scholarly journals How Saint Clare of Assisi Guided Her Sisters. Impulses for the Today’s Leadership Context

Religions ◽  
2018 ◽  
Vol 9 (11) ◽  
pp. 347
Author(s):  
Mareike Gerundt ◽  
Markus Warode
Keyword(s):  
Leadership Style ◽  
Jesus Christ ◽  
Central Importance ◽  
Leadership Challenges ◽  
Leadership Context ◽  
Saint Clare Of Assisi ◽  
And Behavior ◽  
Leadership Actions ◽  
Order Rule

Saint Clare and leadership? A lot of research on her person has been done in recent years. However, her importance for today’s management has not been taken into account. In this article, we will look more closely at her understanding of leadership and how the medieval saint led the community of her sisters. To do this, we first look at biographical reports and written testimonies (about and written by her) that characterize her leadership actions and behavior. First and foremost, it was her endeavor to lead a life according to Jesus Christ under the privilege of poverty. In this presentation, the excerpts from the canonization process and passages of her order rule are of central importance. These testimonies provide valuable information on her understanding and her leadership style. Her biography, her leadership, and the values that shape her actions provide valuable insights into today’s leadership challenges. Through her example, St. Clare can help us to train ourselves as authentic leaders and to reflect on our own leadership and values. She can sensitize people to cultivate an appreciative inner attitude in dealing with others and thus develop our own effect as (leadership) personalities.

THE EMPATHY LEVELS OF WOMEN PLAYING IN BASKETBALL LEAGUES

2020 ◽  
Vol 6 (25) ◽  
pp. 760-768
Author(s):  
Nida Gencer ÖZKAN ◽  
◽  
Tülin ATAN
Keyword(s):  
Marital Status ◽  
Leadership Style ◽  
Female Athletes ◽  
Educational Status ◽  
Basketball Players ◽  
Coaching Behaviors ◽  
Significant Difference ◽  
Women's Basketball ◽  
Coaching Behavior ◽  
And Behavior

The aim of this study was to investigate the basketball players’, active in Turkey Women’s Basketball Super and 1st Leagues, empathy levels according to their marital status, educational status in addition to age and marital status of their coach; and to evaluate leadership characteristics and behavior of their coaches according to athlete’s perception. Another aim was to analyze the relation between empathy levels of the athletes and athletes’ perception of coaching behavior. 264 (age; 24.61±5.53 year) female athletes playing in Turkey Women’s Basketball Super and 1st Leagues participated in this study. Leadership Scale for Sports (LSS)-version of Athletes’ Perception of Coaching Behavior that developed by Chelladurai and Saleh, and adapted by Tiryaki and Toros in 2006 was used as data collection tool. Athletes’ perceptions of leadership style and behavior of their coach were evaluated in five different factors. A five-factor solution with 40 items describing the most salient dimensions of coaching behavior was selected as the most meaningful. Empathy levels of the athletes were determined by using Emphatic Tendency Scale which was developed by Dökmen (1988) and composed of 20 items. Empathy levels of the athletes showed no statistically significant difference in terms of any variable (p>0.05). There was no statistically significant difference in athletes’ perceptions of coaching behaviors in terms of marital status of the athlete and age of their coach (p>0.05). In terms of educational status of athletes and marital status of their coach, there were statistically significant differences in athletes’ perceptions of coaching behaviors (p<0.05 and p<0.01). Positive and meaningful correlation was found between empathy scores of the athletes and training and instruction behavior (r=.172**) and autocratic behavior (r=.154*) of the coach (p<0.05 and p<0.01). Educational status of the athletes and marital status of their coach are influental in athletes’ evaluation of their perceptions of coaching behavior. Empathy levels of the athletes are related to their perceptions of coaching behavior.

scholarly journals A Study on Relationship Between Subordinates’ Perceptions of Destructive Leadership and Upward Bullying

