Search results

1

Three Dimensions of Leadership[1]

100%

Winch S.

Journal of Management and Financial Sciences

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2014

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vol. 18(4)

93-106

EN

Three enterprises’ case studies are presented based on the grounded theory. Leadership style before the macroeconomic crisis of 2008 and during the crisis is described. Its different dimensions shaped by relationships inside the managing group are shown, as well as connections with the administrative and political system and using leadership substitutes. In crisis situations decision‑making processes are usually concentrated, control is enhanced as well as pressure on the results and application of procedures in the management process. 1 NCN subsidy (2011/03/13/H34/04922): Determinants of Polish Enterprises’ Resistance to the Macroeconomic Crisis Carried out by the Chair of Management in Economy of the Institute of Management at Warsaw School of Economics (SGH) under the direction of professor M. Romanowska.

2

LEADERSHIP DIMENSIONS PREFERRED AMONGST BRAZILIAN SOCCER COACHES

80%

Hirota Barroso V., Lima de Andreson D., Verardi Lopes C. E.

Journal of Physical Education & Health - Social Perspective

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2015

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vol. 4

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issue 6

31-36

XX

The aim of the study was to assess the leadership style of soccer coaches who work in youth development clubs in the city of Barueri- SP, Brazil, implementing descriptive research based on the application of the Scale ELRE version of self-perception. 25 male soccer coaches participated in the study, aged between 24 and 57 years (average 41.32±11.65 years) and the statistical treatment of data applied the calculation of Cronbach's Alpha for reliability, mean, standard deviation and median for the dimensions of the instrument. The results related to the Alpha showed stability of the instrument with a total value of 0.87. Regarding the mean, median and standard deviation for each dimension, it has been found that the situational dimension was of 4.21±0.84 (median=4), social behavior support was 3.71±1.31 (median=4), in behavior training-instruction was 4.46 ±0.74 (median=5), for the democratic dimension the average was 3.16 ±1.12 (median=3); autocratic was 3.06 ±1.48 (average=3) and finally concerning the dimension positive reinforcement was revealed at an average of 4.28 ±0.97 (median=5). Therefore, on the basis of the data analysis we can infer that in soccer the predominant behavior of coaches consists of the adoption of positive reinforcement and training-instruction.

3

Cultural Dimensions and Leadership Styles Perceived by Future Managers: Differences between Slovenia and a Cluster of Central European Countries

70%

Pučko D., Čater T.

Organizacija

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2011

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vol. 44

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issue 4

89-99

EN

The article contributes to the body of knowledge about the perceptions of future managers (i.e. business and engineering students) in both Slovenia and a cluster of Central European (CE) countries regarding actual cultural practices in their social environments, the value systems they possess and their attitudes to leadership styles. The main question addressed is whether future Slovenian managers are good representatives of the average future manager from CE (transitional) countries as far as their value system and attitudes to individual leadership styles are concerned.The research results confirm that the Slovenian (potential) future managers perceive actual cultural practices in their environment rather differently from their counterparts from the cluster of CE countries. Two decades of transition from socialist/communist socio-economic systems were apparently not long enough periods to achieve a higher level of harmonisation of existing cultures. The relevant value systems held by the Slovenian (potential) future managers and the CE cluster's future managers still differ significantly. The Slovenian future managers have (statistically) significantly different attitudes to individual leadership styles than their counterparts in the CE countries' cluster. The smallest differences in perceptions between the two stated groups of (potential) future managers exist regarding their views on what are the most important traits and skills of managers.

4

Reorienting Leadership Styles for Sustainable Education

70%

Oyetunji C.

Journal of Teacher Education for Sustainability

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2011

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vol. 13

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issue 2

59-69

EN

This paper describes the leadership style which can sustain education in Botswana community junior secondary schools (CJSS). The concept was examined based on the policy of education in Botswana, Botswana's vision for 2016 and the current situation in schools. Data was collected by means of a questionnaire and semi-structured interviews from a random sample of community junior secondary school teachers and head-teachers in Botswana. The data suggests that the head-teacher's leadership style affects teachers' and pupils' attitude towards a job and studies and that a participatory leadership style promotes sustainable education in schools. These findings can be useful for education policy makers, school administrators and researchers seeking to promote sustainable improvement in education.

