three of the conflict styles. The four factors of CQ combined correlated with integrating, dominating, and compromising conflict styles, and avoiding and obliging were nearing significance. Individually, metacognitive CQ and motivational CQ positively correlated to an integrating conflict style. Motivational CQ negatively correlated to dominating conflict style. Behavioral CQ correlated to a dominating conflict management style. None of the four factors of CQ individually predicted avoiding and obliging conflict style, though in both cases it was approaching significance. Based on the findings of this research study, there are four recommendations for practitioners in higher education: Expand research on cultural intelligence and conflict management within the domain of higher education; integrate cultural intelligence and conflict management into higher education curriculum; establish institutionally supported ongoing professional development in cultural intelligence and conflict management; and develop student-centered campus-level cultural intelligence and conflict management initiatives.

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Phornprapha, Sarote. "The preferences of restaurant operative staff concerning leadership style : a study in Thailand." Thesis, University of Surrey, 1995. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.308554.

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Chen, Andy Jung-Yi. "Generational Differences in Leadership and Conflict Style Preferences within Family Businesses in Taiwan." NSUWorks, 2009. http://nsuworks.nova.edu/hsbe_etd/18.

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The results of this study indicate that the Taiwan managers have a fairly high level of consistency in their preference for both a predominant leadership and conflict resolution style. They prefer a participative style of leadership and an introspective/observant style of conflict resolutions. In addition, the owner/managers studied had a good sense of the reality of their perceptions of their own leadership style. Both of these findings are consistent with what might be expected from Chinese and Confusion Philosophy. However, there the strength of these preferences is not as strong in the younger employees indicating a real generational shift in preferred styles. This is particularly clear in terms of the conflict style where there was an increased preference for a more assertive style or Western style of conflict resolution in younger employees. In addition, there was a clear difference in preferred approach to leadership when leadership was looked at from the transformational/transactional theory approach to leadership. The older manager/owners preferred a transactional leadership approach which is more in line with the paternalistic nature of Chinese management. The traditional Chinese approach to management would have predicted that the transactional leadership approach would dominate. The results of this study supported this expectation but only for the older group and not the younger group. The younger group preferred the transformational approach to leadership which may be argued to be closer to modern Western approaches to leadership. One other finding of particular note was that while the relative strength of conflict and leadership style preferences varied slightly, the generational differences were consistent regardless of whether the intergenerational differences were measured inside the same company or across a variety of companies and the groups of older and younger managers/owners were related by organizational membership or completely independent of each other. The results of this study provide additional insights into the role of preferred leadership and conflict styles within organizations in Taiwan.
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McGaha, Kristina K. "An Interpretive Phenomenological Study of America's Emerging Workforce| Exploring Generation Z's Leadership Preferences." Thesis, University of Phoenix, 2018. http://pqdtopen.proquest.com/#viewpdf?dispub=10974750.

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By 2030, almost every entry level role in the United States will be filled by a member of Generation Z (born after 1995). Researchers have noted an unclear understanding of the Generation Z perspective on leadership; despite Generation Z’s increasing presence in the workforce. This knowledge gap is detrimental to organizational viability and can negatively impact organizational performance and strategy. The purpose of this study was to identify the leadership preferences of Generation Z based on their lived experience in the workplace; and discuss to what extent Generation Z prefers a transactional or transformational leadership style. A theoretical frame that links generational identity (generational cohort theory) to leadership theory supports the exploration of these preferences phenomenologically and establishes the significance of generational leadership preferences on organizational performance. Semi-structured, open-ended interviews were conducted and analyzed using a modified version of interpretive phenomenological analysis (IPA). IPA revealed six (6) emergent themes in the phenomenon under investigation (specifically Generation Z’s workplace experiences); the themes were described and their implications interpreted. The findings were validated using a relatively novel tool for phenomenology: freelisting (a cultural domain analysis tool). The findings describe Generation Z’s ideal leader and their introspective thoughts on their workplace identity and experiences. It was concluded that Generation Z tends to prefer transformational leadership more than transactional leadership, supported and predicted by the literature. Understanding Generation Z’s leadership preferences will provide insight on better methods for organizations to recruit, train, and develop employees. Such insights will also be beneficial to future Generation Z research.

