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leadership</title> <meta name="description" content="Search results for: distributed leadership"> <meta name="keywords" content="distributed leadership"> <meta name="viewport" content="width=device-width, initial-scale=1, minimum-scale=1, maximum-scale=1, user-scalable=no"> <meta charset="utf-8"> <link href="https://cdn.waset.org/favicon.ico" type="image/x-icon" rel="shortcut icon"> <link href="https://cdn.waset.org/static/plugins/bootstrap-4.2.1/css/bootstrap.min.css" rel="stylesheet"> <link href="https://cdn.waset.org/static/plugins/fontawesome/css/all.min.css" rel="stylesheet"> <link href="https://cdn.waset.org/static/css/site.css?v=150220211555" rel="stylesheet"> </head> <body> <header> <div class="container"> <nav class="navbar navbar-expand-lg navbar-light"> <a class="navbar-brand" href="https://waset.org"> <img src="https://cdn.waset.org/static/images/wasetc.png" alt="Open Science Research Excellence" title="Open Science Research Excellence" /> </a> <button class="d-block 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action="https://publications.waset.org/abstracts/search"> <div id="custom-search-input"> <div class="input-group"> <i class="fas fa-search"></i> <input type="text" class="search-query" name="q" placeholder="Author, Title, Abstract, Keywords" value="distributed leadership"> <input type="submit" class="btn_search" value="Search"> </div> </div> </form> </div> </div> <div class="row mt-3"> <div class="col-sm-3"> <div class="card"> <div class="card-body"><strong>Commenced</strong> in January 2007</div> </div> </div> <div class="col-sm-3"> <div class="card"> <div class="card-body"><strong>Frequency:</strong> Monthly</div> </div> </div> <div class="col-sm-3"> <div class="card"> <div class="card-body"><strong>Edition:</strong> International</div> </div> </div> <div class="col-sm-3"> <div class="card"> <div class="card-body"><strong>Paper Count:</strong> 2924</div> </div> </div> </div> <h1 class="mt-3 mb-3 text-center" style="font-size:1.6rem;">Search results for: distributed leadership</h1> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">2924</span> Exploratory Study of Contemporary Models of Leadership</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Gadah%20Alkeniah">Gadah Alkeniah</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Leadership is acknowledged internationally as fundamental to school efficiency and school enhancement nevertheless there are various understandings of what leadership is and how it is realised in practice. There are a number of educational leadership models that are considered important. However, the present study uses a systematic review method to examine and compare five models of the most well-known contemporary models of leadership as well as introduces the dimension of each model. Our results reveal that recently the distributed leadership has grown in popularity within the field of education. The study concludes by suggesting future directions in leadership development and education research. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=distributed%20leadership" title="distributed leadership">distributed leadership</a>, <a href="https://publications.waset.org/abstracts/search?q=instructional%20leadership" title=" instructional leadership"> instructional leadership</a>, <a href="https://publications.waset.org/abstracts/search?q=leadership%20models" title=" leadership models"> leadership models</a>, <a href="https://publications.waset.org/abstracts/search?q=moral%20leadership" title=" moral leadership"> moral leadership</a>, <a href="https://publications.waset.org/abstracts/search?q=strategic%20leadership" title=" strategic leadership"> strategic leadership</a>, <a href="https://publications.waset.org/abstracts/search?q=transformational%20leadership" title=" transformational leadership"> transformational leadership</a> </p> <a href="https://publications.waset.org/abstracts/96375/exploratory-study-of-contemporary-models-of-leadership" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/96375.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">203</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">2923</span> Distributed Leadership: An Alternative at Higher Education Institutions in Turkey </h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Sakine%20Sincer">Sakine Sincer</a> </p> <p class="card-text"><strong>Abstract:</strong></p> In today’s world, which takes further steps towards globalization each and every day, societies and cultures are re-shaped while the demands of the changing world are described once more. In this atmosphere, where the speed of change sometimes reaches a terrifying point, it is possible to state that effective leaders are needed more than ever in order to meet the above-stated needs and demands. The question of what effective leadership is keeping its importance on the agenda. Most of the answers to this question has mostly focused on the approach of distributed leadership recently. This study aims at analyzing the applicability of distributed leadership, which is accepted to be an example of effective leadership that can meet the needs of global world, which is changing more and more rapidly nowadays, at higher education institutions in Turkey. Within the framework of this study, first of all, the historical development of distributed leadership is addressed, and then a theoretical framework is drawn for this approach by means of underlying what distributed leadership is and is not. After that, different points of view about the approach are laid out within the borders of opinions expressed by Gronn and Spillane, who are accepted to be the most famous advocators of distributed leadership. Then, exemplar practices of distributed leadership are included in the study before drawing attention to the strengths and weaknesses of this approach. Lastly, the applicability of distributed leadership at higher education institutions in Turkey is analyzed. This study is carried out with the method of literature review by resorting to first- and second-hand sources on distributed leadership. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=globalization" title="globalization">globalization</a>, <a href="https://publications.waset.org/abstracts/search?q=school%20leadership" title=" school leadership"> school leadership</a>, <a href="https://publications.waset.org/abstracts/search?q=distributed%20leadership" title=" distributed leadership"> distributed leadership</a>, <a href="https://publications.waset.org/abstracts/search?q=higher%20education" title=" higher education"> higher education</a>, <a href="https://publications.waset.org/abstracts/search?q=management" title=" management"> management</a> </p> <a href="https://publications.waset.org/abstracts/32511/distributed-leadership-an-alternative-at-higher-education-institutions-in-turkey" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/32511.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">404</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">2922</span> Exploring Employee Experiences of Distributed Leadership in Consultancy SMEs</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Mohamed%20Haffar">Mohamed Haffar</a>, <a href="https://publications.waset.org/abstracts/search?q=Ramdane%20Djebarni"> Ramdane Djebarni</a>, <a href="https://publications.waset.org/abstracts/search?q=Russell%20Evans"> Russell Evans</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Despite a growth in literature on distributed leadership, the majority of studies are centred on large public organisations particularly within the health and education sectors. The purpose of this study is to fill the gap in the literature by exploring employee experiences of distributed leadership within two commercial consultancy SME businesses in the UK and USA. The aim of the study informed an exploratory method of research to gather qualitative data drawn from semi-structured interviews involving a sample of employees in each organisation. A series of broad, open questions were used to explore the employees’ experiences; evidence of distributed leadership; and extant barriers and practices in each organisation. Whilst some of our findings aligned with patterns and practices in the existing literature, it importantly discovered some emergent themes that have not previously been recognised in the previous studies. Our investigation identified that whilst distributed leadership was in evidence in both organisations, the interviewees’ experience reported that it was sporadic and inconsistent. Moreover, non-client focused projects were reported to be less important and distributed leadership was found to be inconsistent or non-existent. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=consultancy" title="consultancy">consultancy</a>, <a href="https://publications.waset.org/abstracts/search?q=distributed%20leadership" title=" distributed leadership"> distributed leadership</a>, <a href="https://publications.waset.org/abstracts/search?q=owner-manager" title=" owner-manager"> owner-manager</a>, <a href="https://publications.waset.org/abstracts/search?q=SME" title=" SME"> SME</a>, <a href="https://publications.waset.org/abstracts/search?q=entrepreneur" title=" entrepreneur"> entrepreneur</a> </p> <a href="https://publications.waset.org/abstracts/108021/exploring-employee-experiences-of-distributed-leadership-in-consultancy-smes" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/108021.