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Artykuły w czasopismach na temat „Leadership Excellence”

Autor: Grafiati

Data publikacji: 3 czerwca 2025

Data aktualizacji: 31 lipca 2025

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1

Reichwald, Ralf, Jörg Siebert, and Kathrin Möslein. "Leadership excellence." Journal of European Industrial Training 29, no. 3 (2005): 184–98. http://dx.doi.org/10.1108/03090590510591076.

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Nasseef, Mohammed. "The Role of Administrative Leadership in Supporting Culture of Quality and Excellence Based on Kaqa Excellence Model: An Implementation Study." Journal of Business and Management Studies 4, no. 1 (2022): 91–106. http://dx.doi.org/10.32996/jbms.2022.4.1.12.

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Based on the King Abdullah Quality Award (KAQA) excellence model, this study seeks to understand management leadership's role in supporting quality and excellence. The study applied in Saudi Electricity Company, estimated to have (33957) employees in all Saudi Arabian branches (KSA). The current study used a constructed questionnaire with 32 items spanning six dimensions. The first dimension assesses management leadership's role in determining the company's strategic direction, while the second assesses management leadership’s role in monitoring the management system and institutional performa

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3

Rosenblatt, Stephanie. "Leadership for Excellence:." Serials Review 35, no. 2 (2009): 113–15. http://dx.doi.org/10.1080/00987913.2009.10765224.

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Zairi, Mohamed. "Managing excellence: leadership." TQM Magazine 11, no. 4 (1999): 215–24. http://dx.doi.org/10.1108/09544789910277288.

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5

Kanji, Gopal K., and Patrícia Moura e Sa´. "Measuring leadership excellence." Total Quality Management 12, no. 6 (2001): 701–18. http://dx.doi.org/10.1080/09544120120075325.

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6

Alharafsheh, Malek, Ahmad Albloush, Rami Hanandeh, Medhat Alsafadi, and Ayed Ahmad Khwlldh. "Impact of intelligence leadership on organizational excellence: Mediating role of organizational culture." Problems and Perspectives in Management 20, no. 3 (2022): 362–73. http://dx.doi.org/10.21511/ppm.20(3).2022.29.

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The absence of intelligence leadership may lead to a failure to motivate employees within universities, which leads to adverse effects on organizational excellence, primarily if the prevailing organizational culture does not support the processes of development and success. Thus, organizational culture is expected to play an essential role in enhancing the leadership’s ability to use its intelligence to achieve organizational excellence. Accordingly, the study aims to identify the mediating role of organizational culture in the impact of leadership intelligence on achieving organizational exce

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7

Van Bogaert, Peter, Danny Van heusden, Stijn Slootmans, et al. "Leadership in Nursing Excellence." JONA: The Journal of Nursing Administration 50, no. 11 (2020): 578–83. http://dx.doi.org/10.1097/nna.0000000000000940.

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8

Gomaa, Attia Hussien. "Leading with excellence: Critical leadership dimensions in Lean Six Sigma for business excellence." Human Resources Management and Services 7, no. 2 (2025): 4399. https://doi.org/10.18282/hrms4399.

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In today’s competitive and complex business environment, achieving business excellence requires a combination of effective methodologies and strong leadership to drive and sustain organizational transformation. Lean Six Sigma (LSS), a proven methodology for improving operational efficiency, relies on effective leadership for successful implementation and lasting impact. This study examines how the integration of Lean, Six Sigma, and Total Quality Management (TQM) shapes leadership strategies that enhance organizational agility, resilience, and responsiveness to market dynamics. It highlights t

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9

Ahmed, Maher Ali, and Nisreen Mustafa Sajid. "Leadership and Its Impact on Total Quality Management." Journal of Advanced Research in Economics and Administrative Sciences 4, no. 3 (2023): 37–55. http://dx.doi.org/10.47631/jareas.v4i3.709.

