Theories of leadership

International Journal of Science and Research, 2019

Building a sustainable entrepreneurial posture within an organization is a necessary shortcut to business prosperity and perpetuation even in a constantly changing environment of business. It particularly promotes business functionality through its creative and innovative tendency needed to meet and surpass the ever changing customers' expectations from service providers. Given this understanding, it is the purpose of this study to theoretically review the role of leadership styles in the advancement of entrepreneurial orientation strategy in business operation. In order to achieve this purpose, the study was divided into the following slants: the meaning and nature of leadership styles, taxonomies of leadership, the concept of entrepreneurial orientation, key components of entrepreneurial orientation, and nexus between leadership styles and entrepreneurial orientation. Finally, the study concluded that the concept of leadership styles has a positive influence on organizational behavior such as entrepreneurial orientation which has the ability to position a business competitively better and well ahead of their rivals in both large and small organizations. Based on this, we recommend that: i) in order to achieve organizational goal, quality leadership should be given atoppriority ii) that the adoption of leadership style should be based on situation and not based on what worked in the past iii) that through good leadership style such democratic, charismatic, transformational and transactional style, entrepreneurial orientation posture can be developed and sustained in contemporary business management.

Canadian Institute for Knowledge Development (CIKD)

Industry 4.0 stands for ‘fourth industrial revolution' and is a term referring to rapid transformations in the design, production, implementation, operation, and service of manufacturing systems, products, and components. To get the most out of Industry 4.0 technologies, organizations will have to heavily invest in building capabilities in the following dimensions: data and connectivity, analytics and intelligence, conversion to the physical world, and human-machine interaction. In this study, the human dimension of industry 4.0 has priority, by analyzing behavioral leadership theories that focus on the study of the specific behaviors of a leader (the leader behavior is the predictor of his leadership influences and is the best determinant of his leadership success). A two dimensional 4.0 leadership style matrix was developed (x-axis: innovation/technology concern; y-axis: people concern). The results of this study revealed that the developed industry 4.0 leadership style might have the dimensions of first-year students, social, technological or digital, where the 4.0 digital leader forms the highest reachable level in the 4.0 leadership matrix.

Procedia - Social and Behavioral Sciences, 2011

The main objective of this research is to compare and analyze the shift in the ideal and actual leader behaviors within five years. Therefore two studies were conducted, one during 2004-2005 and the second during 2009-2010 periods. In order to measure the perceived leader behavior and the ideal leader behavior required by the employees, Stogdill's Leadership Behavior Description Questionnaire XII (LBDQ XII) was used. Sample of the Time I Study consisted of 678, and the Time II Study 789 questionnaires. Results revealed that during the last five years there are significant changes in the twelve dimensions of actual and ideal leader behaviors. While the leaders started to perform these behaviors less, the desire to have leaders showing these behaviors also diminished by employees. Even though there is a decrease in the results, when the higher order dimensions -system and person oriented behavior -calculated and compared, we still see that Turkish employees wants both system and person oriented leaders. Only the spread is not as extreme as before.

The purpose of this qualitative study was to explore a phenomenon concerning why organizational leaders have transitioned from academically recommended leadership theories to their own non-traditional leadership practices. Existing research suggests that current leadership theories are outdated and not keeping pace with continual change, vast technological advancements, and expectations by stakeholders for transparency. The concept for this study was inspired in part by a combination of over 40-years of personal and professional observations and experience in leadership, and a personal theory that leaders do not practice traditional leadership theory as originally intended, but rather select various elements from numerous theories and merge them into a single leadership practice, also known as non-traditional leadership. The findings of this study suggested that all participants practiced non-traditional leadership. Continual change was recognized as an ongoing phenomenon, and leadership theories, or elements of theories, were considered outdated. Acceptance of change and adaptability was identified as necessary attributes for modern day successful leaders, and leaders who continued to practice traditional theory, did so out of fear of change. Additional research should be conducted to evaluate how wide spread the practice of non-traditional leadership practices has spread and why leaders have chosen to ignore the recommended academic teachings of traditional leadership theories. Further research should be conducted concentrating on traditional leaders, in an effort to understand their motivations for following traditional leadership models.

