Academic literature on the topic 'Path-goal theory of leadership'
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Journal articles on the topic "Path-goal theory of leadership"
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Indvik, Julie. "Path-Goal Theory of Leadership: A Meta-Analysis." Academy of Management Proceedings 1986, no. 1 (August 1986): 189–92. http://dx.doi.org/10.5465/ambpp.1986.4980581.
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Jermier, John M. "The path-goal theory of leadership: A subtextual analysis." Leadership Quarterly 7, no. 3 (September 1996): 311–16. http://dx.doi.org/10.1016/s1048-9843(96)90022-3.
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Schriesheim, Chester A., and Linda L. Neider. "Path-goal leadership theory: The long and winding road." Leadership Quarterly 7, no. 3 (September 1996): 317–21. http://dx.doi.org/10.1016/s1048-9843(96)90023-5.
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House, Robert J. "Path-goal theory of leadership: Lessons, legacy, and a reformulated theory." Leadership Quarterly 7, no. 3 (September 1996): 323–52. http://dx.doi.org/10.1016/s1048-9843(96)90024-7.
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Malik, Sikandar Hayyat, Shamsa Aziz, and Hamid Hassan. "Leadership Behavior and Acceptance of Leaders by Subordinates: Application of Path Goal Theory in Telecom Sector." International Journal of Trade, Economics and Finance 5, no. 2 (2014): 170–75. http://dx.doi.org/10.7763/ijtef.2014.v5.364.
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Silverthorne, Colin. "A test of the path‐goal leadership theory in Taiwan." Leadership & Organization Development Journal 22, no. 4 (June 2001): 151–58. http://dx.doi.org/10.1108/01437730110395042.
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Barnett, Timothy R., and Danny R. Arnold. "Justification and application of path-goal contingency leadership theory to marketing channel leadership." Journal of Business Research 19, no. 4 (December 1989): 283–92. http://dx.doi.org/10.1016/0148-2963(89)90010-6.
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Farhan, Bayan Yousef. "Application Of Path-Goal Leadership Theory And Learning Theory In A Learning Organization." Journal of Applied Business Research (JABR) 34, no. 1 (December 29, 2017): 13–22. http://dx.doi.org/10.19030/jabr.v34i1.10088.
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This paper used learning theory and path-goal theory to propose a learning leadership model. The practical side of these two theories is suitable for this proposed model, its agenda, and its tools for improving organizational learning. The model is based on the assumption that leaders need to develop their competences and the competences of subordinates by creating a continuous learning process through sharing, exchanging, and improving knowledge and experiences. The model states that learning leaders act as facilitators of the organizational learning process and adopt the right attitude to motivate subordinates for learning by removing obstacles and creating a learning culture.
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Zulaihah, Ifatun. "CONTINGENCY LEADERSHIP THEORY / PENDEKATAN SITUASIONAL." AL-TANZIM : JURNAL MANAJEMEN PENDIDIKAN ISLAM 1, no. 1 (January 26, 2017): 76–87. http://dx.doi.org/10.33650/al-tanzim.v1i1.29.
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Paper ini mencoba menelaah konsep kepemimpinan situasional yang dipelopori diantaranya oleh Hersey and Blanchard, kemudian berkembang lagi teori Fiedler serta teori Path Goal. Dari teori tersebut masing-masing menganalisis bahwa kepemimpinan tidak hanya terbentuk oleh kepribadian dari pemimpin itu saja, namun kepemimpinan terbentuk dari lingkungan serta faktor-faktor yang mempengaruhi keberhasilan dari situasi sebuah organisasi agar mencapai tujuan yang dimaksud. Secara singkatnya teori tersebut menggunakan analisis kuantitatif dalam proses mempengaruhi bawahan-bawahannya dengan menggunakan variable-variable yang sudah terukur sedemikian rupa.
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Seltzer, Joseph, and James W. Smither. "A Role-Play Exercise to Introduce Students to Path-Goal Leadership Theory." Journal of Management Education 19, no. 3 (August 1995): 380–91. http://dx.doi.org/10.1177/105256299501900311.
Full textDissertations / Theses on the topic "Path-goal theory of leadership"
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Hejres, Sabah Khalifa. "Investigating the effectiveness of leadership styles on instructional leadership and teacher outcomes." Thesis, Brunel University, 2018. http://bura.brunel.ac.uk/handle/2438/17160.
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There are different criteria that affect active leadership styles that enhance the role of a principal as an Instructional Leadership. However, many principals lack such criteria where a strong principal considered as an Instructional Leadership. To become Instructional Leaders, principals must transform their practices from managerial to instructional. They need to exercise their leadership by exhibiting the leadership styles in their role and character, or their role will merely perform administrative duties that are akin to an administrative position. Furthermore, a school principal as a leader should play an important role in enhancing teachers' satisfaction. This study investigated the moderating effect of four leadership styles Directive, Supportive, Participative, and Achievement-oriented (D, S, P, A) on Instructional Leadership and teachers' outcomes (job satisfaction, job expectancies and acceptance of leader). The study used mixed methods, qualitative survey and quantitative focus group to develop a model based upon empirical data. The findings are based on a survey of 536 participants including teachers, principals and senior chiefs at various levels of primary, elementary and secondary schools across the Kingdom of Bahrain. The statistical and thematic analysis of the data shows that there is a direct and positive relationship between Instructional Leaderships and teacher's outcomes when moderated by the four leadership styles. The contribution of this study is the empirically tested relationships between Path Goal Theory and Instructional Leadership which shows that there are statistically significant relationships between D, S, P, A and the relationship between Instructional Leadership and the teacher's job satisfaction, job expectancy and acceptance of leader. Focus group finding shows that Leadership styles D, S, P, A transforms Instructional Leadership into a form that enhances the leadership role in Kingdom of Bahrain that Transactional Leadership influences Job expectancy, whilst Referent Power influences acceptance of leaders.
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Howieson, William B. "A quantative evaluation of the reformulated 1996 path-goal theory of work unit leadership via structural equation modelling." Thesis, University of Edinburgh, 2008. http://hdl.handle.net/1842/2604.
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In 1996, Professor Robert J House published a reformulated Path-Goal Theory of Work Unit Leadership, based on his earlier 1971 and 1974 theories. Path-goal leadership attempts to explain the impact that leader behaviour has on subordinate motivation, satisfaction and performance. The aim of this context-specific study is to evaluate this reformulated ‘1996 Theory’ via Structural Equation Modelling with engineers from the Royal Air Force as the primary data source. This thesis offers a revised methodology to test path-goal leadership. In detail, three moderator variables are modelled with four independent variables to establish association with two dependent variables. In addition, five propositions from the ‘1996 Theory’ are examined. The analysis suggests that: the moderator influences preference for a particular type of leadership behaviour (by the subordinate); leader behaviour has an impact on subordinate satisfaction; leader behaviour affects satisfaction directly and performance indirectly; subordinate satisfaction has a direct affect on subordinate performance; and performance is influenced by the type of task demand. It is considered that there is association between the variables; however, the direction of this association is not known and it is difficult to predict accurately. Without further research, which is replicated and revalidated with other cohorts, causality in the leader behaviour — outcome variable paradigm cannot be argued. Due to time constraints, the research has several limitations. Not all propositions cited in the ‘1996 Theory’ are tested and several other variables are not examined. Finally, recommendations are made for future study, particularly replication with other cohorts in the public, private and third sectors to ensure validity. This will help in determining causality with leader behaviour and motivation, satisfaction and performance.
