Literatura académica sobre el tema "Leadership and organizational management"

<p> A nation-wide study of the leadership requirements for combined emergency management and fire departments from medium-sized municipalities was conducted. It has been widely recognized by the emergency management community and the federal government that emergency management should be professionalized. The first step in professionalization is standardization. The study disclosed that there was an extremely high variability in the training, education and experience requirements for each of the leadership ranks. Not only was there high variability in the requirements for holding each of the ranks, the ranks themselves varied greatly from department to department. The single rank present in all departments was that of chief, and even for that rank, 30% were appointees with no concrete position requirements. Furthermore, the actual requirements for each of the leadership ranks was compared to recommendations from three professional organizations, the International Association of Emergency Managers, the International Association of Fire Chiefs and the National Fire Protection Association. Not only did the actual requirements for each rank vary greatly from the recommendations from each organization, the recommendations between the organizations varied greatly. It is quite clear that even the professional organizations have not come to a consensus of opinion or agreement on requirements, nor are they even close to doing so. Two departmental models were also examined, and once again there was a high variability of requirements for each leadership rank. Although standardization is the first step in professionalization, there has been little movement in that direction. Emergency management has a long way to go if it is to be professionalized, and the safety of the public and nation stand in the balance.</p>

<p> This mixed-methods case study examined the impact of leadership on practices to organizational agility. Leaders and employees from three organizations (two universities, one financial institution) participated in surveys and interviews to generate data related to the organizational and personal leadership orientations and styles exhibited, the degree of agility in the organization, and the impact of organizational and personal leadership orientations and styles on organizational agility. Study findings suggested that leadership varies based on industry- and organization-specific demands, organizational agility can exist across industries and organization types, and that adopting a long-term focus and practicing agile leadership behaviors throughout the organization may promote higher organizational agility. Organizations are encouraged to promote agile leadership through their hiring, learning and development, and performance review processes. Future research should utilize larger samples, improved data collection instruments, and focus on examining the critical few agile leadership behaviors that may most strongly predict organizational agility.</p>

The recent global financial crisis prompted organizations to search for effective ways to minimize loss of revenue due to settlement of organizational scandals. Transformational leadership and organizational citizenship behavior (OCB) are known to affect employees and subsequently organizational productivity. However, little is known about the relationship between transformational leadership and the OCB of employees of multinational corporations (MNCs) in Ghana. The purpose of this quantitative study was to bridge the gap in knowledge by examining the relationships between transformational leadership and the OCB of employees of MNCs in Ghana. The theoretical frameworks for this study were Bass' transformational leadership theory and Organ's OCB theory. A random sample of 180 employees, who had worked with MNCs in Ghana for at least 5 years, were surveyed on transformational leadership using a 40-item transformational leadership scale and OCB using a 24-item OCB scale. A correlation coefficient test and a regression analysis revealed statistically no significant correlational relationship between transformational leadership and OCB, and statistically no significant multiple regression relation between the4 dimensions of transformational leadership and OCB. The implication for social change includes importance to theory, business managers, and the society, that there is no relationship between transformational leadership and OCB of employees in MNCs in Ghana. Apprising individuals of this lack of relationship would inspire future researchers to search for other types of ethical leadership or non-financial incentives that could influence positive behavior of employees to enhance the organization's productivity, and produce ethical citizens for society.

Nonprofit leaders face challenges retaining volunteers to support their organizations' human resources. The shortage of volunteers threatens nonprofit sustainability with increasing personnel cost for maintaining quality services. Grounded by Burns's transformational leadership theory, the purpose of this multiple case study was to explore strategies nonprofit leaders from southeastern Michigan used to improve volunteer retention. Data were collected through face-to-face semistructured interviews with 3 nonprofit leaders and a review of organizational documents such as volunteer implementation plans, strategic plans, and volunteer committee notes. Data were analyzed using a methodological triangulation process of sorting comments, which involved a chronological review of the interview transcripts and a descriptive coding for emerging themes. Three distinct themes emerged from the data analysis: collaborative relationships improved volunteer retention, team motivations improved volunteer retention, and strategic communication improved volunteer retention. The findings from this study may contribute to positive social change by providing nonprofit leaders with a better understanding of the need to improve volunteer retention and leadership strategies as methods to continue building viable communities for those in need. Furthermore, the implications for positive social change could include the improvement of other nonprofit organizations and the well-being of the volunteers in the organization.

