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Статті в журналах з теми "Leadership in management"

Автор: Grafiati

Опубліковано: 30 травня 2022

Оновлено: 31 липня 2025

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1

Dr.A.Jayakumar, Dr A. Jayakumar, and K. Kalaiselvi K.Kalaiselvi. "Leadership in Management." Indian Journal of Applied Research 1, no. 11 (2011): 70–72. http://dx.doi.org/10.15373/2249555x/aug2012/24.

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2

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

Pizzete, Márcio, and Elizabeth da Silva Mello Birck. "Leadership and management of people nowadays." Revista Científica Multidisciplinar Núcleo do Conhecimento 02, no. 06 (2019): 69–77. http://dx.doi.org/10.32749/nucleodoconhecimento.com.br/business-administration/leadership-and-management.

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4

Chua, Shireen Wei Yuin, Peter YT Sun, and Paresha Sinha. "Making sense of cultural diversity’s complexity: Addressing an emerging challenge for leadership." International Journal of Cross Cultural Management 23, no. 3 (2023): 635–59. http://dx.doi.org/10.1177/14705958231214623.

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The growing complexity of cultural diversity within organizations’ workforce today requires leadership to find new organizational approaches to diversity management. Today’s workforce are seeking a different management approach where the staff experience inclusion and belonging whilst contributing to the organization’s purpose. The current organizational approaches to diversity management have not been successful in delivering on the promised outcomes (e.g., creativity and innovation) that leadership seeks. Leadership’s role is critical to developing organizational approaches to diversity mana

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5

Dytrt, Zdenek, and Radomir Serek. "Leadership - Management of Management." Business and Economic Research 10, no. 1 (2020): 274. http://dx.doi.org/10.5296/ber.v10i1.16523.

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The dynamic development of the world is characterized by changes of the current state, that is by innovations, which are supposed to bring desirable economic effects. However, unethical intentions could also deliver the results fast but in an undesirable way. Unethical goals are mostly based on quantitative values and do not respect the existence of qualitative values and cannot satisfy the needs of the whole society. Therefore, it is desirable to apply responsible management which respects both, quantitative as well as qualitative values. Formation of the ethical environment is a long-term ta

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6

Misbahuddin, Misbahuddin, and Mohamad Syamsul Maarif. "The linkage between leadership style of project manager and project performance: Evidence from telecommunication industry." Journal of Project Management 9, no. 3 (2024): 163–82. http://dx.doi.org/10.5267/j.jpm.2024.6.001.

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This research analyses how different leadership styles affect project managers in the telecommunications sector, focusing on transactional and transformational leadership's direct effects on project performance. Ambidextrous Leadership's role as a mediator is explored alongside the influence of Project Management approaches (Waterfall, Agile, Hybrid) and Project Manager Certifications. Data from 224 Project Managers in 77 Indonesian telecom companies was examined using Structural Equation Modelling Partial Least Square (SEM PLS). The findings indicate that Transactional and Transformational Le

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7

Sagir, Mahmut. "Innovational Leadership in School Management." Üniversitepark Bülten 6, no. 1 (2017): 45–55. http://dx.doi.org/10.22521/unibulletin.2017.61.4.

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8

Jain, Vipin, Sh Sachin Gupta, K. Tara Shankar, and K. R. Bagaria. "A Study on Leadership Management, Principles, Theories, and Educational Management." World Journal of English Language 12, no. 3 (2022): 203. http://dx.doi.org/10.5430/wjel.v12n3p203.

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According to this research, no country can advance above the level of education of its leaders. The goal of this philosophical debate is to look at leadership in a broader context and see how it may drastically enhance school administration. The academic evaluation examines existing theoretical advancements in the area of school administration educational administration. It begins with a brief overview of what leadership is or how research, philosophy, and practice might be used to describe it. After that, there is an examination of leadership theories, ideas, and styles. Every article comes t

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9

Bonner, John. "Leadership and Management." BSAVA Companion 2021, no. 3 (2021): 28–29. http://dx.doi.org/10.22233/20412495.0321.28.

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10

Shiiya, Norihiko. "Leadership and Management." Japanese Journal of Cardiovascular Surgery 50, no. 2 (2021): m2—m2_2. http://dx.doi.org/10.4326/jjcvs.50.m2.

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11

Benton, David. "Management and leadership." Nursing Standard 8, no. 29 (1994): 49–56. http://dx.doi.org/10.7748/ns.8.29.49.s58.

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12

Williams, Ruth. "Management and leadership." Nursing Management 12, no. 4 (2005): 37. http://dx.doi.org/10.7748/nm.12.4.37.s12.