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Chen, Yihuan, and Yanting Cao. "A Study of Actual and Ideal Leadership across Different Enterprise Types in Shanghai." Thesis, Uppsala universitet, Företagsekonomiska institutionen, 2014. http://urn.kb.se/resolve?urn=urn:nbn:se:uu:diva-230485.

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Since the Chinese economic reform in 1979, there have been various types of enterprises being established instead of the period when the market was mainly dominated by state-owned enterprises (SOEs). Nowadays, except for the government (GOV) departments, the three main types of enterprises are state-owned enterprises (SOEs), private-owned enterprises (POEs) and foreign-owned enterprises (FOEs). In the paper, the aim is to compare the difference in empowering and coaching of the leadership style from employees’ perspective across different types of enterprises and government in Shanghai and find out the potential reasons for the differences. To make the suggestions for improvement in leadership, the paper has compared the existing condition with the employees’ preference in both empowering and coaching leadership style. 144 Questionnaires have been collected in order to make quantitative tests. The questionnaires have been distributed to both employees and managers in different types of companies and government in Shanghai. SPSS 19.0 were used to deal with the data and helped to draw the conclusion.   Based on the literature reviews, the paper proposed three hypotheses. The results show that some of the hypotheses are confirmed; however, some of the hypotheses are rejected. For the rejected ones, the paper give the possible explanations and at the same time, based on other variables of the information of respondents, further analysis has been done to find out how the ideal and actual leadership styles affected by other variables in different groups.
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Books on the topic "Leadership preferences"

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Person, Naomi. How to partner with Girl Scout Seniors on Sow what?: It's your planet-- love it! a leadership journey. New York: Girl Scouts of the USA, 2009.

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Person, Naomi. How to partner with Girl Scout Seniors on Sow what?: It's your planet-- love it! a leadership journey. New York: Girl Scouts of the USA, 2009.

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Zander, Lena. The licence to lead: An 18 country study of the relationship between employees' preferences regarding interpersonal leadership and national culture. Stockholm, Sweden: Institute of International Business--IIB, Stockholm School of Economics, 1997.

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Malloy, David Cruise. Leadership preferences of selected Canadian and Japanese physical education students. 1985.

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Leadership preferences of selected Canadian and Japanese physical education students. 1986.

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Savelsbergh, Mary. A study of effective consultant teachers' leadership styles and personality preferences. 1989.

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Stettler, Lon M. Freedom to lead and other common problem solving preferences of educational administrators. 1991.

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Brooker, Paul, and Margaret Hayward. Rational Leadership. Oxford University Press, 2018. http://dx.doi.org/10.1093/oso/9780198825395.001.0001.

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This book shows how a business version of rational leadership develops business corporations (and inspires people with confidence) by using the appropriate rational methods. The book presents classic examples of leaders using these corporation-developing methods to establish or enhance an iconic corporation. The main examples are Sloan (General Motors), Ohno (Toyota), Kroc (McDonalds), Walton (Walmart), Grove (Intel), and Whitman (eBay). These examples cover a wide range of different times, from the 1920s to the 2000s, and different industries, from fast-food and the automobile to microprocessors and e-commerce. In addition to being ‘best practice’ examples, they present a ‘leader’s-eye view’ through autobiographical writings, which are supplemented and corroborated by biographical and historical sources. (There are other supplementary examples that include Bezos of Amazon, Sandberg of Facebook, Jobs of Apple, Armani of Armani fashion, and Roddick of The Body Shop.) There is a comparative aspect, too, as the examples also describe the variation in leaders’ selection or emphasising of particular methods, which vary according to the circumstances or a leader’s personal preferences. The conclusion suggests that the book’s approach should also be applied to versions of military leadership and the political leaders of contemporary democracies. The book has been prepared as both an academic monograph and a graduate text, but will also appeal to general readers who are interested in leadership and/or business.
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Epstein, William M. Spiritualism, Religion, and Other Romantic Quests for the Authentic Self. Oxford University Press, 2018. http://dx.doi.org/10.1093/oso/9780190467067.003.0005.

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Chapter 4 explores the quest for the authentic self in illuminations of the true self, in theories of organizational leadership, and in other sorts of personal quests for the authentic soul. The national investment in romantic quests sustains the preferences for social efficiency, superstition, and quick authenticity. These preferences supplant serious material attempts to repair inequality and begin to explain the minimalism and the underlying architecture of most social services.
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Willumsen, David M. The Acceptance of Party Unity in Parliamentary Democracies. Oxford University Press, 2017. http://dx.doi.org/10.1093/oso/9780198805434.001.0001.