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Goolaup, Sandhiya, and Tural Ismayilov. "The Influence of Power Distance on Leadership Behaviours and Styles : Case Studies of Japanese and French companies operating in Sweden." Thesis, Umeå universitet, Handelshögskolan vid Umeå universitet (USBE), 2012. http://urn.kb.se/resolve?urn=urn:nbn:se:umu:diva-52256.
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As a result of globalization and increase interdependence of the world economies, people from different cultures are interacting more frequently. However, most problems and misunderstandings occur when members of one culture assumes that their own unconscious values and beliefs are equally appropriate in other cultures. Typically, this is more prominent in an international business setting where companies are increasingly operating outside their usual working environment and interacting more with people belonging to other cultures. Even though, there are a huge number of studies which have focused on assessing the behaviours prevailing in different cultures and countries, we have noticed that there is a lack of literature aiming to find the leadership behaviours and styles becoming prevalent when there is a shift from one culture to another. More specifically, we have observed that there is a theoretical gap in the literature for understanding the behaviours which leaders adopt when they move from a high power distance culture to operate in a country classified as low power distance. Additionally, even on the basis of the extensive literature review conducted, it has been noticed that there are no studies which have aimed to find out the reasons behind adopting the prevailing leadership behaviours and styles. To achieve the purpose of this study, a qualitative research design and semi structured interviews were conducted with twelve managers in two different companies. Typically, a French and a Japanese company (both classified with high power distance index) operating in Sweden (classified with low power distance index) were selected. The data was analyzed using grounded theory and appropriate coding (open and selective coding) was adopted to generate sub-categories and categories which would help to explain the phenomenon being studied. As a result of the analysis undertaken, we have found out that both companies belonging to the high power distance culture have adopted distinct leadership styles. Basically, the French company has adopted a directive leadership style owing to the increasing influence which it receives from the home culture whilst the Japanese company has adopted a participative leadership style. It has also been found that the prevailing leadership behaviours are because of a number of factors like; the management cultural beliefs, labour laws, local employees, decision making process, monitoring and supervision process and influence from the host culture.
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Palomba, Rydén Sebastian, and Yafet Habtu. "Vilken typ av ledarskap motiverar unga vuxna mellan 18-30 år till att idrotta? : En kvalitativ studie om ledarskap och idrottande bland unga vuxna utifrån ett motivationsperspektiv." Thesis, Södertörns högskola, Företagsekonomi, 2021. http://urn.kb.se/resolve?urn=urn:nbn:se:sh:diva-45778.
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Syfte: Ledarskap är en viktig del i att skapa motivation hos idrottande individer. Med bakgrund mot den dramatiska nedgången av idrottare mellan 18-30 år inom den organiserade idrotten har studien haft som syfte att ta reda på vilken typ av ledarskap som motiverar dessa individer. Studiens förhoppning är att en större förståelse för denna fråga kan leda till att fler individer i den studerade målgruppen stannar inom idrotten vilket i förlängningen kan generera positiva resultat på folkhälsan. Metod: Genom användningen av en kvalitativ forskningsmetod, har det i denna studie genomförts semistrukturerade intervjuer med en hjälp av konstruerad intervjuguide som bygger på det teoretiska ramverk studien förhåller sig till. Det genomfördes 10 olika intervjuer med respondenter som faller inom den population som studien ämnar att undersöka. Resultat och slutsats: Studiens resultat visar på att ett mer individanpassat ledarskap skapar mer motivation inom den studerade kontexten. Genom att individanpassa och involvera idrottarna i större grad visar fynden i studien på en större motivation till fortsatt idrottande. I studien kunde en skillnad urskiljas mellan den individuella- och lagidrotten där graden av individanpassning generellt var bättre inom den individuella idrotten. Examensarbetets bidrag: Denna studie bidrar med kunskap kring hur ledare kan anpassa sin ledarskapsstil i syfte att skapa motivation hos följarna, i detta fall inom en idrottskontext. Studien presenterar även förslag på vilka åtgärder som skulle kunna fungera och bidra till ett större kvarhållande av idrottare. Studien har även kunnat kontextualisera omfattande ledarskapsteorier inom det studerade ämnet. Det genererar en möjlighet till att besvara forskningsfrågan, men även utgöra en grund för framtida forskning inom ämnet. Förslag på vidare forskning: Studiens frågeställning kan enligt oss besvaras med användningen av olika typer av forskningsmetoder. En kvantitativ forskningsmetod eller liknande kan generera en högre grad av generaliserbarhet i förhållande till populationen. Motivation samt ledarskap och dess implikationer på kvarhållandet av idrottare överlag är även en forskningsbar aspekt som bör beaktas. Det kan vara fördelaktigt att studera olika former av populationer inom samhällets ramar, för att bidra till en bredare förståelse inom ämnet.Aim: Leadership is an important part of creating motivation amongst athletes. Against the background of the dramatic decline in athletes between the ages of 18-30 in organized sports, the study aims to find out what type of leadership that motivates these individuals. The study aspire to provide with a greater understanding of this issue which in the long run can lead to more individuals, in the studied target group, staying in sports and also generate positive results on public health. Method: The study uses a qualitative research method in the form of semi-structured interviews. The interviews have been conducted with the help of a constructed interview guide based on the theoretical framework the study relates to. 10 different interviews were realized with respondents who are within the population in which the study intends to examine. Results and conclusions: The results of the study showed that more individualized leadership creates more motivation within the studied context. By adapting to the individual and involving the athletes to a greater extent, the findings in the study showed a greater motivation for continued sports. In the study, a difference could be distinguished between the individual and team sports where the level of individual adaptation generally was better in the individual sport. Contribution of the thesis: This study contributes with knowledge about leaders and how they can adapt their leadership style in order to create motivation within the followers, in this case within a sports context. The study also presents suggestions on what measures could work and contribute to greater retention of athletes. The study has also been able to contextualize extensive leadership theories within the studied subject. This generates an opportunity to answer the question in the study, but also form a basis for future research. Suggestions for further research:We believe that different types of research methods can be applied to conduct this study. A quantitative research method or similar can generate a greater degree of generalizability in relation to the population. Motivation and leadership and their implications for the retention of athletes in general is also a researchable aspect that should be considered. It can be beneficial to study different forms of populations within the framework of society, in order to generate a broader understanding of the subject.
