Managerial Leadership: 12 Elements of Great Managing

2008 ◽  
Author(s):  
James K. Harter
Keyword(s):  
Managerial Leadership

Relationship Of Creative Management, Teacher Effectiveness, Teacher Stress And Teacher Commitment With Different Dimensions Of Managerial Leadership

Think India ◽  
2019 ◽  
Vol 22 (2) ◽  
pp. 2007-2026
Author(s):  
Deepa Sikand
Keyword(s):  
Teacher Effectiveness ◽  
Transactional Leadership ◽  
Significant Relationship ◽  
Teacher Stress ◽  
Teacher Commitment ◽  
Educational Institutions ◽  
Managerial Leadership ◽  
Transformational And Transactional Leadership ◽  
Different Dimensions ◽  
Relationship Of

The present study was conducted to study the relationship of creative management, teacher effectiveness, teacher stress and teacher commitment with different dimensions of managerial leadership. In order to conduct present study 450 teacher educators with doctorate degree and without doctorate degrees, with different levels of experience were selected from 45 selected colleges of education taking 10 teachers from each institution were selected randomly. Creative Management Scale prepared by the investigator, Multifactor Leadership Questionnaire (Bass and Avolio, 2003), Teacher Commitment Questionnaire (AmitKauts and AachalKalia, 2012), Teacher Effectiveness Scale (Mutha, 1982)and Teacher Stress Questionnarie (Otto (1983) and Adapted by Max Smith and Sid)were used as tools for the present study. The findings of the study revealed that there is significant relationship in the creative management and managerial leadership. This means that variation in the creative management in any manner would have remarkable impact on the managerial leadership and vice versa. It is also found that there is significant relationship in the teacher effectiveness and managerial leadership. Hence, increased practice of transformational and transactional leadership would ensure better teaching effectiveness in the educational institutions and vice versa. Another finding is that there is significant relationship in the teacher stress and managerial leadership. This means that increased teacher stress may become a cause for the action orientation of managerial leadership and managerial leadership may also act as a stressor among teaching professionals. It is also found that there is significant relationship in the teacher commitment and managerial leadership for transformational and transactional leadership dimensions of Managerial Leadership. Hence, increased practice of transformational and transactional leadership would ensure better teaching commitment in the educational institutions and vice versa.

Leadership Enactment for Information System Acceptance: an Explanation from a Sensemaking Perspective

2019 ◽  
pp. 78-106
Author(s):  
Aruna Dayanatha ◽  
J A S K Jayakody
Keyword(s):  
Information System ◽  
User Involvement ◽  
High Rate ◽  
Is Success ◽  
Managerial Leadership ◽  
Individual Level ◽  
System Acceptance ◽  
The Individual ◽  
Leadership Intervention ◽  
Is Failure

Information system (IS) projects have been seen to be failing at an alarmingly high rate. The prevailing explanations of IS failure have had only a limited success. Thus, the time may be right to look at the reasons for IS failure through an alternative perspective. This paper proposes that IS success should be explained in terms of managerial leadership intervention, from the sensemaking perspective. Managers are responsible for workplace outcomes; thus, it may be appropriate to explain their role in IS success as well. The sensemaking perspective can explain IS success through holistic user involvement, a concept which critiques of existing explanations have stated to be a requirement for explaining IS failure. This paper proposes a framework combining the theory of enactment and leadership enactment to theorize managerial leadership intervention for “IS success.” The proposed explanation postulates that the managerial leader’s envisioning of the future transaction set influences the liberation of the follower and cast enactment, while liberating followers and cast enactment constitute manager sensegiving. The managerial leader’s sense-giving influences follower sensemaking. Follower sensemaking, under the influence of managerial sensegiving, will lead to followers’ IS acceptance, and that constitutes IS success at the individual level. Further, collective level IS acceptance constitutes IS adaption/success, and this will influence the leader’s sensegiving, for the next round of sensemaking.