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The central argument of this book is that voting unity in European legislatures is not primarily the result of the ‘disciplining’ power of the leadership of parliamentary parties, but rather the result of a combination of ideological homogeneity through self-selection into political parties and the calculations of individual legislators about their own long-term benefits. Despite the central role of policy preferences in the subsequent behaviour of legislators, preferences at the level of the individual legislator have been almost entirely neglected in the study of parliaments and legislative behaviour. The book measures these using an until now under-utilized resource: parliamentary surveys. Building on these, the book develops measures of policy incentives of legislators to dissent from their parliamentary parties, and show that preference similarity amongst legislators explains a very substantial proportion of party unity, yet alone cannot explain all of it. Analysing the attitudes of legislators to the demands of party unity, and what drives these attitudes, the book argues that what explains the observed unity (beyond what preference similarity would explain) is the conscious acceptance by MPs that the long-term benefits of belonging to a united party (such as increased influence on legislation, lower transaction costs, and better chances of gaining office) outweigh the short-terms benefits of always voting for their ideal policy outcome. The book buttresses this argument through the analysis of both open-ended survey questions as well as survey questions on the costs and benefits of belonging to a political party in a legislature.
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Book chapters on the topic "Leadership preferences"

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Brett, James. "Preferences and Patterns." In Evolving Digital Leadership, 121–37. Berkeley, CA: Apress, 2018. http://dx.doi.org/10.1007/978-1-4842-3606-2_9.

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Murray, Gregg R., and Susan M. Murray. "Caveman Executive Leadership: Evolved Leadership Preferences and Biological Sex." In Evolutionary Psychology in the Business Sciences, 135–63. Berlin, Heidelberg: Springer Berlin Heidelberg, 2011. http://dx.doi.org/10.1007/978-3-540-92784-6_6.

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Tan, Terri S.-M., Marilyn A. Uy, and Emma Yoke Loo Sam. "Using the EPL Framework to Understand Career Preferences of STEM Researchers." In Entrepreneurship–Professionalism–Leadership, 209–26. Singapore: Springer Singapore, 2020. http://dx.doi.org/10.1007/978-981-15-3121-7_11.

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Jackson, Emil. "The impact of personality preferences on school leadership." In Sustaining Depth and Meaning in School Leadership, 173–98. Abingdon, Oxon ; New York, NY : Routledge, 2020. | Series: Tavistock clinic book series: Routledge, 2020. http://dx.doi.org/10.4324/9781003015901-9.

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Yu, Kang Yang Trevor, Kim-Yin Chan, and Jia Lin. "Measuring Preference for Non-standard Work: Relationships with EPL Motivations, Efficacies, Perceived Employability, and Career Adaptability." In Entrepreneurship–Professionalism–Leadership, 131–50. Singapore: Springer Singapore, 2020. http://dx.doi.org/10.1007/978-981-15-3121-7_8.

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"Leadership and Strategic Preferences." In Leadership and the Rise of Great Powers, 25–53. Princeton University Press, 2019. http://dx.doi.org/10.2307/j.ctvc77dc8.6.

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"2. Leadership and Strategic Preferences." In Leadership and the Rise of Great Powers, 25–53. Princeton: Princeton University Press, 2019. http://dx.doi.org/10.1515/9780691191935-004.

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"The Strategy and Domestic Diplomacy of Trade Preferences." In Trade and American Leadership, 339–66. Cambridge University Press, 2019. http://dx.doi.org/10.1017/9781108606141.015.

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Bennett, Peggy D. "Personality preferences." In Teaching with Vitality. Oxford University Press, 2017. http://dx.doi.org/10.1093/oso/9780190673987.003.0034.