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The purpose of this research is understand how leadership in a tire and battery factory can contribute to the implementation of total quality management principles. The methodology involved a literature review and data collection through interviews and surveys, followed by data analysis using a descriptive approach. The tools used included interviews, surveys, and statistical analysis tools. The study aims to shed light on The role of managers in achieving quality and performance improvements in the factory. This study elucidated Leadership plays an important role in achieving this goal qualit

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10

Bhatta, C. Panduranga. "Leadership Excellence: The Asian Experience." Asia Pacific Business Review 1, no. 1 (2005): 1–8. http://dx.doi.org/10.1177/097324700500100101.

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11

Rushing, Jan. "Transforming staff through leadership excellence." Nursing Management (Springhouse) 39, no. 8 (2008): 8–10. http://dx.doi.org/10.1097/01.numa.0000333716.19745.88.

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12

Caldwell, Cam, Rolf D. Dixon, Larry A. Floyd, Joe Chaudoin, Jonathan Post, and Gaynor Cheokas. "Transformative Leadership: Achieving Unparalleled Excellence." Journal of Business Ethics 109, no. 2 (2011): 175–87. http://dx.doi.org/10.1007/s10551-011-1116-2.

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13

Edgeman, Rick L., and Jens J. Dahlgaard. "A paradigm for leadership excellence." Total Quality Management 9, no. 4-5 (1998): 75–79. http://dx.doi.org/10.1080/0954412988604.

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14

Prof., (Dr.) Viralkumar Shilu. "Ethical Leadership for Organizational Excellence." RESEARCH REVIEW International Journal of Multidisciplinary 03, no. 05 (2018): 26–29. https://doi.org/10.5281/zenodo.1252411.

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This paper examines an important role of ethical leadership in this age of fast pace changing world. It throws light on core elements of ethical leadership in an organization. Being an ethical leader, individual thinks about long term consequences, challenges and benefits of the different decisions which he makes in an organization. Ethical leaders are always characterized as humble, conscientious, inclusive and considerate. They are also concerned for a greater good, striving for fairness in their actions. They are never afraid to take responsibility. The main motto of ethical leader is to se

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15

Andrews, June. "Excellence." Nursing Management 9, no. 3 (1989): 8. http://dx.doi.org/10.7748/nm.9.3.8.s4.

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16

Burns, Mary E. "Excellence." Nursing Management (Springhouse) 17, no. 12 (1986): 12. http://dx.doi.org/10.1097/00006247-198612000-00005.

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17

Algahfes, Rsha, Nisa Vinodkumar, and Sulphey Manakkattil Mohammedismail. "Pioneering excellence: How women’s transformative leadership drives business excellence, and financial sustainability." Journal of Infrastructure, Policy and Development 8, no. 13 (2024): 8943. http://dx.doi.org/10.24294/jipd.v8i13.8943.

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This study delves into the dynamic realm of women’s transformative leadership and its influence on the business excellence and financial sustainability of the Development and Consulting Services Institute DCSI at Princess Nourah Bint Abdulrahman University PNU, Riyadh, Saudi Arabia. Focusing on six strategic business excellence factors: Governance and Policies, Digital Transformation, Human Capital, Project Attraction and Management, Houses of Expertise, and Corporate Social Responsibility CSR, the research aims to explain the positive impact of women’s transformative leadership on these criti

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18

Kanji, Gopal K. "Leadership is prime: How do you measure Leadership Excellence?" Total Quality Management & Business Excellence 19, no. 4 (2008): 417–27. http://dx.doi.org/10.1080/14783360802002834.

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19

KLEEB, TERESA E. "Service Excellence." Nursing Management (Springhouse) 24, no. 2 (1993): 70???75. http://dx.doi.org/10.1097/00006247-199302000-00015.

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20

Mutter Atti Samir, Liqaa. "The Role of Strategic Leadership in Improving Organizational Excellence." International Journal of Science and Research (IJSR) 12, no. 3 (2023): 1441–45. http://dx.doi.org/10.21275/sr23319160146.

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21

Shields, Patricia M., Robert L. Taylor, and William E. Rosenbach. "Military Leadership: In Pursuit of Excellence." Public Administration Review 46, no. 4 (1986): 371. http://dx.doi.org/10.2307/976319.

