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leaders</title> <meta name="description" content="Search results for: female leaders"> <meta name="keywords" content="female leaders"> <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 d-lg-none navbar-toggler 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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="female leaders"> <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> 3408</div> </div> </div> </div> <h1 class="mt-3 mb-3 text-center" style="font-size:1.6rem;">Search results for: female leaders</h1> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">3408</span> Cultural Differences in Gender Stereotyping of Leaders</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Maria%20Clapham">Maria Clapham</a>, <a href="https://publications.waset.org/abstracts/search?q=Krysta%20Thomason"> Krysta Thomason</a> </p> <p class="card-text"><strong>Abstract:</strong></p> This study examined how age and gender of a leader affect characterizations of leaders across cultures. Participants from around the world were randomly assigned to rate one of the following types of leaders: successful leader, female leader over age 50, female leader under age 40, male leader over age 50, or male leader under age 40. Ratings of these leaders on communal, agentic, task-oriented, relationship-oriented, and transformational leadership characteristics were compared across four world regions: Asia, Europe, Latin America, and USA/Canada. Results suggest some similarities and differences in characterizations of leaders across cultures. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=culture" title="culture">culture</a>, <a href="https://publications.waset.org/abstracts/search?q=gender" title=" gender"> gender</a>, <a href="https://publications.waset.org/abstracts/search?q=leadership" title=" leadership"> leadership</a>, <a href="https://publications.waset.org/abstracts/search?q=stereotyping" title=" stereotyping"> stereotyping</a> </p> <a href="https://publications.waset.org/abstracts/59041/cultural-differences-in-gender-stereotyping-of-leaders" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/59041.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">259</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">3407</span> Intuition in Negotiation within Ghanaian Social Contexts: Exploring Female Leadership Strategies for Conflict Transformation</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Nadia%20Naadu%20Nartey">Nadia Naadu Nartey</a>, <a href="https://publications.waset.org/abstracts/search?q=Esther%20A.O.G.%20Tetteh"> Esther A.O.G. Tetteh</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Male negotiator representations and the appreciation of masculine traits in negotiation contexts dominate negotiation research in the field of conflict management and resolution. This study switched focus to pay attention to rarely examined gendered criteria and social contexts in negotiation research by investigating how intuition has been used in negotiations by female leaders toward conflict transformation in Ghanaian social contexts. Using the theoretical lenses of Klein’s Recognition-Primed Decisions (RPD) and Unconscious Information Processing (UIP) models, this study employs narrative inquiry in qualitative research. Semi-structured interviews of five (5) female leaders of Ghanaian social contexts in the United States (US) revealed that the use of intuition is necessary for effective negotiation outcomes due to its primal focus on relationship-building toward transforming conflicts. The knowledge added to the body of research by this study is summed up in the study’s conceptual framework. Female leaders, in negotiation situations where there are conflicting parties, prioritize the greater need for stronger relationships and win-win outcomes. The participant female leaders in negotiation contexts utilize their intuition as a bonding mechanism by effectively timing their actions, using an appropriate communication tone, emphasizing relationship building, and drawing from experience to make sound situational judgments (as in assessing a situation in the RPD model). Female leaders’ use of intuition in negotiations then translates to creating a force that bridges the gap between the conflicting parties. That force is noticed as conflict transformation that manifests as a reduction in anger and a promotion of trust and mutual understanding toward strengthening relationships. Future studies can expand the scope of the findings of this research by conducting a comparative analysis between male and female leaders on their use of intuition in negotiations in Ghanaian contexts. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=intuition" title="intuition">intuition</a>, <a href="https://publications.waset.org/abstracts/search?q=negotiation" title=" negotiation"> negotiation</a>, <a href="https://publications.waset.org/abstracts/search?q=conflict%20transformation" title=" conflict transformation"> conflict transformation</a>, <a href="https://publications.waset.org/abstracts/search?q=female%20leaders" title=" female leaders"> female leaders</a>, <a href="https://publications.waset.org/abstracts/search?q=ghanaian%20social%20contexts" title=" ghanaian social contexts"> ghanaian social contexts</a> </p> <a href="https://publications.waset.org/abstracts/193176/intuition-in-negotiation-within-ghanaian-social-contexts-exploring-female-leadership-strategies-for-conflict-transformation" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/193176.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">12</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">3406</span> Leadership and Whether It Stems from Innate Abilities or from Situation</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Salwa%20Abdelbaki">Salwa Abdelbaki</a> </p> <p class="card-text"><strong>Abstract:</strong></p> This research investigated how leaders develop, asking whether they have been leaders due to their innate abilities or they gain leadership characteristics through interactions based on requirements of a situation. If the first is true, then a leader should be successful in any situation. Otherwise, a leader may succeed only in a specific situation. A series of experiments were carried out on three groups including of males and females. First; a group of 148 students with different specializations had to select a leader. Another group of 51 students had to recall their previous experiences and their knowledge of each other to identify who were leaders in different situations. Then a series of analytic tools were applied to the identified leaders and to the whole groups to find out how leaders were developed. A group of 40 young children was also experimented with to find young leaders among them and to analyze their characteristics. <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=innate%20characteristics" title=" innate characteristics"> innate characteristics</a>, <a href="https://publications.waset.org/abstracts/search?q=situation" title=" situation"> situation</a>, <a href="https://publications.waset.org/abstracts/search?q=leadership%20theories" title=" leadership theories"> leadership theories</a> </p> <a href="https://publications.waset.org/abstracts/68897/leadership-and-whether-it-stems-from-innate-abilities-or-from-situation" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/68897.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">289</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">3405</span> Review for Identifying Online Opinion Leaders</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Yu%20Wang">Yu Wang</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Nowadays, Internet enables its users to share the information online and to interact with others. Facing with numerous information, these Internet users are confused and begin to rely on the opinion leaders’ recommendations. The online opinion leaders are the individuals who have professional knowledge, who utilize the online channels to spread word-of-mouth information and who can affect the attitudes or even the behavior of their followers to some degree. Because utilizing the online opinion leaders is seen as an important approach to affect the potential consumers, how to identify them has become one of the hottest topics in the related field. Hence, in this article, the concepts and characteristics are introduced, and the researches related to identifying opinion leaders are collected and divided into three categories. Finally, the implications for future studies are provided. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=online%20opinion%20leaders" title="online opinion leaders">online opinion leaders</a>, <a href="https://publications.waset.org/abstracts/search?q=user%20attributes%20analysis" title=" user attributes analysis"> user attributes analysis</a>, <a href="https://publications.waset.org/abstracts/search?q=text%20mining%20analysis" title=" text mining analysis"> text mining analysis</a>, <a href="https://publications.waset.org/abstracts/search?q=network%20structure%20analysis" title=" network structure analysis"> network structure analysis</a> </p> <a href="https://publications.waset.org/abstracts/75740/review-for-identifying-online-opinion-leaders" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/75740.