To see the other types of publications on this topic, follow the link: Situational leadership style.
Journal articles on the topic 'Situational leadership style'
Create a spot-on reference in APA, MLA, Chicago, Harvard, and other styles
Consult the top 50 journal articles for your research on the topic 'Situational leadership style.'
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.
Browse journal articles on a wide variety of disciplines and organise your bibliography correctly.
1
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.
Full textAbstract:
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.
2
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.
Full textAbstract:
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
3
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.
Full textAbstract:
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.
4
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.
Full textAbstract:
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.
5
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.
Full textAbstract:
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
6
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 textAbstract:
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.
7
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.
Full textAbstract:
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.
8
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.
Full text
9
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.
Full textAbstract:
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.
10
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.
Full textAbstract:
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.
11
Balsanelli, Alexandre Pazetto, Isabel Cristina Kowal Olm Cunha, and Iveth Yamaguchi Whitaker. "Leadership styles and personal and professional profile of intensive care unit nurses." Acta Paulista de Enfermagem 21, no. 2 (2008): 300–304. http://dx.doi.org/10.1590/s0103-21002008000200011.
Full textAbstract:
OBJECTIVE: To verify the relation between leadership styles and personal and professional profile of a nurse facing another team member when performing ICU patient care. METHODS: Samples were collected on seven nurses and seven practical nurses working as partners. Throughout three months, the nurses were inquired about the leadership style applied when the practical nurse, under their assessment, performed ICU patient care. RESULTS: Persuasion style prevailed among other styles, followed by determining and sharing between leaders and their subordinated team member. CONCLUSION: In this ICU, nurses stand out due to their persuading situational leadership style where they explain their decisions and provide the opportunity for clarification to the subordinated team. No relation between the nurses' leadership style and their professional and personal profile was shown.
12
Nofita Sari, Shinta, and Fitri Kartika Sari. "GAYA KEPEMIMPINAN SITUASIONAL DI PERPUSTAKAAN JARINGAN DOKUMENTASI DAN INFORMASI HUKUM KABUPATEN SLEMAN." Jurnal Pustaka Ilmiah 6, no. 1 (August 20, 2020): 987. http://dx.doi.org/10.20961/jpi.v6i1.41098.
Full textAbstract:
<p>The research was conducted in the documentation and legal Information Library (JDIH) Sleman Regency, Yogyakarta. The purpose of this study is to be able to know how to apply situational leadership styles in the JDIH library. The method used in this research is a qualitative descriptive through the case study approach. The result of this research is the library JDIH Sleman Regency, Yogyakarta its leadership style belongs to the style of situational leadership because the leader has strict characteristics, ambitious, tireless in the work but still consider his subordinate abilities. Leaders provide positive energy to subordinates in the form of encouragement, ready to help when there is a job that is not understood by his subordinate.</p>
13
García García, Inmaculada, and Emilio Sánchez Santa-Bárbara. "Relationship between nurses' leadership styles and power bases." Revista Latino-Americana de Enfermagem 17, no. 3 (June 2009): 295–301. http://dx.doi.org/10.1590/s0104-11692009000300003.
Full textAbstract:
This quantitative study aimed to empirically evidence the relationship between the power bases of the leader and the leadership styles of nurses. The random sample consisted of 204 nursing professionals from a public hospital. The following measurement instruments were used: the SBDQ (Supervisory Behavior Description Questionnaire) to identify leadership styles and the Power Perception Profile to determine the types of power used by leaders. Descriptive, bivariate and multivariate analyses were used. Based on the results, two relationships proposed by the SLT (Situational Leadership Theory) were verified: between coercive power and S1 leadership style (telling), and between referent power and S3 leadership style (participating). In other cases, results have been opposite to expectations: the use of power proposed by the model decreases the probability of performing the prescribed leadership style.
14
Rahmat Nugraha, Roni. "Peranan Gaya Kepemimpinan Situasional Dalam Meningkatkan Kinerja Pegawai Pusat Pengembangan Sumber Daya Manusia Aparatur (PPSDMA)." JURNAL APARATUR 3, no. 1 (February 24, 2021): 21–32. http://dx.doi.org/10.52596/ja.v3i1.33.
Full textAbstract:
In every organization, both government and private institutions, the role of humans is very dominant in carrying out organizational goals. In carrying out activities to move or provide motivation to subordinates, various ways can be done by a leader through actions that are always directed at the achievement of organizational goals. Various types and styles of leadership are often found in daily life. The purpose of this study was to determine whether there is an influence of situational leadership style on employee performance? The situational leadership style model was chosen because the situational leadership style approach is more focused on behavioral motives and the level of follower maturity (follower) to the task at the organization and is flexible so that it is considered an effective leadership style. This research was conducted at the Center for Apparatus Development of Human Resources (PPSDMA) Ministry of Energy and Mineral Resources in 2017. The data used are primary data with survey methods and secondary data from the results of related literature studies. Data processing using statistical methods of multiple linear regression analysis to determine the relationship of the influence of situational leadership style on employee performance. The results showed that simultaneously, situational leadership style variables would affect the performance variable. The results of the analysis of the research data revealed the influence of situational leadership variables on performance variables of 84.5%, while the other 15.5% were influenced by other variables not included in this study. Situational leadership style, namely directing, selling, telling, participating, and delegating can be concluded to be appropriate to be applied in PPSDMA, but the most dominant is sellling and participating. ABSTRAKPada setiap organisasi, baik lembaga pemerintah maupun swasta, peranan manusia sangatlah dominan untuk menjalankan tujuan organisasi. Dalam melakukan kegiatan menggerakan atau memberikan motivasi kepada bawahannya, berbagai cara dapat dilakukan oleh seorang pemimpin melalui tindakan- tindakan yang selalu terarah pada pencapaian tujuan organisasi. Berbagai tipe dan gaya kepemimpinan banyak dijumpai dalam kehidupan sehari-hari. Tujuan penelitian ini adalah untuk mengetahui apakah ada pengaruh gaya kepemimpinan situasional terhadap kinerja pegawai? Model gaya kepemimpinan situasional dipilih karena gaya ini pendekatannya lebih difokuskan terhadap motif perilaku dan tingkat kematangan pengikut (follower) terhadap tugas pada organisasi dan bersifat fleksibel sehingga dianggap sebagai gaya kepemimpinan yang efektif. Penelitian ini dilakukan pada Pusat Pengembangan Sumber Daya Manusia Aparatur (PPSDMA) Kementerian Energi dan Sumber Daya Mineral tahun 2017. Data yang digunakan adalah data primer dengan metode survey dan data sekunder dari hasil studi literatur yang terkait. Pengolahan data menggunakan metode statistik analisis regresi linear berganda untuk mengetahui hubungan pengaruh gaya kepemimpinan situasional terhadap kinerja pegawai. Hasil penelitian menunjukkan bahwa secara simultan, variabel gaya kepemimpinan situasional akan berpengaruh terhadap variabel kinerja. Hasil analisis data penelitian diketahui adanya pengaruh variabel kepemimpinan situasional terhadap variabel kinerja sebesar 84,5%, sedangkan 15,5% lainnya dipengaruhi oleh variabel lain yang belum masuk dalam penelitian ini. Gaya kepemimpinan situasional, yakni directing, selling, telling, participating, dan delegating dapat disimpulkan sesuai untuk diterapkan di PPSDMA, namun yang paling dominan adalah sellling dan participating.