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">123</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">2921</span> Distributed Leadership and Emergency Response: A Study on Seafarers</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Delna%20Shroff">Delna Shroff</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Merchant shipping is an occupation with a high rate of fatal injuries caused by organizational accidents and maritime disasters. In most accident investigations, the leader’s actions are under scrutiny and point out the necessity to investigate the leader’s decisions in critical conditions. While several leadership studies have been carried out in the past, there is a tendency for most research to focus on holders of formal positions. The unit of analysis in most studies has been the ‘individual.’ A need is, therefore, felt to adopt a practice-based perspective of leadership, understand how leadership emerges to affect maritime safety. This paper explores the phenomenon of distributed leadership among seafarers more holistically. It further examines the role of one form of distributed leadership, that is, planfully aligned leadership in the emergency response of the team. A mixed design will be applied. In the first phase, the data gathered by way of semi-structured interviews will be used to explore the seafarer’s implicit understanding of leadership. The data will be used to develop a conceptual framework of distributed leadership, specific to the maritime context. This framework will be used to develop a simulation. Experimental design will be used to examine the relationship between planfully aligned leadership and emergency response of the team members during navigation. Findings show that planfully aligned leadership significantly and positively predicts the emergency response of team members. Planfully aligned leadership leads to a better emergency response of the team members as compared to authoritarian leadership. In the third qualitative phase, additional data will be gathered through semi-structured interviews to further validate the findings to gain a more complete understanding of distributed leadership and its relation to emergency response. Above are the predictive results; the study expects to be a cornerstone of safety leadership research and has important implications for leadership development and training within the maritime industry. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=authoritarian%20leadership" title="authoritarian leadership">authoritarian leadership</a>, <a href="https://publications.waset.org/abstracts/search?q=distributed%20leadership" title=" distributed leadership"> distributed leadership</a>, <a href="https://publications.waset.org/abstracts/search?q=emergency%20response" title=" emergency response "> emergency response </a>, <a href="https://publications.waset.org/abstracts/search?q=planfully%20aligned%20leadership" title=" planfully aligned leadership"> planfully aligned leadership</a> </p> <a href="https://publications.waset.org/abstracts/125761/distributed-leadership-and-emergency-response-a-study-on-seafarers" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/125761.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">175</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">2920</span> The Effects of Three Leadership Styles on Individual Performance</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Leilei%20Liang">Leilei Liang</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Leadership is commonly classified as formal leadership and informal leadership, which ignores and neglects the effects of 3rd type leadership. The emergence of 3rd type of leadership is closely related to special relations. To figure out the mechanism and effects of 3rd type leadership as well as the impacts of formal leadership and informal leadership on employee performance, this study collects data from 350 participants through a survey and proposes three hypotheses respectively from the perspective of expectation theory. The analytical results provide strong evidence for two of the three hypotheses, which demonstrate the positive correlation between formal leadership and individual performance and the negative relationship between 3rd type leadership and individual performance. This study contributes to leadership literature by putting forward the concept of the 3rd type of leadership. In addition, the effects of formal leadership, informal leadership, and 3rd type leadership on individual performance are discussed respectively in this study. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=formal%20leadership" title="formal leadership">formal leadership</a>, <a href="https://publications.waset.org/abstracts/search?q=informal%20leadership" title=" informal leadership"> informal leadership</a>, <a href="https://publications.waset.org/abstracts/search?q=3rd%20leadership" title=" 3rd leadership"> 3rd leadership</a>, <a href="https://publications.waset.org/abstracts/search?q=individual%20performance" title=" individual performance"> individual performance</a>, <a href="https://publications.waset.org/abstracts/search?q=expectation%20theory" title=" expectation theory"> expectation theory</a> </p> <a href="https://publications.waset.org/abstracts/138223/the-effects-of-three-leadership-styles-on-individual-performance" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/138223.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">242</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">2919</span> A Literature Review of Servant Leadership and Criticism of Advanced Research</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=So-Jung%20Kim">So-Jung Kim</a>, <a href="https://publications.waset.org/abstracts/search?q=Kyoung-Seok%20Kim"> Kyoung-Seok Kim</a>, <a href="https://publications.waset.org/abstracts/search?q=Yeong-Gyeong%20Choi"> Yeong-Gyeong Choi</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Although there are many theories and discussion of leadership, the necessity of having a new leadership paradigm was emphasized. The existing leadership characteristic of instruction and control revealed its limitations. Market competition becomes fierce and economic recession never ends worldwide. Of the leadership theories, servant leadership was introduced recently and is in line with the environmental changes of the organization. Servant leadership is a combination of two words, 'servant' and 'leader' and can be defined as the role of the leader who focuses on doing voluntary work for others with altruistic ethics, makes members, customers, and local communities a priority, and makes a commitment to satisfying their needs. This leadership received attention as one field of leadership in the late 1990s and secured its legitimacy. This study discusses the existing research trends of leadership, the concept, behavior characteristics, and lower dimensions of servant leadership, compares servant leadership with the existing leadership researches and diagnoses if servant leadership is a useful concept for further leadership researches. Finally, this study criticizes the limitations in the existing researches on servant leadership. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=leadership%20philosophy" title="leadership philosophy">leadership philosophy</a>, <a href="https://publications.waset.org/abstracts/search?q=leadership%20theory" title=" leadership theory"> leadership theory</a>, <a href="https://publications.waset.org/abstracts/search?q=servant%20leadership" title=" servant leadership"> servant leadership</a>, <a href="https://publications.waset.org/abstracts/search?q=traditional%20leadership" title=" traditional leadership"> traditional leadership</a> </p> <a href="https://publications.waset.org/abstracts/7738/a-literature-review-of-servant-leadership-and-criticism-of-advanced-research" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/7738.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">363</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">2918</span> Leadership Process Model: A Way to Provide Guidance in Dealing with the Key Challenges Within the Organisation</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Rawaa%20El%20Ayoubi">Rawaa El Ayoubi</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Many researchers, academics and practitioners have developed leadership theories during the 20th century. This substantial effort has built more leadership theories, generating considerable organisational research on leadership models in contemporary literature. This paper explores the stages and drivers of leadership theory evolution based on the researcher’s personal conclusions and review of leadership theories. The purpose of this paper is to create a Leadership Process Model (LPM) that can provide guidance in dealing with the key challenges within the organisation. This integrative model of organisational leadership is based on inner meaning, leader values and vision. It further addresses the relationships between leadership theory, practice and development, exploring why challenges exist within the field of leadership theory and how these challenges can be mitigated. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=leadership%20challenges" title="leadership challenges">leadership challenges</a>, <a href="https://publications.waset.org/abstracts/search?q=leadership%20process%20model" title=" leadership process model"> leadership process model</a>, <a href="https://publications.waset.org/abstracts/search?q=leadership%20%7Ctheories" title=" leadership |theories"> leadership |theories</a>, <a href="https://publications.waset.org/abstracts/search?q=organisational%20leadership" title=" organisational leadership"> organisational leadership</a>, <a href="https://publications.waset.org/abstracts/search?q=paradigm%20development" title=" paradigm development"> paradigm development</a> </p> <a href="https://publications.waset.org/abstracts/169511/leadership-process-model-a-way-to-provide-guidance-in-dealing-with-the-key-challenges-within-the-organisation" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/169511.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">77</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">2917</span> Divine Leadership: Developing a Leadership Theory and Defining the Characteristics of This Leadership</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Parviz%20Abadi">Parviz Abadi</a> </p> <p class="card-text"><strong>Abstract:</strong></p> It has been well established that leadership is the key driver in the success of organizations. Therefore, understanding leadership and finding styles that deliver improvements in leadership enable leaders to enhance their skills, which will significantly contribute to having an improved performance of the organization. There has been ample research on various theories of leadership. Leadership is meaningless unless it has people who are the followers. Furthermore, while people constitute many nations, studies have demonstrated that the majority of the population of the world adheres to some type of religion. Therefore, the study of the leadership of founders of religions is of interest. In this context, the term ‘Divine Leadership’ is created. Subsequently, historical texts and literature were reviewed to ascertain if this leadership could be defined in an academic context. Furthermore, evaluation of any leadership is an essential process in assessing the value that it may bring to society or organizations. Therefore, it was necessary to define characteristics that could be assigned to such leadership. The research led to the development of a leadership theory, where, due to the scope, only five dimensions were assigned. The study has continued to develop a theoretical model in line with quantitative research on the effectiveness of this leadership in enhancing the performance of organizations. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=leadership%20theory" title="leadership theory">leadership theory</a>, <a href="https://publications.waset.org/abstracts/search?q=management" title=" management"> management</a>, <a href="https://publications.waset.org/abstracts/search?q=motivation" title=" motivation"> motivation</a>, <a href="https://publications.waset.org/abstracts/search?q=organizations" title=" organizations"> organizations</a> </p> <a href="https://publications.waset.org/abstracts/182134/divine-leadership-developing-a-leadership-theory-and-defining-the-characteristics-of-this-leadership" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/182134.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">60</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">2916</span> Unveiling the Mystery of Innovation in Higher Education Institutions</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Ana%20Martins">Ana Martins</a>, <a href="https://publications.waset.org/abstracts/search?q=Isabel%20Martins"> Isabel Martins</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The purpose of this research is to ascertain whether students at HEIs cultivate distributed leadership and higher-level skills to inspire knowledge creation. Critical reflection of extant literature illustrates the need for a culture of innovation in organizational sustainability. New age leadership behaviors harmonize innovation. The leadership self-efficacy construct supports organizational learning. This exploratory study applies the pragmatic paradigm methodology using the survey research method for primary data collection. A questionnaire was distributed to a sample of university students based in the Southern Anatolian region of Turkey, from both under and postgraduate Business degree programs. An analysis of the findings reveals a greater connection in influencing behavior relying more on the task-centered perspective rather than with the people perspective. These results reveal the need for HEIs to instill a humanistic perspective in curricula enabling graduates to be capable leaders with the awareness soft skills to energize creativity and innovation. A limitation of this research is that one university makes it difficult to generalize to a broader population. This study is of added value for scholars and organizations in the current knowledge and innovation economy. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=distributed%20leadership" title="distributed leadership">distributed leadership</a>, <a href="https://publications.waset.org/abstracts/search?q=exploration" title=" exploration"> exploration</a>, <a href="https://publications.waset.org/abstracts/search?q=higher%20education%20institutions" title=" higher education institutions"> higher education institutions</a>, <a href="https://publications.waset.org/abstracts/search?q=innovation" title=" innovation"> innovation</a>, <a href="https://publications.waset.org/abstracts/search?q=knowledge%20creation" title=" knowledge creation"> knowledge creation</a>, <a href="https://publications.waset.org/abstracts/search?q=learning" title=" learning"> learning</a>, <a href="https://publications.waset.org/abstracts/search?q=self-efficacy" title=" self-efficacy"> self-efficacy</a> </p> <a href="https://publications.waset.org/abstracts/95602/unveiling-the-mystery-of-innovation-in-higher-education-institutions" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/95602.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">195</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">2915</span> Exploring the State of Leadership Effectiveness of Tertiary Institutions in Nigeria</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Ojeka%20Alexandra">Ojeka Alexandra</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The study investigated the leadership effectiveness of leaders of tertiary institutions in Nigeria. The study sought to examine the leadership styles adopted, the leadership energy and effectiveness of the leaders of two tertiary institutions. The research was undertaken at two institutions, one Polytechnic and one University. The population of the study was the lecturers and the heads of departments of the two institutions. The leadership matrix and leadership effectiveness index questionnaires were employed to collect quantitative and qualitative data. The preferred and practiced styles were compared and contrasted to determine whether or not they were used to achieve goals and objectives of the lecturers and the organizations. The recommendations contribute towards the academic and professional development of the lecturers and their institutions. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=leadership" title="leadership">leadership</a>, <a href="https://publications.waset.org/abstracts/search?q=leadership%20effectiveness" title="leadership effectiveness">leadership effectiveness</a>, <a href="https://publications.waset.org/abstracts/search?q=leadership%20energy" title=" leadership energy"> leadership energy</a>, <a href="https://publications.waset.org/abstracts/search?q=tertiary%20institutions" title=" tertiary institutions"> tertiary institutions</a>, <a href="https://publications.waset.org/abstracts/search?q=and%20leadership%20styles" title=" and leadership styles"> and leadership styles</a> </p> <a href="https://publications.waset.org/abstracts/34338/exploring-the-state-of-leadership-effectiveness-of-tertiary-institutions-in-nigeria" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/34338.