Relevant bibliographies by topics / Situational leadership

Contents

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

Academic literature on the topic 'Situational leadership'

Author: Grafiati
Published: 4 June 2021
Last updated: 27 April 2022

Create a spot-on reference in APA, MLA, Chicago, Harvard, and other styles

Select a source type:

Consult the lists of relevant articles, books, theses, conference reports, and other scholarly sources on the topic 'Situational leadership.'

Next to every source in the list of references, there is an 'Add to bibliography' button. Press on it, and we will generate automatically the bibliographic reference to the chosen work in the citation style you need: APA, MLA, Harvard, Chicago, Vancouver, etc.

You can also download the full text of the academic publication as pdf and read online its abstract whenever available in the metadata.

Journal articles on the topic "Situational leadership"

1

REED, JOY F. "Situational Leadership." Nursing Management (Springhouse) 23, no. 1 (January 1992): 63–64. http://dx.doi.org/10.1097/00006247-199201000-00025.

Full text
APA, Harvard, Vancouver, ISO, and other styles
2

Zurlinden, Jeffrey, and Beth A. Bongard. "Situational Leadership." AORN Journal 54, no. 5 (November 1991): 967–88. http://dx.doi.org/10.1016/s0001-2092(07)67029-x.

Full text
APA, Harvard, Vancouver, ISO, and other styles
3

Lee‐Kelley, Liz. "Situational leadership." Journal of Management Development 21, no. 6 (August 2002): 461–76. http://dx.doi.org/10.1108/02621710210430623.

Full text
APA, Harvard, Vancouver, ISO, and other styles
4

Smith, Mike. "Situational Leadership Training." Journal of Management in Engineering 7, no. 4 (October 1991): 365–74. http://dx.doi.org/10.1061/(asce)9742-597x(1991)7:4(365).

Full text
APA, Harvard, Vancouver, ISO, and other styles
5

MANEPATIL, UDAYSINH R. "SITUATIONAL LEADERSHIP MODEL." Review Of Research II, no. VI (March 1, 2013): 1–4. http://dx.doi.org/10.9780/2249-894x/262013/260.

Full text
APA, Harvard, Vancouver, ISO, and other styles
6

Goodson, Jane R., Gail W. McGee, and James F. Cashman. "Situational Leadership Theory." Group & Organization Studies 14, no. 4 (December 1989): 446–61. http://dx.doi.org/10.1177/105960118901400406.

Full text
APA, Harvard, Vancouver, ISO, and other styles
7

Norris, William R., and Robert P. Vecchio. "Situational Leadership Theory." Group & Organization Management 17, no. 3 (September 1992): 331–42. http://dx.doi.org/10.1177/1059601192173010.

Full text
APA, Harvard, Vancouver, ISO, and other styles
8

Hariyanto, Mamang. "Pengaruh self-discipline dan Komitmen Sikap terhadap Kepemimpinan Situasional dan Dampaknya pada Kapabilitas Pegawai." JEBDEER: Journal of Entrepreneurship, Business Development and Economic Educations Research 3, no. 1 (October 9, 2021): 83–92. http://dx.doi.org/10.32616/jbr.v3i1.285.

Full text
Abstract:
The aims of this study are: 1) To analyze the effect of self-discipline on situational leadership. 2) Analyzing the effect of attitude commitment on situational leadership. 3) Analyzing self-discipline on employee capabilities. 4) Analyzing the effect of attitude commitment on employee capabilities. 5) Analyzing the influence of situational leadership on employee capabilities. 6) Analyzing self-discipline on situational leadership and its impact on employee capabilities. 7) Analyzing the effect of attitude commitment on situational leadership and its impact on employee capabilities. The population in this study were all employees at PT. Rijan Dinamis Selaras (RDS) Pacet Mojokerto numbered 33 people. The sampling method in this writing uses the census technique. Data analysis using SPSS version 20 for validity test with factor analysis, reliability test with Cronbach. Classical assumption test and multiple linear regression analysis, to verify and prove the research hypothesis. From the results of the study, it can be concluded as follows: 1) Self-discipline has no effect on situational leadership 2) Attitude commitment has a significant effect on situational leadership 3) Self-discipline has no effect on employee capabilities 4) Attitude commitment has no effect on employee capabilities 5) Situational leadership significant effect on employee capabilities 6) Self-discipline has an indirect effect on employee capabilities through situational leadership 7) Attitude commitment has an indirect effect on employee capabilities through situational leadership.
APA, Harvard, Vancouver, ISO, and other styles
9

