Academic literature on the topic 'Situational leadership style'
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Journal articles on the topic "Situational leadership style"
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Afshinpour, Saeid. "Leadership Styles and Employee Satisfaction: A Correlation Study." International Letters of Social and Humanistic Sciences 27 (May 2014): 156–69. http://dx.doi.org/10.18052/www.scipress.com/ilshs.27.156.
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The purpose of this quantitative correlation study was to determine the extent to which leadership style preferences correlate with employee satisfaction with supervision among employees and leaders of some companies. This study measured preferences for each of five common leadership styles and examined correlations with measures of employee satisfaction. The styles studied were transactional leadership, transformational leadership, autocratic leadership, charismatic leadership, and situational leadership. Results indicated that each of the five leadership styles has a positive correlation with employee satisfaction, suggesting that the situational leadership style may be the most appropriate style for leaders in some companies.
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Yuneti, Army, and Marianita Marianita. "Determinan Gaya Kepemimpinan Kepala Sekolah." Journal of Administration and Educational Management (Alignment) 2, no. 1 (June 30, 2019): 11–29. http://dx.doi.org/10.31539/alignment.v2i1.731.
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This study aims to describe the leadership style in SMA 5 Lubuklinggau, how the determinants of leadership style principles The research method used is descriptive study, observation and documentation, and this study also uses this type of procedure to develop materials. The results of the study, the environment greatly affects the principal's leadership style, with a good environment can support the application of the principal's leadership style. Conclusion, that research is empirical, education and training, intelligence, skills and environment as capital for principals to be able to apply situational leadership styles, situational leadership styles are very relevant characters and personalities that are different from each other.
Keywords: Determinant, Principle Style
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Pundt, Alexander. "Leadership Style Assessment (LSA)." Zeitschrift für Arbeits- und Organisationspsychologie A&O 61, no. 3 (July 2017): 152–58. http://dx.doi.org/10.1026/0932-4089/a000245.
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Zusammenfassung. Das Leadership Style Assessment (LSA) ist ein Situational Judgment Test zur Erfassung transformationaler und transaktionaler Führung. Es richtet sich an Führungskräfte und Personalentwickler und kann vor allem im Kontext der Führungskräfteentwicklung zum Einsatz kommen.
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RIAZ, MUHAMMAD NAVEED, MASUD AKHTAR, and GILNAZ MURTAZA. "Moderating Role of Decision-Making Situations between Leadership and Decision-Making in Services Providing Organizations." International Review of Management and Business Research 10, no. 1 (March 8, 2021): 313–21. http://dx.doi.org/10.30543/10-1(2021)-27.
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The present research investigated moderating role of decision-making situations between leadership styles and decision-making styles in services providing organizations of Pakistan. The study was based on Full Range Leadership Theory of Bass and Reggio (2006) which comprise of three leadership styles including transformational, transactional, and laissez faire style. The study incorporated five decision-making styles including rational, intuitive, dependent, avoidant, and spontaneous style. The study comprised of three decision-making situations including certainty, risk and uncertainty. Multifactor Leadership Questionnaire, Decision Situations Scale and General Decision-making Styles Questionnaire were administered on 1200 employees. Hierarchical regression analysis revealed that certainty moderated between transformational style and rational style. Uncertainty moderated between transformational style and spontaneous style. Certainty moderated between transactional leadership and rational style. Uncertainty moderated between laissez faire and dependent, avoidant decision-making style. Overall, the present study contributes to style, situational and contingency theories of leadership. Keywords: Decision-Making Situations, Leadership Styles, Decision-Making Styles.
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Dadi Lado, Margaretha, Ronald P. C. Fanggidae, and Tarsisius Timuneno. "PENGARUH GAYA KEPEMIMPINAN SITUASIONAL TERHADAP PRODUKTIVITAS KERJA KARYAWAN PDAM KOTA KUPANG." Journal of Management : Small and Medium Enterprises (SMEs) 10, no. 3 (February 2, 2020): 283–97. http://dx.doi.org/10.35508/jom.v10i3.1996.
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The research method is an associative method that uses questionnaires as a data collection tool that is distributed throughout the respondents. The population in the study were all employees. The number of samples taken was 35 respondents. As for analyzing and calculating the overall effect of the independent variable Situational Leadership Style on the dependent variable Employee Productivity that is processed using a computer program SPSS for Window. The results of Simple Linear Regression analysis show that the hypothesis testing proves that the Situational Leadership Style variable has a positive and significant effect on Employee Productivity in PDAM Kota Kupang, it means the higher the Situational Leadership Style, the higher Employee Productivity.
Keywords: Situational Leadership Style, Employee Productivity
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Tortorella, Guilherme, and Flávio Fogliatto. "Implementation of lean manufacturing and situational leadership styles." Leadership & Organization Development Journal 38, no. 7 (September 4, 2017): 946–68. http://dx.doi.org/10.1108/lodj-07-2016-0165.