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">287</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">2914</span> Effects of Transformational Leadership and Political Competition on Corporate Performance of Nigeria National Petroleum Corporation</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Justine%20Ugochukwu%20Osuagwu">Justine Ugochukwu Osuagwu</a>, <a href="https://publications.waset.org/abstracts/search?q=Sazali%20Abd%20Wahab"> Sazali Abd Wahab</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The performance and operation of NNPC have faced series of attacks by all stakeholders as many have observed lots of inefficiency not only on the part of the management but the staff. This has raised questions of whether their operations and performance are being seriously affected by lack of transformational leadership, and the political competition prevalent in the country. The author has applied the administrative leadership theory and institutional theory as a guide to this study and empirically relates such theories to the study. The study also has utilized the quantitative approach where questionnaires were distributed to 370 participants, and the correctly filled and returned questionnaires were used for the analysis using structural equation modeling. The path coefficient of transformational leadership to performance is strong and positive with β = 0.672; t-value = 14.245; p-value = 0.000. Also, the result found that political competition does not mediate the relationship between transformational leadership and performance of NNPC. (β = -0.008; t-value = -0.600; p- value > 0.05). However, the indirect path is all insignificant, meaning that transformational leadership has relationship with corporate performance.The study found that,while political competition does not serve as a mediator in the relationship between transformational leadership and corporate performance, these styles of leadership have a direct and positive impact on corporate performance. The direct relationship between transformational leadership and political competition was not discovered, despite the fact that political competition has a direct and significant impact, both positive and negative, on corporate performance. As a result, both political competition and transformational leadership have the potential to significantly alter corporate performance. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=performance" title="performance">performance</a>, <a href="https://publications.waset.org/abstracts/search?q=transformational%20leadership" title=" transformational leadership"> transformational leadership</a>, <a href="https://publications.waset.org/abstracts/search?q=political%20competition" title=" political competition"> political competition</a>, <a href="https://publications.waset.org/abstracts/search?q=corporation%20performance" title=" corporation performance"> corporation performance</a>, <a href="https://publications.waset.org/abstracts/search?q=Nigeria%20national%20petroleum%20corporation" title=" Nigeria national petroleum corporation"> Nigeria national petroleum corporation</a> </p> <a href="https://publications.waset.org/abstracts/163061/effects-of-transformational-leadership-and-political-competition-on-corporate-performance-of-nigeria-national-petroleum-corporation" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/163061.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">116</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">2913</span> Managing and Leading through African Philosophies at Secondary Schools in South Africa: A Case Study of King Cetshwayo District</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Alan%20Bhekisisa%20Buthelezi">Alan Bhekisisa Buthelezi</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The aim of this paper is to explore African management and leadership philosophies at secondary schools in post-apartheid South Africa. The research was conducted in the King Cetshwayo district of KwaZulu-Natal province in South Africa. Apart from the literature on participative management, the paper reports on a research in which an empirical investigation based on a quantitative research paradigm was used to collect data from secondary school principals. The literature findings revealed that secondary school principals need to rethink their management and leadership philosophies in the twenty-first century. The findings of this research further reveal that ubuntu (humanness) and lekgotla (Sesotho term for “an African participatory approach to decision-making”) should be embedded in the art of school management and leadership in the South African context. The paper concludes with the submission that ongoing capacity-building workshops should be fast-tracked on matters pertaining to management and leadership. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=distributed%20leadership" title="distributed leadership">distributed leadership</a>, <a href="https://publications.waset.org/abstracts/search?q=team%20leadership" title=" team leadership"> team leadership</a>, <a href="https://publications.waset.org/abstracts/search?q=decentralization%20of%20power" title=" decentralization of power"> decentralization of power</a>, <a href="https://publications.waset.org/abstracts/search?q=transformational%20leadership" title=" transformational leadership"> transformational leadership</a> </p> <a href="https://publications.waset.org/abstracts/167458/managing-and-leading-through-african-philosophies-at-secondary-schools-in-south-africa-a-case-study-of-king-cetshwayo-district" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/167458.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">81</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">2912</span> Managing and Leading Through African Philosophies at Secondary Schools in South Africa: A Case Study of King Cetshwayo District</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Alan%20Bhekisisa%20Buthelezi">Alan Bhekisisa Buthelezi</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The aim of this paper is to explore African management and leadership philosophies at secondary schools in post-apartheid South Africa. The research was conducted in the King Cetshwayo district of KwaZulu-Natal province in South Africa. Apart from the literature on participative management, the paper reports on research in which an empirical investigation based on a quantitative research paradigm was used to collect data from secondary school principals. The literature findings revealed that secondary school principals need to rethink their management and leadership philosophies in the twenty-first century. The findings of this research further reveal that ubuntu (humanness) and lekgotla (Sesotho term for ‘an African participatory approach to decision-making’) should be embedded in the art of school management and leadership in the South African context. The paper concludes with the submission that ongoing capacity-building workshops should be fast-tracked on matters pertaining to management and leadership. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=transformational%20leadership" title="transformational leadership">transformational leadership</a>, <a href="https://publications.waset.org/abstracts/search?q=distributed%20leadership" title=" distributed leadership"> distributed leadership</a>, <a href="https://publications.waset.org/abstracts/search?q=team%20leadership" title=" team leadership"> team leadership</a>, <a href="https://publications.waset.org/abstracts/search?q=decentralisation%20of%20power" title=" decentralisation of power"> decentralisation of power</a> </p> <a href="https://publications.waset.org/abstracts/192687/managing-and-leading-through-african-philosophies-at-secondary-schools-in-south-africa-a-case-study-of-king-cetshwayo-district" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/192687.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">18</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">2911</span> Women Inclusiveness in Government Leaderships and Public Relations</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Larissa%20Kamdjong">Larissa Kamdjong</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The purpose of this research is to introduce inclusive leadership as a distinct theoretical framework to understand its meaning and functions in advancing gender equality and empowerment in public relations leadership. By proposing women inclusive leadership theoretical model, we explored the roles of inclusive leadership in fostering an organization’s diverse climate and facilitating its practice of participative leadership in empowering women in public relations to reach their full potential in leadership advancement. Moreover, our results confirmed both direct and indirect impacts inclusive leadership could have on women’s perceptions of continued career growth opportunities. Our findings provide theoretical implications and practical solutions to address women’s leadership challenges through an inclusive leadership lens. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=inclusiveness" title="inclusiveness">inclusiveness</a>, <a href="https://publications.waset.org/abstracts/search?q=empowerment" title=" empowerment"> empowerment</a>, <a href="https://publications.waset.org/abstracts/search?q=leadership" title=" leadership"> leadership</a>, <a href="https://publications.waset.org/abstracts/search?q=career%20opportunities" title=" career opportunities"> career opportunities</a> </p> <a href="https://publications.waset.org/abstracts/187041/women-inclusiveness-in-government-leaderships-and-public-relations" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/187041.