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

Full text
Abstract:
Purpose The purpose of this paper is to determine leadership styles at each hierarchic level that best support the LM implementation process in a given company. Design/methodology/approach To achieve that, the authors propose a method that combines information from two sources in three major steps. First, using opinions from experts on lean implementation from an activity sector of interest the authors determine leadership styles that best suit each phase of the LM roadmap for that sector. Next, the authors analyze a specific company within the activity sector to determine: at which lean roadmap phase the company is at the moment; and the style of its current leaderships at each hierarchical level. Finally, the authors combine information from previous steps to diagnose the suitability of company’s leaderships to its lean implementation needs. Findings The method points at improvement alternatives that may be developed simultaneously at different leadership hierarchical levels in companies. Further, using the matrix of ideal leadership styles, companies may be able to identify implementation phases in the lean process that are poorly served by current leadership styles, anticipating problems and developing HRM practices to mitigate them. That is quite relevant, since changes in leadership behaviors and expectations may take longer time to be implemented; therefore, it is important to understand these opportunities and have a clear vision of current gaps within the company. Originality/value The identification of leaderships’ attributes and behaviors in companies at different phases of the lean implementation roadmap contributes to the existing body of knowledge on lean manufacturing. The method is intended as a supporting tool for lean implementation, as it enables the assessment of gaps in leadership behaviors in the organization, and directs to improvements according to the phase of lean implementation. The goal is to complement existing lean roadmaps by driving improvements in leadership-related aspects of the implementation process.
APA, Harvard, Vancouver, ISO, and other styles
10

Waller, David J., Steven R. Smith, and John T. Warnock. "Situational theory of leadership." American Journal of Health-System Pharmacy 46, no. 11 (November 1, 1989): 2336–41. http://dx.doi.org/10.1093/ajhp/46.11.2336.

Full text
APA, Harvard, Vancouver, ISO, and other styles
More sources

Dissertations / Theses on the topic "Situational leadership"

1

Thompson, Geir. "Situational leadership in a Norwegian context." Thesis, Henley Business School, 2008. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.445616.

Full text
APA, Harvard, Vancouver, ISO, and other styles
2

Eslami, Aydin, Matija Kraljevic, and Michael Tunbjer. "Project Management : from a situational leadership perspective." Thesis, Jönköping University, Jönköping International Business School, 2005. http://urn.kb.se/resolve?urn=urn:nbn:se:hj:diva-252.

Full text
Abstract:

Projects have become a key strategic working form and it has been shown that all industries can benefit from project-based working. Each project is unique and present different challenges to managers, which requires good project management skills in order to face these chal-lenges. These skills are referred to as the science and art of project management. The science consists of skills in using different tools and techniques and the artistry refers to skills in practising leadership, which some researchers argue is the most important quality for manag-ers to posses. Since each project is a new situation, project manager s needs to be able to adapt their leadership style to the unique situation of the project. This way of exploring leadership has been done in the Situational Leadership Model originally developed by Paul Hersey and Kenneth Blanchard. The interaction between a leader’s behaviour and the situational factors, ability and willingness, of the members are em-phasized.

The purpose of this study is to study project management from a situ-ational leadership perspective, using the Situational Leadership Model.

The empirical research was conducted through interviews made with representatives from four different companies located in or just outside the city of Jönköping. The representatives included one project leader from each company as well as one or two project members.

The study showed that the Situational Leadership Model was able to predict the appropriate leadership behavior to adopt. Even though it was able to predict the appropriate behavior, it was not adopted in all projects. Two of the five project members were confronted with a faulty leadership behavior.

APA, Harvard, Vancouver, ISO, and other styles
3

Hinrichs, Brian R. McNeal Larry. "Understanding situational leadership and its relationship to student project groups." Normal, Ill. Illinois State University, 1998. http://wwwlib.umi.com/cr/ilstu/fullcit?p9835908.

Full text
Abstract:
Thesis (Ph. D.)--Illinois State University, 1998.
Title from title page screen, viewed July 3, 2006. Dissertation Committee: Larry McNeal (chair), Dianne Ashby, George Padavil, Lemuel Watson, Kenneth Crapes. Includes bibliographical references (leaves 246-259) and abstract. Also available in print.
APA, Harvard, Vancouver, ISO, and other styles
4

Colakoglu, Zeliha Ruhsar. "Establishing The Validity Of A Leadership Based Situational Judgment Test." Master's thesis, METU, 2013. http://etd.lib.metu.edu.tr/upload/12615673/index.pdf.