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13

Young, Joy. "Leadership and management." Nursing Standard 4, no. 5 (1989): 23. http://dx.doi.org/10.7748/ns.4.5.23.s40.

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14

Gilfoyle, E. M. "Leadership and Management." American Journal of Occupational Therapy 41, no. 5 (1987): 281–83. http://dx.doi.org/10.5014/ajot.41.5.281.

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15

Unaeze, Felix E. "Leadership or Management." Reference Librarian 39, no. 81 (2003): 105–17. http://dx.doi.org/10.1300/j120v39n81_09.

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16

Harris, Philip R., and Dorothy L. Harris. "Innovative Management Leadership." Leadership & Organization Development Journal 6, no. 3 (1985): 1–20. http://dx.doi.org/10.1108/eb053577.

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17

Reeder, C. E. "Leadership Versus Management." Journal of Managed Care Pharmacy 11, no. 2 Supp A (2005): S10—S13. http://dx.doi.org/10.18553/jmcp.2005.11.2.s10.

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18

N. Tambingon, Henny, Joulanda A.M. Rawis, Mozes M. Wullur, Jehezkiel Panjaitan, Mendy Juniaty Hatibie, and Maximillian Christian Oley. "Principal Leadership Management." Return : Study of Management, Economic and Bussines 3, no. 7 (2024): 526–37. http://dx.doi.org/10.57096/return.v3i7.260.

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Анотація:

This research focuses on the leadership management of the principal of SMP Negeri 1 Sonder. The formulation of the problem in this study is How to Understand School Principals about Leadership Management in Country 1 Sonder. How school principals in Negeri 1 Sonder implement leadership management and how school principals strive to improve leadership management. This study uses a qualitative research method that is qualitative descriptive. Observations, documents and interviews are used as data collection techniques. Based on the formulation of the problem and the results of the field study, s

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19

Рамазанова, А. Г. "Leadership in management." Экономика и предпринимательство, no. 12(137) (May 3, 2022): 1360–62. http://dx.doi.org/10.34925/eip.2021.137.12.271.

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Анотація:

В статье рассмотрена концепция лидерства в менеджменте. Актуальность данной темы заключена в сложности выбора наиболее подходящего стиля руководства в организации, так как в настоящее время мир стремительно развивается, а условия, в которых работает организация, динамично меняются. The article discusses the concept of leadership in management. The relevance of this topic lies in the difficulty of choosing the most appropriate leadership style in the organization, since currently the world is developing rapidly, and the conditions in which the organization operates are changing dynamically.

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20

Rowitz, Louis. "Management and Leadership." Journal of Public Health Management and Practice 16, no. 2 (2010): 174–76. http://dx.doi.org/10.1097/phh.0b013e3181d0d132.

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21

Grint, Keith. "Management or leadership?" Journal of Health Services Research & Policy 7, no. 4 (2002): 248–51. http://dx.doi.org/10.1258/135581902320432796.

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This article considers the roots of the division between management and leadership, and suggests that the division encourages individuals and organizations to displace responsibility for problems in health services onto others. Given the significant limits to the power of leaders, the difficulty of establishing a science of leadership, and the increasing complexity facing health service management, the problems might appear insurmountable. However, drawing on lessons from the different approaches of the combatants in the infinitely greater complexity of the Second World War, it is suggested th

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22

Răducan, Radu, and Ramona Răducan. "Leadership and Management." Procedia - Social and Behavioral Sciences 149 (September 2014): 808–12. http://dx.doi.org/10.1016/j.sbspro.2014.08.322.

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23

Carlson, Elizabeth A. "Leadership and Management." Orthopaedic Nursing 26, no. 4 (2007): 261. http://dx.doi.org/10.1097/01.nor.0000284662.77624.b5.

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24

Jones, S. "Management and leadership." Engineering Management Journal 12, no. 2 (2002): 62. http://dx.doi.org/10.1049/em:20020201.

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25

Balon, Richard. "Leadership versus Management." Academic Psychiatry 38, no. 6 (2014): 720–22. http://dx.doi.org/10.1007/s40596-014-0207-7.

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26

Wilderom, Celeste P. M. "Service Management/Leadership: Different from Management/Leadership in Industrial Organisations?" International Journal of Service Industry Management 2, no. 1 (1991): 6–14. http://dx.doi.org/10.1108/09564239110002332.

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27

PRILEPA, N. "LEADERSHIP IN THE ENTERPRISE MANAGEMENT SYSTEM." Herald of Khmelnytskyi National University. Economic sciences 274, no. 5 (2019): 184–87. https://doi.org/10.31891/2307-5740-2019-274-5-186-189.