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">46</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">2910</span> Leadership Styles in the Hotel Sector and Its Effect on Employees’ Creativity and Organizational Commitment</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Hatem%20Radwan%20Ibrahim%20Radwan">Hatem Radwan Ibrahim Radwan</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Leadership is crucial for hotel survival and success. It enables hotels to develop and compete effectively. This research intends to explore the implementation of six leadership styles by frontline hotel managers in four star hotels in Cairo and assess its impact on employees’ creativity and organizational commitment. The leadership patterns considered in this study includes: democratic, autocratic, laissez-faire, transformational, transactional, and ethical leaderships. Questionnaire was used as a research method to gather data. A structured survey was established and distributed on employees in Cairo’s four star hotels. A total of 284 questionnaire forms were returned and usable for statistical analysis. The results of this study identified that transactional and autocratic leadership were the prevalent styles used in four star hotels in Cairo. Two leadership styles proved to have significant high correlation and impact on employees’ creativity and organizational commitment including: transformational and democratic leadership. Besides, laissez-faire leadership was found had a smaller effect on employees’ creativity and ethical leadership had a lesser influence on employees’ commitment. The autocratic leadership had strong negative correlation and significant impact on both dependent variables. This research concludes that frontline hotel managers should adopt transformational and/or democratic leadership style in managing their subordinates. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=creativity" title="creativity">creativity</a>, <a href="https://publications.waset.org/abstracts/search?q=hotels" title=" hotels"> hotels</a>, <a href="https://publications.waset.org/abstracts/search?q=leadership%20styles" title=" leadership styles"> leadership styles</a>, <a href="https://publications.waset.org/abstracts/search?q=organizational%20commitment" title=" organizational commitment"> organizational commitment</a> </p> <a href="https://publications.waset.org/abstracts/124236/leadership-styles-in-the-hotel-sector-and-its-effect-on-employees-creativity-and-organizational-commitment" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/124236.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">145</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">2909</span> Examining the Relationship between Preferred Leadership Style and Motivation of Female Volleyball Players in Ethiopian Primer League Clubs</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Meseret%20Mulugeta">Meseret Mulugeta</a>, <a href="https://publications.waset.org/abstracts/search?q=Alemmebrat%20Kiflu"> Alemmebrat Kiflu</a>, <a href="https://publications.waset.org/abstracts/search?q=Belaynehchikle"> Belaynehchikle</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The purpose of the present study was to examine the preferred leadership style and motivation of premier league volleyball players. The sample encompassed 46 female premier league volleyball players whose ages ranged between 15 and 35 years. The data were collected using standardized questionnaires. The questionnaires were distributed to 46 female players from five volleyball clubs in the Premier League. To evaluate the motivational level of the players, the Sports Motivation Scale (SMS-6) was used. The leadership scale for sport was used to evaluate leadership. Descriptive statistics and the person correlation coefficient (P <0.05) were used to validate the relationship between leadership style and motivation. The result showed that there is a meaningful and significant relationship between leadership style and motivation. Concerning preferred coaching styles, the most preferred style was training and instruction, with a mean score of 4.10, and the least preferred style was autocratic, with a mean score of 3.37. The result of the Pearson correlation coefficient showed that the correlation between motivation types and leadership styles showed that motivation was significantly and positively correlated with all independent variables except autocratic leadership style, which is negatively correlated with motivation. This study’s nobility is to provide evidence for the most effective coaching to practice the training and instruction behaviour and social support behaviour leadership styles and refrain from using the autocratic leadership style. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=autocratic" title="autocratic">autocratic</a>, <a href="https://publications.waset.org/abstracts/search?q=training%20and%20instruction" title=" training and instruction"> training and instruction</a>, <a href="https://publications.waset.org/abstracts/search?q=motivation" title=" motivation"> motivation</a>, <a href="https://publications.waset.org/abstracts/search?q=leadership%20style" title=" leadership style"> leadership style</a> </p> <a href="https://publications.waset.org/abstracts/176454/examining-the-relationship-between-preferred-leadership-style-and-motivation-of-female-volleyball-players-in-ethiopian-primer-league-clubs" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/176454.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">83</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">2908</span> The Effect of Leadership Style on Employee Engagement in Ethiopian Airlines</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Mahlet%20Nigussie%20Worku">Mahlet Nigussie Worku</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The main purpose of this study was to examine the effects of different leadership styles on employee engagement in Ethiopian Airlines headquarters located in Addis Ababa. Specific objectives of the study were stated to examine the effects of five leadership styles, namely transformational, transactional, democratic, lassies fair and autocratic leadership styles on employees’ engagement. The study was conducted on 288 sample sizes, and a simple random sampling technique was employed. The quantitative findings were presented and analyzed by table, ANOVA, bivariate correlation and regression model through SPSS software version 23. Out of 288 total distributed questionnaires, 280 were returned, and 8 of the returned were rejected due to missing data, while the remaining 280 responses were used for data analysis. Data was analyzed using the Statistical Package for Social Sciences (SPSS). The study employed both descriptive and explanatory research design. Correlation and regression were used to analyze the relationship and its effect between leadership Style and employee engagement. The regression results showed that transformational, transactional and democratic leadership Styles have significant contributions to employee engagement. Similarly, the transformational, transactional land democratic leadership style had a positive and strong correlation with employee engagement. However, lassies-fair and autocratic leadership styles showed a negative and insignificant effect on employee engagement. Finally, based on the findings, workable recommendations and implications for further studies were forwarded. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=leadership" title="leadership">leadership</a>, <a href="https://publications.waset.org/abstracts/search?q=autocratic%20leadership%20style" title=" autocratic leadership style"> autocratic leadership style</a>, <a href="https://publications.waset.org/abstracts/search?q=democratic%20leadership%20style" title=" democratic leadership style"> democratic leadership style</a>, <a href="https://publications.waset.org/abstracts/search?q=employee%20engagement" title=" employee engagement"> employee engagement</a> </p> <a href="https://publications.waset.org/abstracts/178821/the-effect-of-leadership-style-on-employee-engagement-in-ethiopian-airlines" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/178821.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">97</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">2907</span> The Effect Of Leadership Style On Employee Engagment In Ethiopian Airlines</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Mahlet%20Nigussie%20Worku">Mahlet Nigussie Worku</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The main purpose of this study was to examine the effects of different leadership styles on employee engagement in Ethiopian Airlines head quarter located in Addis Ababa. Specific objectives of the study were stated to examine the effects of five leadership styles namely transformational, transactional, democratic, lassies fair and autocratic leadership styles on employees’ engagement. The study was conducted on 288 sample size and a simple random sampling technique was employed. The quantitative findings were presented and analyzed by table, ANOVA, bivariate correlation and regression model through SPSS software version 23. Out of 288 total distributed questionnaires 280 were returned and 8 of the returned were rejected due to missing data while the remaining 280 responses were used for data analysis. Data was analyzed using the Statistical Package for Social Sciences (SPSS). The study employed both descriptive and explanatory research design. Correlation and regression were used to analyze the relationship and its effect between leadership Style and employee’s engagement. The regression results showed that transformational, transactional and democratic leadership Styles have significant contribution for employee’s engagement. Similarly transformational, transactional land democratic leadership style had a positive and strong correlation with employee’s engagement. However lassies-fair and autocratic leadership style showed negative and insignificant effect on employee engagement. Finally, based on the findings, workable recommendations and implications for further studies were forwarded <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=leadership" title="leadership">leadership</a>, <a href="https://publications.waset.org/abstracts/search?q=leadership%20style" title=" leadership style"> leadership style</a>, <a href="https://publications.waset.org/abstracts/search?q=employee%20engagement" title=" employee engagement"> employee engagement</a>, <a href="https://publications.waset.org/abstracts/search?q=autocratic%20leadership%20styles" title=" autocratic leadership styles"> autocratic leadership styles</a> </p> <a href="https://publications.waset.org/abstracts/179013/the-effect-of-leadership-style-on-employee-engagment-in-ethiopian-airlines" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/179013.