Full text
Abstract:
The aim of this study was to develop a leadership measure using situational judgment test (SJT) methodology and to evaluate both construct and criterion-related validity of the developed SJT with respect to a well established measure of leadership, the Leadership Opinion Questionnaire (LOQ). In this study, it was hypothesized that task-oriented leadership-based SJT (SJT-T) is positively related to the supervisors&rsquo
and subordinates&rsquo
ratings of task-oriented leadership as assessed by the LOQ and relationship-oriented SJT (SJT-L) would be positively related to the supervisors&rsquo
and subordinates&rsquo
ratings of the relationship-oriented leadership as assessed by the LOQ. The data were collected from supervisors (N = 87) and their subordinates (N = 160) in a government organization in Ankara. The results indicated that the expected division of SJT-T and SJT-R was not possible. Therefore, rather than developing two SJTs measuring task- and relationship-oriented leadership, a decision was made to develop a general SJT-L measuring context-specific leadership and the hypotheses were tested on an exploratory basis without making a distinction between SJT-T and SJT-R. It was found that the relationship between the SJT-L and supervisors&rsquo
self ratings for task-oriented LOQ was significant but in the unexpected direction. However, the relationship between the SJT-L and subordinates&rsquo
ratings for their supervisors&rsquo
relationship-oriented leadership, using the LOQ, was positive and significant. Lastly, SJT-L was found to be a significant and unique predictor of subordinates&rsquo
ratings of leadership performance. Limitations of the study are acknowledged and results are discussed along with some suggestions for future research.
APA, Harvard, Vancouver, ISO, and other styles
5

Bergeron, Carole Hersey. "Nurses' experience of leadership in assisted living a situational analysis /." [Yellow Springs, Ohio] : Antioch University, 2008. http://www.ohiolink.edu/etd/send-pdf.cgi/Bergeron%20Carole%20H.pdf?acc_num=antioch1209080819.

Full text
Abstract:
Thesis (Ph.D.)--Antioch University, 2008.
Title from PDF t.p. (viewed Apr. 29, 2008). Advisor: Elizabeth Holloway, PhD. "Submitted to the Ph.D. in Leadership & Change Program of Antioch University in partial fulfillment of the requirements for the degree of Doctor of Philosophy January 2008."--from the title page. Keywords: nursing, leadership, assisted living, situational analysis, grounded theory. Includes bibliographical references (p. 192-206).
APA, Harvard, Vancouver, ISO, and other styles
6

Ehret, Michael Gregory. "Situational Awareness and Transparency as Core Concepts of Authentic Leadership." Thesis, Pepperdine University, 2018. http://pqdtopen.proquest.com/#viewpdf?dispub=10844017.

Full text
Abstract:

There is not a common, agreed upon definition of authentic leadership. There are varying opinions as to whether authenticity is a trait or a style; however, most scholars believe authenticity is a purpose and value based characteristic (Gardner, Cogliser, Davis, & Dickens, 2011) that is developed over time (George, 2003). Transparency is a core concept of authentic leadership, and situational awareness is a critical skill for leaders to determine the degree of transparency that they should demonstrate. There is limited theoretical and empirical research on how transparency and self-monitoring can be used in conjunction with situational leadership and situational awareness theory. This study measures the impact of a leader’s expression of transparency on follower’s confidence in his or her ability with consideration of a number of covariates. The findings of this study are intended to help advance authentic leadership theory with specific focus on situational awareness and transparency as core concepts of authenticity. Implications are discussed on the advancement of leadership theory, authentic leadership, and transparency as a core concept of authenticity.

Data collection used Amazon Mechanical Turk (MTurk) and yielded 1,006 global participants who met the inclusion criteria. In general, higher degrees of leadership transparency yield higher levels of follower confidence. Situation can impact how expressions of transparency impact follower confidence. Thus, situational awareness and situational leadership are critical competencies for leaders to use transparency effectively. Leader-Member Exchange does not, generally, moderate the relationship between a leader’s transparency and his or her follower’s confidence. There was statistical significance in the difference in responses between geographies, but there were not statistically significant differences in the results when considering gender, years of work experience, education, age, and race in the US.