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Purpose The purpose of this paper is to determine leadership styles at each hierarchic level that best support the LM implementation process in a given company. Design/methodology/approach To achieve that, the authors propose a method that combines information from two sources in three major steps. First, using opinions from experts on lean implementation from an activity sector of interest the authors determine leadership styles that best suit each phase of the LM roadmap for that sector. Next, the authors analyze a specific company within the activity sector to determine: at which lean roadmap phase the company is at the moment; and the style of its current leaderships at each hierarchical level. Finally, the authors combine information from previous steps to diagnose the suitability of company’s leaderships to its lean implementation needs. Findings The method points at improvement alternatives that may be developed simultaneously at different leadership hierarchical levels in companies. Further, using the matrix of ideal leadership styles, companies may be able to identify implementation phases in the lean process that are poorly served by current leadership styles, anticipating problems and developing HRM practices to mitigate them. That is quite relevant, since changes in leadership behaviors and expectations may take longer time to be implemented; therefore, it is important to understand these opportunities and have a clear vision of current gaps within the company. Originality/value The identification of leaderships’ attributes and behaviors in companies at different phases of the lean implementation roadmap contributes to the existing body of knowledge on lean manufacturing. The method is intended as a supporting tool for lean implementation, as it enables the assessment of gaps in leadership behaviors in the organization, and directs to improvements according to the phase of lean implementation. The goal is to complement existing lean roadmaps by driving improvements in leadership-related aspects of the implementation process.
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Harsono, Anastasia Dessy, Ratna Indrawati, and Idrus Jus'at. "Situational Leadership Style Supports the Performance of Doctors in the Military Based Hospital." European Journal of Business and Management Research 6, no. 2 (March 31, 2021): 118–26. http://dx.doi.org/10.24018/ejbmr.2021.6.2.780.
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The doctor's performance played an important role in achieving the vision and mission of a hospital. Many factors affected performance, including leadership style, work environment, organizational learning, work motivation, work discipline and so on. This study aimed to analyze the influence of situational leadership style, work environment, organizational learning, and work motivation on performance. The research design used was quantitative analytic research with a causality approach. The data source was obtained in the form of primary data. Samples were a total sampling. Data analysis using Structural Equation Modeling (SEM) - AMOS. The results of the research were situational leadership style, work environment, organizational culture and work motivation partially or simultaneously had a positive and significant effect on the performance of general practitioners. The findings of the study were that the situational leadership style and work environment had a positive and significant effect on organizational culture, work motivation and performance of general practitioners. The direct influence of the situational leadership style on the performance of general practitioners was greater than the work environment, organizational culture, and work motivation.
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Wright, Erik S. "Dialogic Development in the Situational Leadership Style." Performance Improvement 56, no. 9 (October 2017): 27–31. http://dx.doi.org/10.1002/pfi.21733.
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Majidah, Yuniz, Ike Kusdyah Rachmawati, and Tin Agustina Karnawati. "PENGARUH GAYA KEPEMIMPINAN SITUASIONAL DAN MOTIVASI KERJA TERHADAP KINERJA GURU DENGAN KEPUASAN KERJA SEBAGAI VARIABEL MODERASI." Jurnal Ilmiah Bisnis dan Ekonomi Asia 14, no. 2 (August 8, 2020): 105–12. http://dx.doi.org/10.32812/jibeka.v14i2.173.
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The principal should have caring to improving the quality of education. Such caring should be demonstrated with the will and ability to develop themselves optimally, so the teachers and education personnel can improve their performance. The teacher's performance is influenced by several factors are situational leadership style, work motivation and job satisfaction.The purpose of this research is to know and analyse the influence of situational leadership style, job motivation, and job satisfaction on the teacher's performance, the influence of situasional leadership style and job motivation to the performance of teachers moderated in job satisfaction. The population of this research is the teachers of accredited pre-primary school in Singaraja Cit Bali. The data collection techniques in this research are the observation and distribution of questionnaires. This research uses data analysis methods using SmartPLS software. The results showed that the situational leadership style, job motivation, and job satisfaction affects the teacher’s performance of the accredited pre-primary schools in Singaraja City Bali, and the situational leadership style, and job motivation have no effect the teacher’s performance who are moderated job satisfaction at the pre-primary school accredited in Singaraja City Bali.
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M Nure, Hedrat. "The Influence Of Situational Leadership Style And Work Environment Towards Performance Of Cooperative,Micro,And Medium Small In Business Tolitoli District." Economy Deposit Journal (E-DJ) 3, no. 1 (July 2, 2021): 73–81. http://dx.doi.org/10.36090/e-dj.v3i1.1047.
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This research is an applied research that aims to find out Situational leadership style and work environment simultaneously and partially that can affect the performance of Cooperatives and micro, small and medium enterprises in Tolitoli Regency. This type of research is a quantitative research with a descriptive verification approach. This study took place in Tolitoli Regency with a focus on the Cooperatives and MSMEs Office, Tolitoli Regency, Central Sulawesi Province. The population in this study were employees of the cooperative and micro, small and medium enterprises office in Tolitoli Regency, totaling 35 employees. The sample was drawn using the saturated sample method, using data acquisition. through observation, questionnaires, and interviews. In the results of data analysis using multiple linear regression, it was found that Situational Leadership Style and work environment simultaneously and partially have a positive effect on the performance of Cooperatives and micro, small and medium enterprises in Tolitoli Regency. Namely, situational leadership style, work environment and good performance at the Tolitoli district cooperative and MSME service. Situational Leadership Style and work environment simultaneously have a positive effect on the performance of the Tolitoli Regency Cooperatives and MSME employees. Situational Leadership Style has a positive effect on the performance of the Tolitoli Regency Cooperatives and MSME employees. The Royal Environment has a positive effect on the performance of the Tolitoli Regency Cooperatives and UMKM Service employees.