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">72</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">2906</span> Quantitative Assessment of the Motivating Impact of Divine Leadership on Followers</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Parviz%20Abadi">Parviz Abadi</a> </p> <p class="card-text"><strong>Abstract:</strong></p> There is evidence that leadership has been the subject of research since the 18th Century, with Thomas Carlyle’s proposal of the Great Man theory. Since that time there has been ample research on various theories and styles of leadership while the definition of leadership is still undergoing development. In this context, ‘Divine Leadership’ has been defined. Another aspect of organizational success has been deemed to be follower motivation. Consequently, the research's objective was to assess this leadership's impact by evaluating the relationship with follower motivation. This entailed proposing a theoretical model to depict several hypotheses. Subsequently, the research performed a quantitative study of the relationship of Divine Leadership with Follower Motivation. The findings yielded a conclusion indicating a high reliability of 95% for the data collected through the field survey. Moreover, Divine Leadership exhibited a statistically significant positive association with Follower Motivation. Furthermore, it was illustrated that Religiosity moderates the relationship between Divine Leadership and Motivation. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=leadership" title="leadership">leadership</a>, <a href="https://publications.waset.org/abstracts/search?q=management" title=" management"> management</a>, <a href="https://publications.waset.org/abstracts/search?q=motivation" title=" motivation"> motivation</a>, <a href="https://publications.waset.org/abstracts/search?q=religiosity" title=" religiosity"> religiosity</a>, <a href="https://publications.waset.org/abstracts/search?q=followers" title=" followers"> followers</a> </p> <a href="https://publications.waset.org/abstracts/187945/quantitative-assessment-of-the-motivating-impact-of-divine-leadership-on-followers" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/187945.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">40</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">2905</span> The Effect of Leadership Styles on Continuous Improvement Teams</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Paul%20W.%20Murray">Paul W. Murray</a> </p> <p class="card-text"><strong>Abstract:</strong></p> This research explores the relationship between leadership style and continuous improvement (CI) teams. CI teams have several features that are not always found in other types of teams, including multi-functional members, short time period for performance, positive and actionable results, and exposure to senior leadership. There is not only one best style of leadership for these teams. Instead, it is important to select the best leadership style for the situation. The leader must have the flexibility to change styles and the skill to use the chosen style effectively in order to ensure the team’s success. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=leadership%20style" title="leadership style">leadership style</a>, <a href="https://publications.waset.org/abstracts/search?q=lean%20manufacturing" title=" lean manufacturing"> lean manufacturing</a>, <a href="https://publications.waset.org/abstracts/search?q=teams" title=" teams"> teams</a>, <a href="https://publications.waset.org/abstracts/search?q=cross-functional" title=" cross-functional"> cross-functional</a> </p> <a href="https://publications.waset.org/abstracts/2431/the-effect-of-leadership-styles-on-continuous-improvement-teams" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/2431.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">371</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">2904</span> Development of Scale in Evaluation of Effectiveness of Motivation of Divine Leadership</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Parviz%20Abadi">Parviz Abadi</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Leadership is a key driver in organizational achievement. The research presented herein intends on providing the tools for assessing Divine Leadership, which imperative in quantitative evaluations of a leadership. The effectiveness of this leadership has never been examined. There are various tests that can be applied to this leadership, such as evaluation of it against follower motivation, or the impact it has on organizational success, etc. One of the common means of evaluation of a phenomenon is to conduct a quantitative study on the hypothesis related to the subject. The dimensions enacted in this leadership consisted of Humility, Integrity, Empowerment, Altruism, and Visionary. However, these elements of the construct of leadership are latent subjects and cannot easily be assessed. Therefore, it is necessary to develop tangible items that can relate to the construct. The study presented herein was conducted to develop the scales that were tangible and could have been applied in a quantitative study to assess this leadership. The study led to generating a detailed questionnaire, which consisted of 40 questions, that could be presented to participants in the survey. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=leadership" title="leadership">leadership</a>, <a href="https://publications.waset.org/abstracts/search?q=management" title=" management"> management</a>, <a href="https://publications.waset.org/abstracts/search?q=scale%20development" title=" scale development"> scale development</a>, <a href="https://publications.waset.org/abstracts/search?q=organizations" title=" organizations"> organizations</a> </p> <a href="https://publications.waset.org/abstracts/182770/development-of-scale-in-evaluation-of-effectiveness-of-motivation-of-divine-leadership" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/182770.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">53</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">2903</span> A Fuzzy-Logic Approach to Rule-Based Systems for Leadership Style Selection</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Kim%20Michelle%20Siegling">Kim Michelle Siegling</a>, <a href="https://publications.waset.org/abstracts/search?q=Thomas%20Spengler"> Thomas Spengler</a>, <a href="https://publications.waset.org/abstracts/search?q=Sebastian%20Herzog"> Sebastian Herzog</a> </p> <p class="card-text"><strong>Abstract:</strong></p> In personnel economics, the choice of a leadership style is about the question of how a supervisor should lead his or her employees in such a way that operational goals are achieved. In this paper, it is assumed that such leadership decisions are made according to the situation. Thus, the optimal or at least a permissible leadership style has to be selected from a set of several possible leadership styles. For this choice, a wide range of models has been developed in the scientific literature, from which the so-called normative decision model will be picked out and focused on. While the original model is based on univocal rules, this paper develops a fuzzy rule system. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=leadership" title="leadership">leadership</a>, <a href="https://publications.waset.org/abstracts/search?q=leadership%20styles" title=" leadership styles"> leadership styles</a>, <a href="https://publications.waset.org/abstracts/search?q=rule%20based%20systems" title=" rule based systems"> rule based systems</a>, <a href="https://publications.waset.org/abstracts/search?q=fuzzy%20logic" title=" fuzzy logic"> fuzzy logic</a> </p> <a href="https://publications.waset.org/abstracts/186818/a-fuzzy-logic-approach-to-rule-based-systems-for-leadership-style-selection" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/186818.