APA, Harvard, Vancouver, ISO, and other styles
7

Bergeron, Carole H. "Nurses’ Experience of Leadership in Assisted Living: A Situational Analysis." Antioch University / OhioLINK, 2008. http://rave.ohiolink.edu/etdc/view?acc_num=antioch1209080819.

Full text
APA, Harvard, Vancouver, ISO, and other styles
8

Grant, Kaci Lyn. "The Validation of a Situational Judgment Test to Measure Leadership Behavior." TopSCHOLAR®, 2009. http://digitalcommons.wku.edu/theses/64.

Full text
Abstract:
Assessment centers, although useful for assessing behaviors and competencies associated with a targeted construct, can be low in economic utility. The current study sought to validate a situational judgment test (SJT) that was developed as an alternate form of assessment for a leadership development program. The first study examined the content validity of the SJT by performing retranslation on item stems and calibration of the item responses. The second study examined alternate forms reliability between the two forms of the leadership SJT that were developed. The third and final study evaluated the relationship between assessment center performance scores and SJT scores by demonstrating their convergent validities. Results from Study 1 demonstrated that the SALSA© test was a content valid measure of leadership ability. Results from Study 2 demonstrated that all available items from SALSA© could be used to make two forms of the test that demonstrate good alternate forms reliability. Finally, Study 3 suggests a moderate correlation between the assessment center and situational judgment test. Future research should focus on the underlying issues pertaining to significant group differences between English as primary language and English as second language students. Alternate developmental procedures, especially with alternate form assignment, should also be considered.
APA, Harvard, Vancouver, ISO, and other styles
9

Mcmurray, Alan R. "Leadership Decisions: Situational Dimensions and Leaders' Responses in Labor Intensive Industries." Digital Commons @ East Tennessee State University, 1987. https://dc.etsu.edu/etd/2727.

Full text
Abstract:
The problem of this study was to determine whether a relationship exists between situational leadership effectiveness of administrators in hospitals and principals in high schools in a selected geographical area. The data-gathering instruments were the Leader Effectiveness & Adaptability Description (LEAD-Self) and a one-page demographic sheet. The LEAD-Self provides a measurement of situational leadership style and leadership effectiveness based upon responses to 12 administrative decisions. Descriptive statistics were used to analyze the data gathered, with the Eta and Pearson's product-moment being the correlation studies used. Six research questions were explored, dealing with the relationship between the effectiveness score and the following variables: age, number of employees reporting directly to the administrator, educational level of respondents, number of hours of monthly inservice or continuing education related to administration, years of administrative experience, and job position (hospital administrator or high school principal). The descriptive analysis of the study warranted the following conclusions: (1) The Pearson's correlational studies revealed little or no relationship between effectiveness and respondents' age, number of employees reporting directly, monthly inservice/continuing education, and years of administrative experience. (2) The Eta correlational studies revealed little to no relationship between effectiveness and respondents' position or educational level.
APA, Harvard, Vancouver, ISO, and other styles
10

Gabriel, Jerome. "Situational Leadership Awareness Development In Student Outdoor Leaders Through Training Versus Experience." Bowling Green State University / OhioLINK, 2015. http://rave.ohiolink.edu/etdc/view?acc_num=bgsu1428935781.

Full text
APA, Harvard, Vancouver, ISO, and other styles
More sources

Books on the topic "Situational leadership"

1

Weaver, Duldt Bonnie, ed. Situational leadership in nursing. Norwalk, Conn: Appleton & Lange, 1989.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
2

Blanchard, Kenneth H. Leadership and the one miunute manager: Increasing effectiveness through situational leadership. New York, NY: Morrow, 1985.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
3

Patricia, Zigarmi, and Zigarmi Drea, eds. Leadership and the one minute manager: Increasing effectiveness through situational leadership. New York: Morrow, 1985.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
4

The situational leader: The Other 59 Minutes. New York, NY: Warner Books, 1985.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
5

Mujtaba, Bahaudin. The ethics of management and situational leadership in Afghanistan. Hallandale Beach, Fla: Aglob Publishing, 2005.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
6

Tyler, Ken. Using the situational leadership model as a training instrument with PGCE primary students. Loughborough: Loughborough University, Department of Education, 1993.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
7

1951-, Fowler Susan, and Hawkins Laurence, eds. Self-leadership and the one minute manager: Discover the magic of no excuses! : increasing effectiveness through situational self leadership. New York: Morrow, 2005.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
8

Holenweger, Michael, Michael Karl Jager, and Franz Kernic, eds. Leadership in Extreme Situations. Cham: Springer International Publishing, 2017. http://dx.doi.org/10.1007/978-3-319-55059-6.