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Bruno, Malin, and Hanna Frank. "Motivationsskapande ledarskap inom upplevelseekonomin : En studie utifrån målvägsteorin." Thesis, Högskolan i Gävle, Företagsekonomi, 2021. http://urn.kb.se/resolve?urn=urn:nbn:se:hig:diva-35117.
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Syfte: Studiens syfte är att skapa större förståelse för hur olika ledarskapsbeteenden kan bidra till motivationsskapande hos medarbetare inom upplevelseekonomin, med fokus på målvägsteorin. Metod: I studien har en kvalitativ metod använts, där åtta semistrukturerade intervjuer och åtta enkätundersökningar har genomförts. Undersökningen valde vi att genomföra inom upplevelseekonomin, där vi specifikt valde att intervjua ledare från Escape Room företag. Escape Room är en verksamhet som säljer upplevelser i form av att deltagarna blir inlåsta i ett rum och tillsammans ska ta sig ut genom att lösa olika problem, gåtor, pussel osv. Resultat och slutsats: Studiens resultat visar att ledare inom upplevelseekonomin skiftar mellan olika ledarbeteenden, där respondenterna i studien främst uppvisar en kombination av vägledande och prestationsinriktade ledarbeteenden. Genom en analys av respondenternas svar och den insamlade empirin, finner vi dock att en kombination av ett stödjande och ett vägledande ledarbeteende kan uppfattas mer motiverande för medarbetare inom upplevelseekonomin. Examensarbetets bidrag: Med studien hoppas vi kunna bidra till ledarnas arbete för att skapa motivation hos medarbetarna, framförallt inom upplevelseekonomin. Vi hoppas att studiens olika delar kan ge ledare tips på hur de kan skapa motivation inom den egna verksamheten. Givet målvägsteorin, fann vi inget underlag för att visst ledarbeteende ska motivera medarbetare med vissa egenskaper, däremot fann vi att situationens egenskaper har större betydelse. Förslag till vidare forskning: Beträffande målvägsteorin, har vi i vårt arbete valt att fokusera på den tidigare framtagna versionen av House (1971, 1996) som innefattar fyra ledarskapsbeteenden för att öka individens motivation. Vid senare versioner som släppts av målvägsteorin finns fler ledarskapsbeteenden inräknade. Intressant i en framtida forskningsstudie vore därför att inkludera resterande ledarskapsbeteenden likväl.Aim: The purpose of the study is to create a greater understanding of how different leadership behaviors can contribute to motivation creation among employees in the experience economy, with a focus on path-goal theory. Method: In the study, a qualitative method was used, where eight semi-structured interviews and eight questionnaires were conducted. We chose to conduct the survey in the experience economy, where we specifically chose to interview leaders from Escape Rooms. Escape Room is a business that sells experiences that involve the participants being locked in a room where they have to get out together by solving various problems, riddles, puzzles, etc. Conclusion: The results of the study show that leaders in the experience economy switch between different leadership behaviors, where the respondents in the study mainly show a combination of directive and achievement-oriented leadership behaviors. Through an analysis of the respondents' answers and the empirical data collected, we find, however, that a combination of supportive and directive leadership behavior can be perceived as more motivating for employees in the experience economy. Contribution of the thesis: With the study, we hope to be able to contribute to the leaders' work to create motivation among employees, especially in the experience economy. We hope that the different parts of the study can give leaders tips on how they can create motivation within their own organisation. Given the path-goal theory, no basis for certain leadership behavior to motivate employees with certain characteristics was found, however, we found that the characteristics of the situation are more important. Suggestions for future research: Regarding the goal-path theory, we have in our work chosen to focus on the previously developed version of House (1971, 1996) which includes four leadership behaviors to increase the individual's motivation. In later versions released by the goal-path theory, more leadership behaviors are included. It would therefore be interesting in a future research study to include the remaining leadership behaviors as well.
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Loulas, Nikolaos. "How leadership theory can contribute in quality improvement efforts, by influencing change, teamwork and goal management." Thesis, KTH, Tillämpad maskinteknik (KTH Södertälje), 2014. http://urn.kb.se/resolve?urn=urn:nbn:se:kth:diva-152213.
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Silas, Michael Antonio. "Improving the Pipeline for Students of Color at 1862 Colleges of Agriculture: A Qualitative Study That Examines Administrators’ Perceptions of Diversity, Barriers, and Strategies for Success." Diss., Virginia Tech, 2016. http://hdl.handle.net/10919/73607.
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Due to an impending STEM shortage facing the United States, it is critically important that students of color are recruited to scientific disciplines. This STEM shortage affects agricultural fields, as many agricultural disciplines are scientifically based. There is currently a lack of students of color within agricultural disciplines when compared to the increasingly diverse make-up of the United States. This qualitative study utilizes the path-goal theory of leadership (House, 1971) and reasoned action theory (Fishbein and Azjen, 2010) to examine the perceptions of administrators regarding the barriers that students of color face within colleges of agriculture at 1862 land-grant institutions. Another important purpose of this study is to identify strategies that department heads, deans, and administrators within colleges of agriculture can use to increase the recruitment and retention of students of color. The study utilized phenomenology, as this method focuses on participants' subjective experiences and interpretations of the world. Eighteen participants at 17 institutions were interviewed about their perceptions of diversity, the barriers that students of color face within colleges of agriculture, and strategies for success. The findings of this study reveal that (1) diversity is a multifaceted and evolving concept that varies from individual-to-individual, (2) students of color face barriers to access, (3) successful recruitment and retention strategies for students of color require investments from administrators, and (4) data validates program success.Ph. D.
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Rateau, Richard James. "Understanding the Employability of College Graduates for Success in the Workplace." Diss., Virginia Tech, 2011. http://hdl.handle.net/10919/29334.
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In our increasingly competitive world, it is critical that college graduates enter the workplace with the appropriate skills to not only survive but also grow their career. Current college graduates have not consistently acquired the skills needed for success in the workplace to learn and thrive continuously in our rapidly changing world. The Virginia Tech College of Agriculture and Life Science must identify the specific strategies that develop best the needed skills for the success of the graduate and society The purpose of the study was to identify a land grant college of agriculture and life sciencesâ (LGCALS) current programmatic and classroom strategies for developing studentsâ ability to learn and thrive continuously in our rapidly changing world and a (1) explore programmatic strategies for developing studentsâ ability to continuously learn and thrive; (2) explore innovative instructors classroom strategies for developing studentsâ ability to learn and thrive continuously; (3) describe graduates perceptions of career readiness as measured through the bases of competence inventory, and finally; (4) compare programmatic strategies, classroom strategies and graduatesâ perceptions for career readiness. A mixed methods convergent parallel design guided the research. Qualitative interviews were employed for exploring experiences using an interpretive, constructivist, and naturalistic approach for research objectives 1 and 2. A cross sectional survey design and questionnaire, Making the Match, was used to conduct the quantitative research for objective 3. The mixed methods portion of the convergent parallel design was used to frame and explore research objective 4. Findings of the study detail need for curriculum improvement in problem solving, learning, time management, creativity and change, and personal strengths.Ph. D.