Dissertations / Theses on the topic "Situational leadership style"
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Vollman, Ardene Louise Robinson. "Student task relevant maturity level and instructor leadership style as factors of perceived effectiveness of clinical instruction in nursing education a test of situational leadership theory." Thesis, University of Ottawa (Canada), 1985. http://hdl.handle.net/10393/4950.
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Valente, Manuela. "Att dra åt samma håll-socialsekreterare om ledarskap och arbetsmotivation : En kvalitativ studie om upplevelser av ledarskap och arbetsmotivation." Thesis, Stockholms universitet, Institutionen för pedagogik och didaktik, 2018. http://urn.kb.se/resolve?urn=urn:nbn:se:su:diva-157402.
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Denna kvalitativa studie syftar till att utveckla kunskap och öka förståelsen om socialsekreterares upplevelser av arbetsmotivation och upplevelser av motiverande ledarskap. Utifrån fem semistrukturerade intervjuer och med utgångspunkt i teorierna, situationsanpassat ledarskap och tvåfaktorteorin visar resultatet i studiens tematiska analys, på upplevelser där relationsinriktat ledarskap är otydligt och bristande från socialtjänstens ledare. Vidare visar resultaten att socialsekreterarnas inre arbetsmotivation påverkas negativt av ledarnas bristfälliga förmågor och engagemang att uppmuntra sin personal. Socialsekreterarnas upplevda motivation skapas istället från trivsel med sina arbetskollegor samt i mötet med klienter.This qualitative study aims at developing knowledge and increasing understanding of social workers 'experiences of work motivation and experience of motivational leadership. Based on five semi- structured interviews and based on the theories, situational leadership and two-factor theory, the results of the study's thematic analysis show experiences in which relationship-oriented leadership is unclear and inadequate from the social services leaders. Furthermore, the results show that the social workers 'internal work motivation is adversely affected by the leaders' inadequate abilities and commitment to encourage their staff. The social motivators' perceived motivation is instead created from well-being with their colleagues and in the meeting with clients.
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Oakley, Wayne Frederick. "A study of the relationship between the leadership style of the principal and school effectiveness under differing conditions of situational favorability." Thesis, University of Ottawa (Canada), 1988. http://hdl.handle.net/10393/5116.
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McCowan, Charles Davis. "Leading before, during, and after a major organizational transition." [Johnson City, Tenn. : East Tennessee State University], 2004. http://etd-submit.etsu.edu/etd/theses/available/etd-1124103-154611/unrestricted/McCowanC21104f.pdf.
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Thesis (Ed. D.)--East Tennessee State University, 2004.Title from electronic submission form. ETSU ETD database URN: etd-1124103-154611. Includes bibliographical references. Also available via Internet at the UMI web site.
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Stusinski, Sabrina, and Sidra Qazi. "En explorativ undersökning av individuella och organisatoriska faktorer för det konstruktiva och destruktiva ledarskapet ur chefens perspektiv." Thesis, Umeå universitet, Institutionen för psykologi, 2020. http://urn.kb.se/resolve?urn=urn:nbn:se:umu:diva-167044.