2021 ◽  
Vol 8 (S1-Feb) ◽  
pp. 107-116
Author(s):  
Sameeksha Kaushik
Keyword(s):  
Leadership Style ◽  
Leadership Skills ◽  
Destructive Leadership ◽  
Self Assessment ◽  
Work Related ◽  
Multifactor Leadership ◽  
On Line ◽  
Software Engineers ◽  
Immediate Supervisor ◽  
And Behavior

Many studies have been conducted to understand the existence of workplace bullying in subordinate-supervisor relationship in relation with leadership. However, not many studies have focused on the study of bullying caused by subordinates to the managers (upward bullying) and which behavior of the leader or subordinates leads to this bullying. Upward bullying includes bullying behaviors such as threats or malicious accusations shown by subordinates to their supervisor and destructive leadership includes behavior that undermines motivation or work-related satisfaction of subordinates. The purpose of this study is to explore a significant relationship between subordinate perceptions of destructive leadership and upward bullying. A questionnaire of scales consisting of 34 items was used where upward bullying was found out by using Negative Acts Questionnaire Revised (NAQ-R) scale and to measure destructive leadership, rater form of Multifactor Leadership Questionnaire (MLQ) was used. One hundred and ninety-three software engineers who are employed in digital (IT) firms have completed an on-line questionnaire of their perceptions of the leadership style and behavior of their immediate supervisor, and the frequency with which they are engaged in specific bullying behaviours targeting their supervisor. The results of the study helped to explore the lacked evidences of upwards bullying and to know the subordinates’ perceptions due to destructive leadership at work environment. The findings revealed that subordinates’ perceptions of destructive supervisory leadership were moderately correlated with an increased incidence of upward bullying. This paper offers support for prevalence of upwards bullying which can be a response to destructive leadership, and as this research is done with a specific sector, it further enhances need of future researches. Few recommendations like educating employees about workplace behaviours at organisations are discussed. Practical implications to be taken by the managers such as self-assessment of managers to improve leadership skills are discussed.

scholarly journals The Ebstorf Map: tradition and contents of a medieval picture of the world

2014 ◽  
Vol 5 (2) ◽  
pp. 155-161 ◽  
Author(s):  
G. Pischke
Keyword(s):  
Middle Ages ◽  
Jesus Christ ◽  
Central Importance ◽  
The Earth ◽  
The World ◽  
The Middle Ages

Abstract. The Ebstorf Map (Wilke, 2001; Kugler, 2007; Wolf, 2004, 2006, 2007, 2009a, b), the largest medieval map of the world whose original has been lost, is not only a geographical map. In the Middle Ages, a map contained mystic, historical and religious motifs. Of central importance is Jesus Christ, who, in the Ebstorf Map, is part of the earth. The Ebstorf Map contains the knowledge of the time of its creation; it can be used for example as an atlas, as a chronicle of the world, or as an illustrated Bible.

scholarly journals The Effect Of A Pseudotransformational Leader: Whitewater Rafting In A Hurricane

2012 ◽  
Vol 16 (4) ◽  
pp. 325 ◽  
Author(s):  
Janice M Spangenburg
Keyword(s):  
Transformational Leadership ◽  
Leadership Style ◽  
Sudden Change ◽  
Sense Making ◽  
Organizational Conflict ◽  
Interesting Topic ◽  
Different Types ◽  
Whitewater Rafting ◽  
And Behavior ◽  
Negative Outcome

Leadership is a long studied and interesting topic. As more thinking occurs with regard to different types and flavors, leadership sense-making is something that is done all the time. With this regard, such concepts come to light and often capture and incite our interest and appeal to the situation we are experiencing at the time. This is where we take the concept and reality of pseudo-transformational leadership. Pseudo-transformational leadership is less than authentic and can occur at any time and have a lasting negative outcome. When it is experienced, it can appear as a sudden change in an organizational event or a wind of change that doesnt rear its ugly intention at the time of occurrence. This article will take the reader on a journey of what can occur and how to lean with the gut feeling. It can be a true way of knowing what decisions to make and how to adapt and recover for such change. The metaphor is used as a whitewater raft to paint a visual picture of how this can affect and change an experience from a good or semi-good one to a horrible one, or at least one that is less than tasteful. This can also involve leadership style and behavior and can cause and exacerbate organizational conflict, as can we evidenced through the outcome of this case.

