The connection between leadership style, on the one hand, policing and perception of corruption, on the other hand, has received little attention in the literature on leadership theory and organizational processes. Hence, the aim of this study is to examine the relationship between transformational leadership and perception of corruption within the police institution, especially in this instance, the Nigeria Police Force. Based on a sampling process of cross sectional approach, the data were collected by administering questionnaires (...) on 156 respondents in Alausa police district in Lagos State. The descriptive result shows that while transformational leadership is practiced in the Nigeria Police Force, the perceived level of corruption remains high. Though in varying degree, the results indicate a positive correlation between the attributes of transformational leadership (charisma, individualized consideration and intellectual stimulation) and the dimensions of corruption. While charisma consistently has a positive influence on the facets of corruption, individualized consideration and charisma influence the dimension of transparency within the police force. In addition, individualized consideration influences the facet of crime. Thus, transformational leadership seems to play an important, but complex role in the reduction of corrupt practices within the police institution. The findings were discussed in the specific contexts of transformational leadership theory, organizational practices and police corruption. The practical implications for organizational development, police reform and crusade against police deviances were also underscored. (shrink)

This research was conducted at 15 government schools in Addis Ababa. The objectives of this research are to identify principal style and its effect on academic achievement. The “Leader Behavior Description Questionnaire” (LBDQ) formed by Halpin (1966) was used. Meanwhile Academic achievement was measured using the “School Certificate Examination Results from 2017-2020. A total of 191 teachers and 15 principals from government school in Addis Ababa were randomly chosen. Pearson correlation was used to analyze the data. To support data (...) obtained from questionnaire given 10 teachers were interviewed. The results showed that most of the school leaders adopt a democratic style of leadership. There was a significant correlation between the structure of task-oriented leadership style and students’ performance in the examinations. Correlation analysis also showed that principals practice task- oriented structure and consideration-oriented structure in relation to their work responsibilities. Furthermore, findings also showed that majority of the principals are more likely to practice consideration-oriented leadership style compared to structure-oriented leadership style. (shrink)

Currently, there is a dearth of research, examining how project managers’ leadership styles influence the performance of construction company workers in Cape Town. Other research has discussed this subject on a national or international level. Still, comprehensive data on Cape Town construction firms is lacking. This has prevented local enterprises from understanding the role of their project managers’ leadership styles on employee performance outcomes. This article sought to ascertain how leadership styles influence employee performance in construction firms (...) and to develop a conceptual framework for improving leadership and performance. Through quantitative techniques, 456 questionnaires were distributed at construction sites across Cape Town. Responses were then analysed using an ANOVA test (with the descriptive and regressive methods) and a posthoc test (using the Bonferroni Method) and correlation analysis. The results reveal a statistically significant positive relationship between project managers’ leadership styles and the performance of subordinate employees. These findings have subsequently been used to develop a conceptual framework of leadership quality development tools, including training, empowerment, coaching, participation, and delegation. The research contributes to new knowledge that will promote local project managers’ leadership development, improve employee performance, and in doing so, increase successful project outcomes across the city. (shrink)

The issue of leadership styles used by school heads and the academic performance of students has recently attracted the attention of the general public and people are exerting energies into research to find its courses and effects. Nkoranza-North district is selected as a result of the fact that the researcher works there and the districts also have two senior high schools for the study. Primarily, the study was to find out the courses and impact of leadership styles on (...) teaching and learning outcomes in the Nkoranza-North district. The study covered a sample size of sixty (60) people comprises of Headmasters, selected teachers and selected students of the two. The researcher employed the descriptive method, while interview schedule and questionnaire were used to gather the information. Frequency and percentage were used to analyse the data. The study also looks at the various leadership styles employed by leaders some of which are Autocratic, Democratic and Laissez-faire. The findings of the study are discussed, conclusion draw and recommendations made. (shrink)