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

<p> The study of leadership in wide range of organizational settings has demonstrated the advantage the Full Range Leadership (FRL) of transformational leadership approach over other leadership styles in predicting organizational performance and other outcomes. Research has found that leadership is one of the most significant contributors to organizational performance. However, very little research has been completed on the link between FRL and organizational performance at American Muslim Organizations (AMOs). This lack of empirical research, the increase use of FRL in assessing pastoral leadership (Rowold, 2008), and its positive and strong association with effective organizations as shown in literature were the primary motivators for this study. The Multifactor Leadership Questionnaire (MLQ-5X), a proven leadership assessment test, was administered to 320 congregants at 12 AMOs in the greater Dallas area, TX, USA to determine preferred leadership styles and whether there is a significant correlation relationship between senior leadership styles and organization performance. Created and updated by Bass and Avolio (2004), the questionnaire measure three objective indicators of organizational performance: congregants&rsquo; satisfaction with leadership, motivation toward extra effort, and perceived leadership effectiveness. Results of descriptive analysis showed that senior leaders at AMOs scored relatively high in the average of all responses and in six of the nine leadership factors, suggesting that Full Range Transformational Leadership Model (FRLM) was the style practiced by senior leaders at targeted organizations.</p><p> The results of multiple regression analysis of aggregated leadership factors scores revealed that blended specific elements of the (FRLM) led to higher satisfaction, motivation toward extra effort and perceived leadership effectiveness among congregants.</p><p> Multiple regression analysis for separate leadership factors scores revealed the following findings: (1) Contingent Reward leadership style (CR), which requires performance measurements to reward achievement beyond meeting standards, is inextricably linked with the Transformational leadership style. (2) FRLM consisted of nine hierarchal factors on a continuum basis and strongly proffered as the most effective leadership approach at the studied context. (3) Idealized influence, attribute and behavior, did not reach significance, suggesting that AMOs are shifting from religious leadership to secular one. (4) Intellectual stimulation did not reach significance either, suggesting that leadership at AMOs does not empower followers nor facilitate creativity and independent thinking among them.</p><p> Factor analysis findings (PCA) suggested that the nine factors of FRLM can be represented by three main factors to explain 75.4 of the variability in the original data. The findings of this study provided strong support for FRLM to work well with the senior leadership at AMOs. Discussion of the implications and recommendations was provided.</p>

<p> Intercollegiate athletics have received considerable attention by scholars in higher education. Despite this wide treatment by scholars, there is little examination of the athletics director. Most of the published research on athletics directors disproportionately focuses on the responsibilities of the athletics director, the pressures of the leadership position, the characteristics and behaviors of these leaders, and the organizational culture of athletics departments. The purpose of this study was to investigate and gain insight into the environmental forces that disrupted and influenced athletics director leadership. This study explored how the participants understood, acknowledged, and reacted to forces that unavoidably influenced their choices. Particular attention was placed on comprehending how these individuals led change in their organizations while at the same time balanced the intersecting demands on their positions. </p><p> Qualitative research methods were used to explore the forces that influenced athletics directors at large, public and private research universities that were part of the NCAA and sponsor Division I Football Bowl Subdivision (FBS), Football Championship Subdivision (FCS) or Division I-AAA (no football) athletics. A grounded theory methodological approach was used in the design and execution of this study. Using this method built theories through systematic stages of data analysis and conceptual development. The development of these concepts became the building blocks of theory,which explained the participants&rsquo; experiences as athletics directors. These findings offer insight into the forces that influenced athletics directors as they led change in their organizations.</p><p>

Thesis (S.M.)--Massachusetts Institute of Technology, Sloan School of Management, 2011.<br>Cataloged from PDF version of thesis.<br>Includes bibliographical references (p. 87-92).<br>The current environment demands a better quality of leadership in organizations. In order to improve leadership capabilities, companies can create leadership development programs. However, not all companies embrace leadership development programs. Those who do usually have several types of programs and treat these programs as part of their strategic plan to address challenges that companies are likely to face in the future. Reviewing the leadership research, I find there is a positive relationship between leadership development programs and organizational performance. Reviewing the leadership program research, I find that most leadership development programs were created in response to significant challenges organizations were facing. I present the MIT Sloan Fellows program, as an alternative program that some companies and individuals are choosing for leadership development. The program uses the Four Capabilities Model as a leadership theory, focusing on the tasks and capabilities needed of leaders. I administered two surveys to the Sloan Fellows Class 2011. Surveys results suggest some of the benefits the program provides to individuals and organizations. Among these findings, my evidence shows that a higher percentage of "leader companies" have leadership development programs, in contrast to "follower companies" that usually do not have leadership development programs.<br>by Jose A. Sanhueza.<br>S.M.

<p> The purpose of this study was to examine the attributional association between servant leadership and global leadership. The research employed a correlational, hypothetical-deductive, cross-sectional quantitative research strategy with two established instruments to measure servant leadership and global leadership attributes. The sample included 413 leaders and executives of organizations in northeast Indiana in the United States. The study found a close association between servant leadership and global leadership and between individual leadership attributes of both constructs. The strength of the correlative relationship between the two leadership constructs was found to be dependent on a leader's leadership position and gender. Post hoc analysis revealed differences in servant leadership by a leader's gender and the type and size of organization. Differences in global leadership were found between leaders when moderated by size of organization and number of countries the organization does business with, but not the proportion of products or services sold to foreign countries.</p>