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">223</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">3404</span> Cultural Diversity and Challenges for Female Entrepreneurs: Empirical Study of an Emerging Economy</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Amir%20Ikram">Amir Ikram</a>, <a href="https://publications.waset.org/abstracts/search?q=Qin%20Su"> Qin Su</a>, <a href="https://publications.waset.org/abstracts/search?q=Muhammad%20Fiaz"> Muhammad Fiaz</a>, <a href="https://publications.waset.org/abstracts/search?q=Muhammad%20Waqas%20Shabbir"> Muhammad Waqas Shabbir</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Women entrepreneurship witnessed a healthy rise in the last decade or so, and the scenario in Pakistan is not different. However female leaders are facing various, cultural, career oriented, and professional challenges. The study investigates the impact of social and industry-specific challenges on female entrepreneurship; social challenges was evaluated in terms of culture, and industry-specific challenges was measured in terms of team management and career growth. Purposive sampling was employed to collect data from 75 multicultural organizations operating in the culturally diverse and historic city of Lahore, Pakistan. Cronbach’s alpha was conducted to endorse the reliability of survey questionnaire, while correlation and regression analysis were used to test hypotheses. Industry-specific challenges were found to be more significant as compared to cultural factors. The paper also highlights the importance of female entrepreneurship for emerging economies, and suggests that bringing women to mainstream professions can lead to economic success. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=cultural%20challenges" title="cultural challenges">cultural challenges</a>, <a href="https://publications.waset.org/abstracts/search?q=emerging%20economy" title=" emerging economy"> emerging economy</a>, <a href="https://publications.waset.org/abstracts/search?q=female%20entrepreneurship" title=" female entrepreneurship"> female entrepreneurship</a>, <a href="https://publications.waset.org/abstracts/search?q=leadership" title=" leadership"> leadership</a> </p> <a href="https://publications.waset.org/abstracts/54478/cultural-diversity-and-challenges-for-female-entrepreneurs-empirical-study-of-an-emerging-economy" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/54478.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">334</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">3403</span> Paradigm Shift of Leadership: Leaders in Information Technology</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Mustafa%20Hyder">Mustafa Hyder</a>, <a href="https://publications.waset.org/abstracts/search?q=Khalid%20Mahmood%20Iraqi"> Khalid Mahmood Iraqi</a>, <a href="https://publications.waset.org/abstracts/search?q=Sameen%20Mustafa"> Sameen Mustafa</a> </p> <p class="card-text"><strong>Abstract:</strong></p> They say if the leader limps, all the others will start limping too. Therefore, a very dynamic leadership at all levels within the IT Community is critical to the success of an organization. This paper is an attempt to study the relationship between Information Technology (IT) with leadership and assesses its relevancy in today's fast-paced hi-tech globalized environment. The paper strives to look into the essential qualities and knowledge as needed by today's IT leader, in contrast to essential characteristics common to all the leaders-past, present, and future. <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%20leaders" title=" autocratic leaders"> autocratic leaders</a>, <a href="https://publications.waset.org/abstracts/search?q=characteristics%20of%20IT%20leaders" title=" characteristics of IT leaders"> characteristics of IT leaders</a>, <a href="https://publications.waset.org/abstracts/search?q=skills%20of%20IT%20professionals" title=" skills of IT professionals"> skills of IT professionals</a>, <a href="https://publications.waset.org/abstracts/search?q=IT%20leadership" title=" IT leadership"> IT leadership</a> </p> <a href="https://publications.waset.org/abstracts/32894/paradigm-shift-of-leadership-leaders-in-information-technology" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/32894.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">3402</span> Reculturing: The Key to Sustainability of Private Universities</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Yu%20Sing%20Ong">Yu Sing Ong</a> </p> <p class="card-text"><strong>Abstract:</strong></p> This article explores the key issues and challenges facing private university leaders today. Universities are reculturing their operational processes, academic content and interactions with stakeholders. Many challenges centred around the need for university leaders to reculture the institutions and the redesigning of the teaching profession. It recommends a framework for university leaders to deal with the challenges they face. Only through reculturing, private universities can maintain the sustainability of its workforce and student population. The article has both theoretical and practical significance for private university leaders to follow. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=university%20leadership" title="university leadership">university leadership</a>, <a href="https://publications.waset.org/abstracts/search?q=reculturing" title=" reculturing"> reculturing</a>, <a href="https://publications.waset.org/abstracts/search?q=improvement" title=" improvement"> improvement</a>, <a href="https://publications.waset.org/abstracts/search?q=teacher%20education" title=" teacher education"> teacher education</a>, <a href="https://publications.waset.org/abstracts/search?q=motivation" title=" motivation"> motivation</a>, <a href="https://publications.waset.org/abstracts/search?q=private%20education" title=" private education"> private education</a> </p> <a href="https://publications.waset.org/abstracts/50099/reculturing-the-key-to-sustainability-of-private-universities" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/50099.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">259</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">3401</span> An Examination of the Role of Perceived Leadership Styles on Job Satisfaction among Selected Bank Employees</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Solomon%20Ojo">Solomon Ojo</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The study set out to investigate the role of perceived leadership style on achievement motivation of selected bank employees. The study was a cross-sectional survey. A total of 585 bank workers took part in the study; 283 (48.4%) were males while 302% (51.6%) were females. Mean age of 31.8 yrs (SD = 7.8 yrs) was reported for the participants for the study. Questionnaires were used for data collection. Data was analyzed using both descriptive and inferential statistic. The t- test for independent measures was used to test all the hypotheses, using the statistical package for social sciences version 21.0. The results in the study revealed that bank employees who perceived their leaders as high on consideration style of leadership reported more job satisfaction than bank employees who perceived their leaders as low on consideration style of leadership [t(583) = 16.43, p<.001]; bank employees who perceived their leaders as high in initiating structure style reported more job satisfaction than bank employees who perceived their leaders as low in initiating structure style [t(583)=12.06, p<.01]. The results showed further the influence of perceived leadership styles on all measures of job satisfaction. First, the result showed that bank employees who perceived their leaders as high on consideration style reported more satisfaction with hours worked each day than bank employees who perceived their leaders as low on consideration style [t(583) = 9.23, p<.01]. Second, the results revealed that bank employees who perceived their leaders as high on consideration style reported more satisfaction with flexibility in scheduling than bank employees who perceived their leaders as low on consideration style [t(583) = 8.80, p<.01]. Third, it was shown that bank employees who perceived their leaders as high on consideration style reported more satisfaction with location of work than bank employees who perceived their leaders as low on consideration style [t(583) = 14.17, p<.01] e.t.c. The results were extensively discussed in relation to relevant body of literature. <p class="card-text"><strong>Keywords:</strong> <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=job%20satisfaction" title=" job satisfaction"> job satisfaction</a>, <a href="https://publications.waset.org/abstracts/search?q=bank%20employees" title=" bank employees"> bank employees</a>, <a href="https://publications.waset.org/abstracts/search?q=perceived" title=" perceived"> perceived</a> </p> <a href="https://publications.waset.org/abstracts/90474/an-examination-of-the-role-of-perceived-leadership-styles-on-job-satisfaction-among-selected-bank-employees" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/90474.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">219</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">3400</span> A Value-Based Approach to Recognize Authentic Transformational Leaders' Delivering Process of Corporate Social Responsibility Values</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Yi-Jung%20Chen">Yi-Jung Chen</a>, <a href="https://publications.waset.org/abstracts/search?q=Yunshi%20Liu"> Yunshi Liu</a> </p> <p class="card-text"><strong>Abstract:</strong></p> To explain how followers can perceive whether or not transformational leaders are authentic on the basis of their leadership behaviors based on value-based leadership theory, this study adopts the dual-focus model of transformational leadership and evaluates leaders’ corporate social responsibility values along with followers’ perceptions of leaders’ values. Using dyadic questionnaires, the final study sample consisted of 252 followers and 43 leaders at a private firm in Taiwan. Results show that followers perceive corporate social responsibility values of transformational leaders through their group-focused leadership behaviors because such group-focused leadership is in line with these values. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=authentic%20transformational%20leadership" title="authentic transformational leadership">authentic transformational leadership</a>, <a href="https://publications.waset.org/abstracts/search?q=corporate%20social%20responsibility%20value" title=" corporate social responsibility value"> corporate social responsibility value</a>, <a href="https://publications.waset.org/abstracts/search?q=value-based%20leadership%20theory" title=" value-based leadership theory"> value-based leadership theory</a>, <a href="https://publications.waset.org/abstracts/search?q=dual-focus%20leadership" title=" dual-focus leadership"> dual-focus leadership</a> </p> <a href="https://publications.waset.org/abstracts/64142/a-value-based-approach-to-recognize-authentic-transformational-leaders-delivering-process-of-corporate-social-responsibility-values" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/64142.