5

Influence of Head Teacher’s Leadership Style on Tutor Satisfaction

70%

Pavlovic N.

The New Educational Review

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2014

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vol. 36

266-277

EN

This quantitative study aimed at establishing the effect that the type of leadership style adopted by the head teacher has on the employed tutor’s satisfaction. The study sample comprised 11 school head teachers and 109 tutors. The research utilized two tools in the collection of data, the first of which was used for head teachers and the other for tutors in the institution. The research instrument used to collect data in relation to this dependent variable was a Job Satisfaction Survey (JSS) questionnaire. This tool comprises 29 questions with Likert-type items that deal with job satisfaction. The results of the study show that the leadership style employed by the head teacher does not affect tutor satisfaction in a statistically significant way.

6

Testing knowledge sharing effectiveness: trust, motivation, leadership style, workplace spirituality and social network embedded model

61%

Rahman M. S., Osman-Gani A. M., Momen M. A., Islam N.

Management & Marketing

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2015

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vol. 10

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issue 4

284-303

EN

The aim of this inquiry is to investigate the relationships among the antecedents of knowledge sharing effectiveness under the position of non-academic staff of higher learning institutions through an empirical test of a conceptual model consisting of trust, extrinsic and intrinsic motivation, leadership style, workplace spirituality and online social network. This study used the respondents from the non-academic staff of higher learning institutions in Malaysia (n = 200), utilizing a self-administered survey questionnaire. The structural equation modeling approach was used to test the proposed hypotheses. The outcomes indicate that all the antecedents play a substantial function in knowledge sharing effectiveness. In addition, perceived risk plays a mediating role between trust and knowledge sharing effectiveness. On the other hand, this research also proved the communication skill also plays a mediating role between leadership style and knowledge sharing effectiveness. This study contributes to pioneering empirical findings on knowledge sharing literature under the scope of the non-academic staff perspective.

7

Uzbekistan: A State Undergoing Total Reconstruction

51%

Bodio T.

Polish Political Science Yearbook

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2020

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issue 2 (49)

11-40

EN

This study attempts to demonstrate the reform strategies implemented in the last three years in Uzbekistan. The author focuses on analyzing the implementation of five priorities of this strategy - the dialogue between the authorities and society, human resources and management system, economy and social sphere, security and foreign policy. He devotes a great deal of attention to present the image of the architect of these reforms - the president of the state. The author emphasizes that the style of exercising power, including the implementation of reforms by Shavkat Mirziyoyev, fits into the model of transformational leadership. It is a reforming, missionary, and servant (national) leadership tailored to the expectations and aspirations of the society, but also burdened with high risk, regardless of the starting conditions for the reconstruction of the state.

8

Uzbekistan – państwo w totalnej przebudowie

41%

Bodio T.

Nowa Polityka Wschodnia

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2020

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vol. 2(25)

61–101

EN

This study attempts to demonstrate the reform strategies implemented in the last three years in Uzbekistan. The author focuses on analyzing the implementation of five priorities of this strategy – the dialogue between the authorities and society, human resources and management system, economy and social sphere, and security and foreign policy. He devotes a great deal of attention to present the image of the architect of these reforms – the president of the state. He emphasizes that the style of exercising power, including the implementation of reforms by Shavkat Mirziyoyev, fits into the model of transformational leadership. It is a reforming, missionary, and servant (national) leadership tailored to the expectations and aspirations of the society, but also burdened with high risk, regardless of the starting conditions for the reconstruction of the state.