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22

Faris, John H., Robert L. Taylor, and William E. Rosenbach. "Military Leadership: In Pursuit of Excellence." Contemporary Sociology 14, no. 1 (1985): 139. http://dx.doi.org/10.2307/2070514.

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23

Thielke, Thomas S. "Searching for excellence in leadership transformation." American Journal of Health-System Pharmacy 62, no. 16 (2005): 1657–62. http://dx.doi.org/10.2146/ajhpsp050001.

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24

Young, Sue W., Donna Johnston, and Cynthia Sweeney. "Excellence in leadership through organizational development." Nursing Administration Quarterly 12, no. 4 (1988): 69–75. http://dx.doi.org/10.1097/00006216-198801240-00011.

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25

Abouleish, Amr E. "Leadership Excellence: A Must-Read Essay." ASA Monitor 89, no. 1 (2024): 10. https://doi.org/10.1097/01.asm.0001096756.64732.1d.

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26

Topper, Elisa F. "Self‐leadership: road to personal excellence." New Library World 110, no. 11/12 (2009): 561–63. http://dx.doi.org/10.1108/03074800911007578.

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27

Nugraha, Angga. "Sustainable Leadership Development for Organizational Excellence." Hawalah: Kajian Ilmu Ekonomi Syariah 2, no. 1 (2023): 35–40. http://dx.doi.org/10.57096/hawalah.v2i1.29.

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Leaders in an organization have an important role in directing and influencing their subordinates. Without someone to organize and direct an organization, the organization can undoubtedly achieve its goals in accordance with its vision and mission. Therefore, a leader figure is needed to be able to manage and manage the organization to achieve its goals. This study aims to examine the importance of leadership in organizations with a literature approach. This research method is Descriptive Analytical. This type of research is research with a literature study approach which is carried out by fin

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28

Kumar, Subrat, and Asha Bhandarker. "Transformational leadership in AICTE: lessons for organizational excellence." Emerald Emerging Markets Case Studies 11, no. 3 (2021): 1–17. http://dx.doi.org/10.1108/eemcs-08-2020-0299.

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Supplementary materials Abelha et al. (2018). “Transformational Leadership and Job Satisfaction: Assessing the influence of Organizational Contextual factors and Individual Characteristics” Review of Business Management, Volume 20 No 4, pp. 516–532. Avolio, B. J., Zhu, W., Koh, W. and Bhatia, P. (2004). Transformational leadership and organizational commitment: Mediating role of psychological empowerment and moderating role of structural distance. Journal of Organizational Behavior: The International Journal of Industrial, Occupational and Organizational Psychology and Behavior, 25(8), pp. 951

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29

Dr., Kamala Kant Bhoi. "Inner Excellence." Indian Journal of Modern Research and Reviews 3, no. 1 (2025): 18–22. https://doi.org/10.5281/zenodo.14703218.

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This paper explores the concept of inner excellence, emphasizing the importance of inner consciousness, self-awareness, emotional intelligence, and spiritual growth in personal development. It examines how these core components contribute to achieving a deeper understanding of oneself and living a purposeful life. By fostering these qualities, individuals can attain holistic well-being, enhance emotional resilience, and lead authentic, meaningful lives. The paper also discusses the relevance of inner excellence in various domains, including education, leadership, and healthcare, and its potent

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30

Bertolasi, Shirley. "Recognized for Excellence." Nursing Management (Springhouse) 21, no. 5 (1990): 14???15. http://dx.doi.org/10.1097/00006247-199005000-00005.

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31

Curtin, Leah L. "The Excellence Within." Nursing Management (Springhouse) 21, no. 10 (1990): 7. http://dx.doi.org/10.1097/00006247-199010000-00001.

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32

Bourgault, Annette M., Marsha M. King, Patricia Hart, Mary Jo K. Campbell, Sally Swartz, and Mimi Lou. "Circle of excellence." Nursing Management (Springhouse) 39, no. 11 (2008): 18–24. http://dx.doi.org/10.1097/01.numa.0000340814.83152.35.