Full text
APA, Harvard, Vancouver, ISO, and other styles
9

Extreme leadership: Leaders, teams, and situations outside the norm. Cheltenham, UK: Edward Elgar, 2013.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
10

Hersey, Paul. Le leader situationnel. Montréal: Actualisation, 1995.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
More sources

Book chapters on the topic "Situational leadership"

1

Zehndorfer, Elesa. "Situational Theories." In Leadership, 85–107. Second Edition. | New York : Routledge, 2020.: Routledge, 2020. http://dx.doi.org/10.4324/9781003011507-5.

Full text
APA, Harvard, Vancouver, ISO, and other styles
2

Cordell, Andrea, and Ian Thompson. "Situational Leadership." In The Procurement Models Handbook, 136–38. Third edition. | Abingdon, Oxon ; New York, NY : Routledge, 2019. | Earlier editions published as: Purchasing models handbook: a guide to the most popular business models used in purchasing / Andrea Reynolds and Ian Thompson.: Routledge, 2019. http://dx.doi.org/10.4324/9781351239509-41.

Full text
APA, Harvard, Vancouver, ISO, and other styles
3

Kelly, Anthony. "Situational–contingency theories of leadership and management." In Dynamic Management and Leadership in Education, 61–75. London: Routledge, 2021. http://dx.doi.org/10.4324/9781003217220-7.

Full text
APA, Harvard, Vancouver, ISO, and other styles
4

Medhurst, Martin J. "Rhetorical Leadership and the Presidency: A Situational Taxonomy." In The Values of Presidential Leadership, 59–84. New York: Palgrave Macmillan US, 2007. http://dx.doi.org/10.1057/9780230609334_4.

Full text
APA, Harvard, Vancouver, ISO, and other styles
5

Aksu, Buket. "Situational Leadership in Change Management for Different Generations." In Chaos, Complexity and Leadership 2012, 339–53. Dordrecht: Springer Netherlands, 2013. http://dx.doi.org/10.1007/978-94-007-7362-2_44.

Full text
APA, Harvard, Vancouver, ISO, and other styles
6

Puga, Celio H., Paolo Suárez, Valentina Ramos, Isabel Abad, and Alex F. Jimenez. "Situational Awareness of Leadership in Ecuador and Its Applicability in the Multilevel Military Leadership Model." In Smart Innovation, Systems and Technologies, 305–15. Singapore: Springer Singapore, 2020. http://dx.doi.org/10.1007/978-981-15-4875-8_27.

Full text
APA, Harvard, Vancouver, ISO, and other styles
7

Serrat, Olivier. "Review of Situational Leadership® After 25 Years—A Retrospective (Blanchard, Zigarmi, & Nelson, 1993)." In Leading Solutions, 41–45. Singapore: Springer Singapore, 2021. http://dx.doi.org/10.1007/978-981-33-6485-1_6.

Full text
APA, Harvard, Vancouver, ISO, and other styles
8

Messervey, Deanna L., and Erinn C. Squires. "Empirical Research on Military Ethical Behaviour." In Handbook of Military Sciences, 1–19. Cham: Springer International Publishing, 2021. http://dx.doi.org/10.1007/978-3-030-02866-4_58-1.

Full text
Abstract:
AbstractThis chapter presents an overview of key empirical research examining ethical and unethical behaviour in the military. Early research examined the impact of atrocities on the psychological well-being of Vietnam War veterans. In later conflicts, researchers examined battlefield attitudes, behaviours, willingness to report fellow unit members for ethical violations, and the adequacy of training. In addition to battlefield ethics, researchers have also investigated individual, situational, and organizational factors that increase the risk of unethical behaviour (i.e., ethical risk factors). This chapter summarizes research that highlights how individual differences in moral identity and malevolent traits can impact ethical and unethical behaviour among military personnel. It also discusses how situational factors, such as sleep deprivation and anger, can increase the likelihood of military personnel engaging in unethical behaviour. Lastly, the chapter discusses how organizational factors, such as ethical climate and culture and ethical leadership, play a role in ethical and unethical behaviour.
APA, Harvard, Vancouver, ISO, and other styles
9

Stern, Eric K. "Crisis, Leadership, and Extreme Contexts." In Leadership in Extreme Situations, 41–59. Cham: Springer International Publishing, 2017. http://dx.doi.org/10.1007/978-3-319-55059-6_3.