scholarly journals PENGARUH GAYA KEPEMIMPINAN TRANSFORMASIONAL TERHADAP PERILAKU KERJA KARYAWAN

2016 ◽  
Vol 2 (2) ◽  
pp. 127
Author(s):  
Vinona Vamalya Rahayu ◽  
Harmon Chaniago
Keyword(s):  
Decision Making ◽  
Transformational Leadership ◽  
Problem Solving ◽  
Human Resources ◽  
Goal Setting ◽  
Leadership Style ◽  
Employee Behavior ◽  
Transformational Leadership Style ◽  
And Behavior ◽  
Descriptive Method

Manage the human resources that are owned by the company. Quality leadership is often regarded as one of the important factors in the success or failure of the enterprise. Leadership style is often done at the company leader is transformational leadership style. Leaders with transformational leadership giving effect to the subordinates to include her participation in goal setting, problem-solving, decision making, and provide feedback. Leadership style leader can influence the behavior of its employee's work. This study aims to determine how the transformational leadership style, employee behavior and the effect of transformational leadership style on the behavior of employees at Suzuki Dealer Restu Mahkota Karya Cibadak. The method used in this research is a descriptive method, while the data collection techniques are to do interviews and distributing questionnaires to 102 respondents who were determined by non-probability sampling. Based on the research that has been done, regression equation Y = 0.874 + 0,807X. The study states that the transformational leadership style and behavior of existing employees at the Suzuki Dealer Cibadak Restu Mahkota Karya has a positive correlation of 0.807 and transformational leadership style influence the behavior of the employee as much as 65%.

Antecedents and Consequences of Leadership Styles

2016 ◽  
Vol 44 (1) ◽  
pp. 72-91 ◽  
Author(s):  
Gregor Richter
Keyword(s):  
Decision Making ◽  
Organizational Commitment ◽  
Leadership Styles ◽  
Survey Data ◽  
Leadership Style ◽  
Recent Survey ◽  
Leadership Challenges ◽  
Participation In Decision Making ◽  
Antecedents And Consequences

There are numerous studies on the success of various leadership styles that refer to the link between styles and levels of performance and other relevant organizational parameters. Data from a recent survey in a multinational headquarters (HQs) replicate previous findings on leadership style concerning the preferences of the subordinates for more participation in decision-making. Although multinational HQs are in many ways unique organizations that could present unique leadership challenges, too, the findings using traditional models of leadership show how similarly, compared to civilian companies and public administrations, leadership styles are perceived and evaluated by subordinates. Apart from that, the survey data indicate that leadership style—quite different from what was expected—has no significant effect on “organizational commitment” and “mission clarity.” The reasons for that result are discussed against the backdrop of the peculiarities of the organization under investigation.

Empowering leadership and trust on team learning behavior

2019 ◽  
Vol 38 (3) ◽  
pp. 238-248
Author(s):  
Amin Wibowo ◽  
Neuneung Ratna Hayati
Keyword(s):  
Leadership Style ◽  
Social Information Processing ◽  
Positive Influence ◽  
Learning Behavior ◽  
Group Leaders ◽  
Content Type ◽  
Bias Risk ◽  
Group Members ◽  
And Behavior ◽  
The Relationship

