SITUATIONAL LEADERSHIP (original) (raw)
Related papers
Vision of Effective Leadership
The purpose of the paper will be to develop a framework for the objective evaluation of leadership styles, including effective and dark side leadership. In the framework, various leadership approaches are identified, such as (1) Transformational Leadership, (2) Transactional Leadership, (3) Charismatic Leadership, (4) Situational Leadership, (5) Pseudo-Transformational Leadership. Using this framework, two historical leaders will be compared and contrasted according to their leadership style. In the final section, dark side leadership dimensions will be reviewed and evaluated. Based on the framework, a vision of leadership strategy plan will be completed for incorporating effective leadership, including recognizing darker characteristics and providing solutions to avoid the emergence of dark leadership.
Situational Leadership And Diversity Management Coaching Skills
2009
Leadership and diversity management have been part of the work life since the beginning of formal organizations and a critical element of globalization. The authors provide an overview of situational leadership and link it to diversity management so the focus can remain on productivity rather than personalities and biases which are part of each society and individual. Based on personal training experiences of the authors, this conceptual and practical paper provides a model to link situational leadership to diversity in the workplace through effective coaching skills.
The Impact of Leadership Style on Employee's Performance in an Organization
This study examines the impact of leadership style on employees performance in an organization. It went ahead in ascertaining the relationship between employees' performance and productivity, which is the hallmark of the organization goals and objectives. The study revealed that there is significance relationship between leadership style and employees' performance in the attainment of organization goals and objectives.
Situational, Transformational, and Transactional Leadership and Leadership Development
Journal of Business Studies Quarterly, 2014
In order to advance our knowledge of leadership, it is necessary to understand where the study of leadership has been. McCleskey (2014) argued that the study of leadership spans more than 100 years. This manuscript describes three seminal leadership theories and their development. Analysis of a sampling of recent articles in each theory is included. The manuscript also discusses the concept of leadership development in light of those three seminal theories and offers suggestions for moving forward both the academic study of leadership and the practical application of research findings on the field.
What role does leaders' emotional labor play in effective leadership? An empirical examination
2011
Abstract An increasing stream of research has shown that leaders' emotions have substantial impact on followers' attitudes and performance. However, this line of research has not explored the psychological process leaders use to generate and express their emotions. This is an important gap in the leadership literature because theoretical and empirical work suggests that leaders do manage their feelings and/or expressions of emotions in leader-follower interactions.
This paper aimed to examine role of leaders and managers in educational institutions from the perspective of available literatureon leadership and management and the functions and behavioural dimensions of leaders and managers in educational institutions in the shape of theories and research articles. For the purpose answers of five research questions a) what are the dimensions of the leadership? b) What are the dimensions of the management? c) What is relation between leadership and management? d) How Leaders are deemed as managers? And e) what is educational leadership and management? Were coined and their answers were brought from and in the light of existing and available literature. From the review of definitions and explanations existing literature it could be inferred that the word leadership, management and educational leadership & management have different definitions, meanings and explanations as the researchers gave them on the basis of their own understanding and experiences they deemed intact for them. For the leaders it could be inferred that they should have vision, mission and hope for their followers and from the perspective of followers they should have satisfaction of their belief if the leader is followed they would achieve their destination. The management is to manage an organization in different situations with jurisprudence by utilizing available resources. The educational leadership and managers perform dual responsibilities. Leaders perform the responsibilities of the managers and so the managers in their institutions
Apparel sector is the highest income generator of the country; it brings in an income of over USD 4.8 billion as per the Central Bank report, 2015. This is an industry that deals with 15% of the country’s labour force. In the apparel sector amount of automated processors are negligible therefore no matter what instruments, machinery and tools are brought in, it is the humans who will work on these and they are the ones who use these tools, machinery and instruments. As such performance of employees is one of the critical factors that the apparel company focuses on. Owners of these factories spend huge amount of time and money on machinery and tools to obtain maximum performance. But very little focus is given for psychological factors such as job satisfaction and behavioral factor such as leadership style. This research was done to find out the relationship of job satisfaction and leadership style on employee job performance of managerial and non-managerial employees at Sumithra Group of Companies in Sri Lanka. Five dimensions were selected for the Job Satisfaction namely works it-self, pay, supervision, co-workers and working conditions. Autocratic, democratic and laissez-faire were considered as the dimension of the leadership styles. The traits, behavior and results were the dimensions of the employee job performance. Out of the 4007 active employees at the time of the research 550 employees including all managers, supervisors and worker level employee were taken into the sample and 455 have responded to the self-administrated questioner given. This study indicated that 52% of the employee job performance in Sumithra Group is explained by the job satisfaction and the leadership style. The results showed that there is a positive significant correlation between job satisfaction and the job performance as well as there is a positive significant correlation between leadership style and job performance. The results showed that job satisfaction of the employees has more influence towards job performance than the leadership style. Findings of this study revealed that the democratic leadership style had the highest positive correlation towards the job performance than the other two leadership styles that were taken into this study. Supervision, working condition and the pay had the highest correlation value toward job performance out of the five dimensions of the Job satisfaction.
To deepen understanding of situational leadership practices in the small to medium sized enterprise (SME) a qualitative case study is employed to investigate the interventions and uptake of sustainable management practices (SMP) found in previous research. The entrepreneurial organization researched had achieved award-winning status for their leadership in sustainability. Given the need to build understanding an abductive approach focused on “why” and “how” does situational leadership impact organization development. Effective and bene cial characteristics of situational leadership are identi ed to highlight practical and achievable innovations in the SME context.