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Each of us likely has mild to strong preferences for certain personalities. And those personalities may or may not be similar to our own. Given the sometimes powerful reactions to personalities in schools, it may be worth thinking about them and considering their influence on us. • A teacher relies on sarcastic humor for interacting with teachers and students. Some like the teasing. Others find it offensive. • A teacher is demure and quiet. Some appreciate the calm. Others distrust the lack of responsiveness to co- workers. • A principal is very efficient and responsible in managing school issues, yet teachers and parents feel slighted by an assumed lack of interest in them. • A principal is so generous, affectionate, and outgoing that teachers begin to wish for a strong disciplinarian, rather than a grandparent figure. Whether we are drawn to or repelled by certain personalities, we are likely to face them in schools. And it is to our advantage to both notice our personality preferences and actively coach our­selves to look and behave beyond them, instead of letting them interfere with our teaching or our collegiality. Exuberant personalities. Quiet personalities. Which do you prefer as friends? Which do you prefer as students? All ages of people, from preschool on, could have personali­ties that repel or ignite our sense of comfort and affinity. This is common, and it is normal. How we act on those feelings, how­ever, can affect the health of our relationships and the effective­ness of our teaching. No matter the level of exuberance or quietness, we would be remiss to gauge expertise, leadership, or friendliness by the mag­nitude of others’ social behaviors. Plus it can be important for us to notice when our own quietness or liveliness has a dampening effect on our teaching, conversations, and group discussions. Personalities can push us away or draw us near. We ben­efit when we treat a person (including a student or teacher) openly and kindly regardless of our initial, instinctive, emotional response to that individual’s personality.
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Aydogmus, Ceren. "Globally Responsible Intergenerational Leadership." In Advances in Educational Marketing, Administration, and Leadership, 123–52. IGI Global, 2019. http://dx.doi.org/10.4018/978-1-5225-8003-4.ch007.

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Today's workforce is more diverse than ever, comprised of five generational cohorts: Traditionalists, Baby Boomers, Generation X, Generation Y, and Generation Z. As each generation has its own values, beliefs, and expectations, their leadership preferences pose new challenges for organizations. In this chapter, leadership approaches are discussed, and the differences and similarities among preferred generational leadership styles are examined. The purpose of this chapter is to determine an appropriate leadership style that meets the needs of all generations, and globally responsible inter-generational leadership has been suggested as the most effective approach.
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Conference papers on the topic "Leadership preferences"

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Gigauri, Iza. "UNDERSTANDING THE EXPECTATIONS OF YOUNG EMPLOYEES TOWARDS LEADERSHIP IN ORGANIZATIONS." In Proceedings of the XXVIII International Scientific and Practical Conference. RS Global Sp. z O.O., 2021. http://dx.doi.org/10.31435/rsglobal_conf/25042021/7521.

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The presented research explores the expectations of young employees to leadership and reveals their attitude towards leaders in organizations. The study elaborates on leadership styles, traits, and behaviors the new generation anticipates from the leaders. Additionally, the research analyzes the similarities and differences of male and female leaders in young workers' views. The research was based on a quantitative approach, and a survey method was used to gather primary data in Georgia. The study results emphasize the preferences of young employees towards leaders, which can be used by organizations to develop leadership styles accordingly, and attract and retain employees as a consequence.
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Tan, Le, Po Hao, and Chunqing Li. "Leader’s Information Processing Preferences and Leadership Effectiveness: The Moderating Effect of Environmental Uncertainty." In Hradec Economic Days 2018, edited by Petra Maresova, Pavel Jedlicka, and Ivan Soukal. University of Hradec Kralove, 2018. http://dx.doi.org/10.36689/uhk/hed/2018-02-040.

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Kao, Hsin, Peng-Hsiang Kao, and Ji-Chyuan Liou. "The Relationship between Length of Employment and Length of Leadership - Moderating Effects of Knowledge Management Preferences." In 2009 Fourth International Conference on Innovative Computing, Information and Control (ICICIC). IEEE, 2009. http://dx.doi.org/10.1109/icicic.2009.365.

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Li, Yu, Phyllis A. Duncan, and Mark T. Green. "A Comparison of the Cultural Impacts on Leadership Preferences between Overseas Chinese Petroleum Professionals and GLOBE Scores." In International Oil and Gas Conference and Exhibition in China. Society of Petroleum Engineers, 2010. http://dx.doi.org/10.2118/130654-ms.

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Stölzle, Simon C., and Dominika P. Gałkiewicz. "GREEN BONDS REPRESENTING GREEN FINANCE IN EUROPE – BASIC CHARACTERISTICS." 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.s.p.2020.27.