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Анотація:

The article explains the concept of leadership. It is determined that, in comparison to leadership, leadership is the process that is most focused on the emotional state of the team, the spiritual interaction of the leader and team members. There are a number of characteristics that can be a guide in the formation of effective leadership. Investigating the application of leadership in the enterprise management system, it is analysed that the more dynamic the environment in which the manager operates, the more opportunities to achieve the goals that are facing the enterprise, the more ways to d

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28

Farrell, Maggie. "Leadership Reflections: Leadership Skills for Knowledge Management." Journal of Library Administration 57, no. 6 (2017): 674–82. http://dx.doi.org/10.1080/01930826.2017.1340768.

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29

Kershaw, Betty. "Nursing Leadership & ManagementNursing Leadership & Management." Nursing Management 20, no. 3 (2013): 8. http://dx.doi.org/10.7748/nm2013.06.20.3.8.s11.

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30

Suharto, Suharto. "Strategic Leadership: Effective Leadership in Strategic Management." Jurnal Ilmiah Multidisiplin Indonesia (JIM-ID) 2, no. 01 (2023): 38–44. http://dx.doi.org/10.58471/esaprom.v2i01.3959.

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Strategic leadership is defined as the ability of a leader to direct an organization in achieving its strategic goals by utilizing resources optimally. This research aims to investigate the role of strategic leadership in the context of strategic management and its impact on organizational effectiveness. This research uses a qualitative approach with descriptive methods. The results of this research indicate that the implementation of strategic leadership has a significant positive impact on the organization's success in achieving long-term goals. Leaders who apply a strategic approach, with a

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31

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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32

Narch, Hilda. "Crisis Management Communications System." Rhetoric and Communications, no. 58 (January 31, 2024): 96–109. http://dx.doi.org/10.55206/dmjz3080.

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Abstract: The article is devoted to the clarification of basic concepts related to crisis management, communications systems, leadership, strategic leadership and its relation to the internal and external factors of crisis management. The study highlights the concept of both strategic leadership and a strategic leader and their significant role in managing educational organizations, maintaining their balance, and evolving and improving their performance in the light of the globalization imposed. The aim is to present study highlights regarding topics that might deter the strategic leader’s wor

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33

Gaskell, Cathe. "Practical Leadership and Management in NursingPractical Leadership and Management in Nursing." Nursing Standard 25, no. 11 (2010): 31. http://dx.doi.org/10.7748/ns2010.11.25.11.31.b1137.

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34

Sarfraz, Haniya. "Differentiated time management skills between leadership styles: simplified with a cross-cultural approach." Development and Learning in Organizations: An International Journal 31, no. 6 (2017): 14–18. http://dx.doi.org/10.1108/dlo-02-2017-0009.

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Purpose A common conception is that transformational, transactional, and other types of leaders implement similar time management skills; however, this paper aims to state that this is not true to a very large extent. Design/methodology/approach The characteristics of transactional, transformational, and other leadership styles are defined, while the popular and latest time management principles are incorporated with this description. There are eight time management categories, and this paper connects the respective categories to nine leadership styles based on each style’s nature. Cross-cultu

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35

Kesti, Marko, Aino-Inkeri Ylitalo, and Hanna Vakkala. "Management Game." International Journal of Innovation in the Digital Economy 10, no. 3 (2019): 37–52. http://dx.doi.org/10.4018/ijide.2019070104.

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Анотація:

Digital disruption and continuous productivity improvement require more from people management, thus raising the bar for leadership competencies. International studies indicate that leadership competence gaps are large and traditional leadership training methods does not seem to solve this problem. This article's findings supports this situation. The authors will open the complexity behind organizational productivity development and present game theoretical architecture that simulates management behavior effects to human performance. New methods enable practice-based learning that enables form

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36

Leovigildo, Lito D. Mallillin PhD, Oliva C. Paraiso Lourdes, and Sy-Luna PhD Gina. "Educational Leadership Management and its Contribution to School Organization and Success." INTERNATIONAL JOURNAL OF MULTIDISCIPLINARY RESEARCH AND ANALYSIS 06, no. 02 (2023): 709–18. https://doi.org/10.5281/zenodo.7664394.