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Ono, Arnaldo Turuo. "Teoria de liderança do caminho-meta: um estudo em busca de evidências na realidade brasileira." Universidade Presbiteriana Mackenzie, 2006. http://tede.mackenzie.br/jspui/handle/tede/648.
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Previous issue date: 2006-03-14House s (1971) Path-Goal Theory of Leadership, in spite of the fact that has being largely diffused mainly in USA; in Brazil, however, there is no organizational leadership researches concerning this theory. From that, a scientific investigation with the objective of testing subjacent hypotheses of House s theory was developed. Firstly, a quantitative research was done, with 226 workers, from a Brazilian auto parts company, the majority acting directly at the assembly line. A self-answered questionnaire was applied, in order to apprehend all variables of House s model. Correlation and hierarchical regression analysis were utilized to treat the data. The results demonstrated that none of the relations showed moderation effects and, only strait relations were observed, for instance, the performance variable and directive leader behavior and achievement oriented leader behavior. Subsequently, in order to deeply understand the gotten results, a qualitative research was developed. The data were obtained through deep interviews with 7 individuals of the same company at different hierarchical levels. Those data were analyzed under the light of thematic categorical content analysis technique. A content analysis was utilized to assess the qualitative data analysis. Cultural traits were identified as for instance, paternalism, spectator posture. From the analysis result of the two researches, could conclude that the Brazilian cultural traits would influence the leadership processes, in a way that leaders wouldn t show contingencial characteristics, differently of House s (1971) affirmation. Inferring, therefore, new researches must be done concerning the Brazilian cultural traits in order to validate Houses s theory in the Brazilian organizations context.
A teoria do caminho-meta de House (1971), embora tenha sido bastante difundida principalmente nos EUA, no Brasil, não se encontrou pesquisas em liderança organizacional considerando a teoria. Dessa forma, desenvolveu-se uma investigação científica com a finalidade de testar as hipóteses subjacentes à teoria de House. Inicialmente, foi realizada uma pesquisa quantitativa, com uma amostra de 226 respondentes trabalhadores de uma empresa brasileira do setor de autopeças, a maioria atuando diretamente na linha de produção. Foi aplicado um questionário autopreenchível, para apreender todas as variáveis do modelo de House. Análises de correlação e regressão hierárquica foram utilizadas para tratar os dados. Os resultados obtidos demonstraram que nenhuma relação apresentou efeitos de moderação e, somente, relações diretas foram identificadas, como por exemplo, a variável desempenho e o comportamento diretivo do líder e o comportamento orientado para o resultado do líder. Posteriormente, visando compreender mais profundamente os resultados obtidos, desenvolveu-se uma pesquisa qualitativa. Os dados foram obtidos por meio de entrevistas em profundidade com 7 sujeitos pertencentes à mesma empresa em diferentes posições hierárquicas. Esses dados foram analisados à luz da técnica de análise de conteúdo do tipo categórica temática. Para a análise dos dados qualitativos utilizou-se a técnica de análise de conteúdo. Foram identificados traços culturais, como por exemplo, o paternalismo e a postura de espectador. A partir da análise dos resultados das duas pesquisas, pode-se concluir que os traços culturais brasileiros poderiam influenciar os processos de liderança, fazendo com que os líderes não apresentem características contingenciais, diferentemente do que afirma House (1971), infere-se, portanto, que novas pesquisas devam ser realizadas considerando os traços culturais brasileiros visando validar a teoria de House para o contexto das organizações brasileiras.
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Coleman, Pheobie Latossa. "Executive Management Methods to Prepare Employees for Future Positions." ScholarWorks, 2016. https://scholarworks.waldenu.edu/dissertations/3149.
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Creating successful leaders is one of the challenges that social services organizations are facing. Employees may lack essential managerial skills to become productive leaders, and some managers may lack viable succession planning methods for preparing employees for leadership positions. The purpose of this case study was to explore methods that executive managers use to prepare employees for leadership positions. Path-goal theory and transformational leadership represent the conceptual framework that grounded this study. Semistructured interviews were conducted with 10 executive managers in the social services industry within southwest Georgia with experiences and skills specific to implementing successful succession planning. Company archives of corporate reports, government records, and business and management records were used for triangulation. The data were coded and analyzed using a modified van Kaam method. Participants verified the accuracy of the analysis of their responses through member-checking. The findings revealed 4 emergent themes: organizational management, hiring employees that fit the culture, leadership capabilities, and talent management. A recommendation from the study was that executive managers find methods to prepare employees for leadership positions. These findings may contribute to positive social change by identifying methods to prepare employees for leadership positions, thereby generating organizational sustainability, increasing organization revenue, and creating community economic development.
Books on the topic "Path-goal theory of leadership"
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Michele, Tamayo, ed. The confident leader: A powerful & practical tool kit for managers & supervisors. Amherst, Mass: HRD Press, 1995.
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Romeo, Cathy Carter. A TEST OF PATH-GOAL THEORY: THE EFFECTS OF LEADERSHIP AND FACULTY SATISFACTION IN PUBLIC BACCALAUREATE NURSING PROGRAMS (NURSING EDUCATION). 1992.
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Lanham, James C. Effects of leader consideration and leader task goal specificity on follower performance: A partial test of the LEFI theory of leadership. 1986.
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Taylor, Joan E., and Ilaria L. E. Ramelli, eds. Patterns of Women's Leadership in Early Christianity. Oxford University Press, 2021. http://dx.doi.org/10.1093/oso/9780198867067.001.0001.
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This authoritative volume brings together the latest thinking on women’s leadership in early Christianity. Featuring contributors from key scholars in the fields of Christian history, the volume considers the evidence for ways in which women exercised leadership in churches from the first to the ninth centuries CE. This rich and diverse collection breaks new ground in the study of women in early Christianity. This is not about working with one method, based on one type of feminist theory, but overall there is nevertheless a feminist or egalitarian agenda in considering the full equality of women with men in religious spheres a positive goal, with the assumption that this full equality has yet to be attained. The chapters revisit both older studies and offer new and unpublished research, exploring the many ways in which ancient Christian women’s leadership could function.
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Tamayo, Michele, and Peter B. Stark. The Confident Leader: A Powerful & Practical Tool Kit for Managers & Supervisors. Human Resource Development Press, 1996.
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Harris, Phyllis Braudy. LEADERSHIP AND QUALITY OF PATIENT CARE IN NURSING HOMES: A PATH-GOAL MODEL OF LEADERSHIP EFFECTIVENESS (NEW YORK, OHIO, PENNSYLVANIA). 1987.
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Jordan, Jenna. Leadership Decapitation. Stanford University Press, 2019. http://dx.doi.org/10.11126/stanford/9781503608245.001.0001.