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Leadership style can have major consequences for the employees’ work environment and well-being. There are several theories that focus on the positive aspects of leadership styles, such as transformative, coaching, and situational leadership, which constitute the theoretical frameworks for the present study. It has also been recognized that destructive leadership behaviors can have a negative impact on the employees and the organization. The purpose of the present study was to investigate what, according to managers, characterizes constructive leadership and destructive leadership, and whether these characteristics originate in individual or organizational factors. Four managers working in private companies in Stockholm with varying backgrounds and industries were found through snowball selection and were interviewed. Data were analyzed using thematic analysis. The result showed that managers characterize constructive leadership as motivation, communication, self-efficacy, coaching approach, situational adjustment, development opportunities, recruitment, and participation. Destructive leadership was characterized as inefficiency, lack of experience, authority-related issues, micro-management lack of time, and organizational culture. These characteristics were further categorized as follows. The individual factors that were identified for constructive leadership were motivation, communication, self-efficacy, coaching approach, situational adjustment and for destructive leadership are inefficiency, lack of experience, authority-related issues and micro-leadership. The organizational factors that were identified for constructive leadership were development opportunities, recruitment, participation, and for destructive leadership the factors were lack of time and organizational culture. The analysis illustrates leadership as a complex process where knowledge about leadership styles gives great possibility to practicing constructive leadership. At the same time, it must be noted that organizational factors have a major impact on the leaders' ability to apply constructive leadership and, in the worst-case scenario, can result in behaviors leading to destructive leadership. The study is very limited in terms of representativeness since the population was very small and the purpose was explorative.Ledarskapets utformning kan innebära stora konsekvenser för de anställdas arbetsmiljö och välmående. Det finns flera teorier om ledarskapsstilar som fokuserar på de positiva aspekterna av ledarskap, såsom transformativt, coachande och situationsanpassat ledarskapsstil, vilka utgör teoretisk ram för denna uppsats. Det har även uppmärksammats att destruktiva ledarbeteenden kan ha en negativ inverkan på de anställda och organisationen. Syftet med denna studie var att undersöka vad chefer anser orsakar ett konstruktivt respektive destruktivt ledarskap samt vilka av dessa orsaker anser chefer härstammar i individuella respektive organisatoriska faktorer. Första frågeställningen var; vad anser chefer kännetecknar ett konstruktivt respektive destruktivt ledarskap? Den andra frågeställningen var; vilka av dessa kännetecken anser chefer härstammar i individuella respektive organisatoriska faktorer? Fyra stycken chefer inom privata företag i Stockholm med varierande bakgrund och bransch hittades genom snöbollsurval och intervjuades. Data analyserades med tematisk analys. Resultatet visade att chefer anser att konstruktivt ledarskap kännetecknas av motivation, kommunikation, självbestämmelse, coachande förhållningssätt, situationsanpassning, utvecklingsmöjligheter, rekrytering, delaktighet och destruktivt ledarskap kännetecknas av ineffektivitet, erfarenhetsbrist, auktoritetsproblematik, mikroledarskap tidsbrist och bristande organisationskultur. Dessa faktorer delas upp i individuella och organisatoriska faktorer enligt följande. Individuella faktorer som identifierades för konstruktivt ledarskap var motivation, kommunikation, självbestämmelse, coachande förhållningssätt och situationsanpassning. För destruktivt ledarskap identifierades ineffektivitet, erfarenhetsbrist, auktoritetsproblematik och mikroledarskap som individuella faktorer. De organisatoriska faktorer som identifierades för konstruktivt ledarskap var utvecklingsmöjligheter, rekrytering, delaktighet och för destruktivt ledarskap identifierades faktorerna tidsbrist och organisationskultur. Analysen åskådliggör ledarskapet som en komplex process där kunskap kring ledarskapsstilar ger stor fördel för tillämpning av ett konstruktivt ledarskap. Samtidigt måste det uppmärksammas att organisatoriska faktorer har storpåverkan på ledarnas möjlighet till tillämpning av ett konstruktivt ledarskap och kan i värsta fall resultera i beteenden som leder till destruktivt ledarskap. Studien är kraftigt begränsat i termer av representativitet då urvalet var mycket litet och syftet var explorativt.
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Hardman, Brenda Kay. "Teacher's Perception of their Principal's Leadership Style and the Effects on Student Achievement in Improving and non-improving schools." Scholar Commons, 2011. http://scholarcommons.usf.edu/etd/3726.
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Teachers' perceptions of their school leaders influence student achievement in their schools. The extent of this influence is examined in this study. This quantitative study examined teachers' perceptions of the leadership style of their principals as transformational, transactional or passive-avoidant in improving and non-improving schools in relation to student achievement. The study population was a purposeful sample of 143 teachers in 16 schools in one school district. Leadership behaviors, as perceived by the teachers, were measured using the Multi-factor Leadership Questionnaire. Student achievement was measured with the Florida Comprehensive Assessment Test results for each school using three years of results. Independent t-test, multiple regressions, and an open-ended question were used to analyze the research questions.
The study found that teachers in improving and non-improving schools had minimal differences in how they perceived their principals' leadership styles. All three leadership styles were statistically significant predictors of student achievement. School status was not significant in predicting student achievement indicating no difference in student achievement between improving and non-improving schools. Transactional leadership had a negative relationship while transformational and passive-avoidant leadership style had a positive relationship with student achievement.
Regression analysis of the MLQ subscales for each leadership style as perceived by the teachers and the school status with student achievement found that transformational subscale intellectual stimulation and school status had a statistically significant positive relationship with student achievement. Likewise, the transactional subscale management by exception-active was a significant predictor with student achievement but had a negative relationship. Passive avoidant style also had a positive relationship with student achievement.
Teacher demographics of gender, age, years as a teacher, years at current school, and level of school (elementary, middle, high) were examined in relation to perceived leadership style and school status. Multiple regression analysis found that only years at current school that was significant in how they perceived their principal's transformational or passive avoidant leadership style. No demographic variables were significant for transactional style or school status.
Overall, teachers were satisfied with the principal's leadership style and effectiveness. Teachers most often cited school culture as having an influence on student achievement in both improving and non-improving schools.
Limitations of the study included self-reported teacher perceptions of principal leadership style from 16 schools in one school district which limits generalizability; no controls for teacher classroom performance and no verification of respondents actually observing principal behaviors; time of year survey was given; and, the use of one instrument to measure leadership style may not reflect the actual leadership style of the principal.
