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This study aimed to investigate how some specific cultural and personal factors can influence people's life satisfaction. By embracing an interactionist perspective, we hypothesized that perceiving one's social environment as culturally tight (greater strength of social norms) can "match" with regulatory prevention focus (focus on safety following guidelines and rules) resulting in increased life satisfaction. This study relied on a cross-sectional design with 472 participants residing in Italy who filled out a questionnaire with self-report measures of perceived cultural tightness of their place of residence, and well-validated measurement scales of prevention focus and life satisfaction. A moderated multiple regression model revealed that regulatory prevention focus moderated the relationship between perceived cultural tightness and life satisfaction in such a way that the relationship was positive in high (vs. low) prevention focus. Therefore, results confirmed our match hypothesis that individuals' perception of tight social norms where they reside is associated with higher life satisfaction, particularly in those who are highly focused on prevention. These findings provide insight into identifying possible interactions of perceived culture and regulatory focus on subjective well-being within an Italian sample.
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Employees, managers, and organizations struggled during Covid-19 outbreak. Many changes occurred during this crisis and as a manager to maintain the organizational performance became more crucial under challenging circumstances. Leadership style of managers effect employee's performance and motivation during this though times. Motivation relates to performance, once employee's performance raise then organizational performance positively will be affected. For this reason, this study aimed to provide a better comprehension of the concept of employee performance, leadership styles during Covid-19 outbreak. We have done this by clarifying impacts of leadership styles of managers on employee performance in the organizations during Covid-19 pandemic based on previous studies in the literature.
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Recent disastrous events, such as the COVID-19 pandemic, has amplified the appeal for compassionate leadership in organizations and is viewed as the need of the hour. While compassion is a timeless concept, there appears to be a lack of clarity around the idea of compassionate leadership, and the current understanding appears limited, fragmented, and scattered across the literature. This integrative systematic review of 41 articles during the last 20 years (2002–2021) conceptualizes six critical dimensions of compassionate leadership, namely: empathy;openness and communication;physical, mental health and well-being;inclusiveness;integrity;respect and dignity. These findings enhance our understanding of how organizational leaders can effectively incorporate the dimensions to become compassionate leaders. The review examines how compassionate leadership is defined and understood in the literature, and a contribution in the form of a definition for compassionate leadership is offered. Finally, gaps in the literature are highlighted, offering avenues for future research, along with implications for research, theory, and practice. © 2023, The Author(s).
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The purpose of this study was to develop a grounded theory to determine if the affective domain, supported by affective leadership, was prevalent within Alabama's effective middle schools. The objective was to determine if a connection exists between the schools' knowledge, characteristics, and practices relative to the affective domain and produce a theory supporting this premise. The problem investigated addressed the inadequate use of the affective domain in Alabama's public schools. This study was grounded in the real-world experiences of the 36 school leaders representing 14 effective middle schools in the State. The 14 schools rank at the top in promoting student success.In a 21st Century educational environment, the factors affecting students' social and emotional development and learning outcomes are intrinsically enhanced through affective instruction by (a) application of the affective domain, (b) social and emotional learning skill sets, (c) effective leadership styles, (d) school climate and culture, (e) professional development, and (f) student growth and achievement.This qualitative study evaluated school leaders' perceptions of these research factors and school performance data. Based on the evidence, the faculty and staff created supportive teams that provided optimum learning environments;and the instructional leadership profiles supported the prevalence of affective domain learning in most effective middle schools headed by affective leaders.Yet, due to the impact of COVID-19 on students' social and emotional well-being, a greater need exists for affective pedagogy in 21st Century educational environments to enable continued holistic student development. Such learning environments would benefit children in all Alabama schools. (PsycInfo Database Record (c) 2023 APA, all rights reserved)
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Purpose: The purpose of this paper is to describe how resilience unfolded in a project-based organization with the support of organizational values through changing leadership styles. The rapidly announced restrictions on businesses during the coronavirus disease 2019 (COVID-19) provided an opportunity to observe and study resilience unfold. Design/methodology/approach: The process-perspective case study approach of a structural and civil engineering design firm in San Francisco, California, USA, integrates interviews, observations, document analysis and information tracking via email and Microsoft Teams. The researchers adopted a leadership perspective, where the units of analysis are the internal management and the employees' behaviors. Findings: In the case examined, the capability represented in the organizational values influenced the choice of situation-appropriate leadership styles to support employees. The values of relationship, passion and trust influenced the dominant choice of a transformational style, where stability and excellence facilitate a transactional style – all equally important for the balance and resilience of the project-based organization. Originality/value: This study demonstrated that when organizational values support leaders in cultivating a learning environment, those values provide stability for leaders to promote resilience. To the best of the researchers' knowledge, no previous work described how situational-, transformational- and transactional-leadership styles evolve in response to a crisis and together facilitate organizational resilience. © 2023, Emerald Publishing Limited.