PurposeThe purpose of this paper is to develop and test a model for the relationship between learning behavior in groups and empowerment leadership using trust among group members as a specific context factor that influences the relationship.Design/methodology/approachThis study uses a quantitative survey that involves 78 working groups from various types of teams and diverse business fields in Indonesia. Data analysis was carried out at the group level, and, for the hypothesis testing, hierarchical multiple regression analysis was used.FindingsThe empirical results of the testing show that empowerment leadership has a positive influence on learning behavior in groups, and trust among group members is proven to be a moderating variable that strengthens the influence of these variables.Research limitations/implicationsThe process of generalizing findings must be carried out carefully considering that the model testing carried out was in the context of specific groups and included the existence of common method bias risk.Originality/valueThis paper provides an understanding of the interaction between the presence of group leaders who have an empowerment leadership style and the existence of trust among group members that will encourage the emergence of learning behavior in groups. It contributes to the current literature by filling a gap from social information processing perspective. Individuals collectively will have attitudes and behavior based on information from coworkers while developing self-leadership that leads to sharing knowledge and sharing experience within the group.

Consequences of managerial indecisiveness

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Barbara Caemmerer ◽  
Jobst Goerne ◽  
Jay P. Mulki
Keyword(s):  
Leadership Style ◽  
Structural Equation ◽  
Role Ambiguity ◽  
Turnover Intentions ◽  
Equation Modeling ◽  
Participative Leadership ◽  
Content Type ◽  
Metropolitan Cities ◽  
And Behavior ◽  
The Impact

PurposeIn a banking context, this study applies uncertainty management theory (UMT) to test the impact of managerial indecisiveness on salespersons' trust in their manager, perceived role ambiguity and turnover intentions. In addition, the moderating role of managers' leadership style on the link between indecisiveness perceptions and role ambiguity is tested.Design/methodology/approachA questionnaire was distributed among customer facing employees from a multinational bank in one of the large metropolitan cities in India. In total, out of 360 questionnaires distributed, 255 responses were coded for analysis resulting in a response rate of 71%. Structural equation modeling, mediation and moderation analyses were applied.FindingsPerceptions of managerial indecisiveness strengthen role ambiguity, which negatively impacts trust in the manager, which in turn increases turnover intentions. The level of participative leadership moderates the link between indecisiveness and role ambiguity.Originality/valueThis is one of the first studies in the sales literature that examines how managerial indecisiveness, role ambiguity and trust in the supervisor can impact salespersons' turnover intentions. Thus, this research makes a useful contribution by examining how managers' decision-making style can shape employee cognition and behavior at the workplace.

scholarly journals Relationship between Transformational Leadership Style and Leadership Thinking of Provincial Administration Leaders

2021 ◽  
Vol 5 (5) ◽  
pp. 714-730
Author(s):  
Thanh Nguyen Hai ◽  
Tung Trinh Van ◽  
Hien Nguyen Thi
Keyword(s):  
Transformational Leadership ◽  
Leadership Style ◽  
Transformative Leadership ◽  
Current Status ◽  
Strong Positive Correlation ◽  
Leadership Challenges ◽  
Innovative Leadership ◽  
Administrative Agencies ◽  
Transformational Leadership Style ◽  
The Relationship

Objectives: The transformational leadership style is accepted as suitable for leading administrative agencies to achieve outstanding results and help organizations cope with challenges. Besides, leadership thinking is also considered to have a very important role in leadership performance in administrative agencies. Therefore, the main objective of the study is to explore the relationship between transformational leadership style and leader thinking to organization's performance. Methods: The article focuses on explaining the views on transformational leadership style, healthy thinking, and the relationship between transformational leadership style and leadership thinking, and at the same time points out the current status of transformational leadership style, transformational leadership, leadership thinking as well as this relationship in practice among the leaders of provincial agencies in Vietnam. Descriptive, inductive, deductive, synthetic, and quantitative statistical methods were applied to interpret the results. Findings: Research results show that transformational leadership style, leadership thinking in the team of leaders of provincial agencies is quite average, there is a strong positive correlation between transformational leadership style. In contrast to leadership thinking, a more transformative leadership style means that it requires an innovative leadership thinking. Novelty:The results achieved when applying a transformational leadership style are quite closely related to the application of leadership thinking to solve leadership challenges. Doi: 10.28991/esj-2021-01307 Full Text: PDF

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