RU

В данном исследовании предпринята попытка представить стратегии реформ, реализованные в Узбекистане за последние три года. Автор сосредотачивает вни¬мание на анализе пяти приоритетов этой стратегии: диалога власти с обществом, человеческих ресурсов и системы управления, экономики и социальной сферы, безопасности и внешней политики. Большое внимание уделяет архитектору этих реформ, которым является президент государства. Подчеркивает, что стиль осу¬ществления власти, включая реализацию реформ Шавката Мирзиёевa, вписывается в модель трансформационного лидерства. Это реформаторское и миссионерское руководство, а также национально-государственная служба в соответствии с ожи¬даниями и стремлениями большинства общества, но также связанные с высоким риском, ввиду изначальных условий восстановления государства.

9

A conceptual framework of transformational leadership as an influential tool in the team performance

41%

Islami X., Mulolli E.

European Journal of Management Issues

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2020

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vol. 28

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issue 1-2

13-24

UK

Мета роботи – виявити взаємозв'язок між трансформаційним лідерським підходом та результатами роботи команди, проаналізувати існуючу літературу, що виражає роль трансформаційного лідерства в роботі команди, та створити керівництво для лідерів щодо підвищення їх ефективності.Дизайн/Метод/План дослідження. Для досягнення мети дослідження проаналізовано 86 статей та книг з точки зору трансформаційного лідерства, результативності команди та взаємозв'язку між цими двома концепціями.Результати дослідження. Лідерство – одне з важливих слів у сьогоднішньому організаційному напрямку. Незважаючи на це, трансформаційне лідерство приділяє велику увагу теорії лідерства. Проведено декілька досліджень з аналізу взаємозв'язку між трансформаційним лідерством та ефективністю команди. Отримані дані показують, що трансформаційне лідерство залишається найважливішим стилем лідерства для підвищення ефективності роботи команди.Теоретичне значення дослідження. Теоретичне значення цього дослідження розширює думки та змінює суджень для оцінки роботи щодо якості трудового життя.Практичне значення дослідження. Практична перевага цього дослідження полягає в тому, що воно надає рекомендації для менеджерів щодо правильного використання стилю керівництва для підвищення ефективності роботи команди, і як результат - їх організації.Оригінальність/Цінність/Наукова новизна дослідження. Оригінальність дослідження полягає в тому, що вперше проаналізовано взаємозв'язок між трансформаційним лідерством та результатами роботи команди на основі дослыдження існуючої літератури за 50 років досліджень, проведених на цю тему численними дослідниками.Обмеження досліджень/Перспективи подальших досліджень. Прогнозами подальших досліджень є аналіз взаємозв'язку між трансформаційним лідерським підходом та результатами роботи команди, додавання інших вимірів та вимірювання їх загального впливу на такі відносини. Тип статті – теоретичний.

RU

Цель работи – выявить взаимосвязь между подходом трансформационного лидерства и результативностью команды, проанализировать существующую литературу, в которой выражается роль трансформационного лидерства в эффективности команды, и разработать руководство для лидеров по повышению их эффективности.Дизайн/Метод/План исследования. Для достижения цели исследования проанализировано 86 статей и книг с точки зрения трансформационного лидерства, эффективности команды и взаимосвязи между этими двумя концепциями.Результаты исследования. Лидерство – одно из важнейших слов в современном организационном направлении. Несмотря на это, трансформационное лидерство уделяет большое внимание теории лидерства. Проведено небольшое количество исследований по анализу взаимосвязи между трансформационным лидерством и работой команды. Полученные данные показывают, что трансформационное лидерство остается наиболее важным стилем лидерства для повышения эффективности команды.Теоретическое значение исследования. Теоретическая значимость этого исследования расширяет мнения и измененет суждения при служебной аттестации о качестве трудовой жизни.Практическое значение исследования. Результаты исследования формулироуют руководящие принципы для менеджеров по правильному использованию стиля лидерства для повышения производительности своей команды и, как следствие, своей организации.Оригинальность/Ценность/Научная новизна исследования. Оригинальность исследования заключается в том, что впервые проанализирована взаимосвязь между трансформационным лидерством и работой команды на основе изучения существующей литературы за 50 лет исследований, проведенных по этой теме многочисленными исследователями.Ограничения исследований /Перспективы будущих исследований. Прогнозы для дальнейших исследований состоят в том, чтобы проанализировать взаимосвязь между трансформационным подходом к лидерству и производительностью команды, добавить другие параметры и измерить их общее влияние на такие отношения. Тип статьи – теоретический.

