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Papers by Angeliki Papasava

Leadership and Developing Societies

This study focuses on a Kenyan-based airline and investigates how leadership influences the commi... more This study focuses on a Kenyan-based airline and investigates how leadership influences the commitment of its pilots. The need for this study emerged from the changes that affected the aviation industry in the past years, including COVID-19, political unrest, fluctuation of oil prices, and supply chain disruptions. Deregulations also impacted well-established state airlines. The aim of this study is to find ways to improve the performance and commitment of pilots, whose demand generally does not match supply. The theoretical framework examines transformational and transactional leadership modified from MLQ (5X) and the Allen and Meyer three-component model of commitment. The study utilises a mixed method approach and obtains empirical findings that support theory. The study also reveals that job embeddedness has a significant influence on pilots’ retention rates. The study recommends the adoption of academically supported solutions, including the movement from transactional leadersh...

Leadership and Developing Societies

Open Journal of Social Sciences

In the beginning of this report the reader will find information on what is technological change ... more In the beginning of this report the reader will find information on what is technological change and how it is implemented. There are three general categories of I.S. developments: infrastructure developments, software developments, and database developments. Following, the nature of organisational change is described and the main organisational changes that occur are highlighted. These are: change in nature of specialists ’ work, change in managers ’ work, change in inter-departmental co-ordination mechanisms, and change in knowledge utilisation. Next, the consequences of technological and organisational change are given together with an example of the Norwegian army. There, the consequences of a new I.T. implementation strategy are shown. Finally, the reader can find out the means and ways that I.S. management can use in order to cope effectively with change. Again an example is given, that of the Bell Atlantic Organisation. ¨ The genius of the future lies not in technology but in...

Journal for Quality and Participation, 2017

Negative feedback is an important resource for analyzing the effectiveness of a process, but it o... more Negative feedback is an important resource for analyzing the effectiveness of a process, but it often is accompanied by discomfort. Employees can provide invaluable input with negative feedback; however, the corporate environment must be one where the ..

International Journal of Management and Decision Making, 2004

This paper examines the European Union legislation in terms of protecting firms from market power... more This paper examines the European Union legislation in terms of protecting firms from market power abusers. To begin with, it describes what competition is and gives an idea of monopolistic situations. Then it describes various forms of market abuse and how they are tackled by the EU. It offers a complete examination of various competitive situations including real cases and how the EU confronted them. Finally, it sets a number of questions with regards to the motive behind the EU legislation. Is it formulated in order to help companies operate in a fair market, or is it done in order to shape the market resulting in a controlled economy?

Journal of Marketing Communications for Higher Education

Referral Marketing (RM) has only recently sparked the interest of marketers in the online higher ... more Referral Marketing (RM) has only recently sparked the interest of marketers in the online higher education (OE) sector, with distinct gaps identified in the literature. This concept is closely linked with consumer brand engagement, relationship marketing and student loyalty. The researchers selected a for-profit multinational OE organisation, which offers tertiary UK programmes and implements an incentivised RM strategy. Given that loyalty behaviour is linked with consumer experience, integrated marketing communications throughout the consumer journey are also believed to impact RM. The aim of this case study was to broaden knowledge and understanding of RM in this unique sector by identifying sectoral trends and investigating constructs of consumer brand engagement, employee engagement (EE) and integrated marketing communications through the lens of the OE sector. Through a mixed-methods design, combining elements of grounded theory and a constructivist paradigm, two discovery-ori...

Leadership involves both giving and receiving feedback. There are many studies on how leaders sh... more Leadership involves both giving and receiving feedback. There are many studies on how leaders should give feedback and several different schools of thought. But how do true leaders receive feedback and use it in order to improve themselves and to discover opportunities for development? Peter Drucker wrote that the only way to discover one's strengths is through analysing feedback. And many times, through criticism leaders can understand their weak points and work on improving them in order to become more successful. Negative feedback can hold a lot of important information and should not be ignored. This is why, leaders should be resilient and develop their ability to filter feedback without letting emotion prevail (Wilson, 2012). According to Schwarz (2014), an expert in leadership and organisational psychology, leaders must be open to listening to employees who identify their weak points. Although criticism may be uncomfortable to hear, it is a "not-so-nicely wrapped" gift. "Effective leaders open these gifts, regardless of the wrapping, to learn what they are doing that's negatively affecting others on their team." A study that took place by Leadership IQ, reveals that people who cannot accept feedback have a higher chance of failing in the business world. Mark Murphy, the founder of Leadership IQ states that high performers do well because of their ability to accept feedback as a means of fueling personal growth (2015). Another study revealed that the most effective leaders are the ones who frequently ask for feedback. Joseph Folkman, the president of Zenger Folkman, the company which performed the study, states that "People who are at the bottom 10% in terms of their willingness to ask for feedback—their leadership effectiveness scores were at the 17th percentile, but the people who were at the top 10%, who were absolutely willing to ask for feedback, their leadership effectiveness scores were at the 83rd percentile. It's like the worse they are as a leader, the less likely they are to ask for feedback because they're afraid they'll hear the truth, and the better people are the more they keep asking 'How am I doing? Would you change anything?'" In their article " How Positive and Negative Feedback Motivate Goal Pursuit " , Fishbach, Eyal and Finkelstein (2010), write that after reviewing research of positive and negative feedback on individuals they concluded that it only makes an impact to the ones who were committed to make progress in achieving their goals. Beginners are more interested with assessing their commitment and they tend to achieve goals when they receive positive rather than negative feedback. Experts are interested in observing their progress towards goals and tend to adhere to goals after receiving negative rather than positive feedback. Leaders should be the ones initiating feedback. Increasing one's receptivity to other people's input is not enough. In work environments, it is highly unlikely for direct reports, colleagues or peers to offer their feedback (positive or negative) without being asked. It is the leader's task to ask for a genuine assessment of how they are doing (Kouzes & Posner, 2014). While asking for candid feedback, leaders should create a safe environment where people around them are not afraid to give their honest opinion. Abstract: This short article explores how leaders can use negative feedback to their advantage by identifying their weaknesses and turning them into strengths. In order to enable their peers to give them true feedback, leaders should nurture a safe environment of trust where people are not afraid to share their honest opinion. Through the use of secondary data, the author gives practical advice to business leaders on how to use negative feedback in order to improve their leadership qualities. The article examines methods that leaders can use in order to turn criticism into a plan for personal growth and development. The key conclusions of the article are that negative feedback should be embarrassed by leaders and it should be used as a guide for becoming better at what they do. When receiving negative criticism, leaders should try to improve their work performance and change in a positive and proactive manner. Finally, leaders should use negative feedback as a tool to strengthen their relationship with their teams.

This paper discusses the knowledge management issues an I.T. firm faces and presents the theories... more This paper discusses the knowledge management issues an I.T. firm faces and presents the theories of knowledge as data, knowledge as meaning and knowledge as practice.
Knowledge Management, knowledge as data, knowledge as meaning, knowledge as practice .

International Journal of Management and Decision Making, 2004

Leadership and Developing Societies

Open Journal of Social Sciences

Journal for Quality and Participation, 2017

International Journal of Management and Decision Making, 2004

Journal of Marketing Communications for Higher Education

International Journal of Management and Decision Making, 2004