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This article introduces an analytical framework to trace and compare leaders' different types of behaviours to the health crisis posed by COVID-19, following the analytical benefits of Leadership Trait Analysis. It examines Boris Johnson's and Nicola Sturgeon's diverging initial responses to the pandemic's onset. We employ the Leadership Trait Analysis to shed light on three main differences in their respective leadership styles: risk-proneness versus risk-aversion;flexibility versus rigidity and rule advocacy versus rule ambivalence. Crises are one of the more fruitful situations in which to study leaders as their personal characteristics become central to the decision-making process. Thus, we employ an agent-centred and political psychology approach to analyse leaders' behaviour and make sense of their divergent management styles. The results show that the differences between these leaders' approaches to handling this global health crisis can be partly explained by their level of openness to information and their task versus relationship focus. © The Author(s) 2023.
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Objective: The aim of this study was to determine the leadership styles of nurse managers and then determine the relationship of the respective styles with the organizational commitment of the nurse managers during the COVID-19 pandemic. Method(s): A quantitative correlational study design was employed in this investigation. Simple random sampling yielded 259 nurses who participated in this study. It was conducted between October and November 2021 at the government hospitals of the Hail Region, Kingdom of Saudi Arabia. Result(s): The nurses' perceived that their nurse managers employed an idealized influence leadership style (9.15). Age, years of experience, and ward assignment were found to have no statistically significant difference on organizational commitment;however, a significant difference was found with nationality. No significant difference was found regarding age with idealized influence, inspirational motivation, intellectual stimulation, or management by exception;however, it differed significantly with individualized consideration, contingent reward, and laissez-faire leadership. No significant differences were found with the years of experience to idealized influence, inspirational motivation, intellectual stimulation, individual consideration, or management by exception;however, it was found significantly different with the contingent reward and laissez-faire leadership. Concerning nationality, a significant difference was found with idealized influence and inspirational motivation. However, no significant difference was found between nationality and intellectual stimulation, individual consideration, contingent reward, management by exception, or laissez-faire leadership. With the ward assignment, no significant difference was found with idealized influence, inspirational motivation, intellectual stimulation, or contingent reward management by exception;however, a significant difference was found with individual consideration and laissez-faire leadership. Conclusion(s): During the pandemic, nurse managers employed idealized influence leadership styles. Age, years of experience, and ward assignment were found to be of no significant difference to organizational commitment, but they did have a significant difference to nationality. Age differed significantly with individualized consideration, contingent reward, and laissez-faire leadership. Years of experience was found to be significantly different with contingent reward and laissez-faire leadership. Concerning nationality, a significant difference was found with idealized influence and inspirational motivation. With the ward assignment, a significant difference was found with individual consideration and laissez-faire leadership.Copyright © 2023 The Author(s). Published by S. Karger AG, Basel. This article is licensed under the Creative Commons Attribution-NonCommercial 4.0 International License (CC BY-NC). Usage and distribution for commercial purposes requires written permission.
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Purpose: This paper aims to spark dialogue regarding what it takes to lead well as a university leader post-pandemic. While much has been written about the future challenges facing universities, not a lot has been written about the kind of moral courage that is required to lead them. There never has been a more important time for strong leadership from university presidents;leadership that supports human flourishing and learning in all its forms. Design/methodology/approach: Discussion focuses on the role of presidents in leading the post-pandemic university. The author speaks from experience on the need to restore well-being, community, and capacity for a more hopeful and resilient future. Findings: This study makes a case for a post-pandemic university needing to be marked by courage and humanity. Students are looking for universities to align with what they care about and what is relevant to their experience and future. Responsibility falls to leaders within the academy to restore well-being, community and capacity across the university. Research limitations/implications: Leading a university as president, at the best of times, is a complex and rewarding role. Leading during a global pandemic could hardly get more challenging. It is hoped that this paper will generate additional discussion as to what it means to lead well in the academy. Originality/value: The author's experience having led a university through one of the most challenging times in our history may provide a perspective for colleagues and future leaders of the university sector.