The current study aims to discover the willingness of the leaderships in Karbala University to work by the servant leadership philosophy through the (226) employee points of view survey. Through a questionnaire (Dierendonck & Nuijten, 2011), it reached a group of conclusions; one of it was that there is a weakness in the readiness of Administrative Leaders to adopt servant leadership philosophy. The originality of this research is that the findings will help leaders in Karbala University to understand that they need to enhance their readiness to adopt servant leadership so that they can help their followers do their job effectively and efficiently.

Today, leadership is more important in the face of changing times demanding flexible and adaptive approaches of dealing with uncertainties and developing commitment amongst employees essential to the success of the organization (marti, gil and barrasa,2009).within the broader gamut of leadership, leadership behavior remains an evolving area of enquiry to obtain clearer theoretical understanding for the scholars and practical implications relevant to today demands of the organizational leaders. The leadership behavior is more critical for emerging economics as these countries are changing from closed to open economies due to globalization and the organizations are becoming more responsive to the markets for sustainable growth. Consequently, participative leadership and employee involvement in decision making to garner support and commitment from the employees with enhanced level of employee job satisfaction is imperative. A western concept of employee participation in decision making (Wilkinson & dundon, 2010) is increasingly gaining importance amongst the developing economies (Miller,2011). Therefore, we still need to know how much and how well specific leadership behaviour are used in the organizations (Yukl, 2012) to influence employee participation in decision making and employee job satisfaction.

Our literature review focuses on the emerging construct of ethical leadership and compares this construct with related concepts that share a common concern for a moral dimension of leadership (e.g., spiritual, authentic, and transformational leadership). Drawing broadly from the intersection of the ethics and leadership literatures, we offer propositions about the antecedents and outcomes of ethical leadership. We also identify issues and questions to be addressed in the future and discuss their implications for research and practice. Our review indicates that ethical leadership remains largely unexplored, offering researchers opportunities for new discoveries and leaders opportunities to improve their effectiveness.

The Leadership Quarterly, 2006

Our literature review focuses on the emerging construct of ethical leadership and compares this construct with related concepts that share a common concern for a moral dimension of leadership (e.g., spiritual, authentic, and transformational leadership). Drawing broadly from the intersection of the ethics and leadership literatures, we offer propositions about the antecedents and outcomes of ethical leadership. We also identify issues and questions to be addressed in the future and discuss their implications for research and practice. Our review indicates that ethical leadership remains largely unexplored, offering researchers opportunities for new discoveries and leaders opportunities to improve their effectiveness.

2016

This book provides an overview of leadership and leader work in general, detailing the most important roles, skills, challenges, abilities and goals that a nursing leader needs to employ to be successful. The first chapter details the context of healthcare. This is followed by an overview of the literature of health service leadership, describing the similarities and differences between health service leadership and its more generalised leader counterpart. Later, this book provides a review of studies and articles written about hospital leadership. Moreover, the book elucidates the role, skills, challenges and educational needs of health service leaders, while the last chapter summarises this book. The present book aims to understand the nature of the leadership styles of head nurses in public and private healthcare sectors and to evaluate their perceptions of their most important roles, skills and training courses. Also, this book aims to recognise the challenges, obstacles and problems facing head nurse managers and to examine the degree of their impact on health outcomes.

Purpose – To determine how leadership experience affects the value leaders place on leadership traits. In particular, we sought to determine if individuals with different amounts of leadership experience deferentially desire traits related to dominance and cooperation. Design/methodology/approach – Participants reported the importance of dominant and cooperative traits for an ideal leader, and reported the number of leadership roles that they had experienced. Findings – The desirability of dominance-related traits decreased as leadership experience increased, but only for women. In contrast, the desirability of cooperation-related traits remained the same, regardless of leadership experience or gender. Implications – Overall, these findings suggest leaders learn to desire different traits as they gain leadership experience. Implications of this research may exist in both business and political domains. In business, interview and selection decisions may depend on the leadership experience and gender of the decision-maker. Organizations should carefully select members of the organization to make these critical hiring decisions. In politics, candidates would be wise to consider the leadership experience and gender of constituents in their self-presentation attempts. Originality/value – This research presents the first examination of the effect of leadership experience on the desirability of leader personality traits. In addition, this is one of the first studies to refocus on the dominance/cooperation dichotomy—a promising focus for future trait research.