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">310</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">3399</span> Moral Identity and Moral Attentiveness as Predictors of Ethical Leadership in Financial Sector</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Pilar%20Gamarra%20Gamarra">Pilar Gamarra Gamarra</a>, <a href="https://publications.waset.org/abstracts/search?q=Michele%20Girotto"> Michele Girotto</a> </p> <p class="card-text"><strong>Abstract:</strong></p> In the expanding field of leaders’ ethical behavior research, little attention has been paid to the association between finance leaders’ ethical traits (beyond personality) and ethical leadership, and more importantly, how these ethical characteristics can be predictors of ethical behavior at the leadership level in the financial sector. In this study, we tested a theoretical model based on uponsocial cognitive theory (Bandura, 1986) and the cognitive-developmental model (Piaget, 1932) to examine leaders’ moral identity and moral attentiveness as antecedents of ethical leadership. After the 2008 economic crisis, the marketplace has awakened to the potential dangers of unethical behavior. The unethical behavior of the leaders of the financial sector was identified as guilty of this economic catastrophe. For that reason, it seems increasingly prudent for organizations to have leaders who are cognitively inclined toward ethical behavior. This evidence suggests that moral attentiveness and moral identity is perhaps one way of identifying those kinds of leaders. For leaders who are morally attentive and have a high moral identity, themes of ethics interventions are consistent with their way of seeing the word. As a result, these leaders could become critical components of change in organizations and could provide the energy and skills necessary for these efforts to be successful. Ethical behavior of leader from the financial sector and marketing sectors must be joined to manage the change. In this study, a leader’s moral identity, leader’s moral attentiveness, and self-importance of Ethical Leadership are measured for financial and marketing leaders to be compared to determine the relationship between the three variables in each sector. Other conclusion related to gender, educational level or generation are obtained. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=ethical%20leadership" title="ethical leadership">ethical leadership</a>, <a href="https://publications.waset.org/abstracts/search?q=moral%20identity" title=" moral identity"> moral identity</a>, <a href="https://publications.waset.org/abstracts/search?q=moral%20attentiveness" title=" moral attentiveness"> moral attentiveness</a>, <a href="https://publications.waset.org/abstracts/search?q=financial%20leaders" title=" financial leaders"> financial leaders</a>, <a href="https://publications.waset.org/abstracts/search?q=marketing%20leaders" title=" marketing leaders"> marketing leaders</a>, <a href="https://publications.waset.org/abstracts/search?q=ethical%20behavior" title=" ethical behavior"> ethical behavior</a> </p> <a href="https://publications.waset.org/abstracts/142171/moral-identity-and-moral-attentiveness-as-predictors-of-ethical-leadership-in-financial-sector" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/142171.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">3398</span> Making Political Leaders Responsible Leaders in an Effort to Reduce Corruption</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Maria%20Krambia-Kapardis">Maria Krambia-Kapardis</a>, <a href="https://publications.waset.org/abstracts/search?q=Andreas%20Kapardis"> Andreas Kapardis</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The relevant literature has been inundated with arguments for ethics, moral values, honesty, resilience, trust in leadership as well as responsible leadership. In many countries around the globe, and as shown by some recent reports, many political leaders are not role models and do not show best practices by being ethical, responsible, compassionate, and resilient. Journalists, whistleblowers, WikiLeaks, Al Jazeera, and the International Consortium of Investigative Journalists (ICIJ) have been brought out from the shadow of political leaders who lack the virtues/attributes outlined above by the UN Global Compact. A number of political leaders who lack ethical and responsible leadership skills will continue to find loopholes to enrich themselves and their close friends and relatives. Some researchers use the Millon Inventory of Diagnostic; however, this test, while it provides helpful and useful insights into the personality of a person who leads or inspire his/her people but does not show if that person is ethical, motivating, and empowers his people with trust and honesty. Thus, it is recommended that political leaders ought to undergo training that encompasses Aristotelian Ethics by embedding the appropriate values and behaviours in their strategies, policies, and decisions, enhancing the change factors that will help in the implementation of a more sustainable development model. Finally, there is a need to develop a pedagogy and a curriculum which enables the development of responsible political leaders. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=political%20leaders" title="political leaders">political leaders</a>, <a href="https://publications.waset.org/abstracts/search?q=corruption" title=" corruption"> corruption</a>, <a href="https://publications.waset.org/abstracts/search?q=anti-corruption" title=" anti-corruption"> anti-corruption</a>, <a href="https://publications.waset.org/abstracts/search?q=political%20corruption" title=" political corruption"> political corruption</a> </p> <a href="https://publications.waset.org/abstracts/145697/making-political-leaders-responsible-leaders-in-an-effort-to-reduce-corruption" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/145697.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">74</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">3397</span> Using AI for Analysing Political Leaders</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Shuai%20Zhao">Shuai Zhao</a>, <a href="https://publications.waset.org/abstracts/search?q=Shalendra%20D.%20Sharma"> Shalendra D. Sharma</a>, <a href="https://publications.waset.org/abstracts/search?q=Jin%20Xu"> Jin Xu</a> </p> <p class="card-text"><strong>Abstract:</strong></p> This research uses advanced machine learning models to learn a number of hypotheses regarding political executives. Specifically, it analyses the impact these powerful leaders have on economic growth by using leaders’ data from the Archigos database from 1835 to the end of 2015. The data is processed by the AutoGluon, which was developed by Amazon. Automated Machine Learning (AutoML) and AutoGluon can automatically extract features from the data and then use multiple classifiers to train the data. Use a linear regression model and classification model to establish the relationship between leaders and economic growth (GDP per capita growth), and to clarify the relationship between their characteristics and economic growth from a machine learning perspective. Our work may show as a model or signal for collaboration between the fields of statistics and artificial intelligence (AI) that can light up the way for political researchers and economists. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=comparative%20politics" title="comparative politics">comparative politics</a>, <a href="https://publications.waset.org/abstracts/search?q=political%20executives" title=" political executives"> political executives</a>, <a href="https://publications.waset.org/abstracts/search?q=leaders%E2%80%99%20characteristics" title=" leaders’ characteristics"> leaders’ characteristics</a>, <a href="https://publications.waset.org/abstracts/search?q=artificial%20intelligence" title=" artificial intelligence"> artificial intelligence</a> </p> <a href="https://publications.waset.org/abstracts/168870/using-ai-for-analysing-political-leaders" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/168870.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">86</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">3396</span> Artificial Intelligence Ethics: What Business Leaders Need to Consider for the Future</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Kylie%20Leonard">Kylie Leonard</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Investment in artificial intelligence (AI) can be an attractive opportunity for business leaders as there are many easy-to-see benefits. These benefits include task completion rates, overall cost, and better forecasting. Business leaders are often unaware of the challenges that can accompany AI, such as data center costs, access to data, employee acceptance, and privacy concerns. In addition to the benefits and challenges of AI, it is important to practice AI ethics to ensure the safe creation of AI. AI ethics include aspects of algorithm bias, limits in transparency, and surveillance. To be a good business leader, it is critical to address all the considerations involving the challenges of AI and AI ethics. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=artificial%20intelligence" title="artificial intelligence">artificial intelligence</a>, <a href="https://publications.waset.org/abstracts/search?q=artificial%20intelligence%20ethics" title=" artificial intelligence ethics"> artificial intelligence ethics</a>, <a href="https://publications.waset.org/abstracts/search?q=business%20leaders" title=" business leaders"> business leaders</a>, <a href="https://publications.waset.org/abstracts/search?q=business%20concerns" title=" business concerns"> business concerns</a> </p> <a href="https://publications.waset.org/abstracts/144879/artificial-intelligence-ethics-what-business-leaders-need-to-consider-for-the-future" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/144879.