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Husseini, Zeinab, Jasmin Högberg, and Larglinda Kutllovci. "Ledarskap och konflikthantering : ledares sätt att hantera konflikter." Thesis, Högskolan i Borås, Akademin för textil, teknik och ekonomi, 2015. http://urn.kb.se/resolve?urn=urn:nbn:se:hb:diva-975.
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Bakgrund: Konflikter är ett fenomen som förekommer i alla kontexter där individer integrerar med varandra. Konflikter har alltid funnits men synen på konflikter samt hur det hanteras har förändrats genom tiden. Konflikthantering är en viktig del i ledarskapet och är en av de viktigaste och centrala uppgifterna för en ledare. De flesta ledare ser konflikthantering som problematiskt eftersom de tycker att det är jobbigt och obehagligt att hantera konflikter på grund av rädslan för individernas reaktioner. Tidigare forskning har visat att det finns ett samband mellan ledarskap och konflikthanteringsstrategier men det finns fortfarande en kunskapsbrist inom området. Syfte: Syftet med studien är att förklara om det finns ett samband mellan det situationsanpassade ledarskapet och konflikthanteringsstrategierna samt om sambandet kan ge ledare större möjlighet att hantera konflikter framgångsrikt. Metod: Denna studie har en kvalitativansats, där semistrukturerade intervjuer har genomförts med två organisationer, där en butikschef och tre medarbetare i respektive organisation intervjuades. Resultat: Denna studie har kommit fram till att det finns ett samband mellan det situationsanpassande ledarskapet och konflikthanteringsstrategier. Genom att kombinera stilarna i det situationsanpassade ledarskapet med konflikthanteringsstrategier och med hänsyn till både medarbetares och ledares åsikter kan rätt konflikthanteringsstrategi väljas, vilket också kan främja individernas utveckling.Background: The phenomenon conflict occurs in every context where individuals integrate with each other. Conflicts have always existed but the way we see and manage them have changed through time. Conflict management is an important part of leadership. Most leaders believe conflicts are a problematic issue that is difficult to manage, because of the fear of the consequence that may appear. Previous research has shown that there is a correlation between leadership and conflict management but there is still a lack of knowledge in the field. Purpose: The purpose of this study is to examine if there is a correlation between the situational leadership and conflict management strategies and if it can provide leaders with greater possibilities to handle conflicts successfully. Method: This study has a qualitative approach where semi structured interviews with two organizations were made, with both of the store manager and three employees in each organization. Results: The results of this study have shown that there is a correlation between the situational leadership and conflict management strategies. Through combining the styles of the situational leadership with conflict management strategies and with regard to both employees and managers opinion and behavior can a suitable strategy be adopted, which can encourage individual growth.
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Nave, Jerry Wayne. "Leadership Styles of Entrepreneurs in Small Land Surveying Businesses." Digital Commons @ East Tennessee State University, 2005. https://dc.etsu.edu/etd/1079.
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The purpose of this research study was to analyze the leadership styles of owners of small land surveying businesses in the states of Tennessee and Virginia to determine what leadership style was currently being employed by the majority of those owners. The participants in this study were chosen from members of the Virginia Association of Surveyors and the Tennessee Association of Professional Surveyors. The respondents to the questionnaire were licensed land surveyors who owned small firms of fewer than 101 employees. In addition, a corollary purpose was to flesh out the skeletal literature available on small business leadership styles and their effect on small business success.
The owners of the small surveying businesses were asked to reply to a series of questions on demographic data and Likert-type scale questions designed to examine the respondents' leadership styles as Participatory, Situational, or Autocratic in a both external and internal environments. The results of the questionnaire produced nominal data, which were analyzed using Statistical Package for Social Sciences (SPSS) software to compute the frequency and significance. Additionally, a nonparametric Kruskal-Wallis K Independent Samples procedure and one-way Chi -Square tests were used to analyze the statistical relationships and differences in the respondents' answers.
The results of this study suggested that the majority of the respondents used a participatory style of leadership when confronted with internal environment decisions and an autocratic leadership style in the external environment. The overall conclusion drawn from this study was that the owners of small land surveying firms who responded to the questionnaire were predominantly situational because they adjusted their leadership styles to meet the needs and demands of their changing situations.
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La, Rocca Michela Anita. "Perception of leadership qualities in higher education : impact of professor gender, professor leader style, situation, and participant gender." [Tampa, Fla. : s.n.], 2003. http://purl.fcla.edu/fcla/etd/SFE0000103.
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Dunnagan, Monica Lynn. "Work Group Composition Effects on Leadership Styles in Aircraft Manufacturing Organizations." ScholarWorks, 2014. https://scholarworks.waldenu.edu/dissertations/40.
Full textBooks on the topic "Situational leadership style"
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Cronrath, Pamela R. Chief nursing executives' leadership style and effectiveness: Application of situational leadership theory. 1990.
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Bogert, Sheryl Anne. An analysis of teaching styles in higher education using situational leadership theory: a field study. 1986.
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Kondy, Stephanie M. The relationship of situational variables to the leadership styles of developmental disabilities administrators within state institutions of Florida. 1987.
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Hall, Bob. Presidential leadership styles relevant to the group situations in community college boards of trustees and administrative cabinets. 1985.