The article is aimed to identify the influence of style of leadership onto the characteristic features of the organizational culture of tourism enterprises. A detailed analysis of the scientific literature about leadership styles has been conducted, wherein some peculiarities of their implementation in the tourism enterprises of Ukraine has been disclosed. The integrated definition of leadership has been updated in view of the current socio-economic conditions. Role of style of leadership as a determinant for (...) type of organizational culture has been proven. Particular attention is paid to the devastating (neurotic) style and the style of non-intervention, which are still not covered by Ukrainian researchers, however, they are relevant for understanding peculiarities of formation and management of the organizational culture related to the tourism and hospitality enterprises. In course of the study the following methods of scientific research have been used: ideographic; formal; content analysis; analysis and synthesis; correlation analysis. The results obtained can be used by practicing managers for selection of a management style, suitable for the established or emerging organizational culture at the enterprise. (shrink)

The study aimed to identify the impact of leadership style in achieving organizational justice on relief organizations operating in the southern governorates - Palestine, and the most important hypotheses of the study were: that there is a positive correlation between leadership style and achieving organizational justice. Which contribute to achieving the objectives of the study, and the study population consisted of Employees in relief organizations, and a stratified random sample was used to collect data from 60 (...) relief institutions. The study showed that the relative weight of the leadership axis was 78.65%, and the study showed that the relative weight of organizational justice was 82.2%. The results also showed a correlation between leadership style and organizational justice, in addition to the prevailing leadership style, which contributes to training and empowering Employees. The study recommended the need to provide effective leadership, with the need to build clear foundations to motivate and encourage Employees in organizations, and to define clear criteria for the distribution of services in order to enhance the procedures of distributive justice in organizations, as well as work to integrate sub-tasks into one task, and give the institutions management full freedom for Employees to make decisions. (shrink)

Aim: This study determined the relationship between the assessed conflict management and communication styles of the university leaders of Guangdong Business and Technology University in China towards a leadership development training program. -/- Methodology: This study adopted a descriptive quantitative- comparative- correlational research design. It was conducted during the second semester of school year 2021-2022. The data gathered were collated and treated using the Statistical Package for Social Sciences or SPSS software. -/- Results: Based on the results, the most (...) evident conflict management styles of the university leaders are the compromising, and collaborating styles which ranked first and second respectively among the five identified management styles. It can also be noticed that avoiding and accommodating styles were evident among the university leaders as assessed by the teachers, while competing style was given the lowest assessment by the respondents. An over-all mean values of 3.50 shows that the conflict management style of the university leaders is evident as perceived by the teacher respondents. -/- Conclusion: Compromising and collaborating styles of conflict management are the most evident styles among the university leaders. Older teachers have seen avoiding style of conflict management more evident in their university leaders, while least evident in the eyes of the younger ones. Aggressive communication style was most evident among the university leaders while passive style was the least as observed by the teachers. Older teachers have seen their leaders to be more assertive than how the younger ones have seen them. The way the educational leaders handle conflict management is affected by the way how they communicate with their subordinates. It can also be said that effective communication style is a factor in managing and solving conflicts in the workplace. (shrink)

This study aims to determine whether Filipinos genuinely hold negative feelings towards President Duterte’s leadership. It analyzes public opinions through existing surveys, media discussions, and socio-political group actions. Using a descriptive research approach, the study seeks to understand the diverse perspectives on Duterte’s leadership in the Philippines. It explores the reasons behind both support and criticism, taking into account factors such as economic policies, leadership style, and responses to significant events during his presidency. By uncovering the (...) various influences on people’s opinions in a changing political and social landscape, the research aims to provide valuable insights into the complex sentiments surrounding Duterte’s leadership. Despite facing widespread criticism for his authoritarian leadership style, war on drugs, and attacks on the media, President Rodrigo Duterte maintained high levels of public support throughout his presidency. The study concludes that Duterte’s leadership has both strengths and weaknesses, with high approval ratings attributed to his perceived strength, populist messaging, and effective communication. While not universally trusted, Duterte’s ability to connect with a significant portion of the population suggests a willingness among Filipinos to support leaders who promise to address their concerns, even in the face of authoritarian measures. Overall, this research contributes valuable insights into the intricate tapestry of sentiments surrounding Duterte’s leadership, shedding light on the diverse perspectives that define the Filipino public’s stance on their president. (shrink)