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Middle managers in academic libraries are often the first point of contact for employees within their departments. Middle managers work as colleagues, advocates, and project managers. While the responsibilities may vary between institutions, it is essential that middle managers develop leadership skills to function effectively in their positions. In the era of COVID-19, middle managers must reconcile their own expectations of their role with the changing needs and responsibilities of those they manage. COVID-19 is a complex phenomenon that has brought many issues such as health and social inequity to the forefront. These issues should be considered in leadership techniques that are utilized by middle managers in academic libraries. When leading a department, the manager must consider the whole person. This column will discuss several leadership styles that consider the whole person and can be effective for academic library middle managers as they navigate the complexities of their positions in the COVID-19 Era.
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In this article, we outline some of the vital measurements of racism and anti-blackness as a macro system in education. We contend that principal preparation programs have not explicitly prioritized anti-racist school leadership, while often resisting the possibilities of solidarity or "one mic" of knowledge to increase anti-racist dispositions. Considering the lexicon of whiteness as an assemblage, a racial discourse should be "supported by material practices and institutions," that prepare educational leaders to examine anti-blackness curriculum that have been embedded as a standard method. We also posit that theoretical understanding of racism as global whiteness from a post-oppositional lens and decoloniality that will challenge the way racism is currently referenced in educational leadership scholarship. Moreover, current global and decolonial research gives way for a new vision of solidarity by humanizing scholarly resistance that cultivates a vision of community that regards differences of knowledge across groups and investigates racist policies and practices in educational leadership programs.
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Purpose: Considering the current importance of leadership, digital transformation and performance in the changes state higher education institutions (HEIs) have been subject to, this study aims to present an analysis of how these three concepts have been related in the literature. Design/methodology/approach: This study proposes to study the state-of-the-art of research on leadership styles, digital transformation and performance in a single study, through a systematic literature review using two major databases, ISI Web of Science and Scopus. Findings: The results reveal that the most common leadership style in the articles analysed is transformational, the most studied dimension of performance is the one representing teaching and learning activities, and the most discussed aspects of digital transformation are those concerning online learning systems and various types of technology. Identifying gaps in the literature, a future research agenda is formulated. Originality/value: Amongst the theoretical implications of this study are the importance of understanding leadership styles and digital transformation for better understanding of state HEIs' performance as well as its dimensions, considering the relations found between these constructs. Therefore, there is greater theoretical advancement in the study of transformational leadership, diverse educational technologies, online teaching systems, global performance and teaching/learning.
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Within education, the online forum is becoming a preferred mode of study across the globe and the COVID-19 era highlights its importance. Research around online education has concentrated on the USA and Europe, and this study sought to redress the Western bias by exploring and comparing the perceptions of six post-graduate East-African students and lecturers at Pan Africa Christian University in Kenya on learning leadership online versus on-campus. It is debatable whether leaders are born or made, however, post-industrial theories embrace the concept that leadership is teachable. Semi-structured interviews were conducted, recorded, transcribed and thematically analysed, using a top-down approach, from a critical realist perspective. The results show that participants' leadership ideals synthesised Afrocentric perspectives of communality, with Western ideals of transformational and servant leadership. Furthermore, there are differences between perceptions of East-African students and lecturers on online leadership learning. Students preferred the online avatar experience, whilst lecturers preferred on-campus or blended methods of leadership studies. Face-to-face connection was deemed important by students and lecturers but impeded by the inability to see facial reactions using the current online platform. This exploratory study gives insight into an East-African experience and sends a clear message to Kenyan institutions to invest further in video technology. Future research could include a longitudinal study of destinations and successes of Kenyan University online leadership alumni. The impact of the global coronavirus pandemic, with lockdowns and social distancing, further underlines the importance of ongoing online leadership research and education across the world.