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33

Sy, Virginia. "Enhancing professional excellence." Nursing Management (Springhouse) 41, no. 3 (2010): 17–18. http://dx.doi.org/10.1097/01.numa.0000369492.84605.43.

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34

Stevenson, Adlai. "Striving for excellence." Nurse Leader 1, no. 6 (2003): 13–20. http://dx.doi.org/10.1016/j.mnl.2003.10.001.

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35

Nguyen, Binh Thanh Ha, and Loan Thi Duong. "The impact of entrepreneurship on organizational excellence: The mediating role of visionary leadership." Journal of Development and Integration, no. 76 (July 1, 2024): 43–49. http://dx.doi.org/10.61602/jdi.2024.76.06.

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Entrepreneurship is important to enhance an organization’s position against competitors and can create new opportunities for the organization. The study examines the impact of entrepreneurship on organizational excellence through visionary leadership. The results showed that there is a positive impact of entrepreneurship on both organizational excellence and visionary leadership. Besides, the study also proved that visionary leadership have positive impact on organizational excellence. Moreover, the study also discovered the mediating role of visionary leadership in the relationship between en

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36

Yayha, Mohammed AbulJaber, Saif Ali Kamil, Maha Barakat, and Hameed Salim Alkabi. "Exploring Theoretical Constructs in Leadership Excellence: A Multidimensional Framework." Journal of Ecohumanism 3, no. 5 (2024): 763–78. http://dx.doi.org/10.62754/joe.v3i5.3936.

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Background: Leadership theories, notably transformational, servant, and authentic, play an important role in creating organizational dynamics. Recognizing the complexities of leadership, this study examines the fundamental aspects and comparative effectiveness of different theories. Objective: The article aims to identify the main elements of transformational, servant, and authentic leadership theories and examine their empirical effects on organizational results. Methods: A systematic review was undertaken, with papers retrieved from Scopus, Web of Science, and EBSCO databases from 2017 to 20

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37

Hofstede, G. J., and R. M. Dooley. "Leadership Excellence in East and West: Reports from the Trenches." Asia Pacific Management and Business Application 6, no. 1 (2017): 43–62. http://dx.doi.org/10.21776/ub.apmba.2017.006.01.4.

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38

More, Omkar. "The Antecedent of Clinician Engagement in Business Excellence." International Journal of Science and Healthcare Research 8, no. 2 (2023): 276–82. http://dx.doi.org/10.52403/ijshr.20230234.

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Problem statement: Clinician engagement has been a very important area of work in this era of healthcare. The healthcare organization realizes the importance of the clinician in successful reform & continuous quality improvement in the area of patient care, employee welfare & hence contributing to the business[1]. The feedback from healthcare leadership mentioned clinician engagement to be a challenge in the area of a robust business model[2],[5]. Objective: The objective of the study is to find the antecedent for clinician engagement & also fit in the business excellence model men

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39

Moon, Sarah E., Pieter J. Van Dam, and Alex Kitsos. "Measuring Transformational Leadership in Establishing Nursing Care Excellence." Healthcare 7, no. 4 (2019): 132. http://dx.doi.org/10.3390/healthcare7040132.

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Transformational leadership (TL) is known to be essential to achieving Magnet® recognition, an internationally prestigious status for nursing care excellence. Since its inception in the 1980s, empirical studies have identified benefits of implementing the Magnet® Model involving improved patient care and nursing workforce outcomes. However, little is known about the leadership styles of nurse managers (NMs) working in a regional Australian context, which may hinder achieving Magnet® status. To close the knowledge gap, a self-administered survey was conducted to measure leadership styles of NMs

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40

Nair, Sindhu Shantha, and Smritika S P. "Operational Excellence: The Healthcare Management Imperative." Shanlax International Journal of Management 9, no. 2 (2021): 19–30. http://dx.doi.org/10.34293/management.v9i2.4137.

