Directive versus participative leadership: Dispositional antecedents and team consequences

2018 ◽  
Vol 91 (3) ◽  
pp. 645-664 ◽  
Author(s):  
Guiquan Li ◽  
Haixin Liu ◽  
Yaxuan Luo
Keyword(s):  
Participative Leadership ◽  
Dispositional Antecedents

RELATIONSHIP ANALYSIS OF WORK MOTIVATION AND PARTICIPATIVE LEADERSHIP TO UNDERSTAND FUNCTIONAL EMPLOYMENT BEHAVIOR

2020 ◽  
Vol 7 (2) ◽  
pp. 40-49
Author(s):  
Abdul Rivai
Keyword(s):  
Positive Relationship ◽  
Work Motivation ◽  
Work Behavior ◽  
Participative Leadership ◽  
Structural Position ◽  
Good Relationship ◽  
Relationship Analysis ◽  
Participatory Leadership ◽  
Study Population ◽  
The Relationship

This study aims to determine and understand the relationship between work motivation and participatory leadership with the work behavior of the Functional Staff of the Education and Culture Office of East Nusa Tenggara Province because the Province of East Nusa Tenggara is one of the provinces whose development and growth is relatively slower compared to other provinces in Indonesia. The study population was the functional staff who did not have a structural position of 94 people. Samples were taken as many as 75 people. Data collection using a questionnaire instrument.Based on hypothesis testing, this study found: (1) there was a relationship between work motivation and work behavior in which work motivation contributed 49.29% to work behavior, (2) there was a positive relationship between participative leadership and work behavior in which participative leadership contributed 51.49% of work behavior, and there is a positive relationship between work motivation and participatory leadership together with work behavior. Where work motivation and participatory leadership together contribute 67.01% to work behavior. From the three findings, the conclusions of this study are stated that: (a) Work behavior provides a good relationship to increase work motivation, (b) Work behavior can be improved by considering participatory leadership, by involving employees in every decision making, respecting opinions and proposals employees, and enhance collaboration.

Believe they can succeed, and they will: intrapreneurial behavior and leadership

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Muhammad Farrukh ◽  
Fanchen Meng ◽  
Ali Raza
Keyword(s):  
Organizational Climate ◽  
Structural Equation ◽  
Chemical Engineering ◽  
Theoretical Development ◽  
Equation Modeling ◽  
Pharmaceutical Chemical ◽  
Participative Leadership ◽  
Content Type ◽  
Member Exchange

PurposeA leader's job is not to put greatness into people, but rather to recognize that it already exists and to create an environment where that greatness can emerge and grow (Smith, 2014). Based on Brad Smith's quote, the purpose of this study is to investigate the role of the leader's expectations, leader-member exchange (LMX) and organizational climate for innovation in fostering the intrapreneurial behavior (IB) of employees.Design/methodology/approachData were collected from employees and their supervisors working across industries such as pharmaceutical, chemical, engineering and manufacturing. Collected data were then analyzed using the structural equation modeling technique.FindingsThe authors’ results show that LMX and leaders' expectations are positively linked to employees' IB. Moreover, this association is mediated by organizational climate.Practical implicationsThis study's findings contribute to the literature on intrapreneurship and may also help practitioners formulate interventions to foster IB in organizations that will ultimately lead to higher performance.Originality/valueThis study attempted to investigate the effect of LMX and the Pygmalion effect on IB through employees' perception of organizational climate for innovation. The literature in this field is scarce and theoretical development is weak because traditional collaborative or participative leadership approaches are more relevant to an outcome than innovation.

scholarly journals Effect of Representative Leadership Styles on the Composition of Organization Commitment with the Facilitating Role of Organizational Maturity