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The purpose of this quantitative study was to assess the relationship between volunteer leadership competencies and stewardship action-taking experiences among Master Gardener (MG) and Master Watershed (MW) volunteers during the COVID-19 pandemic. We collected data from 1196 Penn State Extension MG and MW respondents. The mean summative score for the volunteer stewardship action-taking experience was 2.32 (SD = 0.79), and volunteer leadership competencies was 3.45 (SD = 0.60). The results of this study showed a significant moderate association between volunteer stewardship action-taking experiences and volunteer leader competencies (r = 0.34, p [less than or equal to] 0.001). Volunteer leadership competencies can explain approximately 11 % of the variation in volunteer stewardship action-taking experiences during the COVID-19 pandemic. The new knowledge that our research brings can significantly contribute to the practice in leadership teaching and learning of Extension organizations' volunteers. Future leadership trainings on the enhancement of the MG and MW volunteer leaders' stewardship action-taking capacity can help contribute to the greater good in their communities in a more confident and efficient manner. Further research should focus on identifying other factors that can affect MG and MW stewardship action-taking experiences, including the impact of the demographics and motivation.
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The study sought to qualitatively capture and examine the leadership experiences of six superintendents who led their school districts during the COVID-19 pandemic through the lens of the Boin et al., (2017) Five Critical Tasks of Strategic Crisis Leadership framework centered on sensemaking, decision-making and coordinating, meaning making, accounting, and learning. This phenomenological case study design explored the lived experiences (Clandinin & Connally, 1996) of these Texas superintendents and may contributes to the emerging scholarly literature on leading in times of crisis.
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Related Articles As COVID‐19 cases and deaths mounted globally in the spring of 2020, the news media presented a narrative that women heads of government were more successful at handling the pandemic, sparking a scholarly debate. We take an in‐depth look at two of the headline women‐led cases (New Zealand and Iceland) to identify critical junctures and crucial actors in the policy‐making process. Our research questions are as follows: What main factors comprised the executive decision‐making process and approach to COVID‐19 management in New Zealand and Iceland, and to what extent do these factors intersect with prevailing gender stereotypes of feminine leadership? We conducted elite interviews with senior politicians and civil servants in New Zealand and Iceland and found that consensus‐oriented governance, honest and frequent communication with the public, agile and adaptive institutions, deference to scientific advice, collective and decisive action, and policies guided by empathy and humility have proved critical in these cases, and that many of these factors are associated with stereotypically feminine leadership traits.Jalalzai, Farida. 2006. “Women Candidates and the Media: 1992‐2000 Elections.” Politics & Policy 34(3): 606–33. https://doi.org/10.1111/j.1747‐1346.2006.00030.x.Malmberg, Fredrik G., and Henrik Serup Christensen. 2021. “Voting Women, Protesting Men: A Multilevel Analysis of Corruption, Gender, and Political Participation.” Politics & Policy 49(1): 126–61. https://doi.org/10.1111/polp.12393.Martin, James Richard. 2018. “Consensus Builders? The Influence of Female Cabinet Ministers on the Duration of Parliamentary Governments.” Politics & Policy 46(4): 630–52. https://doi.org/10.1111/polp.12266. (English) [ FROM AUTHOR]
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Introduction: Research related to Emotional Intelligence is gaining more and more space and importance in organizations, especially in the period of the Covid-19 pandemic.Purpose: the article sought to analyze how the Emotional Intelligence competencies perceived and used by leaders relate to Leadership Styles.Method: Research with a qualitative approach through a case study in a company in the southern region of Brazil. Data collection included 36 semi-structured interviews with leaders and followers, documents and observation. The collected data were analyzed through content analysis and triangulation.Main findings: It was identified that the vast majority of managers have Emotional Self-Awareness and are able to manage their own emotions. The Leadership Styles most present in the interviewed managers are: Coach, Affective and Democratic and 6 of the interviewed managers can be considered effective leaders. Theoretical and practical contributions: This research contributed to the development of studies on the topics of Emotional Intelligence and Leadership Styles.