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Does leadership targeting work? This question lies at the heart of studies on the efficacy of counterterrorism policy. This book examines whether killing or arresting terrorists is an effective means by which to weaken and degrade a group’s operational capacity. It aims to identify and explain why decapitation works in some cases and not in others. In order to determine whether decapitation is an effective strategy, this project examines nearly one thousand instances of leadership targeting. A group’s susceptibility to leadership targeting is a function of three factors: organizational structure, communal support, and group type or ideology. Leadership decapitation is unlikely to result in the demise of groups that are highly bureaucratized, have high levels of communal support, or are driven by a religious or separatist ideology. Leaders matter less under these conditions, and their removal can have adverse consequences, such as retaliatory attacks or an overall increase in the frequency of attacks. The data reveals that the largest and oldest organizations are highly resistant to destabilization after targeting. Separatist, religious, and especially Islamist groups are unlikely to weaken after the removal of their leaders. In order to develop counterterrorism policies that will degrade and weaken terrorist organizations, it is essential to identify whether our policies are likely to be effective or to have adverse consequences. The book examines the cases of Hamas, al-Qaeda, Shining Path, and ISIS to understand how organizational structure, local support, and ideology contributes to their resilience in the face of repeated leadership attacks.
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Kitch, Sally L. Two Strong Voices: The Making of Women Leaders in Afghanistan. University of Illinois Press, 2017. http://dx.doi.org/10.5406/illinois/9780252038709.003.0003.
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This chapter details the path to leadership for the conference women in general, and for Marzia Basel and Jamila Afghani in particular. It is in the area of leadership development that Marzia's and Jamila's life stories emerged as evocative but diverse case studies. Both had spent their lives from early ages on working to effect changes in Afghan women's opportunities and to enhance women's understanding of their rights within Islam and Afghan traditions. Given their advantages and backgrounds, both could have had easier lives, but neither ever considered such a choice. Rather, they both volunteered for enormous challenges and sought meaning in attempting to meet them.
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Packard, Thomas. Organizational Change for the Human Services. Oxford University Press, 2021. http://dx.doi.org/10.1093/oso/9780197549995.001.0001.
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This book presents an evidence-based conceptual framework for planning and implementing organizational change processes specifically focused on human service organizations (HSOs). After a brief discussion of relevant theory and a review of key challenges facing HSOs that create opportunities for organizational change, a detailed conceptual framework outlines an organizational change process. Two chapters are devoted to the essential role of an organization’s executive or other manager as a change leader. Five chapters cover the steps of the change process, beginning with identifying a problem or change opportunity; then defining a change goal; assessing the present state of the organization (the change problem and organizational readiness and capacity to engage in change); and determining an overall change strategy. Twenty-one evidence-based organizational change tactics are presented to guide implementation of the process. Tactics include communicating the urgency for change and the change vision; developing an action system that includes a change sponsor, a change champion, a change leadership team and action teams; providing support to staff; facilitating the development and approval of ideas to achieve the change goal; institutionalizing the changes within organizational systems; and evaluating the change process and outcomes. Four case examples from public and nonprofit HSOs are used to illustrate change tactics. Individual chapters cover change technologies and methods, including action research; team building; conflict management; quality improvement methods; organization redesign; organizational culture change; using consultants; advancing diversity, equity, inclusion, and social justice; capacity building; implementation science methods; specific models, including the ARC model; and staff-initiated organizational change.
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Peach, Ken. Summary and Conclusion. Oxford University Press, 2017. http://dx.doi.org/10.1093/oso/9780198796077.003.0018.
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This chapter concludes the book with a short review of the subject of managing science, that is, how science and scientists can be managed effectively to give scientists the freedom to pursue their research within an environment that is both supportive and responsible. Much of the work in management is routine; however, the fact that it is routine does not mean that it can be taken for granted. The essence of leadership is that a team works together because it shares a common vision and is driven towards a common goal, not because the team members have to but because they want to. Characteristics of good leadership, management and communication are described.
Book chapters on the topic "Path-goal theory of leadership"
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Hirt, Mary Jane Kuffner. "Path-Goal Theory of Leadership." In Global Encyclopedia of Public Administration, Public Policy, and Governance, 1–6. Cham: Springer International Publishing, 2016. http://dx.doi.org/10.1007/978-3-319-31816-5_2222-1.
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Hirt, Mary Jane Kuffner. "Path-Goal Theory of Leadership." In Global Encyclopedia of Public Administration, Public Policy, and Governance, 4503–8. Cham: Springer International Publishing, 2018. http://dx.doi.org/10.1007/978-3-319-20928-9_2222.
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Oude Groote Beverborg, Arnoud, Tobias Feldhoff, Katharina Maag Merki, and Falk Radisch. "Introduction." In Accountability and Educational Improvement, 1–7. Cham: Springer International Publishing, 2021. http://dx.doi.org/10.1007/978-3-030-69345-9_1.
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AbstractSchools are continuously confronted with various forms of change, including changes in students’ demographics, large-scale educational reforms, and accountability policies aimed at improving the quality of education. On the part of the schools, this requires sustained adaptation to, and co-development with, such changes to maintain or improve educational quality. As schools are multilevel, complex, and dynamic organizations, many conditions, factors, actors, and practices, as well as the (loosely coupled) interplay between them, can be involved therein (e.g. professional learning communities, accountability systems, leadership, instruction, stakeholders, etc.). School improvement can thus be understood through theories that are based on knowledge of systematic mechanisms that lead to effective schooling in combination with knowledge of context and path dependencies in individual school improvement journeys. Moreover, because theory-building, measuring, and analysing co-develop, fully understanding the school improvement process requires basic knowledge of the latest methodological and analytical developments and corresponding conceptualizations, as well as a continuous discourse on the link between theory and methodology. The complexity places high demands on the designs and methodologies from those who are tasked with empirically assessing and fostering improvements (e.g. educational researchers, quality care departments, and educational inspectorates).
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Orr, Dominic, Florian Rampelt, and Alexander Knoth. "“Bologna Digital”—Actively Shaping the Digital Transformation in European Higher Education." In European Higher Education Area: Challenges for a New Decade, 583–96. Cham: Springer International Publishing, 2020. http://dx.doi.org/10.1007/978-3-030-56316-5_36.
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Abstract Digital transformation will impact the European Higher Education Area (EHEA) and could contribute to developing a new vision for the Bologna Process and for higher education in Europe and beyond. In recent years, research on European and national levels has shown increasing attention being paid to digitalisation and digital transformation by higher education leadership. The 2015 and 2018 Ministerial Communiqués also clearly emphasised the importance of the topic for the EHEA. Yet, a strategic integration of digitalisation into higher education policy and practice remains hard to find. This is for two main reasons: (1) because although digitalisation is often seen as a technical innovation, it must, in fact, be a social innovation for it to have any impact and (2) because higher education as a field of practice, especially in Europe, is a multi-layered system where strategic impact is only possible if all layers are broadly following the same objectives. With reference to policy theory, the authors conjectured that reducing goal conflict and practice ambiguity would help to facilitate a more integrative digital policy and practice. With this aim, the authors launched a White Paper in 2019 to facilitate broad agreement on the potential of digitalisation within the Bologna framework. This contribution provides an interim evaluation of the initiative and its next steps. In this, it provides a reflexive review of how practitioners and researchers in the field might hope to influence policymaking and practice in the area of digitalisation.