15
Koniswara, Sanjung, and Tri Suris Lestari. "GAYA KEPEMIMPINAN SITUASIONAL TERHADAP MOTIVASI KERJA KARYAWAN PADA PT GARUDA INDONESIA (PERSERO) TBK CABANG KUPANG." EKOBIS : Jurnal Ilmu Manajemen dan Akuntansi 7, no. 1 (June 21, 2019): 1–15. http://dx.doi.org/10.36596/ekobis.v7i1.69.
Full textAbstract:
Based on Kompas news, it is known that several pilots who are members of the Garuda Pilot Association (APG) conducted a strike because of management problems. Employees (pilots) assume that management always makes unilateral decisions on every policy made. This study aims to determine the effect of situational leadership style on employee work motivation at PT Garuda Indonesia (Persero) Tbk Kupang Branch. The independent variable under study is the situational leadership style (X), while employee work motivation (Y) as the dependent variable is examined. Situational leadership style variables are measured using indicators of instruction, consultation, participation, and delegation. The variable work motivation of employees is measured by using indicators of willingness to assume responsibility, achievement motivation, and engagement. This study uses a sample of 25 respondents, namely the executive employee of PT Garuda Indonesia (Persero) Tbk Kupang Branch. While sampling uses a saturated sampling technique. The data used are primary data and secondary data collected through questionnaires and observations. The results of this study based on the results of the correlation analysis/relationship between situational leadership style and employee work motivation obtained a correlation value of 0.677 which is classified as positive and strong. The results of simple linear regression analysis obtained the equation Y = 31.931 + 0.599X, X regression coefficient of 0.599 states that every 1% increase in the value of situational leadership style, the motivation value increases by 0.599. The t-test shows that situational leadership style (variable X) partially proved to have a positive effect on employee work motivation (variable Y). The magnitude of the influence of situational leadership on employee motivation is 45.9%, while 54.1% is influenced by other factors such as the desire to live, the desire for a position, the desire for power and the desire for recognition, which is not examined by the researcher.
Based on the results of the data analysis, it is suggested that in increasing employee work motivation, it is necessary to have guidance and training in the field of tasks as well as increased motivation related to the needs of employees both internally and externally. For other researchers, it is expected that they can expand the object of their research and not only limited to the PT Garuda Indonesia (Persero) Tbk Kupang Branch but can be done in other institutions related to the objectivity of employee motivation.
Keyword : situational leadership, motivation, employees
16
Agus Sudrajat, Diwa, Fikri Zulfikar, and Linlin Lindayani. "Situational Leadership as View by Nurses in Government and Private Hospitals." Journal Of Nursing Practice 3, no. 2 (April 30, 2020): 286–90. http://dx.doi.org/10.30994/jnp.v3i2.77.
Full textAbstract:
Background:Leadership as an indicator of the quality of human resources is a very determining factor in the success of an organization such as a hospital. Leadership style depends also on the maturity of individuals or groups as followers. Purpose:The purpose of this study was to exploresituational leadership of head nurse as viewed by nursesin government and private hospitals.this study uses descriptive research method with cross-sectional approach. The time of the study will begin in May 2019 until June 2019. The instrument used in this study was the leadership style questionnaire model of Harsey and Blanchard.Results:The leadership style of head nurse in the majority government hospitals is delegate (38.5%) and followed by the leadership style of consultation (38.5%), participation (18.5%) and at least instruction (13.8%). The leadership style of head nurses in private hospitals is also almost the same as government hospitals where the majority of implementing nurses rate the room head in the delegate style (48%), which is followed by the leadership style of consultation (23%), participation (20%) and most the least is the leadership style of instruction (9%).Conclusion:The leadership style of head nurse both government and private hospitals iwas dominated by delegation and consultation.
17
Baškarada, Saša, Jamie Watson, and Jason Cromarty. "Balancing transactional and transformational leadership." International Journal of Organizational Analysis 25, no. 3 (July 10, 2017): 506–15. http://dx.doi.org/10.1108/ijoa-02-2016-0978.
Full textAbstract:
Purpose This paper aims to explore how situational variables jointly affect the choice of leadership style. Design/methodology/approach This qualitative study is based on semi-structured interviews conducted with 11 senior leaders in the Australian Defence, including with the Chief of Defence Force. Findings The paper identifies four organizational factors (human capital, performance, time orientation and risk appetite) and two environmental factors (risk and stability) that are considered to have an effect on leader’s choice of transactional versus transformational styles. Furthermore, organizational human capital and leader’s training and experience are identified as prerequisites of leadership ambidexterity. Originality/value The findings explain how the choice of leadership style is contingent on internal and external factors, identifies several new contributing factors and explains how such factors may jointly affect the choice of leadership style.
18
Hur, Mann Hyung. "EXPLORING DIFFERENCES IN LEADERSHIP STYLES: A STUDY OF MANAGER TASKS, FOLLOWER CHARACTERISTICS, AND TASK ENVIRONMENTS IN KOREAN HUMAN SERVICE ORGANIZATIONS." Social Behavior and Personality: an international journal 36, no. 3 (January 1, 2008): 359–72. http://dx.doi.org/10.2224/sbp.2008.36.3.359.
Full textAbstract:
This study was designed to analyze the leadership style of managers in Korean Public Human Service Organizations (PHSOs) in terms of the leadership continuum developed by Tannenbaum and Schmidt (1973). Its purposes were to explore whether or not there is a difference in leadership styles between human services and administrative work and, if there is, to examine whether or not their leadership styles are adaptive to the follower's characteristics and task environment. Results showed that the leadership style of administrative managers is significantly different from that of human service managers. However, the leadership style was not changed in accordance with follower characteristics and task environment. This result indicates either one of the following interpretations; (1) that follower characteristics and task environments cannot be counted as an independent variable of the leadership process, or (2) that the leaders in Korean PHSOs have not yet been transformed into situational leaders.
19
Usman, Usman, Muhammad Badiran, and Iman Muhammad. "PENGARUH GAYA KEPEMIMPINAN KEPALA PUSKESMAS TERHADAP KINERJA TENAGA KESEHATAN DI PUSKESMAS PEUREULAK BARAT." JUMANTIK (Jurnal Ilmiah Penelitian Kesehatan) 5, no. 1 (January 8, 2020): 23. http://dx.doi.org/10.30829/jumantik.v5i1.5820.