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The central purpose of this quantitative research was to examine the relationships between leadership styles, job satisfaction, and employee decision-making self-efficacy in the Mid-Atlantic hotel industry during a crisis. This research's theoretical framework is based on the transformational, transactional, laissez-faire leadership styles, job satisfaction, and the Crisis Leader Efficacy in Assessing and Deciding (C-Lead). According to Callahan (2020), the COVID-19 pandemic is fertile ground for new research within the hotel industry. This investigation utilized the following reliable instruments: (MLQ, MSQ, and C-LEAD) to examine the relationships between variables. Cross-sectional data from a total of 150 participants within this industry was collected using the third-party vendor Qualtrics. The data was then examined using IBM software Statistical Product and Service Solutions (SPSS). The findings revealed that leadership styles positively and negatively impact job satisfaction and decision-making self-efficacy during a crisis. This research added to the body of literature and provided a platform for further research by discussing the relationships between leadership styles, job satisfaction, and decision-making self-efficacy in the hotel industry in the mid-Atlantic region during a crisis. (PsycInfo Database Record (c) 2022 APA, all rights reserved)
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The viral pandemic has placed an extraordinary and sustained demand on complex health systems. Its complexity is increased by the fact that the health systems cannot be instantly enhanced by simply increasing input. Therefore, this paper aims to evaluate the efficiency of health systems across the world to identify relatively efficient countries and the best practices instrumental in achieving this efficiency. The Study resorts to data envelopment analysis (DEA) for measuring efficiency. Given the assumptions of DEA and undesirable output, the study groups the countries into four clusters based on the percentage of infected people. Further, four models were developed in each group to evaluate the efficiency of health systems. The study found sixteen relatively efficient countries (five from Asia, two from Europe, five from Africa, two from North America, and two from South America). Besides, the study has highlighted certain exciting practices of the relatively efficient countries.
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The COVID-19 pandemic has been a major crisis for public higher education causing drastic changes in enrollment and organizational administration. Effective leadership is crucial during times of crisis and change. The chief business officer is responsible for the financial and operational health of an institution. The purpose of this quantitative, cross-sectional study was to examine the self-perceived leadership styles and attitudes experienced by chief business officers in public higher education institutions in the Mid-Atlantic region of the United States in relation to the organizational changes caused by the COVID-19 pandemic. Additionally, this study sought to understand how group differences of gender, tenure, and leadership style influenced the attitudes and experiences of chief business officers in public higher education toward organizational change. The methodology for this quantitative, cross-sectional study involved data collection through a researcher-designed survey. The data was analyzed using descriptive and inferential statistical methods. The majority of the chief business officers in this study experienced a high level of organizational change relating to the COVID-19 pandemic, and there was a statistically significant moderate relationship between level of organizational change and feelings of being overwhelmed. The correlation between leadership type, gender, tenure, and attitudes of chief business officers was tested and indicated not to be statistically significant. Future research considerations include exploring additional demographics such as institution type, organizational department, and region. Expanding this study to include qualitative and longitudinal components could also add depth to the findings. (PsycInfo Database Record (c) 2022 APA, all rights reserved)
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Purpose>Public service motivation (PSM), among actual and prospective employees in the public sector, lead to positive work outcomes. However, there is limited integration of PSM with existing motivational theories, especially self-determination theory (SDT). The impact of destructive leadership styles on PSM is also understudied. The study aims to fill the gap.Design/methodology/approach>The study used a cross-sectional survey of 693 public sector officials employed in Indian Railways to test the hypotheses. PLS-SEM was used for the analysis. The study found that fulfillment of basic psychological needs (BPN) at work leads to improved PSM while BPN partially mediates the positive/negative effect of constructive/destructive leadership styles like servant/autocratic leadership on employees' PSM.Findings>Autocratic/servant leadership was negatively/positively and significantly related to PSM and to all three BPN needs. Servant leadership was found to be positively and significantly related to all three BPN needs, while the BPN needs partially mediated the relationship between servant leadership and PSM.Research limitations/implications>The study identifies servant leadership as a driver of PSM and suggests that managers employed in public sector establishments should be trained to be less autocratic and more attuned to subordinates' needs. The baneful impact of autocratic leadership on employee PSM is highlighted. The cross-sectional nature of study makes it susceptible to common-method bias. The sample was limited to a single country. Future longitudinal and experimental studies based on samples drawn from multiple countries can yield more robust results.Originality/value>The study advances the integration of PSM with SDT by identifying PSM with introjected motivation. It is also the first study to link destructive leadership styles with a reduction in employees' PSM. It identifies a counterintuitive, negative relationship between competence need satisfaction and PSM in the Indian public sector.