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">147</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">3395</span> Elucidation of Leaders' Intrapersonal Competencies in the Workplace</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Prakash%20Singh">Prakash Singh</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Employees who are satisfied at their place of work rate their leaders’ intrapersonal competencies as being high. They also believe that a leader’s intrapersonal competencies influence their sense of job satisfaction. Employees who indicate that they are unhappy at their place of work rate their leaders’ intrapersonal competencies as being low. They also believe that a leader’s intrapersonal intelligence influence their feeling of job satisfaction. The leader’s appropriate intrapersonal competencies are crucial to the creation of a motivated and satisfied employee team. In this study, the quantitative research method was used to determine the employees’ perceptions of their leaders’ intrapersonal competencies and their influence on their job satisfaction; the six competencies being self-awareness, self-confidence, self-expression, self-control, adaptability, and optimism. All the competencies of leaders identified in this quantitative study can therefore be described as intervening variables that influence an employee’s sense of job satisfaction. The number of responses that indicate that each of the intrapersonal competencies of a leader that will have an influence on an employee’s sense of job satisfaction, ranges from 93% (a leader’s sense of self-awareness) to 99% (a leader’s ability to be adaptable). As the responses are significantly similar, it can be stated that the respondents indicate that all the intrapersonal competencies of a leader can influence an employee’s sense of job satisfaction. The findings of this study strongly suggest that in order to be satisfied at work, employees prefer to be led by leaders who are confident in their leadership roles; who send out clear, unambiguous messages; who maintain self-control; who are adaptable and flexible;, who face the future with optimism and who support the establishment of a collegial working environment. Evidently, the findings corroborate the hypothesis that employees believe that the intrapersonal competencies of leaders have a positive influence on the employees’ sense of job satisfaction. This study’s findings, therefore, confirm that the key to the leaders’ self-knowledge is access to their own feelings and the ability to discriminate among them and draw upon them to guide behaviour in their organisations. This exploratory study makes a contribution to the emerging research being accomplished on leaders’ intrapersonal intelligence with more research still needing to be attempted to determine to what extent these competencies of leaders can reshape the organizational climate and culture. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=emotional%20intelligence" title="emotional intelligence">emotional intelligence</a>, <a href="https://publications.waset.org/abstracts/search?q=employees%E2%80%99%20job%20satisfaction" title=" employees’ job satisfaction"> employees’ job satisfaction</a>, <a href="https://publications.waset.org/abstracts/search?q=leaders%E2%80%99%20intrapersonal%20competencies" title=" leaders’ intrapersonal competencies"> leaders’ intrapersonal competencies</a>, <a href="https://publications.waset.org/abstracts/search?q=leaders%E2%80%99%20self-knowledge" title=" leaders’ self-knowledge"> leaders’ self-knowledge</a> </p> <a href="https://publications.waset.org/abstracts/37302/elucidation-of-leaders-intrapersonal-competencies-in-the-workplace" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/37302.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">265</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">3394</span> Women Educational Leaders in an Age of Accountability</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Ann%20Vibert">Ann Vibert</a>, <a href="https://publications.waset.org/abstracts/search?q=Heather%20Hemming"> Heather Hemming</a> </p> <p class="card-text"><strong>Abstract:</strong></p> This paper presentation summarizes the findings and implications of research on the plight and practices of women educational leaders in public school systems and in one university. The authors, both women university administrators, are also scholars and researchers of education. The research project on which this paper presentation is based proposed to examine how women educational leaders imagined, experienced, and carried out their leadership roles in the context of a growing local and global accountability-based performativity discourse which is reshaping educational work especially for women, we argue, in both public school and post-secondary sites. The research employed critical ethnographic interviews with 20 women educational leaders in P-12 school systems and three women university level educational leaders. Data were collected on women educational leaders’ perceptions of the effects of accountability and performativity discourses on the nature of their work. Specifically, leaders were asked to speak to whether they experienced a growth in managerial work as a consequence of increased accountability demands; how they experienced their work changing as a consequence of accountability and performativity demands; how these changes impacted the central values they enacted in their work as women educational leaders changes; and how they responded to/negotiated/accommodated changes in the nature of their work developing as a consequence of accountability and performativity frameworks. Findings from the research data and analyses confirm and extend recent scholarly work on the gendered nature of performativity and accountability discourses and frameworks, and their differential effects across differing genders. The oral presentation we propose here focusses on those findings in terms of similarities for women educational leaders across different educational contexts. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=women%20in%20educational%20leadership" title="women in educational leadership">women in educational leadership</a>, <a href="https://publications.waset.org/abstracts/search?q=gender%20and%20educational%20performativity" title=" gender and educational performativity"> gender and educational performativity</a>, <a href="https://publications.waset.org/abstracts/search?q=accountability%20and%20women%20leaders" title=" accountability and women leaders"> accountability and women leaders</a>, <a href="https://publications.waset.org/abstracts/search?q=gender%20and%20educational%20leadership" title=" gender and educational leadership"> gender and educational leadership</a> </p> <a href="https://publications.waset.org/abstracts/64476/women-educational-leaders-in-an-age-of-accountability" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/64476.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">295</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">3393</span> Roles Currently Played by Educational Middle Leaders</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Elaine%20Marta%20Pereira%20Aaltonen">Elaine Marta Pereira Aaltonen</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Effective school leadership materialised in educational settings through the high standard professional performance of senior and middle leaders, has increasingly become an education policy priority around the world due to a wide recognition that schools need knowledgeable, skilled, and committed leaders, along with great teachers, in order to ensure outstanding education at all levels of schooling. The scope of this paper is the work of middle leaders, whose direct influence on teachers and classroom teaching, thus, on student learning outcomes, is a key component for successful school systems. It particularly aims at sharing some of the findings obtained through an academic study recently carried out by the same researcher, which was focused on enhancing understanding about aspects related to the professional performance of educational middle leaders, applied to the context of the lower elementary school division of a private mainstream school located in Brazil. The master´s dissertation findings included identifying the roles performed by a team of educational middle leaders throughout the year of 2021, as well as gaining insights on their perceptions about the roles performed, both through an electronic questionnaire and individual face-to-face interviews. Not only the roles of the middle leaders who participated in the research have been identified through the qualitative case study undertaken, but additional research finding lying within the sphere of the categorisation of such roles, based upon coherent domains of practice, has possibly been made. Hence, the main purpose of this paper is to outline the findings concerning the current roles played by educational middle leaders. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=roles" title="roles">roles</a>, <a href="https://publications.waset.org/abstracts/search?q=middle%20leaders" title=" middle leaders"> middle leaders</a>, <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=school%20leadership" title=" school leadership"> school leadership</a>, <a href="https://publications.waset.org/abstracts/search?q=and%20management" title=" and management"> and management</a> </p> <a href="https://publications.waset.org/abstracts/149200/roles-currently-played-by-educational-middle-leaders" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/149200.