Scandals in business (such as Volkswagen’s dieselgate and, earlier, the Enron scandal), politics and the public sector (the Petrobas affair in Brazil, for in-stance), sports (think of the corruption charges against fifa’s Sepp Blatter) and the military (Abu Ghraib springs to mind) have brought the matter of ethical leadership to the forefront. But although this increased attention has had the collateral benefit that most handbooks on leadership now pay more attention to the importance of leading ethically, this will (...) generally still be in a separate chapter. To make thing worse, that chapter on leadership is more often than not one the last chapters of the book, perhaps followed by a chapter on, say, diversity. This all testifies to the fact that leadership and ethics are ha-bitually treated as related though separate spheres. It would be much better, of course, if leadership and ethics were treated as belonging to a single domain. Ethics is clearly an aspect of leadership, and not a separate approach that ex-ists alongside other approaches to leadership such as the trait approach, the situational approach, etc.. Interestingly, this thinking and writing about ethical leadership as just one approach among many other leadership styles appears to be a relatively recent invention. In the works of Plato, Plutarch, Machiavelli and Locke, for example, we see (political) leadership and ethics dealt with as a single subject. It was not before the twentieth century that we saw the rise of a separate leadership industry. Its results are largely unimpressive; it has not made leaders necessarily more effective, let alone more ethical. (shrink)

This article investigates whether Filipinos genuinely have negative feelings about President Duterte’s leadership. It examines public opinions through surveys, media discussions, and actions in sociopolitical groups. Using a descriptive research approach, this article aims to understand diverse perspectives on Duterte’s leadership in the Philippines. It delves into why some people support him and others criticize him, considering factors like economic policies, leadership style, and responses to significant events during his presidency. This article seeks to uncover the (...) various reasons that influence people’s opinions in a changing political and social landscape in the Philippines. It recognizes that different factors shape Filipinos’ beliefs about their leader. Finally, it offers insightful perspectives into the complex sentiments surrounding Duterte’s leadership, providing a clearer understanding of what Filipinos truly think about their president. (shrink)

3rd century BCE India saw in Aśoka a legendary emperor, widely admired for his political achievements but even more so for his unprecedented humanitarian approach to governance, which was deeply shaped by the Buddhist faith he adopted. His outstanding historical example invites a closer investigation into his character and behaviour patterns in the search for a new role model of cross-cultural leadership excellence. In this work✝ I will contrast the leadership approaches of today which are strongly influenced by (...) the Western academic world with the holistic, human-centred way we can extract from Buddhist teachings. From there I will examine Aśoka’s biography and character, as far as we can reinterpret from the available historical material, to extract in what manner and how closely he embodied the Buddhist ideal of leadership. To do so, I will as far as possible make use of archeologic evidence available in the form of epigraphs issued by the emperor. In this way, I hope to inspire leaders, Buddhists or non-Buddhists, to consider and embrace a leadership style which is felt most suitable for a globalised world we live in. (shrink)

Background: The attitudes of many undergraduates towards practicum exercise is declining in each passing year, affecting the quality of educational leaders produced from higher education. Studies in the past, have documented that there is no significant difference in the attitudes of students with or without practicum experience towards academic activities in higher education. Little or nothing seems to be known at the moment regarding the reasons why there is an indifference in the attitudes of students after completing a practicum course. (...) In response to this gap, we designed this study to assess principals' leadership variables as the presumed cause of undergraduates' declining attitudes towards practicum exercise in secondary schools. -/- Methods: A census study was carried out in Cross River State, where the entire 667 secondary school administrators (271 principals and 396 vice principals) were studied. “Principals’ Leadership Variables and Undergraduates’ Attitudes Towards Practicum Exercise Questionnaire” (PLVUATPEQ), designed by the researchers, was used in data collection. Data collected were analysed using simple linear regression analysis. Results: We find amongst others, that principals’ leadership styles, communication patterns, decision-making and supervisory approaches significantly predict undergraduates' attitudes towards practicum exercise relatively. Each of these independent variables accounts differently for the variance in the dependent variable based on their unique coefficient of determination. -/- Conclusion: It was concluded generally, that principals’ leadership variables significantly predict undergraduates’ attitudes towards practicum exercise. The attitudes of undergraduates towards practicum exercise increases as the leadership styles, communication patterns, decision-making skills, and supervisory approaches of principals improve. The implications of this study are discussed for policy and educational reforms. (shrink)