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The paper investigates the educational leadership management and its contribution to school organization and success as to respondents’ profile and leadership style. Descriptive correlation research design employs in the study to quantify and measure the profile of the respondents and contribution of educational leadership management and its success to school organization. Likewise, purposive sampling is utilized in the study. The study comprised fifty (50) respondents only. Results show that the contribution of educational leadership management and its success to school organization amo

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37

Kretschmar, Matthias. "Leadership Goes Beyond Management." Humanities and Social Sciences: Latvia 28, no. 1 (2020): 59–70. http://dx.doi.org/10.22364/hssl.28.1.04.

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38

Ponomaryov, Olexandr, Mykola Chebotarev, Alla Kharchenko, and Marina Grinchenko. "LEADERSHIP IN PROJECT MANAGEMENT." Theory and practice of social systems management, no. 2 (June 30, 2022): 113–22. http://dx.doi.org/10.20998/2078-7782.2022.2.09.

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The necessity of developed leadership qualities of managers and all specialists in project management as an important prerequisite for the effective use of this technology is substantiated. It is shown that the theory and practice of project management have developed a range of effective approaches to the organization of the project team and the successful implementation of complex and responsible sets of work. These complexes, usually aimed at obtaining fundamentally new and often unique results, are in their systemic integrity a project. The main requirements for it are a clear time frame fo

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39

Танака, Хироши. "Phronetic project management leadership." Управление проектами и программами 1 (2022): 26–36. http://dx.doi.org/10.36627/2075-1214-2022-1-1-26-36.

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40

Forray, Jeanie M. "Management and Leadership Development." Academy of Management Learning & Education 9, no. 1 (2010): 145–47. http://dx.doi.org/10.5465/amle.2010.48661198.

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41

Wilson, John. "'Management', 'leadership' and schools." Management in Education 12, no. 4 (1998): 19–20. http://dx.doi.org/10.1177/089202069801200406.

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42

Арсеньев, Юрий, Yuriy Arsen'ev, Т. Давыдова, et al. "LEADERSHIP IN QUALITY MANAGEMENT." Economy of the XXI century: innovations, investments, education 6, no. 1 (2019): 41–44. http://dx.doi.org/10.12737/article_5c4ff62c494ea6.49047992.

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43

Bush, Tony. "From Management to Leadership." Educational Management Administration & Leadership 36, no. 2 (2008): 271–88. http://dx.doi.org/10.1177/1741143207087777.

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44

Decman, John M., Kevin Badgett, Bianca Shaughnessy, Angela Randall, Lisa Nixon, and Brett Lemley. "Organizational leadership through management." Educational Management Administration & Leadership 46, no. 6 (2017): 997–1013. http://dx.doi.org/10.1177/1741143217714255.

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45

Oliver, D. "Leadership is not management." BMJ 338, may12 1 (2009): b1900. http://dx.doi.org/10.1136/bmj.b1900.

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46

Ferley, Margaret. "Nonprofit Management & Leadership." Serials Review 19, no. 2 (1993): 66–67. http://dx.doi.org/10.1080/00987913.1993.10764142.

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47

Carter, Tony. "Leadership and Management Performance." Journal of Hospital Marketing & Public Relations 19, no. 2 (2009): 142–47. http://dx.doi.org/10.1080/15390940903041591.

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48

Pushmin, Arsenii. "Situational Management and Leadership." Socio-Cultural Management Journal 7, no. 1 (2024): 162–67. http://dx.doi.org/10.31866/2709-846x.1.2024.304788.

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49

Kouravand, Neda. "Neuro Management and Leadership." International Journal of New Findings in Health and Educational Sciences (IJHES) 2, no. 2 (2024): 12–24. http://dx.doi.org/10.63053/ijhes.68.

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Анотація:

Objective: NeuroManagement integrates principles from neuroscience into the realm of management and leadership. It involves understanding how the human brain functions in decision-making, communication, motivation, and behavior within organizational contexts. This conceptual paper explores how Neuro-leadership will serve as a link between psychological theories and organizational neuroscience. Materials and Methods: This conceptual paper explores how Neuro-leadership will serve as a link between psychological theories and organizational neuroscience. the purpose of the study has been to review

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50

Syahlan, Fatra, A. Sobandi, and Budi Santoso. "Leadership Styles in Management." Eastasouth Management and Business 2, no. 03 (2024): 249–63. http://dx.doi.org/10.58812/esmb.v2i03.253.

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Анотація:

Leadership plays an increasingly critical role in organizational success, especially in today's rapidly evolving business landscape, where agility and adaptability are paramount. Various leadership styles have garnered considerable attention in management research, reflecting the quest to optimize organizational performance amidst dynamic challenges. Understanding these styles is not merely advantageous but urgent for leaders and management practitioners, as the choice of leadership approach significantly shapes organizational culture, influences employee performance, and ultimately determines

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