Full text
APA, Harvard, Vancouver, ISO, and other styles
10

Holenweger, Michael. "Introduction." In Leadership in Extreme Situations, 3–19. Cham: Springer International Publishing, 2017. http://dx.doi.org/10.1007/978-3-319-55059-6_1.

Full text
APA, Harvard, Vancouver, ISO, and other styles

Conference papers on the topic "Situational leadership"

1

Arisman, Teguh Wendy, and Eka Prihatin. "Situational Leadership Readiness." In 4th International Conference on Research of Educational Administration and Management (ICREAM 2020). Paris, France: Atlantis Press, 2021. http://dx.doi.org/10.2991/assehr.k.210212.038.

Full text
APA, Harvard, Vancouver, ISO, and other styles
2

Ben-Asher, Noam, Jin-Hee Cho, and Sibel Adali. "Adaptive Situational Leadership Framework." In 2018 IEEE Conference on Cognitive and Computational Aspects of Situation Management (CogSIMA). IEEE, 2018. http://dx.doi.org/10.1109/cogsima.2018.8423977.

Full text
APA, Harvard, Vancouver, ISO, and other styles
3

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.

Full text
Abstract:
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.
APA, Harvard, Vancouver, ISO, and other styles
4

Brasher, Ana M. "Coaching Safety Leadership Using the Situational Leadership Theory." In SPE International Conference on Health, Safety, and Environment in Oil and Gas Exploration and Production. Society of Petroleum Engineers, 2008. http://dx.doi.org/10.2118/112011-ms.

Full text
APA, Harvard, Vancouver, ISO, and other styles
5

Komariah, Aan, Mawardi Mawardi, and Abubakar Abubakar. "School Effectiveness - Situational Leadership and School Cultures." In 1st International Conference on Educational Sciences. SCITEPRESS - Science and Technology Publications, 2017. http://dx.doi.org/10.5220/0007050409010906.

Full text
APA, Harvard, Vancouver, ISO, and other styles
6

Maisyaroh, Ali Imron, Burhanuddin, Juharyanto, Rachmat Satria, and Indah Puspitaningtyas. "Implementation of Situational Leadership in Educational Organizations." In Proceedings of the 4th International Conference on Education and Management (COEMA 2019). Paris, France: Atlantis Press, 2019. http://dx.doi.org/10.2991/coema-19.2019.17.

Full text
APA, Harvard, Vancouver, ISO, and other styles
7

SAMOLEJOVÁ, Andrea, and Martin LAMPA. "Verification of Situational Leadership Tools for Workers in a Foundry." In METAL 2020. TANGER Ltd., 2020. http://dx.doi.org/10.37904/metal.2020.3637.

Full text
APA, Harvard, Vancouver, ISO, and other styles
8

Rosita, Tita. "Implementation of Situational Leadership in the Distance Learning Management Office." In Proceedings of the 2nd International Conference on Research of Educational Administration and Management (ICREAM 2018). Paris, France: Atlantis Press, 2019. http://dx.doi.org/10.2991/icream-18.2019.21.

Full text
APA, Harvard, Vancouver, ISO, and other styles
9

Darwis, Muh, Mr Arismunandar, Manan Sailan, Mr Muharram, and Mr Virdi. "Effectiveness of Situational Leadership Director of Fajar TV Makassar, Indonesia." In Proceedings of the 1st International Conference on Social Sciences (ICSS 2018). Paris, France: Atlantis Press, 2018. http://dx.doi.org/10.2991/icss-18.2018.246.

Full text
APA, Harvard, Vancouver, ISO, and other styles
10

Mirčetić, Vuk, and Mladen Čudanov. "Revalidating Blanchard's Situational Leadership Model: Induction of the Unproductive Follower." In 26th International Scientific Conference Strategic Management and Decision Support Systems in Strategic Management. University of Novi Sad, Faculty of Economics in Subotica, 2021. http://dx.doi.org/10.46541/978-86-7233-397-8_167.