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This study examines whether there is a negative green bond premium for investors in the secondary European market. To answer this question, the matched pairs method is applied, where the daily i-spreads of green bonds and the interpolated daily i-spreads of similar non-green bonds are compared. The bond sample contains 37 bond couples issued by corporations, financial institutions and governments between November 2019 and April 2020. The findings suggest that there is an average statistically significant negative very small green bond premium. The negative premium could be explained by investors’ preferences for green financial instruments leading to excess demand. The negative green bond premium may also be a compensation for the issuer’s external costs or reflect the internalization of environmental externalities. Further evidence shows that the negative green bond premium varies across industries and is not higher for lower rated investment grade bonds.
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Stefanova, Marieta. "POSSIBILITIES OF POSITIONING THROUGH DIFFERENTIATION OF PRODUCTS FROM THE PROCESSING OF OLIVE TREE FRUIT." In SUSTAINABLE LAND MANAGEMENT - CURRENT PRACTICES AND SOLUTIONS 2019. University publishing house "Science and Economics", University of Economics - Varna, 2021. http://dx.doi.org/10.36997/slm2019.163.

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This study analyses the possibility of differentiation in the supply of different types of products from the processing of the olive tree fruit in order to make them more appealing to the target audience. Possibilities have been identified to distinguish the business from other market participants and to better position it on the market through cost leadership or differentiation of product quality. An analysis has been conducted of a product differentiation method applying five factors facilitating the positioning of the brand to achieve better satisfaction of consumer preferences and earn the consumers' loyalty. It was found that in the examined product category the factor contributing to the greatest degree to product differentiation is the adopted assortment policy. This is an expert method that can be successfully applied to other product categories.
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Peranginangin, Arjuna, Alvin Zonathan Sagala, Elvi Yosna Lulbis, and Aldo Elias Alrisky Pasaribu. "EFL Learners Preference of Learning Style in ESP Class." In The 5th Annual International Seminar on Transformative Education and Educational Leadership (AISTEEL 2020). Paris, France: Atlantis Press, 2020. http://dx.doi.org/10.2991/assehr.k.201124.008.

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Halme, M., T. Joro, P. Korhonen, S. Salo, and J. Wallenius. "A value efficiency approach to incorporating preference information in data envelopment analysis [management performance analysis]." In Innovation in Technology Management. The Key to Global Leadership. PICMET '97. IEEE, 1997. http://dx.doi.org/10.1109/picmet.1997.653648.

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Reports on the topic "Leadership preferences"

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Kahn, Matthew, Weizeng Sun, Jianfeng Wu, and Siqi Zheng. The Revealed Preference of the Chinese Communist Party Leadership: Investing in Local Economic Development versus Rewarding Social Connections. Cambridge, MA: National Bureau of Economic Research, March 2018. http://dx.doi.org/10.3386/w24457.

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Cho, Siwon. Influences of Fashion Leadership, Preference for Exploratory Behavior, and Need for Cognition on Consumers’ Use of Internal Information and Tolerance for Risk-Taking. Ames: Iowa State University, Digital Repository, 2014. http://dx.doi.org/10.31274/itaa_proceedings-180814-924.

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Richards, Robin. The Effect of Non-partisan Elections and Decentralisation on Local Government Performance. Institute of Development Studies (IDS), January 2021. http://dx.doi.org/10.19088/k4d.2021.014.

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This rapid review focusses on whether there is international evidence on the role of non-partisan elections as a form of decentralised local government that improves performance of local government. The review provides examples of this from Sub-Saharan Africa and South Asia. There are two reported examples in Sub-Saharan Africa of non-partisan elections that delink candidates from political parties during election campaigns. The use of non-partisan elections to improve performance and democratic accountability at the level of government is not common, for example, in southern Africa all local elections at the sub-national sphere follow the partisan model. Whilst there were no examples found where countries shifted from partisan to non-partisan elections at the local government level, the literature notes that decentralisation policies have the effect of democratising and transferring power and therefore few central governments implement it fully. In Africa decentralisation is favoured because it is often used as a cover for central control. Many post-colonial leaders in Africa continue to favour centralised government under the guise of decentralisation. These preferences emanated from their experiences under colonisation where power was maintained by colonial administrations through institutions such as traditional leadership. A review of the literature on non-partisan elections at the local government level came across three examples where this occurred. These countries were: Ghana, Uganda and Bangladesh. Although South Africa holds partisan elections at the sub-national sphere, the election of ward committee members and ward councillors, is on a non-partisan basis and therefore, the ward committee system in South Africa is included as an example of a non-partisan election process in the review.
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