Full textAbstract:
<p><em>Today leadership is at the core of economic development in the Asian region including Indonesia. There are two dominant leadership styles, namely American (western) leadership style, and Asian (eastern) leadership style. Based on the preliminary survey conducted, it was seen that the style used by the leaders was the interaction of the leader with his subordinates, but the style was not used well so that it was seen in 10 health workers in West Peureulak Health Center, 6 of whom had low performance. The purpose of this study was to determine the effect of the leadership style of the puskesmas head on the performance of health workers at the Peureulak Barat Health Center in East Aceh Regency in 2018.</em></p><p><em>The research design used in this study was Cross Sectional. The population in this study were 52 health workers and samples taken by total sampling were as many as 51 health workers. Methods of data collection are primary data and secondary data. Data analysis used is binary logistic regression test.</em></p><p><em>The results showed that transactional leadership style had a sig-p value of 0.016 <0.05, transformational sig-p</em><em> </em><em>.005 <</em><em> </em><em>.05 and situational leadership style had a sig-p value of</em><em> </em><em>.003 <</em><em> </em><em>.05, which means that all leadership styles have an influence on quality health services, while caring does not have an influence on the performance of health workers.</em></p><p><em>The conclusion in this study is the influence of transactional, transformational and situational leadership styles on the performance of health workers. It is hoped that it can become a reference for the community and for cadres in the Puskesmas to better understand the importance of appropriate leadership styles to maximize the performance of health workers to the fullest.</em></p><p><strong><em>Keywords</em></strong><strong><em> </em></strong><strong><em>:</em></strong><strong><em> </em></strong><strong><em>leadership style, performance, transactional, transformational, situational</em></strong><strong><em></em></strong></p>
20
Zigarmi, Drea, and Taylor Peyton Roberts. "A test of three basic assumptions of Situational Leadership® II Model and their implications for HRD practitioners." European Journal of Training and Development 41, no. 3 (April 3, 2017): 241–60. http://dx.doi.org/10.1108/ejtd-05-2016-0035.
Full textAbstract:
Purpose This study aims to test the following three assertions underlying the Situational Leadership® II (SLII) Model: all four leadership styles are received by followers; all four leadership styles are needed by followers; and if there is a fit between the leadership style a follower receives and needs, that follower will demonstrate favorable scores on outcome variables. Design/methodology/approach For the first and second assertions, a proportional breakdown of the four leadership styles observed within a sample of working professionals is presented and discussed. Regarding the third assertion, for ten outcome variables, multiple one-way analyses of variance tested mean differences between followers who experienced leadership style fit (i.e. a fit between received and needed style) and followers who did not experience fit (n = 573). Subscale scores from the Leader Action Profile, the Work Intention Inventory, the Positive and Negative Affect Scale and an adapted form of the Affective/Cognitive trust scale (McAllister, 1995) were used as study measures. Findings Three of the four leadership styles of the SLII framework were reported as frequently received. All four of the leadership styles were reported as needed. This study also found that follower-reported fit between one’s needed and received leadership style at work resulted in more favorable scores on nine of the ten employee outcomes, as compared to follower-reported misfit. Practical implications As human resource development practitioners seek to educate and train their leaders on how to be more effective with their direct reports, this research provides evidence that all four styles are needed and received, although there were lower instances of reporting the S1 style to be needed or received. Also, the findings demonstrated that when followers view a fit exists between the leadership behaviors they need and the leadership behaviors they receive, greater positive job affect, lower negative job affect, increased cognitive and affective trust in the leader and higher levels of favorable employee work intentions were evident. Originality/value This paper builds on the resurgence of studies examining initiating structure and consideration as leader behaviors. This is one of very few recent studies that, by combining initiating structure and consideration, reinvestigates the four leadership styles established by past contingency theories. Specifically, the authors used the SLII framework as a foundation for analysis. Overall, the study supports three of the major assumptions of the SLII framework.
21
Latiar, Hadira, and Nailul Husna. "ANALISIS GAYA KEPEMIMPINAN KEPALA PERPUSTAKAAN UIN SUNAN KALIJAGA YOGYAKARTA." Jurnal Pustaka Budaya 7, no. 1 (January 28, 2020): 47–55. http://dx.doi.org/10.31849/pb.v7i1.3614.
Full textAbstract:
The UIN Sunan Kalijaga Yogyakarta Library is one of the libraries that accredited “A”. This result will not be obtained if all the components involved in it do not work together to achieve the goal. The leadership style of the head of the library has an important influence in the success of all activities in the UIN Sunan Kalijaga Yogyakarta Library. This study aims to analyze the leadership style of the library head at Sunan Kalijaga UIN Library using situational leadership theory analysis. The method used is qualitative research with interview and observation data collection techniques. Data analysis by reducing data, presenting data and drawing conclusions or verification. The results showed that all aspects of the leadership style that became an indicator met the criteria for situational leadership style criteria. The thing that can be seen is from a firm attitude, totality, enthusiasm and can always be able to adjust to the conditions when he will be assertive and be soft about his performance and subordinate performance.
22
Cote, Robert. "Vision of Effective Leadership." International Journal of Business Administration 8, no. 6 (September 13, 2017): 1. http://dx.doi.org/10.5430/ijba.v8n6p1.
Full textAbstract:
The purpose of the paper will be to develop a framework for the objective evaluation of leadership styles, including effective and dark side leadership. In the framework, various leadership approaches are identified, such as (1) Transformational Leadership, (2) Transactional Leadership, (3) Charismatic Leadership, (4) Situational Leadership, (5) Pseudo-Transformational Leadership. Using this framework, two historical leaders will be compared and contrasted according to their leadership style. In the final section, dark side leadership dimensions will be reviewed and evaluated. Based on the framework, a vision of leadership strategy plan will be completed for incorporating effective leadership, including recognizing darker characteristics and providing solutions to avoid the emergence of dark leadership.
23
Goldenberg, Dolly. "Nursing education leadership. Effect of situational and constraint variables on leadership style." Journal of Advanced Nursing 15, no. 11 (November 1990): 1326–34. http://dx.doi.org/10.1111/j.1365-2648.1990.tb01750.x.
Full text
24
Kuchynková, Ladislava, and Maria Králová. "Aspects affecting flexibility of Czech managers’ leadership style." Acta Universitatis Agriculturae et Silviculturae Mendelianae Brunensis 61, no. 7 (2013): 2403–14. http://dx.doi.org/10.11118/actaun201361072403.
Full textAbstract:
The paper examines the potential aspects that affect the flexibility of Czech managers’ leadership style, because the ability to lead subordinates flexibly seems to be necessary for managerial practice in these days full of rapid change. A tool which makes it possible to determine the degree of flexibility of individual managers within the situational leadership style is represented by original method LBAII® developed by Ken Blanchard Companies, which the authors were provided with solely for this purpose. Due to the fact that research based on this method had not been conducted in the Czech Republic, an opportunity to learn new information from this field about the selected sample of Czech managers occurred. First of all, the article introduces the concept of a situational leadership style as well as an explanation of its use in practice. Subsequently it describes in detail the methodology of the authors’ primary research and presents the outcomes of a questionnaire survey conducted in the form of contingency tables and other tools (correspondence map, box plot, scatter plot), which aptly illustrate the data found. Finally, the results obtained are discussed and aspects related to the achieved scores of flexibility of the monitored managers are established based on verified hypotheses.