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">41</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">2902</span> The Capability of Organizational Leadership: Development of Conceptual Framework</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Kurmet%20Kivip%C3%B5ld">Kurmet Kivipõld</a>, <a href="https://publications.waset.org/abstracts/search?q=Maaja%20Vadi"> Maaja Vadi</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Current paper develops the conceptual framework for organizational leadership capability. Organizational leadership here is understood as collective multi-level phenomenon which has been embedded into organizational processes as a capability at the level of the entire organization. The paper analyses and systematises the theo¬retical approaches to multi-level leadership in existing literature. This analysis marks the foundation of collective leadership at the organizational level, which forms the basis for the development of the conceptual framework of organi¬zational leadership capability. The developed conceptual framework of organiza¬tional leadership capability is formed from the synthesis of the three groups of base theories – traditional leadership theories, the resource-based view from strategic management and complexity theory from system theories. These conceptual sources present the main characteristics that determine the nature of organizational leadership capability and are the basis for its mea¬surement. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=leadership" title="leadership">leadership</a>, <a href="https://publications.waset.org/abstracts/search?q=organizational%20capability" title=" organizational capability"> organizational capability</a>, <a href="https://publications.waset.org/abstracts/search?q=organizational%20leadership" title=" organizational leadership"> organizational leadership</a>, <a href="https://publications.waset.org/abstracts/search?q=resource-based%20view" title=" resource-based view"> resource-based view</a>, <a href="https://publications.waset.org/abstracts/search?q=system%20theory" title=" system theory"> system theory</a> </p> <a href="https://publications.waset.org/abstracts/77838/the-capability-of-organizational-leadership-development-of-conceptual-framework" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/77838.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">350</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">2901</span> Modern Problems: Solutions from the Prophetic Leadership Strategy</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Sajjad%20Azeez">Sajjad Azeez</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The Leadership of prophet(PBUH) indicates the basic norms of leadership to the society to be lead in the best possible manner. The prophet (PBUH) manifests the world with Justice, equality, humanity, and respect. Because of his leadership strategy, the companions who had to be depicted in the history as uncivilised and ignorant people became someone who caught the eyes of the world. Therefore, it is need of the today to understand the strategy of prophetic leadership in order to construct a good and generous society. However, this paper discusses some of the modern problems which can be solved through implementing the prophetic leadership strategy. References for preparing this paper are taken mainly from the traditions of the prophet (PBUH) <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=prophet%20Muhammad%20PBUH" title="prophet Muhammad PBUH">prophet Muhammad PBUH</a>, <a href="https://publications.waset.org/abstracts/search?q=leadership%20strategy" title=" leadership strategy"> leadership strategy</a>, <a href="https://publications.waset.org/abstracts/search?q=modern%20problems" title=" modern problems"> modern problems</a>, <a href="https://publications.waset.org/abstracts/search?q=solutions" title=" solutions"> solutions</a> </p> <a href="https://publications.waset.org/abstracts/159705/modern-problems-solutions-from-the-prophetic-leadership-strategy" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/159705.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">161</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">2900</span> Effect of Leadership Style on Organizational Performance</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Khadija%20Mushtaq">Khadija Mushtaq</a>, <a href="https://publications.waset.org/abstracts/search?q=Mian%20Saqib%20Mehmood"> Mian Saqib Mehmood</a> </p> <p class="card-text"><strong>Abstract:</strong></p> This paper attempts to determine the impact of leadership style and learning orientation on organizational performance in Pakistan. A sample of 158 middle managers selected from sports and surgical factories from Sialkot. The empirical estimation is based on a multiple linear regression analysis of the relationship between leadership style, learning orientation and organizational performance. Leadership style is measure through transformational leadership and transactional leadership. The transformational leadership has insignificant impact on organizational performance. The transactional leadership has positive and significant relation with organizational performance. Learning orientation also has positive and significant relation with organizational performance. Linear regression used to estimate the relation between dependent and independent variables. This study suggests top manger should prefer continuous process for improvement for any change in system rather radical change. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=transformational%20leadership" title="transformational leadership">transformational leadership</a>, <a href="https://publications.waset.org/abstracts/search?q=transactional%20leadership" title=" transactional leadership"> transactional leadership</a>, <a href="https://publications.waset.org/abstracts/search?q=learning%20orientation" title=" learning orientation"> learning orientation</a>, <a href="https://publications.waset.org/abstracts/search?q=organizational%20performance" title=" organizational performance"> organizational performance</a>, <a href="https://publications.waset.org/abstracts/search?q=Pakistan" title=" Pakistan"> Pakistan</a> </p> <a href="https://publications.waset.org/abstracts/33257/effect-of-leadership-style-on-organizational-performance" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/33257.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">404</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">2899</span> Leadership Dynamics and Teacher Engagement in Greek Education</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Vasileios%20Floros">Vasileios Floros</a> </p> <p class="card-text"><strong>Abstract:</strong></p> This article delves into the intricate interplay between leadership styles and teacher satisfaction within the Greek educational framework, underscoring the pivotal role of school leadership in shaping educational success and fostering a conducive school culture. Through a comprehensive analysis, the study explores various leadership theories, the psychological contract between teachers and leaders, and the impact of leadership on teacher job satisfaction and group dynamics within educational institutions. It highlights how leadership efficacy can significantly influence the organizational climate, teacher motivation, and, ultimately, educational outcomes. The findings suggest that effective leadership, characterized by a deep understanding of teacher psychology, thoughtful engagement with the school culture, and strategic application of leadership styles, can lead to heightened teacher satisfaction and enhanced educational performance. This research offers valuable insights for educational policymakers, school leaders, and the broader academic community interested in optimizing leadership practices to foster an enriching educational environment in Greece. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=educational%20leadership" title="educational leadership">educational leadership</a>, <a href="https://publications.waset.org/abstracts/search?q=teacher%20satisfaction" title=" teacher satisfaction"> teacher satisfaction</a>, <a href="https://publications.waset.org/abstracts/search?q=school%20culture" title=" school culture"> school culture</a>, <a href="https://publications.waset.org/abstracts/search?q=leadership%20styles" title=" leadership styles"> leadership styles</a>, <a href="https://publications.waset.org/abstracts/search?q=Greek%20education" title=" Greek education"> Greek education</a> </p> <a href="https://publications.waset.org/abstracts/185782/leadership-dynamics-and-teacher-engagement-in-greek-education" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/185782.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">50</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">2898</span> The Social Change Leadership Model for Administrators and Teachers Development in Northeast Thailand</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=D.%20Thawinkarn">D. Thawinkarn</a>, <a href="https://publications.waset.org/abstracts/search?q=S.