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Curry, Edward, Edo Osagie, Niki Pavlopoulou, Dhaval Salwala, and Adegboyega Ojo. "A Best Practice Framework for Centres of Excellence in Big Data and Artificial Intelligence." In The Elements of Big Data Value, 177–210. Cham: Springer International Publishing, 2021. http://dx.doi.org/10.1007/978-3-030-68176-0_8.
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AbstractThis chapter presents a best practice framework for the operation of Big Data and Artificial Intelligence Centres of Excellence (BDAI CoE). The goal of the framework is to foster collaboration and share best practices among existing centres and support the establishment of new Centres of Excellence (CoEs) within Europe. The framework was developed following a phased design science process, starting from a literature review to create an initial framework which was enhanced with the findings of a multi-case study of existing successful CoEs. Each case study involved an in-depth analysis and a series of in-depth interviews with leadership personnel of existing CoEs.The resulting best practice framework models a CoE using open systems theory that comprises input (environment), transformation (CoE) and output (impact). The framework conceptualises the internal operation of the CoE as a set of high-level capabilities including strategy, governance, structure, funding, and people and culture. The core capabilities of the CoE include business development, collaboration, research support services, technical infrastructure, experimentation/demonstration platforms, Intellectual Property (IP) and data protection, education and public engagement, policy outreach, technology and knowledge transfer, and performance and impact assessment. In this chapter we describe the best practice framework for CoEs in big data and AI, including objectives, environment, strategic and operational capabilities, and impact. The chapter outlines how the framework can be used by a CoE to support its strategic direction and operational decisions over time, and how a new CoE can use it in the start-up phase. Based on the analysis of the case studies, the chapter explores the critical success factors of a CoE as defined by a survey of CoE managers. Finally, the chapter concludes with a summary.
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House, Robert J., and Terence R. Mitchell. "Path-Goal Theory of Leadership." In Leadership, 241–54. University of Notre Dame Press, 2007. http://dx.doi.org/10.2307/j.ctvpg85tk.25.
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Gordon, Linda. "Strategic Use of Mindset and Efficacy Theory." In Encyclopedia of Strategic Leadership and Management, 1698–708. IGI Global, 2017. http://dx.doi.org/10.4018/978-1-5225-1049-9.ch118.
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Achievement theory and goal orientation have wide-ranging implications for every human endeavor because they speak to the motivation and responses to challenges that every person encounters. From the classroom professor to the operations manager, there is a need to understand the interaction of people's mindsets regarding achievement, and how those may influence the goals they set. Additionally, the interaction of the mindset, goal, and challenges that occur, creates responses as varied as quitting to responding with redoubled effort. After understanding this mechanism of motivation, leaders will need concrete practices that orient students/employees/volunteers towards mindsets and goals that enhance effort and perseverance while minimizing the practices that result in individuals giving up. This chapter will draw from the theories of Carol Dweck and Albert Bandura to provide a theoretical framework for the strategic design and implementation of practices to enhance positive goal setting and responses when the going gets tough.
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Scott, Leodis, Joanne E. Howard, Diane M. Howard, and Angela C. Freeman. "From Followers to Leaders." In Handbook of Research on Innate Leadership Characteristics and Examinations of Successful First-Time Leaders, 191–203. IGI Global, 2021. http://dx.doi.org/10.4018/978-1-7998-7592-5.ch011.
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The aim of this chapter is to respond to the emerging scholarship regarding first-time leaders and their situational and potential lifelong learning environment. While transformational leadership may be the long-term goal, this chapter explains how the process of other traditional leadership theories can help assess and build upon its effectiveness. In this regard, this chapter argues that transformational leadership can be conceptually understood through five other supporting leadership theories, namely behavioral, psychodynamic, situational, path-goal, and leader-member exchange. Thus, there are essential characteristics from traditional leadership theories and others that can help aspiring transformational first-time leaders. Through lifelong learning and development of these leadership approaches, culminating characteristics for aspiring transformational first-time leaders must include not only motivation and morality, but also care and concern for others.
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Igbinakhase, Idahosa, and Vannie Naidoo. "Global Leadership Competencies and Orientations." In Contemporary Multicultural Orientations and Practices for Global Leadership, 59–79. IGI Global, 2019. http://dx.doi.org/10.4018/978-1-5225-6286-3.ch004.
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This chapter focuses on global leadership competencies and orientations with specific reference to theory, practice, and future implications. A critical analysis of existing studies on global leadership competencies and orientations indicated that several global leadership competencies exist such as global business expertise, global organizing expertise, and visioning while global leadership orientation/mindset has been identified as an influencing factor in the learning and application of global leadership competencies by global leaders which often leads to effective global leadership. In determining the role of goal orientation in global leadership competencies, evidence from previous studies revealed that goal orientation inputs such as team learning orientation and team performance orientation contributes positively to collective global leadership effectiveness. Finally, the barriers to global leadership competencies and orientations were identified and solutions were proffered to limit the negative effects on global leadership effectiveness in business environments.
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Brzozowski, Maciej, and Ilan Ferster. "Educational Management Leadership." In Advances in Public Policy and Administration, 55–74. IGI Global, 2017. http://dx.doi.org/10.4018/978-1-5225-0731-4.ch003.
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This chapter examines new directions in educational management leadership theory and practice. Relevant literature is synthesized to provide a holistic picture of current knowledge of the topic, highlighting meanings, principles, prerequisites, process and consequences. The major aim of the research is to investigate the interrelation between nigh school principal's management style and parental involvement in school management in Israel. The chapter illustrates recent educational reforms in Israel as the context for introducing a specific style of managing school organizations and staff in a goal-oriented forward-thinking manner. Educational leadership moves the principal beyond upholding the status quo and towards setting an individual vision towards which to lead the school organization. Properly applied, it should help school principals forge a vision of educational success that can anticipate and adapt to the demands of the overall state requirements as well as the localized needs of school staff, the local community, the students, and their parents.
Conference papers on the topic "Path-goal theory of leadership"
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Okenyi, Kingsley, Ejiro Ogbodu, Abayomi Apena, and Olalekan Olagunju. "Control to Assurance – A Re-Imagined Health Safety and Environment HSE Leadership in the Oil and Gas Industry." In SPE Nigeria Annual International Conference and Exhibition. SPE, 2021. http://dx.doi.org/10.2118/208231-ms.