Full text
APA, Harvard, Vancouver, ISO, and other styles

Reports on the topic "Situational leadership"

1

Susanne Jul, Susanne Jul. What personal qualities and situational factors enable someone rise to leadership in disaster? Experiment, September 2017. http://dx.doi.org/10.18258/9882.

Full text
APA, Harvard, Vancouver, ISO, and other styles
2

Pereira, Orlindo, and Jorge Jesuino. Decreasing Damaging Effects of Stress-Bound Situations: Towards a New Model of Leadership under Stress. Fort Belvoir, VA: Defense Technical Information Center, January 1987. http://dx.doi.org/10.21236/ada178379.

Full text
APA, Harvard, Vancouver, ISO, and other styles
3

Steiner Jr, Lawrence M. A Study of the Individual Leadership Skills and Traits that Armor Battalion Commanders Must Possess in Order to be Successful in Combat and in Non-Combat Situations. Fort Belvoir, VA: Defense Technical Information Center, May 1987. http://dx.doi.org/10.21236/ada592953.

Full text
APA, Harvard, Vancouver, ISO, and other styles
4

Kelly, Luke. Lessons learnt from humanitarian negotiations with the Taliban, 1996-2001. Institute of Development Studies (IDS), September 2021. http://dx.doi.org/10.19088/k4d.2021.11.

Full text
Abstract:
This rapid literature review finds that humanitarian actors responded in a variety of ways to Taliban actions limiting principled aid in the country during the period of their rule (1996-2001). The report is focused on the findings around humanitarian negotiation and the strategy of humanitarian actors in response to Taliban policies limiting women's ability to work for humanitarian organisations or access services. The findings are not intended to imply parallels with the current situation in Afghanistan. Evidence is in the form of a number of evaluations, academic articles and lessons learned papers on negotiating with the Taliban. It discusses the methods of negotiating with the Taliban (e.g. co-ordination, working with the leadership or rank-and-file), the content of negotiations and particularly the question of reaching agreement on women’s rights, as well as humanitarian actors’ negotiating capacity. There is less discussion on the negotiation of specific programmes (e.g. anti-gender-based violence programmes). Due to the different goals and principles of humanitarian actors, as well as different ideas of feasibility, conclusions on the effectiveness of negotiating tactics vary. Strategies therefore cannot be judged as 'successful' without reference to a conception of what is most important in humanitarian programming, and the constraints of the situation. The review highlights lessons on good negotiating practices. The main issue being negotiated was the clash between the Taliban's restrictions on women and humanitarian actors' aim of providing aid to all, including women, according to need. Various strategies were used to persuade the Taliban to consent to principled aid. This review considers aid agency negotiating strategy and tactics, as well as the underlying interests and constraints that may make negotiations more or less successful.
APA, Harvard, Vancouver, ISO, and other styles
5

Kelly, Luke. Lessons Learnt from Humanitarian Negotiations with the Taliban, 1996-2001. Institute of Development Studies (IDS), September 2021. http://dx.doi.org/10.19088/k4d.2021.126.

Full text
Abstract:
This rapid literature review finds that humanitarian actors responded in a variety of ways to Taliban actions limiting principled aid in the country during the period of their rule (1996-2001). The report is focused on the findings around humanitarian negotiation and the strategy of humanitarian actors in response to Taliban policies limiting women's ability to work for humanitarian organisations or access services. The findings are not intended to imply parallels with the current situation in Afghanistan. Evidence is in the form of a number of evaluations, academic articles and lessons learned papers on negotiating with the Taliban. It discusses the methods of negotiating with the Taliban (e.g. co-ordination, working with the leadership or rank-and-file), the content of negotiations and particularly the question of reaching agreement on women’s rights, as well as humanitarian actors’ negotiating capacity. There is less discussion on the negotiation of specific programmes (e.g. anti-gender-based violence programmes). Due to the different goals and principles of humanitarian actors, as well as different ideas of feasibility, conclusions on the effectiveness of negotiating tactics vary. Strategies therefore cannot be judged as 'successful' without reference to a conception of what is most important in humanitarian programming, and the constraints of the situation. The review highlights lessons on good negotiating practices. The main issue being negotiated was the clash between the Taliban's restrictions on women and humanitarian actors' aim of providing aid to all, including women, according to need. Various strategies were used to persuade the Taliban to consent to principled aid. This review considers aid agency negotiating strategy and tactics, as well as the underlying interests and constraints that may make negotiations more or less successful.
APA, Harvard, Vancouver, ISO, and other styles
6

Bouguerra, Zohra, Neus Tirado, Ahmed Ben Nejma, Maleke Dridi, Soufia Galand, and Sarah Baraket. Et s'il y avait une grève dans les foyers ? Étude sur l’impact du travail de soins non rémunéré sur les femmes vivant en Tunisie : accès au travail, autonomisation économique et bien-être. Oxfam, January 2020. http://dx.doi.org/10.21201/2020.8700.