25
Muhammad, Syarif, and Adman Adman. "PERAN GAYA KEPEMIMPINAN SITUASIONAL KEPALA SEKOLAH UNTUK MENINGKATKAN KOMITMEN ORGANISASI GURU." Jurnal Pendidikan Manajemen Perkantoran 2, no. 1 (January 1, 2017): 319. http://dx.doi.org/10.17509/jpm.v2i1.14615.
Full textAbstract:
The study aims to identify the figure of principal situational leadership style, teachers’ organizational commitment level, and to identify how much the influence comes principal situational leadership style level to teachers’ organizational commitment level. The problem studied in this research is the lower degree of the principal situational leadership style in SMK Pasundan 1 Bandung. The study consists of two variables: situational leadership style (X) which is closely related to the personality, behavior, and character that establish the response or reaction towards the external demand of working environment. Also, variable of teachers’ organizational commitment which draws the result of working that is done by related educators with the owned task and responsibility. The study used explanatory survey method and the collecting data technique is using questionnaire by using measurement of rating scale, with the 64 teachers in SMK Pasundan 1 Bandung as the population. The analysis data technique used in the study is the simple linear regression. The result of the study is gained that principal situational leadership style is in the medium category and lowest indicator is delegating, whereas teachers’ organizational commitment is in the medium category and the lowest indicator is continuance commitment. The result of the study as follows; (1) that principal situational leadership style positively influenced the teachers’ organizational commitment in SMK Pasundan 1 Bandung, (2) teachers’ organizational commitment in SMK Pasundan 1 Bandung is not much influenced by principal situational leadership style, it is caused by other factors which influences the teachers’ organizational commitment that is not studied in this research.ABSTRAKPenelitian ini bertujuan untuk mengetahui gambaran efektivitas gaya kepemimpinan situasional kepala sekolah, dan tingkat komitmen organisasi guru, serta mengetahui seberapa besar pengaruh dari gaya kepemimpinan situasional kepala sekolah terhadap komitmen organisasi guru di SMK Pasundan 1 Kota Bandung. Permasalahan yang dikaji dalam penelitian ini adalah rendahnya tingkat komitmen organisasi guru di SMK Pasundan 1 Kota Bandung. Penelitian ini terdiri dari dua variabel yaitu gaya kepemimpinan situasional kepala sekolah (X) yang merupakan erat kaitanya dengan kerpibadian, perilaku dan karakternya yang menetapkan respon atau reaksi terhadap tuntutan eksternal dunia kerja. Serta variabel komitmen organisasi guru (Y) yang merupakan gambaran hasil kerja yang dilakukan pendidik terkait dengan tugas serta tanggung jawab yang dimilikinya. Metode penelitian menggunakan metode explanatory survey, dengan teknik pengumpulan data dengan cara penyebaran angket menggunakan skala pengukuran rating scale, dengan ukuran populasi 64 orang guru di SMK Pasundan 1 Kota Bandung. Teknik analisis data yang digunakan dalam penelitian ini adalah regresi linier sederhana. Hasil penelitian diperoleh informasi bahwa gaya kepemimpinan situasional kepala sekolah berada pada kategori sedang dan indikator terendah adalah mendelegasikan, sedangkan komitmen organisasi guru berada pada kategori sedang dan indikator terendah adalah komitmen berkelanjutan. Hasil penelitian adalah sebagai berikut; (1)bahwa gaya kepemimpinan situasional kepala sekolah berpengaruh positif terhadap komitmen organisasi guru di SMK Pasundan 1 Kota Bandung, (2)komitmen organisasi guru di SMK Pasundan 1 Kota Bandung tidak banyak dipengaruhi oleh gaya kepemimpinan situasional kepala sekolah, dikarenakan adanya faktor-faktor lain yang berpengaruh terhadap komitmen organisasi yang tidak dikaji dalam penelitian ini.
26
Wanto, Wanto. "Relationship of Situational Leadership Style of Principal and School Climate to Teacher Integrity PAUD at Gambir Sub-District Central Jakarta." Ilomata International Journal of Social Science 2, no. 1 (January 28, 2021): 55–63. http://dx.doi.org/10.52728/ijss.v2i1.155.
Full textAbstract:
The purpose of this study is to findout the relationship between the principal's situational leadership style and the school climate together with the integrity of paud teachers in Gambir Sub-District of Central Jakarta. This research includes a type of quantitative research with koresional techniques. The population in this study is all paud teachers in Gambir Sub-District of Central Jakarta which numbered 63 people. The sample from this study is the entire population. Data collection techniques use questionnaire methods and documentation. The research data in the analysis of two forms is descriptive and inference analasis. Description analysis is performed in the form of basic statistics such as average, median mode, standard deviation, variance, total score of distribution tables and histograms. Inference analysis consists of prerequisite analysis and hypothesis test. The conclusion of this study is that thereis a positive relationship between situational leadership style and schooliklin together with paud teacher integrity in Gambir Sub-district of Central Jakarta with double correlation coefficient (r12y)of 0.1509 and coefficient of determination of 0.388. This points out that if the situational leadership style and the school climate are jointly improved then the integrity of teachers is improved through the regression equation = 87.8+0.26 b1+0.02b2. This means the better the principal's leadership style and school climate the better the integrity of the teacher.
27
Rodić, Marijana, and Slobodan Marić. "Leadership style and employee readiness: Basic factors of leadership efficiency." Strategic Management 26, no. 1 (2021): 53–65. http://dx.doi.org/10.5937/straman2101053r.
Full textAbstract:
The scope of this study is based on the Situational Leadership Theory according to the model created by Hersey and Blanchard, predominantly defined by two research sub-fields: leadership style and readiness of employees. This model distinguishes four different leadership styles, while the subject area of readiness of employees comprises two components: readiness of employees based on the competency component and readiness of employees based on a psychological (motivational) component. The subject matter of the study is to identify leadership style as a new variable which will be utilized for determining the interdependence with leadership efficiency levels and readiness of employees. Leadership efficiency is determined by the degree of compatibility between the dominant style of leadership and the level of readiness of employees. In addition to the main objective of the research, aimed at determining leadership efficiency, significant research findings come as a result of specific objectives. That is impact of the dominant leadership style on readiness of employees and leadership results, based on each specific component. The sample will be a random sample from a finite population of units, with repeated sampling and known probability sampling. A sample of size n=100, with a proportion of 0.10, is based on a list of top 100 biggest companies in the Republic of Serbia in 2019. The application of Principal Component Analysis aims to identify new variables in the form of regression coefficient results, while the application of the hierarchical regression model will help determine the impact of each leadership style on readiness of employees. The study findings confirm the basic hypotheses of the aforementioned model, with regard to the results of leadership efficiency, as well as its impact of each leadership style on readiness of employees.