%20Wongbutlee"> S. Wongbutlee</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The Social Change Leadership model is strongly aligned with administration’s mission. This research aims to examine the elements of social change leadership, build and develop leadership for social change, and evaluate effectiveness of leadership development model for social change. The research operation has 3 phases: model studies by in-depth interviews and survey research; drafting and creating model which verified by the experts; and trial of model in schools. The results showed that administrators and teachers have the elements of leadership for social change in moderate level. These elements are ranged descending from consciousness of self, common purpose, congruence, collaboration, commitment, citizenship, and controversy with civility. Model of leadership for social change is included the principles, objectives, content, process. Workshop process: Results show that the model of leadership development for social change in administrators and teachers leads to higher score in leadership evaluation prior to administering the operation. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=leadership" title="leadership">leadership</a>, <a href="https://publications.waset.org/abstracts/search?q=social%20change%20model" title=" social change model"> social change model</a>, <a href="https://publications.waset.org/abstracts/search?q=organization" title=" organization"> organization</a>, <a href="https://publications.waset.org/abstracts/search?q=administrators" title=" administrators"> administrators</a> </p> <a href="https://publications.waset.org/abstracts/11807/the-social-change-leadership-model-for-administrators-and-teachers-development-in-northeast-thailand" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/11807.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">418</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">2897</span> A Study of Small Business Failure: Impact of Leadership and the Leadership Process</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Theresa%20Robinson%20Harris">Theresa Robinson Harris</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Small businesses are important to the United States economy, yet the majority struggle to remain relevant and close before their fifth year. This qualitative study explored small business failure by comparing the experiences of small-business owners to understand their involvement with leadership during the early stages of the business, and the impact of this on the firms’ ability to survive. Participants’ experiences from two groups were compared to glean an understanding of the leadership process, how leadership differs between the groups, and to see what themes or constructs emerged that could help to explain the high failure rate. Leadership was perceived to be important when envisioning a path for the future and when providing a platform for employees to succeed. Those who embraced leadership as a skillset were more likely to get through the challenges of the early developmental years while those ignoring the importance of leadership were more likely to close prematurely. These findings suggest a disconnect with regards to the understanding, role, and benefits of leadership in small organizations, particularly young organizations in the early stages of development. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=leadership" title="leadership">leadership</a>, <a href="https://publications.waset.org/abstracts/search?q=small%20business" title=" small business"> small business</a>, <a href="https://publications.waset.org/abstracts/search?q=entrepreneurship" title=" entrepreneurship"> entrepreneurship</a>, <a href="https://publications.waset.org/abstracts/search?q=success" title=" success"> success</a>, <a href="https://publications.waset.org/abstracts/search?q=failure" title=" failure"> failure</a> </p> <a href="https://publications.waset.org/abstracts/83853/a-study-of-small-business-failure-impact-of-leadership-and-the-leadership-process" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/83853.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">251</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">2896</span> The Effect of Culture and Managerial Practices on Organizational Leadership Towards Performance</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Anyia%20Nduka">Anyia Nduka</a>, <a href="https://publications.waset.org/abstracts/search?q=Aslan%20Bin%20Amad%20Senin"> Aslan Bin Amad Senin</a>, <a href="https://publications.waset.org/abstracts/search?q=Ayu%20Azrin%20Bte%20Abdul%20Aziz"> Ayu Azrin Bte Abdul Aziz</a> </p> <p class="card-text"><strong>Abstract:</strong></p> A management practice characterised by a value chain as its relatively flexible culture is replacing the old bureaucratic model of organisational practice that was built on dominance. Using a management practice fruition paradigm, the study delves into the implications of organisational culture and leadership. Developing a theory of leadership called the “cultural model” of organisational leadership by explaining how the shift from bureaucracy to management practises altered the roles and interactions of leaders. This model is well-grounded in leadership theory, considering the concept's adaptability to different leadership ideologies. In organisations where operational procedures and borders are not clearly defined, hierarchies are flattened, and work collaborations are sometimes based on contracts rather than employment. This cultural model of organizational leadership is intended to be a useful tool for predicting how effectively a leader will perform. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=leadership" title="leadership">leadership</a>, <a href="https://publications.waset.org/abstracts/search?q=organizational%20culture" title=" organizational culture"> organizational culture</a>, <a href="https://publications.waset.org/abstracts/search?q=management%20practices" title=" management practices"> management practices</a>, <a href="https://publications.waset.org/abstracts/search?q=efficiency" title=" efficiency"> efficiency</a> </p> <a href="https://publications.waset.org/abstracts/177762/the-effect-of-culture-and-managerial-practices-on-organizational-leadership-towards-performance" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/177762.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">84</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">2895</span> Perceived Role of Business School in Developing Leadership in Students</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Ranala%20Nirmala">Ranala Nirmala</a>, <a href="https://publications.waset.org/abstracts/search?q=Rajanala%20Krishna%20Gopal"> Rajanala Krishna Gopal</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Business schools train management graduates to join the industry in managerial positions. Most of the managerial positions require leadership competency and while some of the business schools have leadership development as a course, many assume leadership development among students through their curriculum. While literature supports the need for leadership development among students, there are few studies which explored the role of department and leadership skills in business management students. This paper is based on an empirical study of students of a university based business school and explored the relationship between the perceived role of department, including the faculty, infrastructure, etc on the leadership skills and potential of the students. Students have been administered an instrument that captured different leadership aspects of the students and the data was reduced into fourteen dimensions including leadership skills perceived by student, role of department in developing leadership skills, leadership potential of students, etc. Anova and regression analysis are the primary statistical tools were used (using SPSS 17.0) and the results revealed that there is a significant relationship between the student perceptions of their leadership potential and the role of department, the faculty, the curriculum, etc. This study supports introducing focused courses in management curriculum to promote leadership among students. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=students" title="students">students</a>, <a href="https://publications.waset.org/abstracts/search?q=management%20education" title=" management education"> management education</a>, <a href="https://publications.waset.org/abstracts/search?q=leadership" title=" leadership"> leadership</a>, <a href="https://publications.waset.org/abstracts/search?q=role%20of%20institution" title=" role of institution"> role of institution</a> </p> <a href="https://publications.waset.org/abstracts/27011/perceived-role-of-business-school-in-developing-leadership-in-students" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/27011.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">487</span> </span> </div> </div> <ul class="pagination"> <li class="page-item disabled"><span class="page-link">&lsaquo;</span></li> <li class="page-item active"><span class="page-link">1</span></li> <li class="page-item"><a class="page-link" href="https://publications.waset.org/abstracts/search?q=distributed%20leadership&page=2">2</a></li> <li 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