Full text
Abstract:
Le travail de soin non rémunéré désigne toutes les activités qualifiées de travaux reproductifs ou domestiques au sein des foyers sur une base non marchande. Bien que ce travail est essentiel pour l’équilibre de la société et l’épanouissement de la famille et le développement économique des pays, les normes sociales patriarcales d’un côté et les politiques sexistes de l’Etat d’un autre coté rendent ce travail sous-estimé, invisible et non reconnu. L’étude élaborée par Oxfam en Tunisie en partenariat avec AFTURD, montre que les femmes passent entre 8 et 12 heures par jour dans le travail de soin non rémunéré (dépendamment de leur âge, leur situation familiale et économique, et leur lieu de résidence), contre 45 minutes en moyenne pour les hommes. Les causes et conséquences de cette répartition inégale sont nombreuses et interreliées. En tenant compte des résultats de la recherche, et afin d’autonomiser les femmes et améliorer leurs bien-être, Oxfam recommande de : reconnaitre la travail de soins non rémunéré en tant que travail, de réduire le fardeau qu’il constitue, de redistribuer plus équitablement les responsabilités associées entre les hommes et les femmes, au sein des ménages, et entre les ménages, l’État et le secteur privé, et de garantir la représentation des personnes prenant en charge les activités de soins dans les postes de prise de décision et de leadership.
APA, Harvard, Vancouver, ISO, and other styles
7

STATEMENT OF THE NATIONAL ACADEMY OF EDUCATIONAL SCIENCES OF UKRAINE. National Academy of Educational Sciences of Ukraine, February 2022. http://dx.doi.org/10.37472/saveukraine.

Full text
Abstract:
We consider it criminal and strongly condemn the violation of the territorial integrity and borders of Ukraine by the Russian Federation. We also consider inadmissible the statements of the leadership of the Russian Federation regarding our state, interference in the internal affairs of Ukraine by denying its civilizational subjectivity and demanding the abandonment of its own path of development. With great gratitude and confidence in the victory, we turn to the defenders of Ukraine: we are together, we are convinced of the strength and steadfastness of those who defend Democracy, Freedom, and Human Values! Resistance is not just military resistance. The opposition of every citizen is not to succumb to provocations and panic, to prevent escalation of tensions, to refute fakes, to maintain clarity of thinking. A patriot is someone who invests in the development of the country and preserves its defense capabilities in a way accessible to him. For representatives of pedagogical and psychological sciences — is to maintain the national identity and unity of the nation at the level of consciousness of every citizen, territorial community, society. This is the strengthening of the subjectivity of every citizen through his awareness of Ukrainian history from the times of Kyivan Rus, Ukrainian mentality of freedom from the Cossack era, the spirit of Ukrainian democracy from the Constitution of Philip Orlyk, invincibility of the Ukrainian army from the victories of Peter Konashevych-Sahaidachnyi and Bohdan Khmelnytskyi, exercise of self-awareness by Hryhorii Skovoroda and Taras Shevchenko. Scientists of the National Academy of Educational Sciences of Ukraine, as always, are ready for a dialogue with anyone who finds himself in difficult life circumstances, in situations of confusion or uncertainty, who needs advice or psychological help. We all have hard work ahead of us every day. But our goal is common and high — to preserve the sovereignty and territorial integrity of Ukraine. To this end, we have worked for Ukraine′s independence, we have also worked for the development of our state for the last 30 years, for this, we are mobilizing for further struggle! We will win! Glory to Ukraine!
APA, Harvard, Vancouver, ISO, and other styles
You might also be interested in the extended bibliographies on the topic 'Situational leadership' for particular source types:
Journal articles Dissertations / Theses Books
We offer discounts on all premium plans for authors whose works are included in thematic literature selections. Contact us to get a unique promo code!

To the bibliography