2016 ◽  
Vol 9 (4) ◽  
pp. 131
Author(s):  
Hamid Hassan ◽  
Sarosh Asad ◽  
Yasuo Hoshino
Keyword(s):  
Leadership Styles ◽  
Leadership Style ◽  
Contemporary Literature ◽  
Maturity Model ◽  
Participative Leadership ◽  
Capability Maturity ◽  
Organizational Maturity ◽  
Different Dimensions ◽  
Organization Life Cycle

This study proposes a framework to explore the effect of leadership styles in defining the composition of Organizational Commitment (OC) along effective, normative and continuance dimension. To bring in a more logical choice of leadership styles, limited numbers of representative leadership styles are derived from the long list of styles presented in the contemporary literature. Higher level of organizational maturity is proposed to facilitate the role of leadership style in shaping the composition of OC in three different dimensions. Organizational Maturity is measured by Capability Maturity Model (CMM), stage of Organization Life Cycle and specificity of Organizational Culture. Results support that a more persuasive and participative leadership style enhance the affective and normative commitment while continuance dimension of commitment is maintained under authoritative and unilateral style of leadership.

scholarly journals Exploring the Project Risk Management: Highlighting the Soft Side of Project Management

2021 ◽  
Author(s):  
Muhammad T. Hatamleh
Keyword(s):  
Risk Management ◽  
Project Management ◽  
Leadership Style ◽  
Risk Attitude ◽  
Management Process ◽  
Participative Leadership ◽  
Project Risk ◽  
Analytical Skills ◽  
Risk Management Process ◽  
Process Groups

The majority of the approaches to managing project risk follow the logic of process groups. Project Management Institute (PMI) has 29 tools and techniques related to risk management process groups. Consequently, engineering and business schools have been accused of educating managers with sharp analytical skills but little understanding of social problems. The literature suggests that too much attention is focused on learning the techniques and formalities of risk management but not enough on the advanced issues of management. Also, the literature argues that there are two approaches to project management (hard and soft). The hard side only covers part of the managerial aspects which helps to manage foreseeable uncertainties. However, unforeseeable uncertainties need skills that related to soft side approaches such as emotional intelligence, navigating the organization’s culture, risk attitude, participative leadership style, and managing the relationship with stakeholders. This study provides an intensive review of the literature to discuss the need for integrating the hard and soft sides of management to achieve an effective risk management process. In addition, it proposes a conceptual framework that provides guidelines to enhance overall risk management efficiency.

scholarly journals Pelatihan Kepemimpinan Dan Pembinaan Untuk Meningkatkan Kemampuan Para Pengurus OSIS SMA Dan SMK Negeri Di Jakarta Utara

2020 ◽  
Vol 2 (2) ◽  
pp. 72-79
Author(s):  
Muhammad Ramaditya ◽  
Syahrul Effendi ◽  
Faris Faruqi
Keyword(s):  
Social Life ◽  
Change Leadership ◽  
Visionary Leadership ◽  
Participative Leadership ◽  
School Environments ◽  
Leadership Model ◽  
Student Council ◽  
Leadership Motivation ◽  
Evolution Of Mind ◽  
Modern Era

In the modern era, the leadership values and processes that must be passed by someone to become a leader has been changed. The evolution of mind and social life has changed the paradigm of modern humans in the view of the concept of leadership. To be a leader, a person must speak and train himself to have the character, abilities or qualities that should be owned by leaders. The Students who manage intra-school organizations (OSIS) are one of the forerunners of future leaders in the future and have an interest in driving change in their respective schools so that they become better. As a form of caring in building a leadership model that has integrity, Indonesia College of Economics conducts leadership training and coaching for OSIS administrators in SMA & SMK Negeri as well as the private sector in North Jakarta. The method used in this training consisted of lecture activities, question and answer sessions, discussion of case studies, by explaining the basic concepts of visionary leadership, participative leadership styles, change leadership and how to make decisions correctly. After this training, it is hoped that the student council officials will possess and demonstrate leadership motivation skills that are ready to challenge and can inspire students in their respective school environments.

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