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Abstract The importance of HSE in oil and gas activities especially in drilling operations cannot be overemphasized. Over the years, many systems of how to reduce and eliminate HSE challenges in our operations have been implemented. These systems keep changing to meet goal zero target. Despite the implementation and the published advances in HSE approaches and tools, HSE performance continues to be at least one incident above target which is Goal Zero. This paper is focused on identifying if the Best Value Approach (BVA) can be modified into a HSE leadership model to help HSE leaders, frontline barrier leaders with delivering GOAL ZERO. This paper specifically focuses on identifying the unique practice of the BVA that has generated a significant amount of documented high-performance results in the procurement of services and project management. This paper will translate this proven performance to HSE leadership. The paper will match this theory with a current HSE leadership practice of Assist and Assure in Shell. The aim, match theory to practice and then to theory and then produce a concept that will help HSE leaders optimise the implementation of the Assist and Assure Process.
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Minten, Alex. "Transformational Leadership and Job Satisfaction." In Organizations at Innovation and Digital Transformation Roundabout. University of Maribor Press, 2020. http://dx.doi.org/10.18690/978-961-286-388-3.39.
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There has always been discussion about how transformational leadership influences empoyees` job satisfaction and by doing so positively influences their performance. It is the main goal of this paper to analyze the influence of transformational leadership on job satisfaction. The data used for the analysis was collected via standardized internet survey in German. In the survey two standardized questionnaires were used: The SAZ (Scale for measuring job satisfaction) and the LSA (Leadership Style Assistant). The results demonstrate a statistically significant correlation between transformational leadership and job satisfaction with a beta of 0.417 (p<.01). Next to the main finding, it can be shown, that the influence of transformational leadership on job satisfaction is stronger for male employees with higher education. It can be shown, that transformational leadership is a way to improve empoyees` job satisfaction although individual employees react different depending on gender and education. That can be explained by different expectations on leadership as well as the influence of leadership on work organization, flexibility and inspiration.
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de Andreis, Federico, and Federico Leopardi. "SITUATIONAL LEADERSHIP AND ORGANIZATIONAL BEHAVIOR." In Sixth International Scientific-Business Conference LIMEN Leadership, Innovation, Management and Economics: Integrated Politics of Research. Association of Economists and Managers of the Balkans, Belgrade, Serbia, 2020. http://dx.doi.org/10.31410/limen.2020.223.
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In the organizations and their management, an important fundamental role is played by the "leadership style", since administrating the working relationships in complex organizations, influences their final results. The decision-making process, in fact, within the organization is influenced by managerial leadership. Before going into the analysis of the various models through which we can propose to read the phenomenal complexity of leadership within business management, this research aims to identify what is leadership and also the roles and dimensions within an organization. The goal of the analysis is to explore the study of leadership styles, from the more formal and authoritarian to the more participative, and to demonstrate the situational leadership approach, which does not presume a unique approach to every situation in order to be successful.
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Etherton, J. R. "Empowering Effective Teamwork for Machine Risk Reduction in the Workplace." In ASME 2003 International Mechanical Engineering Congress and Exposition. ASMEDC, 2003. http://dx.doi.org/10.1115/imece2003-41252.
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The need for teamwork creates new requirements for engineers who use the new ANSI guidelines (B11 TR3-2000) for reducing risks associated with machines. Specifically, the guidelines state that “...a team of involved personnel (e.g., operators, maintenance, engineering) should participate in the risk assessment and reduction effort.” The goal of such teams is to achieve tolerable risk. If they are to be effective team members, engineers will need skills in team leadership; identifying tasks and their associated hazards; using risk assessment tools; developing consensus about degree of risk; and selling the team’s proposed risk reduction measures to management. This paper describes the stages of the TR3 process and focuses on engineering leadership skill development. Leadership must face the challenges of change and instill a sense of trust in the process so that a machine risk assessment team’s injury reduction work can be effective.
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Intykbayeva, Madina. "Sustainable Path for the Oil and Gas Industry." In SNAME 26th Offshore Symposium. SNAME, 2021. http://dx.doi.org/10.5957/tos-2021-23.
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This paper focuses in the discussion of three main transformations the Oil and Gas Industry will need to continue developing post-pandemic scenarios. Sustainability, Digitalization, Cultural Innovation and Branding need to continue its parallel development for the industry to keep the leadership positions in the energy sector. The goal of this paper to show the interdependence between these three transformations and how EPCI companies need to continue adapting them to succeed.
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Maksimov, Yuri, Mars Khasanov, Aleksander Blyablyas, Sergey Vershinin, Evgeny Ognev, and Roman Starostenko. "A Revolutionary Approach to Meeting Technological Challenges." In SPE Annual Technical Conference and Exhibition. SPE, 2021. http://dx.doi.org/10.2118/206210-ms.
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Abstract Gazprom Neft Science and Technology Center tailors various system engineering methods and other practices to the agenda of oil and gas industry. Resulting consistent approaches will produce a sort of work book enabling management of complex projects throughout the Upstream perimeter. Value-Driven Engineering is a strategic approach to system engineering that optimizes several disciplines within a single model. For example, complex project components are broken down into simpler elements, making it easier to find responsible action officers. Planning is broken down into phases that make it easier to meet the assigned deadlines. It allows you to fragmentize the end product at the design and management phase with a view to edit the product's configuration during the work. Essentially, the VDE approach best resembles a step-by-step guide to putting together a construction made up of multiple elements: without this guide, building the elements into one piece is a much harder job. System engineering is being successfully employed by NASA and aircraft industry today. The approach helps bring together numerous correlated technologies in spacecraft and aircraft building. In the oil industry, BP and Shell are the pioneers in using VDE. Seeking to tailor the system engineering approaches to the applied problems of Gazprom Neft, the Company engineers deliver work in several stages. Stage one is a look back study of projects that covers all the aspects of oil production, from seismic survey to field operation. To build the optimal concept, a project team studies special literature and existing practices in related sectors, essentially among foreign counterparts. The Company has already analyzed the existing research breakthroughs, best practices and digital tools. Even though VDE will chiefly focus on the development of new reservoirs, its individual practices may be successfully utilized at existing assets. Oil and gas production system is growing more complex every day because of the number of control elements and uncertainties that the oil and gas Company has to face at the early stages of planning a future asset. Development of each product, from concept to final implementation, involves a number of lifecycle stages; the sequence of these stages and the necessary toolkit for each stage is identified by the area of expertise known as system engineering. System engineering works perfectly if a certain product or system has existing equivalents, but engineers today may have to handle their tasks in absence of equivalent solutions, which necessitates engagement of creative competences. Development of such competences and inventive problem solving are in the focus of the area of expertise known as creative problem solving that relies on the TRIZ methods (TRIZ = theory of inventive problem solving). Technology intelligence is the area of expertise that focuses on aggregation of experience and employment of solutions from related industries or even from fundamental science. It allows engineering teams to work in an orderly and consistent fashion to find appropriate solutions in nature or in other areas of expertise and to accumulate such solutions in the Company's knowledge cloud. Development of complex systems and products, which include reservoir management, requires multidisciplinary engineering teams. An area of expertise known as team leadership is designed to make collaboration among team members more efficient. Value-Driven Engineering (VDE) is premised on the fundamental principles of systematic thinking of an engineer and human creativity. The conceptual framework of Value-Driven Engineering is shown in Figure 1. Figure 1 Conceptual framework of Value-Driven Engineering The concept involves four key areas of expertise: System engineering, i.e. the set of practices to control the technological system/product development process; Inventive problem solving, i.e. the methods and tools used to catalyze creative competence and problem solving skills; Technology intelligence, i.e. management of comprehensive scouting for human resources and new technologies; Team leadership, i.e. step-by-step guide to transform a group of specialists into a successful team by means of identifying the optimal team size and balance of roles and building a leadership system (goal, mission). This article provides a detailed outlook on the above methods and practices of tackling the challenges faced by the oil and gas industry.