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">104</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">3392</span> The Role of Emotional Intelligence in the Manager's Psychophysiological Activity during a Performance-Review Discussion</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Mikko%20Salminen">Mikko Salminen</a>, <a href="https://publications.waset.org/abstracts/search?q=Niklas%20Ravaja"> Niklas Ravaja</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Emotional intelligence (EI) consists of skills for monitoring own emotions and emotions of others, skills for discriminating different emotions, and skills for using this information in thinking and actions. EI enhances, for example, work outcomes and organizational climate. We suggest that the role and manifestations of EI should also be studied in real leadership situations, especially during the emotional, social interaction. Leadership is essentially a process to influence others for reaching a certain goal. This influencing happens by managerial processes and computer-mediated communication (e.g. e-mail) but also by face-to-face, where facial expressions have a significant role in conveying emotional information. Persons with high EI are typically perceived more positively, and they have better social skills. We hypothesize, that during social interaction high EI enhances the ability to detect other’s emotional state and controlling own emotional expressions. We suggest, that emotionally intelligent leader’s experience less stress during social leadership situations, since they have better skills in dealing with the related emotional work. Thus the high-EI leaders would be more able to enjoy these situations, but also be more efficient in choosing appropriate expressions for building constructive dialogue. We suggest, that emotionally intelligent leaders show more positive emotional expressions than low-EI leaders. To study these hypotheses we observed performance review discussions of 40 leaders (24 female) with 78 (45 female) of their followers. Each leader held a discussion with two followers. Psychophysiological methods were chosen because they provide objective and continuous data from the whole duration of the discussions. We recorded sweating of the hands (electrodermal activation) by electrodes placed to the fingers of the non-dominant hand to assess the stress-related physiological arousal of the leaders. In addition, facial electromyography was recorded from cheek (zygomaticus major, activated during e.g. smiling) and periocular (orbicularis oculi, activated during smiling) muscles using electrode pairs placed on the left side of the face. Leader’s trait EI was measured with a 360 questionnaire, filled by each leader’s followers, peers, managers and by themselves. High-EI leaders had less sweating of the hands (p = .007) than the low-EI leaders. It is thus suggested that the high-EI leaders experienced less physiological stress during the discussions. Also, high scores in the factor “Using of emotions” were related to more facial muscle activation indicating positive emotional expressions (cheek muscle: p = .048; periocular muscle: p = .076, almost statistically significant). The results imply that emotionally intelligent managers are positively relaxed during s social leadership situations such as a performance review discussion. The current study also highlights the importance of EI in face-to-face social interaction, given the central role facial expressions have in interaction situations. The study also offers new insight to the biological basis of trait EI. It is suggested that the identification, forming, and intelligently using of facial expressions are skills that could be trained during leadership development courses. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=emotional%20intelligence" title="emotional intelligence">emotional intelligence</a>, <a href="https://publications.waset.org/abstracts/search?q=leadership" title=" leadership"> leadership</a>, <a href="https://publications.waset.org/abstracts/search?q=performance%20review%20discussion" title=" performance review discussion"> performance review discussion</a>, <a href="https://publications.waset.org/abstracts/search?q=psychophysiology" title=" psychophysiology"> psychophysiology</a>, <a href="https://publications.waset.org/abstracts/search?q=social%20interaction" title=" social interaction"> social interaction</a> </p> <a href="https://publications.waset.org/abstracts/60156/the-role-of-emotional-intelligence-in-the-managers-psychophysiological-activity-during-a-performance-review-discussion" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/60156.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">245</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">3391</span> Leading People in a Digital Era: A Theoretical Study of Challenges and Opportunities of Online Networking Platforms</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Pawel%20Korzynski">Pawel Korzynski</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Times where leaders communicate mainly while walking along the hallways have passed away. Currently, millennials, people that were born between the early 1980s and the early 2000s, extensively use applications based on Web 2.0 model that assumes content creation and edition by all Internet users in a collaborative fashion. Leaders who are willing to engage their subordinates in a digital era, increasingly often use above-mentioned applications. This paper discusses challenges and opportunities that are related to leaders’ online networking. First, online networking-related terms that appeared in literature are analyzed. Then, types of online networking platforms for leaders and ways how these platforms can be used are discussed. Finally, several trends in online networking studies and extrapolation of some findings to leadership are explained. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=social%20media" title="social media">social media</a>, <a href="https://publications.waset.org/abstracts/search?q=digital%20era" title=" digital era"> digital era</a>, <a href="https://publications.waset.org/abstracts/search?q=leadership" title=" leadership"> leadership</a>, <a href="https://publications.waset.org/abstracts/search?q=online%20networking" title=" online networking"> online networking</a> </p> <a href="https://publications.waset.org/abstracts/52541/leading-people-in-a-digital-era-a-theoretical-study-of-challenges-and-opportunities-of-online-networking-platforms" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/52541.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">294</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">3390</span> School Leaders and Professional Licenses: Measuring the Impact as Perceived by Qatari Schools' Stakeholders</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Hissa%20Sadiq">Hissa Sadiq</a>, <a href="https://publications.waset.org/abstracts/search?q=Abdullah%20Abu-Tineh"> Abdullah Abu-Tineh</a>, <a href="https://publications.waset.org/abstracts/search?q=Fatma%20Al-Mutawah"> Fatma Al-Mutawah</a>, <a href="https://publications.waset.org/abstracts/search?q=Hamda%20Al-Sulaiti"> Hamda Al-Sulaiti </a> </p> <p class="card-text"><strong>Abstract:</strong></p> The purpose of this quantitative study was to measure the difference in levels of satisfaction of students, teachers, and parents in schools run by licensed school leaders comparing with schools run by unlicensed school leaders. Data was gathered from 108 school performance reports as published by Ministry of Education and Higher Education for the year 2015-2016. School leaders in 58 participating schools obtained the professional licenses while school leaders in 56 participating schools have no professional licenses. Percentages, standard deviations, and t-tests were used to analyze the data. Results showed that no statistical differences were found in students’ satisfaction between the two school types. However, there were statistical differences in parents and teachers’ satisfaction in the two school types attributed to obtaining the professional license. Teachers and parents of students in schools run by licensed school leaders satisfied more than schools run by unlicensed school leaders. Finally, many recommendations and implications were discussed and proposed. This paper was made possible by NPRP grant # (NPRP7-1224-5-178) from the Qatar national research fund (a member of Qatar Foundation) to Abdullah M. Abu-Tineh. The statements made herein are solely the responsibility of the author <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=professional%20licenses" title="professional licenses">professional licenses</a>, <a href="https://publications.waset.org/abstracts/search?q=Qatari%20schools" title=" Qatari schools"> Qatari schools</a>, <a href="https://publications.waset.org/abstracts/search?q=licensure%20system" title=" licensure system"> licensure system</a>, <a href="https://publications.waset.org/abstracts/search?q=satisfaction" title=" satisfaction"> satisfaction</a> </p> <a href="https://publications.waset.org/abstracts/88824/school-leaders-and-professional-licenses-measuring-the-impact-as-perceived-by-qatari-schools-stakeholders" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/88824.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">208</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">3389</span> Assessing Narcissism in Students of Psychology: An Administered Study</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Sahiti%20Ganduri">Sahiti Ganduri</a>, <a href="https://publications.waset.org/abstracts/search?q=Kavya%20Sreenivasan"> Kavya Sreenivasan</a>, <a href="https://publications.waset.org/abstracts/search?q=Venya%20Lankala"> Venya Lankala</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The narcissistic personality is a condition that causes individuals to have an inflated perception of self, giving themselves higher self-importance. It is necessary and interesting to study narcissistic traits in students of different majors. This can be a crucial environmental or psychosocial marker/indicator of narcissism which can also be of substantial importance in the field of education. This study focuses on identifying narcissism in students of psychology background. The narcissistic personality inventory was administered to 114 psychology students of different universities (public and private) in India. The results of our study provided evidence of the fact that narcissistic traits are higher in male psychology students as compared to female psychology students. Further, this paper has provided evidence that narcissistic traits are higher in leaders as compared to non-leaders. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=college%20students" title="college students">college students</a>, <a href="https://publications.waset.org/abstracts/search?q=disorder" title=" disorder"> disorder</a>, <a href="https://publications.waset.org/abstracts/search?q=gender" title=" gender"> gender</a>, <a href="https://publications.waset.org/abstracts/search?q=leadership" title=" leadership"> leadership</a>, <a href="https://publications.waset.org/abstracts/search?q=narcissistic%20personality" title=" narcissistic personality"> narcissistic personality</a>, <a href="https://publications.waset.org/abstracts/search?q=personality" title=" personality"> personality</a>, <a href="https://publications.waset.org/abstracts/search?q=students" title=" students"> students</a>, <a href="https://publications.waset.org/abstracts/search?q=traits" title=" traits"> traits</a> </p> <a href="https://publications.waset.org/abstracts/140372/assessing-narcissism-in-students-of-psychology-an-administered-study" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/140372.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">223</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">3388</span> Nurses’ Views on ‘Effective Nurse Leader’ Characteristics in Iraq</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=S.%20Abed">S. Abed</a>, <a href="https://publications.waset.org/abstracts/search?q=S.%20O%E2%80%99Neill"> S. O’Neill</a> </p> <p class="card-text"><strong>Abstract:</strong></p> This research explored ward nurses’ views about the characteristics of effective nurse leaders in the context of Iraq as a developing country, where the delivery of health care continues to face disruption and change. It is well established that the provision of modern health care requires effective nurse leaders, but in countries such as Iraq the lack of effective nurse leaders is noted as a major challenge. In a descriptive quantitative study, a survey questionnaire was administered to 210 ward nurses working in two public hospitals in a major city in the north of Iraq. The participating nurses were of the opinion that the effectiveness of their nurse leaders was evident in their ability to demonstrate: good clinical knowledge, effective communication and managerial skills. They also viewed their leaders as needing to hold high-level nursing qualifications, though this was not necessarily the case in practice. Additionally, they viewed nurse leaders’ personal qualities as important, which included politeness, ethical behaviour, and trustworthiness. When considered against the issues raised in interviews with a smaller group (20) of senior nurse leaders, representative of the various occupational levels, implications identify the need for professional development that focuses on how the underpinning competencies relate to leadership and how transformational leadership is evidenced in practice. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=health%20care" title="health care">health care</a>, <a href="https://publications.waset.org/abstracts/search?q=nurse%20education" title=" nurse education"> nurse education</a>, <a href="https://publications.waset.org/abstracts/search?q=nursing%20in%20Iraq" title=" nursing in Iraq"> nursing in Iraq</a>, <a href="https://publications.waset.org/abstracts/search?q=nurse%20leadership" title=" nurse leadership"> nurse leadership</a> </p> <a href="https://publications.waset.org/abstracts/72508/nurses-views-on-effective-nurse-leader-characteristics-in-iraq" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/72508.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">275</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">3387</span> Mastering the Paradox: Five Unexpected Qualities of Innovation Leaders</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Murtuza%20Ali%20Lakhani">Murtuza Ali Lakhani</a>, <a href="https://publications.waset.org/abstracts/search?q=Michelle%20Marquard"> Michelle Marquard</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Given the paradoxical nature of innovation, we propose that leaders of innovation-centered organizations need certain specific qualities focused on developing higher-order structures, fostering self-organization, and nurturing constructive dissonance and conciliation. Keeping in view the prolific literature on leadership and innovation, we carry out a quantitative study with data collected over a five-year period involving 31 leaders and 209 observers (direct reports, peers, and managers) from across five companies based in the United States. Rather than accepting, as some scholars and practitioners do, that leadership is all-encompassing, we argue that it is specific to a given context, e.g., innovation. We find that leadership is the locus of innovation and that leaders able to effectively lead the innovation agenda demonstrate five specific behaviors and characteristics, namely stewardship, communication, empowerment, creativity, and vision. We demonstrate that the alignment (or misalignment) between a leader’s “self view” and “other view” is a tell-tale sign of whether (or not) the leader’s organization will succeed at innovation. We propose a scale, iLeadership, and test it psychometrically for assessment of leaders and organizational units charged with innovation. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=innovation" title="innovation">innovation</a>, <a href="https://publications.waset.org/abstracts/search?q=leadership" title=" leadership"> leadership</a>, <a href="https://publications.waset.org/abstracts/search?q=innovation%20leadership" title=" innovation leadership"> innovation leadership</a>, <a href="https://publications.waset.org/abstracts/search?q=knowledge%20creation" title=" knowledge creation"> knowledge creation</a> </p> <a href="https://publications.waset.org/abstracts/10840/mastering-the-paradox-five-unexpected-qualities-of-innovation-leaders" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/10840.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">476</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">3386</span> The Approach of Male and Female Spectators about the Presence of Female Spectators in Sport Stadiums of Iran</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Mohammad%20Reza%20Boroumand%20Devlagh">Mohammad Reza Boroumand Devlagh</a>, <a href="https://publications.waset.org/abstracts/search?q=Seyed%20Mohammad%20Hosein%20Razavi"> Seyed Mohammad Hosein Razavi</a>, <a href="https://publications.waset.org/abstracts/search?q=Fatemeh%20Ahmadi"> Fatemeh Ahmadi</a>, <a href="https://publications.waset.org/abstracts/search?q=Azam%20Fazli%20Darzi"> Azam Fazli Darzi</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The issue of female presence in Iran stadiums has long been considered and debated by governmental experts and authorities, however, no conclusion is yielded yet. Thus, the present study has been done with the aim of investigating the approach of male and female spectators about the presence of female spectators in Iranian stadiums. The statistical population of the study includes all male and female spectators who have not experienced the live watching of male championship matches in stadiums. 224 subjects from the statistical population have selected through stratified random sampling as the sample of the study. For data collection, researcher-made questionnaire has been used whose validity has been confirmed by the university professors and its reliability has been studied and confirmed through an preliminary study. (r= 0.81). Data analysis has been done using descriptive and referential statistics in P< 0.05. The results of the study showed that male and female were meaningfully agreed with the female presence in stadiums and there is no meaningful difference between male and female approaches concerning the female spectators’ presence in sport stadiums of Iran (sig= 0.867). <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=male" title="male">male</a>, <a href="https://publications.waset.org/abstracts/search?q=female%20spectators" title=" female spectators"> female spectators</a>, <a href="https://publications.waset.org/abstracts/search?q=Iran" title=" Iran"> Iran</a>, <a href="https://publications.waset.org/abstracts/search?q=sport%20stadiums" title=" sport stadiums"> sport stadiums</a>, <a href="https://publications.waset.org/abstracts/search?q=population" title=" population "> population </a> </p> <a href="https://publications.waset.org/abstracts/24578/the-approach-of-male-and-female-spectators-about-the-presence-of-female-spectators-in-sport-stadiums-of-iran" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/24578.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">547</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">3385</span> Workload and Task Distribution in Public Healthcare: A Qualitative Explorative Study From Nurse Leaders’ Perceptions</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Jessica%20Hemberg">Jessica Hemberg</a>, <a href="https://publications.waset.org/abstracts/search?q=Mikaela%20Miller"> Mikaela Miller</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Unreasonable workload and work-related stress can reduce nurse leaders’ job satisfaction and productivity and can increase absence and burnout. Nurse leaders’ workload in public healthcare settings is relatively unresearched. The aim of this study was to investigate nurse leaders’ perceptions of workload and task distribution with relation to leading work tasks in public healthcare. A qualitative explorative design was used. The data material consisted of texts from interviews with nurse leaders in public healthcare (N=8). The method was inspired by content analysis. The COREQ checklist was used. Informed consent was sought from the participants regarding study participation and the storage and handling of data for research purposes. Six main themes were found: Increased and unreasonable workload, Length of work experience as nurse leader affects perception of workload, Number of staff and staff characteristics affect perception of workload, Versatile and flexible task distribution, Working overtime as a way of managing high workload, and Insufficient time for leadership mission. The workload for nurse leaders in a public healthcare setting was perceived to be unreasonable. Common measures for managing high workload included working overtime, delegating work tasks and organizing more staff resources in the form of additional staff. How nurse leaders perceive their workload was linked to both the number of staff and staff characteristics. These should both be considered equally important when determining staff levels and measuring nurse leaders’ workload. Future research should focus on investigating workload and task distribution from nurses’ perspectives. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=nurse%20leaders" title="nurse leaders">nurse leaders</a>, <a href="https://publications.waset.org/abstracts/search?q=workload" title=" workload"> workload</a>, <a href="https://publications.waset.org/abstracts/search?q=task%20distribution" title=" task distribution"> task distribution</a>, <a href="https://publications.waset.org/abstracts/search?q=public%20healthcare" title=" public healthcare"> public healthcare</a>, <a href="https://publications.waset.org/abstracts/search?q=qualitative" title=" qualitative"> qualitative</a> </p> <a href="https://publications.waset.org/abstracts/152578/workload-and-task-distribution-in-public-healthcare-a-qualitative-explorative-study-from-nurse-leaders-perceptions" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/152578.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">105</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">3384</span> Socio-cultural Dimensions Inhibiting Female Condom Use by the Female Students: Experiences from a University in Rural South Africa</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Christina%20Tafadzwa">Christina Tafadzwa</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Global HIV and AIDS trends show that Sub-Saharan Africa is the hardest-hit region, and women are disproportionately affected and infected by HIV. The trend is conspicuous in South Africa, where adolescent girls and young women (AGYW), female university students included, bear the burden of HIV infection. Although the female condom (FC) is the only female-oriented HIV and AIDS technology that provides dual protection against unwanted pregnancy and HIV, its uptake and use remain erratic, especially among the youth and young women in institutions of higher learning. This paper explores empirical evidence from the University of Venda (UniVen), which is in the rural areas of Limpopo Province in South Africa, and also among higher learning institutions experiencing low uptake and use of the FC. A phenomenological approach consisting of in-depth interviews was utilized to collect data from a total of 20 female university students at UniVen who were purposively sampled based on their participation in HIV and AIDS dialogues and campaigns conducted on campus. The findings that were analysed thematically revealed that notions of rurality and sociocultural beliefs surrounding women's sexual and reproductive health are key structural factors that influence the low use and uptake of the FC at the rural university. The evidence thus far revealed that female students are discouraged from collecting or initiating FC because of cultural dictates or prescripts which place the responsibility to collect and initiate condom use on men. Hence the inference that UniVen female students' realities are compounded by notions of rurality and society's patriarchal nature that intersect and limit women's autonomy in matters of sex. Guided by the women empowerment theory, this paper argues that such practices take away UniVen female students' agency to decide on their sexual and reproductive health. The normalisation of socio-cultural and harmful gender practices is also a retrogression in the women's health agenda. The paper recommends a holistic approach that engages traditional and community leaders, particularly men, to unlearn and uproot harmful gender norms and patriarchal elements that hinder the promotion and use of the FC. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=female%20condom" title="female condom">female condom</a>, <a href="https://publications.waset.org/abstracts/search?q=UniVen" title=" UniVen"> UniVen</a>, <a href="https://publications.waset.org/abstracts/search?q=socio-cultural%20factors" title=" socio-cultural factors"> socio-cultural factors</a>, <a href="https://publications.waset.org/abstracts/search?q=female%20students" title=" female students"> female students</a>, <a href="https://publications.waset.org/abstracts/search?q=HIV%20and%20AIDS" title=" HIV and AIDS"> HIV and AIDS</a> </p> <a href="https://publications.waset.org/abstracts/158450/socio-cultural-dimensions-inhibiting-female-condom-use-by-the-female-students-experiences-from-a-university-in-rural-south-africa" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/158450.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">88</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">3383</span> Literature Review of Female Migrant Entrepreneurship Research</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Dike%20Ike">Dike Ike</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Migrants foster innovation and economic development in host nations through their entrepreneurial activities. Female migrant entrepreneurship is gaining more attention from the research community, with several studies being conducted in the field. This paper presents a standalone (scoping) systematic literature review of academic literature related to female migrant entrepreneurship and focuses on their entrepreneurial experiences, strategies, outcomes, resources, and context. For this purpose, 13 articles published in research journals are studied based on their (a) objective, (b) research methods. Based on the review, several gaps in the literature were identified, and suggestions were made to fill the gaps in future research to expand the scientific knowledge on female migrant entrepreneurship. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=female%20migrant%20entrepreneurship" title="female migrant entrepreneurship">female migrant entrepreneurship</a>, <a href="https://publications.waset.org/abstracts/search?q=systematic%20literature%20review" title=" systematic literature review"> systematic literature review</a>, <a href="https://publications.waset.org/abstracts/search?q=female%20migrant%20entrepreneurship%20outcomes" title=" female migrant entrepreneurship outcomes"> female migrant entrepreneurship outcomes</a>, <a href="https://publications.waset.org/abstracts/search?q=female%20migrant%20entrepreneurship%20experiences" title=" female migrant entrepreneurship experiences"> female migrant entrepreneurship experiences</a>, <a href="https://publications.waset.org/abstracts/search?q=female%20migrant%20entrepreneurship%20strategies" title=" female migrant entrepreneurship strategies"> female migrant entrepreneurship strategies</a> </p> <a href="https://publications.waset.org/abstracts/146888/literature-review-of-female-migrant-entrepreneurship-research" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/146888.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">129</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">3382</span> The Innovative Leadership in Air Forces</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Ahmet%20Emre%20Yonder">Ahmet Emre Yonder</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The concept of present time is inevitably and rapidly changing. That provokes unbalanced, uncertain and elusive platform in the world order. Keeping up with this fluctuation requires a willingness to step beyond the comfort zones and to take a step through unknown. That is the perspectives of organizations in which the shareholders persistently create and then they share their creation. Moreover they are adapted to the unpredictable shifts and they establish vision. These are the meaning of innovation which is a process that converts new ideas to invaluable outcomes and that process can be ensured via innovative leaders. Leaders’ creativity is needed when challenging against countless complicated and unsteady situations in the battlefield. However, little attention has been paid to the importance of being innovative leader apart from innovating new technologies so far. Additionally, in most situation militarist organizations are hesitant to welcome different attitudes and that may discourage new ideas. Furthermore military leaders may complain about the lack of sources in today's world where the sources are very rare. In that point military leaders should change the strategies they apply from conventional views to the innovation of different point of views. But the constant occupation in Air Forces can be counted as a huge obstacle for innovative thinking. An organizational structure is needed to be developed for solutions of the problems which the creative leaders will encounter.This article focuses on how to raise innovative military leaders with innovative thinking skills and the need for a change from conventional to the innovative leadership in Air Forces. It also gives important suggestions to encourage raising innovative military leaders. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=air%20force" title="air force">air force</a>, <a href="https://publications.waset.org/abstracts/search?q=creativity" title=" creativity"> creativity</a>, <a href="https://publications.waset.org/abstracts/search?q=leadership" title=" leadership"> leadership</a>, <a href="https://publications.waset.org/abstracts/search?q=military" title=" military"> military</a>, <a href="https://publications.waset.org/abstracts/search?q=innovation" title=" innovation"> innovation</a> </p> <a href="https://publications.waset.org/abstracts/27258/the-innovative-leadership-in-air-forces" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/27258.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">313</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">3381</span> The Roles, Strategic Coordination, and Alignment of CTOs: A Systematic Literature Review</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Shailendra%20Natraj">Shailendra Natraj</a>, <a href="https://publications.waset.org/abstracts/search?q=Kristin%20Paetzold"> Kristin Paetzold</a>, <a href="https://publications.waset.org/abstracts/search?q=B.