The 21st century imposed many challenges on mankind, among them there is a very important problem of entrepreneurial leadership transformation. Entrepreneurship gradual modification under the pressure of factors of innovation, informatization of the environment and the need for socialization of the relations between businessmen and society has led to the need of new understanding of leadership positions. The purpose of this scientific research is to substantiate the style of entrepreneurial leadership, which will become dominant in the (...) 21st century. Analyzing and systematizing the scientific works of many modern scholars by the methods of theoretical synthesis, analysis and synthesis, we have solved the problems of entrepreneurial leadership transformation. The use of the historical and logical method has revealed the relationship between the entrepreneurial leadership development and entrepreneurial types. The study found that the global business environment requires new leaders, whose key competences will meet the needs of society, educational space, ethical requirements, etc. Studying the similarities and differences of various leadership styles has become the basis for the allocation of a new style – the leadership of conscious influence, the main characteristics of which are given in this research. In order to achieve the goals, set by the leader-entrepreneur, it is proposed to systematize the leadership opportunities on tactical and strategic, the factors of influence on their realization in the future are generalized. By the method of scientific and theoretical prediction the portrait of an entrepreneur in a global perspective has been formed. Prospects for further research in this area are the development of a methodology for evaluating the effectiveness of business leaders' actions and systematization of ways to increase their effectiveness in the future. (shrink)

This book is concerned with helping you improve your approach to decision-making. The author examines judgement in a selection of managerial contexts and provides important understanding that can help you make better leadership decisions. The book also pinpoints the in-house politics of organisational decision-making. Drawing on the very latest research, it introduces practical techniques that show you how to analyse and develop your own decision-making style. It will help you to deliver sharp and insightful analyses of your business (...) and develop effective solutions. In addition, it presents simple checklists that will give you vital insights throughout the decision-making process. Students and practitioners of leadership, management, and allied fields will find this book useful in order to understand and implement useful methods. (shrink)

A new book by Jocko Willink, "Leadership Strategy and Tactics: Field Manual", is reviewed. Leadership Strategy and Tactics explore the nature of leadership styles and strategies in both narrative forms as the author discusses past experiences in the military, as well as in real-world applications beyond the military domain. The author provides timely, yet timeless advice for aspiring leaders in an easily digestible form, with quick reference chapters and simple tactical points.

When an organization is born, a leader is required to steer it to success. It is the leader whose leadership can make or break the organization. What is leadership in actuality? It is the attitude and manner through which one provides direction to implement plans and achieve goals by way of a tremendous amount of motivation which he pours into the hearts and minds of his people. This was found by Kurt Lewin (1939) who led a group of (...) researchers to identify various manners and styles of leadership. "This early study has been very influential and established three major leadership styles.” (Lewin, LIippit, White,1939). (shrink)

In this paper, I am reflecting on Abraham Zaleznik’s paper “managers and leaders: are they different?” He was a prominent Harvard business school professor who attacked management style for depending only on rationality and achieving goals. He believed that managers and leaders are totally different persons. He described managers as inscrutable, detached and manipulative. Plus, while managers are interested in control and how things are done, leaders are more concerned with ideas and innovation. I try to probe into various (...) questions related to both management and leadership to approach a clearer opinion for these inquires: do managers and leaders really have completely different personalities? Or are they both competing for the same target of getting work done through people? Is management upgradable with more knowledge and hard work? Are leaders more empathetic than managers? What makes managers inscrutable and manipulative? Is this innate or acquired? In which way leaders are different? Seems a huge task but I will tackle this issue by conducting a comparative study among two prominent figures as Sheikh Zayed Al Nahyan and Nelson Mandela. I will trace some points of similarities and differentiations based on the timeless lessons from their life stories that will endure for years to come. Both were gifted visionary individuals who exercised full range of cognitive, emotional and behavioral abilities to bring about profound change in their countries. (shrink)