28
Alzoubi, Raed Hussam, and Amar Hisham Jaaffar. "The Moderating Effect of Leaders’ Experience on Leadership Styles and Crisis Management in the Jordanian Hotel Sector." International Journal of Financial Research 12, no. 1 (January 9, 2021): 297. http://dx.doi.org/10.5430/ijfr.v12n1p297.
Full textAbstract:
Crisis management is vital for hotels to survive in the present competitive business climate in Jordan. Previous research into leadership and crisis management produced inconclusive results. Therefore, the influence of a leader’s experience on the relationship between leadership styles and crisis management needed to be further investigated and analyzed. A quantitative study involving a self-administered questionnaire was carried out using respondents in management roles at 3 to 5-star hotels operating in Jordan. The Smart-PLS 3.0 was used to analyze the survey data. Results show that transformational and transactional leadership has a positive and significant relationship with crisis management practice. Furthermore, a leader’s experience plays an important role in improving the relationship between a transformational leadership style and crisis management. However, the results show that although, leadership style is important, a leader’s experience can be of even greater value if they possess a transformational leadership style. From the perspective of contingency theory, when managing a crisis, the style of leadership is contingent on situational factors and a leader with experience may have an extra advantage in influencing his/her subordinates to practice crisis management.
29
Alzoubi, Raed Hussam, and Amar Hisham Jaaffar. "The Moderating Effect of Leaders’ Experience on Leadership Styles and Crisis Management in the Jordanian Hotel Sector." International Journal of Financial Research 12, no. 1 (January 9, 2021): 297. http://dx.doi.org/10.5430/ijfr.v12n1p297.
Full textAbstract:
Crisis management is vital for hotels to survive in the present competitive business climate in Jordan. Previous research into leadership and crisis management produced inconclusive results. Therefore, the influence of a leader’s experience on the relationship between leadership styles and crisis management needed to be further investigated and analyzed. A quantitative study involving a self-administered questionnaire was carried out using respondents in management roles at 3 to 5-star hotels operating in Jordan. The Smart-PLS 3.0 was used to analyze the survey data. Results show that transformational and transactional leadership has a positive and significant relationship with crisis management practice. Furthermore, a leader’s experience plays an important role in improving the relationship between a transformational leadership style and crisis management. However, the results show that although, leadership style is important, a leader’s experience can be of even greater value if they possess a transformational leadership style. From the perspective of contingency theory, when managing a crisis, the style of leadership is contingent on situational factors and a leader with experience may have an extra advantage in influencing his/her subordinates to practice crisis management.
30
Ilyana, Sariyatul, and Mahfud Sholihin. "The Effect of Incentives and Leadership Styles on Creative Performance." Journal of Indonesian Economy and Business 36, no. 1 (January 20, 2021): 14. http://dx.doi.org/10.22146/jieb.59893.
Full textAbstract:
Introduction/Main Objectives: This study investigates whether the type of incentives offered and leadership styles interact to affect creative performance. Background Problems: Creativity is highly needed by companies to survive in a volatile business environment. Prior research found that management control systems and the leadership style were able to stimulate creativity. It is still unclear which type of incentives and leadership styles are able to stimulate creativity. Therefore, this research proposes a research question, what kind of management control systems and leadership style can improve creative performance? Novelty: This research focuses on comparing monetary and non-monetary incentives, based on competition, to produce the most creative ideas, but empirical studies into the context of creativity are still limited. Furthermore, this study investigates two different leadership styles and it sheds light on the fact that the leadership styles needed in a creative environment differ from those styles used in a non-creative environment. Research Methods: This study was conducted using a 2x2 between subject experimental design with two incentive treatments (tournament and recognition) and two leadership style treatments (directive and empowering). Finding/Results: Consistent with Lourenco (2016), monetary incentives (including tournaments) and non-monetary incentives (recognition) are substitutive. Furthermore, the empowering leadership style leads to a greater creative performance than the directive style does. The results indicate that, in the condition of a tournament incentive, empowering leadership is able to produce a higher creative performance than directive leadership can. Conclusion: There is no significantly difference between the effect of monetary incentives and non-monetary incentives on creative performance. This study’s result is consistent with the situational leadership theory, certain types of leadership are appropriate for certain environmental conditions. For improved creative performance, employees need to be empowered because they need the authority and freedom to develop ideas. This study provides knowledge about the impact of incentives and leadership styles on creative performance. Furthermore, this study provides practical knowledge for companies on how to improve creativity in the work environment by using certain incentives and leadership styles.
31
MUDIYANTUN, Yayan. "THE INVESTIGATION OF SITUATIONAL LEADERSHIP, AND WORK MOTIVATION ON KINDERGARDEN TEACHER PERFORMANCE." JKP | Jurnal Kepemimpinan Pendidikan 2, no. 1 (June 11, 2019): 193–204. http://dx.doi.org/10.22236/jkpuhamka.v2i1.3814.
Full textAbstract:
The purpose of this study was to investigate the influence of the principal's situational leadership on teacher performance; the influence of work motivation on teacher performance; and the influence of the principal's situational leadership on work motivation. The research employed a causal survey research and path analysis technique. The sample of 103 kindergarten teachers of Tanggerang regency was taken by using proportional random sampling. The results have shown that 1) Path coefficient value of the principal’s situational leadership and the teacher performance is 0.440 with the probability significance value ρx3x1 = 0.000. It means that the principal’s situational leadership has a significant effect on teacher performance. 2) Path coefficient value of work motivation and the teacher Performance is 0.166 with the probability significance value ρx3x1 = 0.005. It indicates that work motivation has a significant effect on teacher performance. 3) Path coefficient value of situational leadership and teacher work motivation is 0,598 with probability significance value ρx3x1 = 0.000. It implies that the principal’s situational leadership has a significant effect on work motivation. Based on the research findings, it can be inferred that leadership style has a major role to develop work motivation and performance that have a positive impact on the quality of individuals in an organization
32
Diwiyani, Dini, and Alit Sarino. "GAYA KEPEMIMPINAN SITUASIONAL KEPALA SEKOLAH DAN MOTIVASI KERJA GURU SEBAGAI DETERMINAN KINERJA GURU." Jurnal MANAJERIAL 17, no. 1 (January 27, 2018): 83. http://dx.doi.org/10.17509/manajerial.v17i1.9763.