%20R.%20Katzy"> B. R. Katzy</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The significant role of technology in strategic business decisions has created the need for executives who understand technology and recognize profitable applications to products, services and processes. The role of CTO’s is very complex within technology-based firms, which stretches from the technology aspects to the strategic goal and vision of the firm. Often the roles of CTOs scales from as functional leaders, strategic leaders or supera- functional leaders. In most of the companies the roles are unclear and fuzzy. We in our research are trying to explore each of the orientation and link between leadership types (functional, strategic and super functional) of CTOs, responsibilities, credibility and strategic and conceptual responsibilities. Approach: We conducted a comprehensive literature review with the available databank sources. Results: From the conducted literature review we could identify that most of the research work conducted so far were mainly distributed between roles and responsibilities of CTOs. The available sources pointed were limited to roles of CTOs as functional leaders. Contribution: In our findings based on the literature review, we could identify that apart from the conducted research what so far has not been focused yet are (a) The leadership types (mainly) strategic and super-functional leaders) of CTOs, (b) the responsibilities and credibility of CTOs and (c) the strategic and conceptual responsibilities of CTOs. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=CTO" title="CTO">CTO</a>, <a href="https://publications.waset.org/abstracts/search?q=chief%20technology%20officer" title=" chief technology officer"> chief technology officer</a>, <a href="https://publications.waset.org/abstracts/search?q=strategy" title=" strategy"> strategy</a>, <a href="https://publications.waset.org/abstracts/search?q=technology%20leaders" title=" technology leaders "> technology leaders </a> </p> <a href="https://publications.waset.org/abstracts/23680/the-roles-strategic-coordination-and-alignment-of-ctos-a-systematic-literature-review" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/23680.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">513</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">3380</span> Ethical Leadership Mediates Subordinates’ Likeness for Leader and Affective Commitment to Squads among Police Cadets</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Odunayo%20O.%20Oluwafemi">Odunayo O. Oluwafemi</a>, <a href="https://publications.waset.org/abstracts/search?q=Valentine%20A.%20Mebu"> Valentine A. Mebu</a> </p> <p class="card-text"><strong>Abstract:</strong></p> There is a blur as to whether subordinates’ sheer fondness for a leader or the ethical behaviours demonstrated by such a leader is what engenders subordinates’ affective commitment to the group. This study aimed to depict and clarify that perceived ethical leadership by subordinates outweighs their likeness for a leader in determining their level of affective commitment to the group using a sample of police cadets. Subordinate cadets were asked to rate the ethical leadership behaviours displayed by their cadet Leaders; their likeness for their leaders and also rate their own affective commitment to their squads (N = 252, Mean Age = 22.70, Age range = 17 to 29 years, SD = 2.264, 75% males). A mediation analysis was conducted to test hypotheses. Results showed that there was a significant indirect effect between likeness for leaders and affective commitment through ethical leadership behaviour (b = .734, 95% BCa CI [.413, 1.146], p = .000); and a nonsignificant direct effect between likeness for leader and subordinates’ affective commitment (b = .526, 95% BCa CI [-.106, 1.157], p = .10), this indicated a full mediation. The results strongly suggested that the positive relationship between subordinates’ likeness for their leaders and their affective commitment to the squad is produced by perceived leaders’ ethical behaviours. Therefore, leaders should exhibit and prioritize ethical behaviours over the need to be liked by their subordinates to guarantee their affective commitment to group goals and aspirations. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=affective%20commitment" title="affective commitment">affective commitment</a>, <a href="https://publications.waset.org/abstracts/search?q=ethical%20leadership" title=" ethical leadership"> ethical leadership</a>, <a href="https://publications.waset.org/abstracts/search?q=leader%20cadets" title=" leader cadets"> leader cadets</a>, <a href="https://publications.waset.org/abstracts/search?q=likeness%20for%20leader" title=" likeness for leader"> likeness for leader</a>, <a href="https://publications.waset.org/abstracts/search?q=subordinate%20cadets" title=" subordinate cadets"> subordinate cadets</a> </p> <a href="https://publications.waset.org/abstracts/121986/ethical-leadership-mediates-subordinates-likeness-for-leader-and-affective-commitment-to-squads-among-police-cadets" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/121986.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">179</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">3379</span> Well-Being in the Workplace: Do Christian Leaders Behave Differently?</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Mariateresa%20Torchia">Mariateresa Torchia</a>, <a href="https://publications.waset.org/abstracts/search?q=Helene%20Cristini"> Helene Cristini</a>, <a href="https://publications.waset.org/abstracts/search?q=Hannele%20Kauppinen"> Hannele Kauppinen</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Leadership plays a vital role in organizations. Leaders provide directions and facilitate the processes that enable organizations to achieve their goals and objectives. However, while productivity and financial objectives are often given the greatest emphasis, leaders also have the responsibility for instituting standards of ethical conduct and moral values that guide the behavior of employees. Leaders’ behaviors such as support, empowerment and a high-quality relationship with their employees might not only prevent stress, but also improve employees’ stress coping meanwhile contributing to their affective well-being. Stemming from Girard’s Mimetic Theory, this study aims at understanding how leaders can foster well-being in organizations. To do so, we explore which is the role leaders play in conflict management, resentment management and negative emotions dissipation. Furthermore, we examine whether and to what extent religiosity impacts the way in which leaders operate in relation to employees’ well-being. Indeed, given that organizational values are crucial to ethical behavior and firms’ values may be steeled by a deep sense of spirituality and religious identification, there is a need to take a closer look at the role religion and spirituality play in influencing the way leaders impact employees’ well-being. Thus, religion might work as an overarching logic that provides a set of principles guiding leaders’ everyday practices and relations with employees. We answer our research questions using a qualitative approach. We interviewed 27 Christian leaders (members of the Christian Entrepreneurs and Leaders Association – EDC, a non-profit organization created in 1926 including 3,000 French Christian Leaders & Entrepreneurs). Our results show that well-being can have a different meaning in relation to the type of companies, size, culture, country of analysis. Moreover the values and believes of leaders influence the way they see and foster well-being among employees. Furthermore, leaders can have both a positive or negative impact on well-being. Indeed on the one side, they could increase well-being in the company while on the other hand, they could be the source of resentment and conflicts among employees. Finally, we observed that Christian leaders possess characteristics that are sometimes missing in leaders (humility, inability to compare with others, attempt to be coherent with their values and beliefs, interest in the common good instead of the personal interest, having tougher dilemmas, collectively undertaking the firm). Moreover the Christian leader believes that the common good should come before personal interest. In other words, to them, not only short –termed profit shouldn’t guide strategical decisions but also leaders should feel responsible for their employees’ well-being. Last but not least, the study is not an apologia of Christian, yet it discusses the implications of these values through the light of Girard’s mimetic theory for both theory and practice. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=Christian%20leaders" title="Christian leaders">Christian leaders</a>, <a href="https://publications.waset.org/abstracts/search?q=employees%20well-being" title=" employees well-being"> employees well-being</a>, <a href="https://publications.waset.org/abstracts/search?q=leadership" title=" leadership"> leadership</a>, <a href="https://publications.waset.org/abstracts/search?q=mimetic%20theory" title=" mimetic theory"> mimetic theory</a> </p> <a href="https://publications.waset.org/abstracts/122403/well-being-in-the-workplace-do-christian-leaders-behave-differently" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/122403.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">121</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=female%20leaders&page=2">2</a></li> <li class="page-item"><a class="page-link" href="https://publications.waset.org/abstracts/search?q=female%20leaders&page=3">3</a></li> <li class="page-item"><a class="page-link" href="https://publications.waset.org/abstracts/search?q=female%20leaders&page=4">4</a></li> <li class="page-item"><a class="page-link" href="https://publications.waset.org/abstracts/search?q=female%20leaders&page=5">5</a></li> <li class="page-item"><a class="page-link" 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