The primary goal of this study is to analyse two extremes of leadership ideologies using philosophical notions as a perspective. It accomplishes this by exploring the leadership goals and the concept of freedom advanced by the Buddha and Christ's leadership views. This research will also look into how their leadership style affects society. Using an objective analysis, this study seeks to shed light on the codependent link between freedom, leadership, and the impact on human (...) morality. (shrink)

Globalization has made it easier for people to migrate, thus increasing diversity within organizations. One problem with this migration is that 1st and 2nd generation immigrants may prefer different leadership styles than those of the mainstream culture. The purpose of this survey-based quantitative comparative study was to investigate the effects of acculturation on the work-related cultural values and leadership style preferences of Mexican immigrants living in the United States. The research question that guided this study focused on (...) the differences in work-related cultural values and preferred leadership styles between 2 generations of Mexican immigrants, Mexicans, and U.S.-born Caucasians. Two hundred and forty-five participants completed the survey. The researcher used a Likert-type self-assessing questionnaire adapted from existing instruments to measure the work-related cultural values and preferred leadership styles of two generations of Mexican immigrants, native Mexicans, and U.S.-born Caucasians. Statistical tools, such as correlations, Cronbach’s alpha, t-test, and analysis of variance (ANOVA) were used to test measurement reliability and to test for differences in the mean scores of the criterion variables among the 4 groups. The researcher found that, in the aggregate, Mexican immigrants did not acculturate to the mainstream values of the United States, 2nd generation Mexican immigrants’ scores were similar to those of U.S.-born Caucasians in work-related values, and all groups prefer the servant leadership style. Implications for social change may include raising the awareness of human resource managers of the differences and similarities in values and preferences of their staff, which may help improve the relationships between managers and the employees. (shrink)

The article presents a theoretical study of the most common and actual theories and approaches to the problem of understanding the correlation between the usage of authority, power, and responsibility in management; their influence on making managerial decisions; and the management style overall. The study suggests that there are various different theories that attempt to explain the nature of leadership, management, and authority. -/- The study differentiates authority and power, with authority being an official right to manage given (...) by the organization hierarchical structure, and power being an unofficial right given by the ability to solve problems. Furthermore, both authority and power come with responsibility, which is a function of control. -/- The study also differentiates management by style. This also leads to differentiation by decision-making approaches: each management style corresponds with a different approach to decision-making. -/- All in all, this article shows how important it is to study the correlation between the usage of authority, power, and responsibility in management in order to be able to choose an appropriate management style to facilitate maximum efficiency and effectiveness of decisions made. (shrink)

Purpose – The purpose of this paper is to clarify how IT managers' decision styles affect their evaluation of information technology. Design/methodology/approach – Four different decision styles were assessed in a leadership test directed towards IT managers. Each style included two dimensions: confidence judgment ability and decision heuristic usage. Participants belonging to each style were interviewed and their answers analysed with regard to their reasoning about central areas of IT management. Findings – Results suggest that a decision (...) style combining intuitive and analytical capabilities lead to better evaluations of information technology. Originality/value – The results of the present study are valuable for the understanding of how decision styles impact on IT management in everyday life. (shrink)