Full textAbstract:
Penelitian ini bertujuan untuk menganalisis pengaruh gaya kepemimpinan situasional kepala sekolah dan motivasi kerja guru terhadap kinerja guru. Metode penelitian menggunakan metode survey. Teknik pengumpulan data menggunakan angket model rating scale dengan skor yang terentang antara 1 sampai dengan 5. Responden adalah 66 guru Sekolah Menengah Kejuruan Negeri 11 di Kota Bandung. Teknik analisis data menggunakan regresi. Hasil penelitian menunjukkan gaya kepemimpinan situasional dan motivasi kerja berpengaruh positif dan signifikan terhadap kinerja guru, baik secara parsial maupun secara simultan. Dengan demikian kinerja guru dapat ditingkatkan melalui peningkatan gaya kepemimpinan situiasional kepala sekolah dan motivasi kerja guru. The purpose of this study was to analyze the influence of principals’ situational leadership style and teachers’ motivation on teachers’job performance. The research method used survey method. Data collection techniques used a rating scale questionnaire with scores ranging from 1 to 5. Respondents are 66 teachers of State Vocational High School 11 in Bandung. Data analysis technique using regression. The results showed that situational leadership style and job motivation have a positive and significant influence on teachers’ job performance, either partially or simultaneously. Thus the performance of teachers can be improved through improving the principals’ situational leadership style and teachers’ motivation.
33
Nauss, Allen. "The Pastor as Leader: Shepherd, Rancher, or …?" Journal of Psychology and Theology 23, no. 2 (June 1995): 115–28. http://dx.doi.org/10.1177/009164719502300204.
Full textAbstract:
The situational variables of congregation size and ministerial function were used to identify patterns of leadership skills for effective ministry in a sample of 421 Lutheran clergy. Significantly different styles were found for each of ten functions in five size groups. Ministerial leadership has sometimes been described by the terms authoritarian and democratic, in accord with reviews of leadership in secular organizations. When sets of leader skills were investigated, an intentional orientation (cf. Biersdorf, 1976), sometimes in combination with a participative style, seemed to be an apt general description of the leadership of effective clergy in this sample.
34
Galbadrakh, S., D. Khugjmaa, and G. Byambajav. "THE STUDY OF DEFINING EDUCATIONAL LEADERSHIP MODEL (IN MONGOLIAN SECONDARY SCHOOL CASE)." Vestnik Altaiskogo Gosudarstvennogo Pedagogiceskogo Universiteta, no. 46 (March 15, 2021): 13–17. http://dx.doi.org/10.37386/2413-4481-2021-1-13-17.
Full textAbstract:
Studying the manifestations of leadership in education managers and creating effective leadership styles is currently a critical issue in education management. The methodological basis of this study is the Concept of Innovation, which has been implemented in Mongolia over the past 20 years. This article analyzes the leadership style of managers of the education system of the Darkhan-Uul aimag, based on various theoretical models of education management. The article presents the results of a survey of 430 managers and educational workers in order to identify models of leadership development in educational institutions, further organizational development of educational institutions using conditional and situational leadership models.
35
Ehsanul Hoque, Muhammad. "Investigating leadership practices in retail banking in South Africa: a case study of Nedbank." Banks and Bank Systems 11, no. 3 (October 12, 2016): 17–27. http://dx.doi.org/10.21511/bbs.11(3).2016.02.
Full textAbstract:
The purpose of the cross-sectional study was to determine the leadership practices in a retail bank in South Africa. A self-administered anonymous questionnaire was used to collect the data, using an online survey tool (QuestionPro). A total of 60 managers completed the questionnaire. Results showed that there was a significant relationship between leadership practices and leadership style in the organization. Transformational, transactional and laissez-faire leadership styles were the important predictors, which influenced the leadership practices of the managerial bank employees. Therefore, managers should adopt different leadership behavior, depending on several other situational factors that come to hand. Keywords: leadership practices, retail banking, manager, factor, South Africa. JEL Classification: G20, G21, M10, M12, L21
36
London, Manuel, and Gary D. Sherman. "Becoming a Leader: Emergence of Leadership Style and Identity." Human Resource Development Review 20, no. 3 (April 15, 2021): 322–44. http://dx.doi.org/10.1177/15344843211009632.
Full textAbstract:
This conceptual paper presents a model for understanding how new leaders’ styles of leadership emerge and self-identity changes. New leaders’ interpersonal orientation, power motivation, and regulatory focus along with organizational expectations are predicted to influence their beliefs about how to exert power and their motivation to lead (MTL). New leaders’ power beliefs, MTL, and perceptions of situational needs affect their engaging in transactional and transformational behaviors. This is the emergence of leadership style and the development of identity as a leader. Over time, new leaders’ behaviors, outcomes, and identity formation alter their power beliefs and MTL. This model suggests directions for human resource development research and practice supporting new leader development and building a culture of leadership consistent with the organization’s expectations.
37
Kasi Viswanath, Kshitij. "Leadership Styles and its Implication on Employees." Asian Journal of Managerial Science 9, no. 1 (May 5, 2020): 48–51. http://dx.doi.org/10.51983/ajms-2020.9.1.1630.
Full textAbstract:
Leadership is an essential element in encouraging and guiding employees which helps in boosting their morale and eventually the effectiveness of the organization. This project aims at understanding the meaning of leadership along with the different styles of leadership that exist and its application in different scenarios. It also analyses the role of situational leadership in the larger bracket of leadership and how it is essential for the leader to change his outlook and method as and when the situation changes in the workplace. The research paper also talks about how aspects of a good manager influence his position in an organization and the correlation between stress and the style of leadership used.
38
Samsu, Samsu, and Rusmini Rusmini. "The Influence of Principals’ Leadership Styles on School Innovation in Jambi (Case Study in Several Senior High Schools in Jambi)." Al-Ta lim Journal 23, no. 1 (February 20, 2016): 52–64. http://dx.doi.org/10.15548/jt.v23i1.154.
Full textAbstract:
School leadership styles that affect school innovation is essential to bring schools’ changes. This study aimed to determine school leadership styles and its effect on school innovation at the senior high school level in Jambi city. This study uses ten leadership styles, they are participative, laissez faire, authoritarian, democratic, charismatic, transformational, situational, trust, grid, and three-dimensional leaderships. The framework of the research are developed by associating ten leadership styles with school innovations including (1) the principal's role in doing innovation in the schools, (2) the forms of innovation implemented in the areas of academic achievement, (3) the form of innovations carried out in the field sports and (4) the form of innovations implemented in the institutional field, and (5) the forms of innovation undertaken in the field of school’ culture. There are 32 teachers and 32 principals were taken as samples. This study used mixed methods research. Data were analyzed using mean, standard deviation, and correlation. The results showed that the overall principal's leadership style is not sufficient to affect senior high school innovation in Jambi city, this is evidenced by there are only three of those ten leadership styles have positive relationship when they are doing school’s innovations in Jambi city. Thus, the principals should give attention to all the leadership styles to do innovation at senior high school in Jambi city to improve the quality of schools.
39
Rifauddin, Machsun, Munardji Munardji, Arfin Nurma Halida, and Nur Kholis. "Gaya kepemimpinan transformasional dan situasional di perpustakaan akademik." Berkala Ilmu Perpustakaan dan Informasi 16, no. 2 (December 1, 2020): 184–97. http://dx.doi.org/10.22146/bip.v16i2.36.
Full textAbstract:
Introduction. In academic libraries, transformational and situational leadership is important as it can change organizational behavior and increase the staff performance.There is limited discussion types of leadership. This research discusses two types of leadership and develops a framework in academic libraries of ideal leadership.