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Volz, Jim. Introduction to Arts Management. Bloomsbury Publishing Plc, 2017. http://dx.doi.org/10.5040/9781474239820.
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Introduction to Arts Management offers a unique, dynamic and savvy guide to managing a performing or visual arts organization, be that an arts center, theatre, museum, art gallery, symphony orchestra, or other arts company. For those training to enter the industry, workers in arts administration, or those seeking to set up their own company, the wealth of expert guidance and direct, accessible style of this authoritative manual will prove indispensable. Gathering best practices in strategic planning, marketing, fundraising and finance for the arts, the author shares practical, proven processes and valuable tools from his work with over 100 arts companies and professional experience producing over 100 music, dance, theatre and visual arts events. Unique features include: boilerplate guides for marketing and fundraisinga sample Board of Trustee contractspecific budget checklistsday-to-day working tools that can be immediately instituted in any arts organizationresources at the end of each chapter designed to help readers consider and implement the strategies in their own practice. Interviews with arts leaders offer insights into the beginnings and growth of significant arts institutions, while examples based on real situations and successful arts organizations from both North America and Britain illustrate and underpin the strategic and practical advice. Expanded from the author’s highly successful How to Run a Theatre, this edition offers both trainees and seasoned professionals the hands-on strategic leadership tools needed to create, build and nurture a successful career in the challenging world of arts administration and management.
Book chapters on the topic "Situational leadership style"
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"Tutorial 5 Style, contingency and situational theory." In Your Education Leadership Handbook, 97–121. Routledge, 2014. http://dx.doi.org/10.4324/9781315832982-13.
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Tsayang, Gabatshwane, Phillip G. Bulawa, and Moffat F. Kgotlaetsile. "Potential Role of Ubuntu in the Enhancement of School Leadership in Botswana." In Advances in Religious and Cultural Studies, 156–71. IGI Global, 2021. http://dx.doi.org/10.4018/978-1-7998-7947-3.ch013.
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The chapter explores the potential role that the concept and practice of Ubuntu can be salvaged to inform school leadership in Botswana. Reference is made to traditional ways in which human development is conceived and treated in the Botswana Ubuntu cultural practice which is manifested in Leseya Maturity Stage (LMS), Ngwana Maturity Stage (NMS), Monana Maturity Stage (MMS), and Mogolo Maturity Stage (MgMS). The chapter argues that, at each of the development stages, an appropriate leadership style should be used as in situational leadership. For instance, at the LMS, a human being according to Lerner displays some inconsistencies in his or her behavior which is a perfect example of a reflection of shaky grasp of logic. The chapter asserts that there are adults as in teachers who may display such behaviors even though they may chronologically be adults. The chapter therefore argues that the concept of situational leadership should be used according to the contextual maturity of the led as per the Ubuntu concept. Ubuntu leadership styles can inform school leadership.
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Conger, Jay A. "Harnessing the Potential of 360 Feedback in Executive Education Programming." In Handbook of Strategic 360 Feedback, 343–52. Oxford University Press, 2019. http://dx.doi.org/10.1093/oso/9780190879860.003.0019.
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This chapter maintains that leadership dimensions used in executive education programs can be more effectively integrated into curricula by deploying customized 360 Feedback. It describes the means by which the integration of customized 360 Feedback can deepen and prolong the learning of leaders as well as inform program designers. To achieve this outcome, several requirements must be met: (a) The 360 assessments are customized to mirror the course’s content; (b) open-ended questions are included so participants can identify their situational demands and development needs; (c) professional coaches are employed to interpret the feedback; (d) the style of coaching is structured to be advice-centric; (e) postprogram development goals are identified using 360 Feedback; and (f) follow-up 360 Feedback is employed to assess leaders’ progress toward development goals set during the program.
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Çelik Durmuş, Serpil, and Kamile Kırca. "Leadership Styles in Nursing." In Nursing - New Perspectives. IntechOpen, 2020. http://dx.doi.org/10.5772/intechopen.89679.
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Recent developments in the field of management-organization and organizational behavior and new concepts have also led to the emergence of new leadership styles in leadership. Leadership in health services is important for following innovations and adapting to current situations. Nurses working together with other health personnel in hospitals providing health services constitute an important group in leadership. Nursing, which is a key force for patient safety and safe care, is a human-centered profession, and therefore leadership is a key skill for nurses at all levels. The leadership styles of nurse managers are believed to be an important determinant of job satisfaction and persistence of nurses. The need for nurses with leadership skills and the need for nurses to develop their leadership skills are increasing day by day. There are several leadership styles defined in nursing literature. These leadership styles are examined under the titles of relational leadership style, transformational leadership, resonant leadership, emotional intelligence leadership, and participatory leadership. The task-focused leadership style is explored under the headings of transactional and autocratic leadership, laissez-faire leadership, and instrumental leadership.
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Rustici, Matt. "Communication Styles." In Communication in Emergency Medicine, edited by Maria E. Moreira and Andrew J. French, 3–14. Oxford University Press, 2019. http://dx.doi.org/10.1093/med/9780190852917.003.0001.