scholarly journals The impact of preferences for clinical and managerial leadership roles on the willingness to apply for a medical leadership position: Analysis of gender differences among a sample of German senior physicians

2021 ◽  
pp. 095148482110102
Author(s):  
Florian Liberatore ◽  
Julia Schätzle ◽  
Henrik Räwer ◽  
Kia Homayounfar ◽  
Jörg Lindenmeier
Keyword(s):  
Structural Equation ◽  
Medical Profession ◽  
Equation Modeling ◽  
Mentoring Programs ◽  
Leadership Roles ◽  
University Hospitals ◽  
Managerial Leadership ◽  
Clinical Leadership ◽  
Medical Leadership ◽  
The Impact

Background The hybrid role (clinical and managerial leadership tasks) of physicians in medical leadership positions (MLPs) is a driver of the attractiveness of these positions. The increasing feminization of the medical profession makes gender-related preferences for hybrid roles relevant. Purpose The current study uses the (EPL) career aspirations framework to analyze the (gender-related) effects that efficacy beliefs, motivations, and preferences for clinical leadership and managerial leadership have on the willingness of chief physicians to apply for an MLP. Methodology: A survey of senior physicians in German university hospitals yielded a sample size of N = 496. The resulting data were analyzed using a structural equation modeling approach. Findings The results confirm the low preference for MLPs among senior physicians, which is mainly affected by preferences for managerial leadership tasks. Female senior physicians perceive the position of an MLP to be less attractive than their male counterparts do, and female physicians’ willingness to apply for an MLP is concurrently driven by their preferences for clinical leadership and managerial leadership tasks. Practical implications: Mentoring programs could boost female senior physicians’ preparedness for MLPs. Further, flexibility in fulfilling managerial leadership tasks could be promoted to make MLPs more attractive to women.

Managerial Leadership Style in Scientific Organisations

1986 ◽  
Vol 32 (2) ◽  
pp. 354-360
Author(s):  
Kulwant Singh ◽  
Om Singh Verma
Keyword(s):  
Leadership Style ◽  
Managerial Leadership

Managerial Leadership in Divided Times

1995 ◽  
Vol 26 (4) ◽  
pp. 488-514 ◽  
Author(s):  
J. Patrick Dobel
Keyword(s):  
Managerial Leadership

Leadership development in health care: what do we know?

2002 ◽  
Vol 16 (1) ◽  
pp. 34-47 ◽  
Author(s):  
John Edmonstone ◽  
Jane Western
Keyword(s):  
Health Care ◽  
Leadership Development ◽  
Evaluation Studies ◽  
Lessons Learned ◽  
Executive Directors ◽  
Managerial Leadership ◽  
Leadership Models ◽  
Strong Focus ◽  
The Future

The NHS in England has developed a strong focus on clinical and managerial leadership. The article describes both emerging ideas on leadership models and approaches to developing leaders as a background to the description of two evaluation studies of leadership programmes for executive directors and the lessons learned for the future.

Effect of Environmental Factors on Knowledge Sharing in Construction Organization

2015 ◽  
Vol 74 (4) ◽  
Author(s):  
Katun M. Idris ◽  
Kherun N. Ali ◽  
Godwin U. Aliagha ◽  
Ali Keyvanfar
Keyword(s):  
Environmental Factors ◽  
Knowledge Sharing ◽  
Structural Equation ◽  
Project Managers ◽  
Equation Modeling ◽  
Managerial Leadership ◽  
Leadership Strategy ◽  
Construction Organizations ◽  
Strategy Planning ◽  
Construction Organization

The processes of environmental factors are milieu-focus, which  can influence the knowledge sharing in construction organization. This study examines the possible effect of environmental factors in respect to managerial leadership, strategy/planning and culture on the relationship to the knowledge sharing.  The study was carried out on project managers in construction organizations in Nigeria using a stratified random sample of 323 of  different designations. A hypothesized model of knowledge sharing, and environmental factors was tested using structural equation modeling approach, and a proposed model was therefore developed. All the factor loadings were significant, leading to a prudent model achievement. The study serves as a guide to the construction managers for sharing knowledge in the construction organization. The finding indicated that environmental factors demonstrated significant influence on knowledge sharing. 