Data Collection Method. The paper used a qualitative approach and considered literature review from books, journals, and other sources related to the theme.
Data Analysis. The paper analyzed various literature, examined and selected data, developed a theoretical framework, and conceptualized the contents.
Result and Discussions. Transformational leadership in the academic library is appropriate to create a vision, however, staff commitments develop slowly. The leadership can be appropriately applied to the academic library with a few human resource as itemphasizes two-way communication to motivate staff. Meanwhile, in the situational leadership, organizational vision can be achieved when staff commitments are developed effectively. The situational leadership can be implemented in the academic libraries with large number of staff by using direct and two-way interaction, as staff motivation may increase when they are trusted.
Conclusion. The transformational and situational leadershipsare effective when applied to the proper circumstances to achieve set goals. Library leaders need to consider strengths and weaknesses of the leadership style.
40
Stojanović Aleksić, Vesna, Milena Stanisavljević, and Aleksandra Bošković. "The Interdependence of Leader-Member Exchange Relation and the Leadership Style: Research in Serbian Organisations." Economic Themes 54, no. 3 (September 1, 2016): 363–83. http://dx.doi.org/10.1515/ethemes-2016-0018.
Full textAbstract:
AbstractThe interdependence of leader behaviour, leadership styles and interpersonal relations with followers suggests a need to investigate various aspects of leadership from the perspective of a follower, which is the main subject of the paper. The study aims to determine the quality of leader-member exchange (LMX) in order to reach a conclusion on whether the perception of followers on the quality of LMX affects the leadership style and which style is the most commonly used. The empirical research was conducted in 2015, in the Republic of Serbia, on a sample of 100 respondents, employees in 12 organisations, using the survey method. The results show there is the highest positive correlation between high quality LMX and participatory leadership style. In the opinion of the followers, achievement-oriented style is the most common, regardless of the fact that there are high quality LMX in the majority of companies in the sample. The importance of research is in highlighting the role of followers in the process of organisational leadership, as active and equal participants. Practical contribution is reflected in giving guidance for leaders for more active involvement of followers in the decision making process and adapting leadership style to specific traits of followers and the situational circumstances. Studies of this type are not often in the local organisational theory and practice.
41
Atanasova-Krasteva, Nevena. "Comparative Analysis Of The Components Of The Leadership Style Of The Bulgarian Cadets." International conference KNOWLEDGE-BASED ORGANIZATION 21, no. 1 (June 1, 2015): 154–59. http://dx.doi.org/10.1515/kbo-2015-0025.
Full textAbstract:
Abstract The paper presents the results of the analysesis of the longitudinal study of the professional and social components of the leadership style of Bulgarian cadets. The research is conducted in the last three years with the cadets from all years of training in Vassil Levski National Military University during the annual complex tactical field exercise. Situational leadership theory has been used as a basis of the developed model of the cadet’s leadership building.
42
Bing-You, Robert, Whitney Wiltshire, and Jenny Skolfield. "Leadership Development for Program Directors." Journal of Graduate Medical Education 2, no. 4 (December 1, 2010): 502–4. http://dx.doi.org/10.4300/jgme-d-10-00115.1.
Full textAbstract:
Abstract Background Residency program directors have increasingly challenging roles, but they may not be receiving adequate leadership development. Objective To assess and facilitate program directors' leadership self-awareness and development at a workshop retreat. Methods At our annual program director retreat, program directors and associate program directors from a variety of specialties completed the Thomas-Kilmann Conflict Mode Instrument (TKI), which evaluates an individual's behavior in conflict situations, and the Hersey-Blanchard Situational Leadership (HBSL) model, which measures individuals' preferred leadership style in working with followers. Participants received their results during the retreat and discussed their leadership style results in the context of conflict situations experienced in the past. An online survey was distributed 3 weeks after the retreat to assess participant satisfaction and to determine whether participants would make changes to their leadership styles. Results Seventeen program directors attended the retreat and completed the tools. On the TKI, 47% preferred the Compromising mode for handling conflict, while 18% preferred either the Avoiding or Accommodating modes. On the HBSL, 71% of program directors preferred a Coaching leadership style. Ninety-one percent of postretreat-survey respondents found the leadership tools helpful and also thought they had a better awareness of their conflict mode and leadership style preferences. Eighty-two percent committed to a change in their leadership behaviors in the 6 months following the retreat. Conclusions Leadership tools may be beneficial for promoting the professional development of program directors. The TKI and HBSL can be used within a local retreat or workshop as we describe to facilitate positive leadership-behavior changes.
43
Alčauskienė, Aurelija, Albertina Vitkienė, and Viktorija Grigaliūnienė. "SIGNIFICANCE OF HEAD NURSES – NURSING ADMINISTRATORS’ LEADERSHIP STYLES IN HEALTH CARE." Health Sciences 29, no. 6 (December 17, 2019): 179–82. http://dx.doi.org/10.35988/sm-hs.2019.123.
Full textAbstract:
The article analyses the significance of Head Nurses – Nursing Administrators leadership styles in health care. Proper leadership is important in every health care organization, Head Nurses need to know and be able to apply a variety of leadership styles. Managers often choose wrong leadership style without appreciating the real situation, which affects the quality of health care, increases patient and employee dissatisfaction, and makes employees less motivated to achieve their goals. Researchers emphasize that Head Nurses must have the knowledge of management science and practice in order to manage the entire department. This article discusses the main three leadership styles: transactional, transformational, and charismatic leadership styles and their principles. There are also four different leadership styles offered in the situational leadership model: directing, coaching, supporting – facilitating and delegating. It is important for managers to acquire emotional and social intelligence, they should encourage innovative thinking for individual and team productivity. Head Nurses through effective leadership styles can complete future challenges by fulfilling the mission and the vision of the health care organization.
44
Setyorini, RR Wahyu, Anik Yuesti, and Nengah Landra. "The Effect of Situational Leadership Style and Compensation to Employee Performance with Job Satisfaction as Intervening Variable at PT Bank Rakyat Indonesia (Persero), Tbk Denpasar Branch." International Journal of Contemporary Research and Review 9, no. 08 (August 6, 2018): 20974–85. http://dx.doi.org/10.15520/ijcrr/2018/9/08/570.
Full textAbstract:
The aims of study are to examine and analyze the influence of situational leadership style and compensation on employee performance with job satisfaction as intervening variable. This research was conducted at PT Bank Rakyat Indonesia Denpasar Branch Office with population and sample of all employees working at PT Bank Rakyat Indonesia (Persero) Tbk Denpasar Branch Office, which are 64 people. All data obtained from the questioner distribution is feasible to be used, then analyzed using model of structural equation based on variance known as Partial Least Square (PLS) analysis.