EN

Purpose – to identify the relationship between the transformational leadership approach and team performance, to analyze the existing literature that expresses the role of transformational leadership on team performance and to create a guideline for the leaders to increase their performance.Design/Method/Approach. To achieve the purpose o.f the study 86 articles and books were analyzed in terms of transformational leadership, team performance, and the relationship between these two concepts.Findings. Leadership is one of the essential words in today’s organizational direction. Despite that, transformational leadership has excellent attention on leadership theory. A few numbers of researches are done on analyzing the relationship between transformational leadership and team performance. The findings show that transformational leadership remains the most crucial leadership style in improving team performance.Originality / Value. The originality of the study is that no one researcher before has analyzed the relationship between transformational leadership and team performance, like this study, which includes analyzing the existing literature over 50 years of research made on this topic by numerous researchers.Theoretical implications. This study's theoretical significance increases opinion and change of judgment for performance appraisal on the working life quality.Practical implications. The practical benefit of this study is that it provides a guideline for managers use the leadership style correctly to increase the performance of a team, and as a result their organization.Research limitattions / Future research. The projections for further research are to analyze the relationship between the transformational leadership approach and team performance, add other dimensions, and measure their common effects on such relationship. Paper type – theoretical.

10

Studium retoryczne dwóch stylów przywództwa w "Dyrygencie" Andrzeja Wajdy

41%

Rzymowska L.

Oblicza Komunikacji

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2013

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vol. 6

79 - 101

EN

The author presents a rhetorical analysis of selected scenes from the film Dyrygent (Conductor, 1979), in which Andrzej Wajda painted contrasting portraits of two conductors: Adam Pietrzyk and John Lasocki, showing them in a dialogue with the orchestra and in two different styles of verbal and non-verbal communication. In Wajda’s work the orchestra is a metaphor for society, the nation; the conductor is a type of leader, while conducting is a metaphor for exercising power, exerting influence, gaining obedience and enforcing actions. Like conductors, different leaders have different styles of leading. Having studied the actio of the two conductors, the author has defined their leadership styles as authoritarian and democratic, respectively. In addition, Adam Pietrzyk is described as a formal (institutional) leader, officially designated acting director of the orchestra; John Lasocki is shown as an informal (natural) leader, exerting influence on the ensemble thanks to qualities that are important for the achievement of a common goal. While Adam is a mediocre leader, the Master is a leader who is charismatic, who attracts attention with his style of speech, movement, appearance and his entire personality; he is characterised by high social intelligence and he knows how to treat people on an individual basis, accurately reading people’s reactions. The analysis enables us to recognise the message of Wajda’s Conductor: society may create or do a work together, if the leader acknowledges and respects the community as a collection of different people, whose rights are based on equality, yet do not arise from the equality, but rather from the uniqueness and — in the personalist sense — incommunicability of every participant. Every person in the orchestra — or: in society, nation, in a given time in history — brings to the overall consonance his or her own tone and own interpretation of sound.

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Three Dimensions of Leadership[1]

LEADERSHIP DIMENSIONS PREFERRED AMONGST BRAZILIAN SOCCER COACHES

Cultural Dimensions and Leadership Styles Perceived by Future Managers: Differences between Slovenia and a Cluster of Central European Countries

Reorienting Leadership Styles for Sustainable Education

Influence of Head Teacher’s Leadership Style on Tutor Satisfaction

Testing knowledge sharing effectiveness: trust, motivation, leadership style, workplace spirituality and social network embedded model

Uzbekistan: A State Undergoing Total Reconstruction

Uzbekistan – państwo w totalnej przebudowie

A conceptual framework of transformational leadership as an influential tool in the team performance

Studium retoryczne dwóch stylów przywództwa w "Dyrygencie" Andrzeja Wajdy