scholarly journals Managerial Leadership and Performance as Fully Mediated by Transformational Leadership through Structural Equation Modeling

2021 ◽  
Vol 04 (06) ◽  
Author(s):  
Arthur Ong Buenavista ◽  
Keyword(s):  
Transformational Leadership ◽  
Structural Equation Modeling ◽  
Structural Equation ◽  
Discriminant Validity ◽  
School Administrators ◽  
Information Criterion ◽  
Equation Modeling ◽  
Managerial Leadership ◽  
Equivalent Models ◽  
And Performance

This study investigated the relationships among managerial leadership, transformational leadership, and performance of school administrators of Northern Iloilo Polytechnic State College (NIPSC) through Structural Equation Modeling (SEM). Covariance-Based SEM (CB-SEM), Confirmatory Factor Analysis (CFA) with its default Maximum Likelihood Estimation (MLE) were used to test the hypothesized model that managerial leadership covary transformational leadership which were both related to the school administrators’ performance. Results revealed that of the eight alternative models, two equivalent models, one model generates every probability distribution that can be generated by another model, Model B3 and Model D3 were generated, got the smallest Alkaike Information Criterion (AIC) and Bayes Information Criterion (BIC) indicating that both models had relatively better fit. Model B3 and Model D3 have the same degrees of freedom but feature a different configuration of paths among the same variables. However, of the two equivalent models, model B3 was rejected due to discriminant validity concerns while model D3 passed both measurement model and structural model, model D3 was confirmed and retained. As contribution to the fields of education, management and leadership, the researcher confirmed and recommends, through CB-SEM using CFA with its default MLE, the Managerial Leadership and Performance as fully mediated by Transformational Leadership Model.

scholarly journals Financial and Production Constraints faced by Women Entrepreneurs

2020 ◽  
pp. 1-6
Author(s):  
N. Suganthi ◽  
M. Asokhan
Keyword(s):  
Women Entrepreneurs ◽  
Tamil Nadu ◽  
Structured Interview ◽  
Full Potential ◽  
Managerial Leadership ◽  
Ex Post ◽  
Ex Post Facto ◽  
Medium Enterprise ◽  
Specialized Institutions ◽  
Multidimensional Constraints

Women, who try to enter the field of industry in either managerial or entrepreneurial role, are generally exposed to various constraints. Though the entrepreneurial process is the same for men and women, there are however, in practice, women have to confront many additional problems of varying dimensions and magnitudes, which prevent them from realizing their full potential as entrepreneurs. Women entrepreneurs experience multidimensional constraints. The governments at the centre and the states have established a number of specialized institutions to cater to the needs of women entrepreneurs but they still face many problems. At this juncture, the constraints faced by women entrepreneurs were studied as one of the objective. This objective was to ascertain the financial, production and labour constraints faced by women in their enterprise. To achieve the purpose of the study, 40 registered women entrepreneurs in Micro Small and Medium Enterprise (MSME) were identified in Coimbatore District of Tamil Nadu. Series of questions were asked through well structured interview schedule. Evidence in the paper shows that the most serious financial constraint faced by women was, that the entire loan was not given at a time (65.00%). In production and labour, most serious constraints faced by women entrepreneurs were labour management in various essential activities (92.5%). Methodology and design not clarified here. No recommendations The ex post - facto type of research was employed. Proportionate Random sample method” was adopted to select the respondents from the four Entrepreneurial Hubs. Women should attend training programs, seminars, workshop and conferences Related to develop professional competencies in managerial, leadership, marketing, financial, production process, profit planning, maintaining books of accounts and other skills.

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