The result of the research shows that (1) situational leadership impact positive and significant effect on job satisfaction, (2) compensation impact positive and significant effect on job satisfaction, (3) job satisfaction has positive and significant effect to employee's performance, (4) situational leadership has positive and (6) situational leadership impact positive and significant effect on employee performance through job satisfaction, (7) compensation impact positive and significant effect on employee performance through job satisfaction. (5) Compensation have impact a negative effect on employee performance.
The implication of this research is that situational leadership can be improved by paying attention to exemplary in order to increase employee performance. Compensation can be increased by paying attention to incentive to sacrifice to increase employee performance. Job satisfaction can be enhanced by paying attention to the superiority of employee's ability to improve employee performance last employee performance can be improved by taking into account the responsibility.
45
Frost, Dean E. "A Test of Situational Engineering for Training Leaders." Psychological Reports 59, no. 2 (October 1986): 771–82. http://dx.doi.org/10.2466/pr0.1986.59.2.771.
Full textAbstract:
A leadership development program was conducted with a sample of 96 leaders to investigate the contributions of the Contingency Model's assumptions in determining leadership effectiveness. Subjects received one of three treatments: A training program based on the Contingency Model (i.e., the Leader Match program of Fiedler, Chemers, and Mahar), a training program similar to Leader Match but omitting any discussion of leadership style, and a no-training control group. Leaders receiving Leader Match showed evidence of using its Situational Engineering techniques for making changes in the leadership context, but no significant improvement in performance ratings was found. It is suggested that Situational Engineering techniques be considered only for those trainees who have the opportunity to best make use of them and that new or inexperienced leaders may benefit the most from this type of training.
46
Atanasova-Krasteva, Nevena. "Comparative Analysis of the Leadership Style of the Bulgarian Cadets – Part in the National Security Education." International conference KNOWLEDGE-BASED ORGANIZATION 24, no. 2 (June 1, 2018): 255–60. http://dx.doi.org/10.1515/kbo-2018-0099.
Full textAbstract:
Abstract As part of the cadets’ tactical leadership training research of the leadership skills of the cadets at Vasil Levski National Military University, Bulgaria was carried out. The current paper presents the results of the analysis of the professional and social components of the leadership style of Bulgarian cadets. The results could be used for the improvement of the future skills of national security experts. The situational leadership theory is used as the basis for the developing of a model for building the cadet’s leadership skills
47
Furtunescu, Florentina Ligia, and Carmen Daniela Domnariu. "Assessing The Leadership Style In Health Organizations From Romania." Balkan Region Conference on Engineering and Business Education 1, no. 1 (August 15, 2014): 547–50. http://dx.doi.org/10.2478/cplbu-2014-0095.
Full textAbstract:
AbstractBased on the situational leadership theory (Hersey&Blanchard), our study aimed to analyze the leadership style in managers of different health facilities from Romania.We included 41 persons with key positions (general manager, medical director, chief of section/department, nursing director, chief – nurse). All these persons filled the LEADself questionnaire (Leader Effectiveness and Adaptability Description Instrument, Center for Leadership Studies, Hersey and Blanchard). The tool measures three dimensions: the dominant (and secondary) leadership style, the style range (flexibility) and the style adaptability (the leader effectiveness).We found a dominance of “Selling/Coaching” style, followed by the “Telling/directing” style. The managers were found to have a high relationship supportive behavior. Only three cases of low relationship dominance were found. Also almost all the managers were found as mostly group centered (only 5 cases were more leader centered). The flexibility of the managers was high, only one persons having the style range<2; the effectiveness score varied from 12 o 25, most of the responders having a low or moderate level of adaptability.
48
Chichi Rahmayanti, P. Hellen Wijaya, Christina Catur Widayati,. "Pengaruh Gaya Kepemimpinan Situasional, Budaya Organisasi Dan Kompensasi Terhadap Kinerja." Jurnal Ekonomi 23, no. 3 (October 24, 2018): 319. http://dx.doi.org/10.24912/je.v23i3.416.
Full textAbstract:
This research aims to examine and analyze the influence of situational leadership style, organizational culture and compensation on performance of employees. The methods used in this research is descriptive method. The object of this research is all staff office division who worked in PT. CIMB NIAGA Kuningan Plaza Branch Office with a population 75 people. The sampling using the method of population (census) is to examine the entire population. The approach used in this research is a Structural Equation Models (SEM) with Smart analysis tools-PLS.The results showed situational leadership style gives a positive and significant influence on employee performance.organizational culture gives a positive and significant influence on employee performance. Compensation provides a positive and significant effect on performance employees. This is evidenced from the results of hypothesis testing (t-test) which shows the significance value of the independent variables.
49
Soeharsono, Soeharsono. "DAMPAK GAYA KEPEMIMPINAN TERHADAP PRODUKTIFITAS DAN KEPUASAN KERJA KARYAWAN PERUSAHAAN ASURANSI." Konstruktivisme: Jurnal Pendidikan & Pembelajaran 8, no. 2 (July 1, 2016): 149–58. http://dx.doi.org/10.30957/konstruk.v8i2.46.
Full textAbstract:
This study reports the difference between products of two kinds of leadership style in an insurance company in terms of productivity measured using total closing and amount of bonus obtained by the company in a two-year operayion and work satisfaction factor. The study was conducted in an insurance company in Malang. Data on work satisfaction were collected using questionnaire and data were analyzed using t-test for independent sample. The study revealed that supporting leadership style is superior in terms of productivity. Attainment on total closing and bonus within two-year operation as well as work satisfaction was significantly superior. AIA is recommended to implement situational leadership style to increase productivity of agency and to find added value in terms of work satisfaction of the agencies.
50
Christiana Stevens, Stella, Lynn Hemmings, Claire Scott, Anthony Lawler, and Craig White. "Clinical leadership style and hand hygiene compliance." Leadership in Health Services 27, no. 1 (January 28, 2014): 20–30. http://dx.doi.org/10.1108/lhs-09-2012-0029.
Full textAbstract:
Purpose – The purpose of this paper is to investigate to what extent an engaging or authentic leadership style is related to higher levels of patient safety performance. Design/methodology/approach – A survey and/or interview of 53 medical and dental staff on their perceptions of leadership style in their unit was conducted. Scores obtained from 51 responses were averaged for each question and overall performance was compared with unit specific hand hygiene (HH) compliance data. Interview material was transcribed and analysed independently by each member of the research team. Findings – A modest negative relationship between this leadership style and hand hygiene compliance rates (r=0.37) was found. Interview data revealed that environmental factors, role modelling by the leader and education to counter false beliefs about hand hygiene and infection control may be more important determinants of patient safety performance in this regard than actual overall leadership style. Research limitations/implications – The sample was relatively small, other attributes of leaders were not investigated. Practical implications – Leadership development for clinicians may need to focus on situational or adaptive capacity rather than a specific style. In the case of improving patient safety through increasing HH compliance, a more directive approach with clear statements backed up by role modelling appears likely to produce better rates. Originality/value – Little is known about patient safety and clinical leadership. Much of the current focus is on developing transformational, authentic or engaging style. This study provides some evidence that it should not be used exclusively.