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This chapter examines how communication styles can influence how effectively people are able to convey information to others while working in the emergency department. In one model, styles are described as assertive, passive, aggressive, and passive-aggressive, where the assertive style is the most effective. In leadership development models like the Myers-Briggs Type Indicator or the DISC personality instrument, there is no superior style of communication but different personality types may prefer to use specific styles of communication which at times can lead to conflict. Understanding one’s own communication style and the communication styles of others can help a person recognize situations in which his or her preferred style is not working and adapt to improve communication.
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Wang, Victor X., and Susan K. Dennett. "Leadership in the Third Wave." In Handbook of Research on Education and Technology in a Changing Society, 504–17. IGI Global, 2014. http://dx.doi.org/10.4018/978-1-4666-6046-5.ch037.
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This chapter reviews a variety of studies that explore leadership styles and how these styles may apply to different and new types of situations in a constantly changing environment. Historical research is explored to examine whether leadership styles as we know still apply today and in the future. What types of styles will leaders in this new information age be required to utilize in order to lead effectively? This is only a beginning for leaders. For the global economy age, will one leadership style fit all? In today's world, leaders will no doubt need to comprehend how to lead effectively within a culturally diverse population. Armed with this knowledge, leaders leading in multicultural organizations can have an open mind-set and understand and at times even embrace cultural differences rather than not understanding and to ignoring the differences.
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Figueiredo, Paula, and Maria José Sousa. "Leaders and Followers." In Handbook of Research on Information Architecture and Management in Modern Organizations, 195–218. IGI Global, 2016. http://dx.doi.org/10.4018/978-1-4666-8637-3.ch009.
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This study aims to address the perspectives of leaders and followers regarding their perception of leadership styles adopted in various daily situations in organizations. Leaders and followers perceive that the predominant style is the Transformational Leadership. In order to understand the types of competences to be developed by leaders to enhance the different leadership styles, it appears that emotional competencies related to Relationship Management are those that have a linear relationship with transformational leadership. The Relationship Management is the ability to deal with the emotions of others and is composed of social competences, including Inspiration, Influence, Develop others and Change catalyst. According to both perspectives, these competences are also the least practiced by leaders in organizations.
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Bergethon, Katherine P., and Daniel Cochece Davis. "Emotional Leadership." In Advances in Linguistics and Communication Studies, 63–77. IGI Global, 2016. http://dx.doi.org/10.4018/978-1-4666-9970-0.ch004.
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Although past research readily acknowledges emotions exist in organizations, and even acknowledges that leaders benefit from having “emotional intelligence,” fully understanding leadership's role in addressing the emotional dimension of organizational experience, especially during the typically high emotion situations of organizational conflicts, remains understudied. This chapter provides greater awareness of how leadership styles, especially transformational or charismatic leadership, relates with emotional intelligence to facilitate “emotional leadership” within organizations to achieve positive follower effects.
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Kasemsap, Kijpokin. "Management Education and Leadership Styles." In Innovation and Shifting Perspectives in Management Education, 166–93. IGI Global, 2017. http://dx.doi.org/10.4018/978-1-5225-1019-2.ch008.
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This chapter explains the prospects of management education toward leadership and leadership styles; the overview of leadership; empowering leadership; leadership and social capital; leadership, employee creativity, and innovation climate; transformational leadership; transactional leadership; ethical leadership; charismatic leadership; servant leadership; autocratic leadership; and shared leadership. Management education, through management education programs taught in schools, is very important to prepare next-generation leaders and improve leadership styles required in the competitive environments. Leadership is a process by which an executive can direct and guide the behavior and work of others toward the accomplishment of specific goals in a given situation. Leadership can be exercised through guidance and counseling of the subordinates at the time of execution of plans. Effective leadership styles gained from management education are critical for both setting strategic vision and implementing strategies to drive organizations in the timely and effective manner.
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Özbaş, Mehmet. "Chaotic and Complex Situations in Girls' Education." In Advances in Educational Marketing, Administration, and Leadership, 1–10. IGI Global, 2016. http://dx.doi.org/10.4018/978-1-5225-0460-3.ch001.
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It is mainly concentrated on variables which prevent girls' education in this study. The aim of this study is to describe chaos, complication and antidemocratic practices that emerge on girls' education. A wide comprehensive literature survey is performed on variables which concern the variables of girls' education for the scope of the study. This study is a survey designed model that aims to define the properties concerning the girls' education. Many social, economic, political and cultural problems create negative effects on girls' education. Not being able to make democracy a life style brings along girls' not being able to make use of education as it should be which is a human right. As a result, it is emphasized that only “whole democratic life style” practice for all could solve the problem of “social inequality of girls” which is enduring for ages.
Conference papers on the topic "Situational leadership style"
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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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Sharafutdinova, Natalia. "Social-Psychological Features of Leadership Manifestation Within the Environment of the Work Team." In The Public/Private in Modern Civilization, the 22nd Russian Scientific-Practical Conference (with international participation) (Yekaterinburg, April 16-17, 2020). Liberal Arts University – University for Humanities, Yekaterinburg, 2020. http://dx.doi.org/10.35853/ufh-public/private-2020-50.