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Purpose: Operational excellence as a response to quality crises emerged in the 1980s with growing recognition. The concept that predominantly existed in manufacturing industries slowly shifted to other industries. This review addresses the concept of operational excellence for quality beyond industry specificity.Recent findings: The strive for operational excellence is on but lags in metrics and indicators. Innovative approaches are still underway. The positive development is that operational excellence is gaining more leadership attention for quality gaps.Summary: Operational excellence is no

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41

Farmer, Aaron, and Charlie Magee. "Social Identity Theory Guides Junior Leader to Excellence." Military Medicine 185, no. 5-6 (2019): 365–66. http://dx.doi.org/10.1093/milmed/usz274.

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Abstract Junior Medical Corps officers are often thrust directly into leadership roles following training. Although their clinical skills may be finely tuned, they often face a steep learning curve related to leadership responsibilities. This scenario highlights a junior officer making a policy change and how Social Identity Theory relates to leadership.

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42

Almutairi, Nada Zwayyid. "Participative Leadership as an Approach to Achieving Local Excellence in Secondary Schools at Hail City." International Journal of Education and Information Technologies 18 (December 31, 2024): 154–61. https://doi.org/10.46300/9109.2024.18.15.

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This study aims to assess participative leadership levels in Hail City's secondary schools. A secondary objective is to measure the level of institutional quality in these schools. In addition, the research explores the effect of participative leadership on achieving institutional excellence in secondary schools in Hail City, exploring differences in institutional quality and participative leadership between public and private schools, as well as considering whether or not they are affected by the academic background of secondary school employees. The study utilized electronic research methods

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43

Conrad, Charles, Tom Peters, and Nancy Austin. "A Passion for Excellence: The Leadership Difference." Administrative Science Quarterly 30, no. 3 (1985): 426. http://dx.doi.org/10.2307/2392676.

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Dalis, Gus T. "AAHE President's Message: Continuing Leadership for Excellence." Health Education 19, no. 3 (1988): 4–5. http://dx.doi.org/10.1080/00970050.1988.10610163.

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45

Dyantyi, Ntsika, Nolutho Diko, and Thobeka Ncanywa. "Principals’ Leadership Competencies: Implications for Educational Excellence." Research in Educational Policy and Management 6, no. 2 (2024): 154–65. http://dx.doi.org/10.46303/repam.2024.28.

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The study utilized a qualitative case study research design entailing an in-depth exploratory examination of principals' leadership competencies and their impact on educational excellence within the O R Tambo Inland education district. Semi-structured interviews were conducted with five principals selected from secondary schools in the district. A convenient sampling technique was used to select the participants from whom empirical data were gathered. A narrative analysis was employed to analyze the collected data, allowing for a comprehensive understanding of the principals' experiences, pers

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46

Agustyawati, Dwi, and Farisatma. "Fostering Effective School Leadership for Disciplined Excellence." International Journal of Learning Reformation in Elementary Education 3, no. 01 (2024): 51–61. http://dx.doi.org/10.56741/ijlree.v3i01.488.

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This study aims to investigate the impact of the principal's leadership style on teacher discipline levels at SD Negeri 2 Wameo, Baubau, Indonesia. The study employs a quantitative research method, with a total of 37 respondents in the population and the same number of respondents in the sample. The data collection methods include questionnaires and documentation, and the analytical method used in this research is simple linear analysis. The findings of the research show that there is a significant influence between the principal's leadership style and teacher discipline levels. The calculated

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47

Varghese, Thomas. "Cummins India: brand leadership through service excellence." Journal of Indian Business Research 2, no. 3 (2010): 181–89. http://dx.doi.org/10.1108/17554191011069460.

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Taormina, Robert J., and Christopher Selvarajah. "Perceptions of Leadership Excellence in ASEAN Nations." Leadership 1, no. 3 (2005): 299–322. http://dx.doi.org/10.1177/1742715005054439.

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Dawood, Mary. "Developing excellence in leadership within Urgent Care." Australasian Emergency Nursing Journal 10, no. 4 (2007): 221. http://dx.doi.org/10.1016/j.aenj.2007.09.094.

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50

Mathews, Gary S. "A Passion for Excellence: The Leadership Difference." NASSP Bulletin 70, no. 491 (1986): 114–17. http://dx.doi.org/10.1177/019263658607049129.

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