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Bzymek, Zbigniew M. "Engineering Problem Solving: Learning and Practice." In ASME 2012 International Mechanical Engineering Congress and Exposition. American Society of Mechanical Engineers, 2012. http://dx.doi.org/10.1115/imece2012-88527.
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The Engineering Problem Solving process has two aspects. It relies on the talent of the designer on the one hand and the efficiency of the problem solving tools on the other. Talent is an attribute of a person. It is very difficult to formalize the talent of an individual, and no satisfactory formalization has been achieved successfully. For this reason only the original designer’s talent and his/her knowledge and experience are available for use during the problem solving process. However, there are several choices and decisions that can be made concerning methods, algorithms, and software packages. After those choices are made the next steps in the problem solving process can be outlined. The problem solving method described in this paper is called a Brief Theory of Inventive Problem Solving (BTIPS) and was developed on the basis of TRIZ (Russian: теория решения изобретательских задач, teoriya resheniya izobretatelskikh zadatch) and TIPS (Theory of Inventive Problem Solving) and taught at the University of Connecticut (UConn). The application of this method starts with the accurate definition of the problem. The problem has to be properly separated from the environment. Further problem solving choices depend on the knowledge of the designer and include the right sequence of steps, definition of contradictions, choice of solution modules, algorithms, definition of designed systems and subsystems, and choice of elements and objects. There are several further paths to be selected and resulting decisions to be made. Those decisions and the processes following them are described in this paper. The recommendations for the proper path are given and the procedures are discussed. The derivation of the Ideal Solution is described and tests of the solution’s effectiveness and economy are given. The experience gained from teaching one Mechanical Engineering course, three MEM (Management Engineering for Manufacturing) courses at UConn, one graduate course at UConn, one graduate course at the University of Fairfield, and several special non-academic courses for practicing engineers is summarized. Some students’ opinions are analyzed and recommendations for further education and the practice of engineering problem solving are derived. The references to the existing teaching, research, practice, and development studies are quoted. This paper is devoted to the characteristics of BTIPS method. The companion paper [1] is devoted to the characteristics of the software that could be used with the method. TIPS (the Theory of Inventive Problem Solving) is a further development of Altshuller’s theory done by Invention Machine under the leadership of Valery Tsourikov [2]. BTIPS (Brief Theory of Inventive Problem Solving) is a simplified version of TIPS developed at the University of Connecticut (UConn) especially for teaching purposes, though it is also powerful when applied to engineering practice problems [3].
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Kgothule, Rantsie, June Palmer, Gregg Alexander, and Edwin De Klerk. "TRANSFORMATIVE LEADERSHIP IN MULTICULTURAL SCHOOLING CONTEXTS: A CRITICAL REFLECTION OF IN-SERVICE TEACHERS’ PRACTICES AND SCHOOL MANAGERS’ ROLES." In International Conference on Education and New Developments. inScience Press, 2021. http://dx.doi.org/10.36315/2021end131.
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In exercising their power and authority, School Management Teams (SMTs) should engage in transformative leadership which commences with interrogations regarding social justice, democracy and social responsibility. According to Freire’s philosophy of education it is further expected of SMT members to support and shape the belief that autonomy is a condition arising from the responsible engagement with decision-making; that we are ‘unfinished’ in our development as human beings; and that we are responsible for the development of a critical consciousness as a necessary condition of freedom and the creation of democratic and equitable learning spaces. In a transformative leadership context, authority must inform all critical practices of pedagogical intervention and goal setting should support in-service teacher’s autonomy, self-worth and develop their potential and the level of intrinsic motivation to flourish in inclusive school settings. This paper reports on a qualitative pilot study conducted with SMT members and teachers in the Northern Cape Province of South Africa to gain their insights regarding their roles as leaders in devising mechanisms to invest in radical democratic principles and the promotion of inclusive school practices. The key findings indicate that the SMT’s role require that they interrogate their frame of reference and transform their thinking in terms of social justice in multicultural school settings and create opportunities for in-service teachers to develop professionally and use digital technology creatively to enhance teaching and learning. As a force for transformation, we conclude that transformative leadership may be a catalyst to engage school leaders and teachers in individual and combined processes of awareness of inclusive practices and action.
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Mura, Ladislav. "INNOVATIONS AND BUSINESS ACTIVITIES OF SLOVAK START-UP ENTERPRISES." 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.2020.57.
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An essential part of the corporate sector is formed by small and highly innovative enterprises, the start-ups. They introduce highly innovative activities, new solutions, integrate research results into their activities, as well as apply new technologies in their everyday practice. Start-ups are increasingly popular in different sectors of the national economy since they are a vital part of the entrepreneurial environment. The entrepreneurial activity of start-ups focuses on highly innovative products or services with high added value for the target customer. The main goal of the current paper is to target the innovative activity of Slovak start-ups. The paper presents partial results of the research conducted by targeting Slovak start-ups. The research results conclude that innovative start-ups are the driving force of the entrepreneurial sector. The innovative activities of these businesses rank them among the highly competitive and successful players on the market, even in a challenging business environment.
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Galovska, Biljana, and Maja Kochoska. "IMPACT OF METAPROGRAMS ON THE PURCHASE DECISION-MAKING PROCESS." In Sixth International Scientific-Business Conference LIMEN Leadership, Innovation, Management and Economics: Integrated Politics of Research. Association of Economists and Managers of the Balkans, Belgrade, Serbia, 2020. http://dx.doi.org/10.31410/limen.2020.293.
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Each of us processes our own experience in a special way. There is no right or wrong way to handle it. Different people have different thinking structures and often do not understand each other. But, on the other hand, exactly that complexity of the human being is one of the biggest challenges in communication as a universal process. Discovering and adapting the identity of individuals becomes the number one priority. Consumers are exposed to many stimulants that motivate them to behave positively or negatively, react and decide. As processes in our mind that clarify the decision-making structure, as well as how individuals are motivated to take action, are metaprograms that are unconscious schemes for ordering information. They act as filters and allow only what is important to the individual to be taken into account. The main goal of this paper is to emphasize the knowledge about the existence of metaprograms, their understanding, application in terms of motivation to achieve a result by recognizing them allows us to become more influential and more able to touch in a way that is appropriate for people around us.