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The effectiveness of a police officer’s professional performance depends on many social processes and phenomena, on socially-oriented and/or person-oriented communication with colleagues, different categories of citizens, on the level of organisation of this activity in general, on leadership and management processes. These days, such areas of psychology as communication between work colleagues, leadership in the circle of colleagues, and other factors impacting professional efficiency remain insufficiently covered. The authors have already touched on the issue of leadership and communication in our research, however, the authors have not carried out a specific study. The study is mainly aimed at the theoretical-methodological and empirical research into the phenomenon of leadership in the workplace team environment. Main research methods: observation, testing, mathematical-statistical analysis and socio-psychological influence methods. Key results: the scientific concept of ‘leadership’ and specificity of its manifestation in the service team was revealed; the problem regarding the lack of methods and techniques for the study of leadership and management processes in the service team was noted; in order to characterise the service team as an integrated system of interpersonal relations the indices of mutual acceptability/unacceptability, cohesion, coherence, etc. were calculated; the results of communicative activity and expression of leadership personality and management style, etc. were obtained; recommendations on how to organise joint activities and develop leadership skills are given. It is also noted that in order to develop leadership qualities in the workplace, it is advisable to develop the readiness of the individual to make responsible decisions, skills and abilities to quickly and correctly assess the personality, the situation, the socio-psychological climate of the workplace team, etc.
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Plaunt, Jessica A., Joshua B. Ortiz, Malena Agyemang, and Joshua D. Summers. "Follower Behavior in Engineering Design Teams: Theoretical Constructs and Protocol Analyses." In ASME 2020 International Mechanical Engineering Congress and Exposition. American Society of Mechanical Engineers, 2020. http://dx.doi.org/10.1115/imece2020-23395.
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Abstract The purpose of this research is to develop an understanding of followership behaviors in engineering design team situations by studying leadership behaviors. While leadership in engineering design teams has been studied from role, function or behavior, and individual characteristic perspectives, no studies are found that examined follower (helping) behavior in the context of an engineering design team. Understanding this behavior can lead to intervention strategies that might be employed to improve team dynamics and performance. To this end, a theoretical framework of follower behavior is defined based on a review of “helping behavior” from the literature. Characteristics of follower helping behavior include exhibiting citizenship, voluntary, extra-role, and not upsetting the status-quo. Specifically, a follower-leader is one who exhibits voluntary, “extra-role” (beyond expectation) behaviors in a professional setting done without upsetting the status-quo in a formal leadership setting. A model is developed that links leadership style, follower mindset, leader-follower relationship, influence tactics, follower behavior, and follower performance. The key behavior studied is helping behavior. This literature-based framework is exclusively based on survey study data. No research is found that focuses on studying the behaviors of followers from observational studies. Therefore, data presented from a previous protocol study is further reviewed in search of patterns of conversions of followers to leaders through behavior modeling. In the previous study, eight teams of four graduate engineering students were tasked with generating a function model for a design prompt. These teams were video recorded, and their behaviors coded for seven leadership actions. Of the eight design teams previously studied, there were 325 total leadership behaviors coded. A follower-to-leader behavior pattern was defined where a follower in one behavior immediately exhibited leadership behavior in the next coded activity. Of the activities coded, 131 (40.3%) possible follower helping actions have been identified. These are examined further to determine whether there is a correlation between the initial leadership behavior type and the following leadership behavior type. Patterns are also sought to determine how often the initial leader also changes to a follower in the subsequent activity. This study shows that there are follower patterns that are found in design activities. Further, these patterns are related back to the follower (helping) behavior model that is derived from the literature, specifically the influence tactics that include: inspirational appeals, consultation, supplication, and exemplification as well as the social exchange relationships of leader-member exchange (LMX), team-member exchange (TMX). Finally, this study provides suggestive evidence of patterns to motivate future systematic study of followership in engineering design.
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Lee, Shih-Nien, and Tzu-Ching Weng. "Choice of Hospital Risk Management Strategy-Comparison between SARS and COVID-19." In Japan International Business and Management Research Conference. RSF Press & RESEARCH SYNERGY FOUNDATION, 2020. http://dx.doi.org/10.31098/jibm.v1i1.223.
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This study explored the methods for hospitals to take corresponding measures to implement response measures from the perspective of epidemic crisis management. Through the analysis of the practical experience of each hospital, the crisis situation, the countermeasures, and the review of the hospital's rehabilitation methods. The research method is a case study method. The main sources of research data are interviews, internal hospital file data, and related journal articles and media reports. Research results: 1. This research explored the organizational behavior of the hospital and the strategic emergency points that it showed in the face of crisis. 2. "Transformative" leadership style, with timely and application-oriented management. 3. The implementation of epidemic prevention measures and response methods have gradually embarked on the right path from the chaos. 4. Faced with a shortage of anti-epidemic materials, hospitals have been working hard to deal with risk management. Based on the above findings, this research provides some policy recommendations for hospitals to mobilize and respond to similar viral diseases in the future so as to follow up with medical institutions for learning and reference.