This chapter makes it clear that a significant element of both leadership and decision making is the development aspect. Leaders develop in their decision making by being confronted with difficult decision situations. However, they also develop through various forms of systemized training and education. Different leaders tend to develop in different directions. For this reason, one can identify a number of key leadership styles based on different ways of leading. These different styles are appropriate for various types of (...) organization. Some organizations require a strict and authoritative style, while others are in greater need of a more democratic style. Senior leaders often have the capacity to switch between different leadership styles depending on how the situation develops. In addition, there are a number of key decision-making roles that leaders are expected to manage. These include the role of entrepreneur, problem-solver, resource-allocator and negotiator. Leaders must also learn to work with clarity, conviction, courage, and communication in order to facilitate their decisions. Research shows that leaders who face severe adversity in their careers often are forced to make many difficult decisions. As a result they develop. Being forced to make difficult decisions actually leads to reflection, self-awareness and self-knowledge of one’s own values. Leaders also develop by communicating their problems in a structured way with more experienced colleagues. The fact that leaders develop by making difficult decisions leads to various forms of action having a central role. It is by putting decisions into action that leaders develop, as well as by reflecting on what alternative decisions could have been made. An action perspective on leadership decisions is closely linked to the concept of sense-making. This phenomenon implies observation, action, revision and communication in the aftermath of a decision. There is research indicating that reflection, critical thinking, intuition, ethics and communication are important dimensions of leaders and decision makers who are generally perceived as wise. -/- . (shrink)

This article investigates the ethical requirements and features that characterize the professional life of successful contemporary classical orchestras, with particular focus on the leadership style of their conductors. As we will show, the traditional authoritarian approach, marked by the conductor’s commanding charisma and strict demand for obedience from orchestra members, has evolved today into a more ethically-based transformational style of leadership. This new approach is rooted in principles of respect, voluntary compliance, and trust. The present paper (...) delves into the interpersonal dynamics within contemporary orchestras, focusing specifically on the character traits required to establish trust and collaboration between the conductor and the orchestra members, as well as among the orchestra members themselves. In particular, drawing from recent research in psychology, we underscore the significance of deference, empathy, and shared commitment toward the common goal of excellence in performance. We conclude that the ethics-centered style of leadership adopted by most contemporary conductors may extend beyond the realm of music, offering insights applicable to leaders in various other fields. By fostering deep connections, shared purpose, and collaboration, this approach has the potential to enhance organizational performance and outcomes in general. (shrink)

The purpose of the paper is to consider genesis and approaches to forming a security culture of tourism and hospitality enterprises that are superstructures of economic, industrial, professional, household, ecological, psychological and social security. In the research, apart from general scientific methods, we used the collection and analysis of primary information obtained from the survey of 220 respondents. Three areas that have a decisive influence on the security of tourism and hospitality enterprises have been identified: organizational culture, decision-making responsibility, and (...) competitiveness. The decision-making methods for different leadership styles were identified. There were conceptualized connection and strength of correlation between types of strategic decisions, leadership styles and organizational culture of tourism and hospitality enterprises. It has been proposed the factors’ configuration relevant to the security of tourism and hospitality enterprises, which focuses on the economic security formation as a function of organizational culture, responsibility for decision making and competitiveness. The styles of leadership and decision-making styles have been revealed, which determine the effectiveness of economic security of tourism and hospitality enterprises. (shrink)

The aim of the study was to identify the organizational structure and its relation to the prevailing pattern of communication in the Palestinian universities. The researchers used the analytical descriptive method through a questionnaire randomly distributed among Palestinian university workers in the Gaza Strip. The study was conducted on a sample of (274) administrative staff from the three universities, and the response rate was (81.87%). The study found that there is a high satisfaction with the nature of the organizational structure (...) in the Palestinian universities from the point of view of the administrative staff, which reached 68.05%. And that there is a high level of communication pattern prevailing from the point of view of administrative staff, where the percentage (71.32%), there is a direct correlation between the nature of the organizational structure and the prevailing pattern of communication, the absence of differences between the sample according to the gender variable in their perception of the nature of the organizational structure and the prevailing pattern of communication, the absence of differences in the perception of employees of the nature of the organizational structure and the pattern of communication prevailing according to the variable age. There are differences of statistical significance in the perception of the nature of the organizational structure and the pattern of communication depending on the variable of scientific qualification in the organizational structure, and the pattern of communication. Differences were in favor of diploma holders compared to other practical qualifications. There is an absence of differences in the perception of employees of the nature of the organizational structure and the pattern of communication depending on the variable years of service. There is absence of differences in the perception of employees of the nature of the organizational structure and the pattern of communication depending on the variable level of career (Director, Head of Department, and Administrative Officer). There is absence of differences in the perception of employees of the nature of the organizational structure and the pattern of communication depending on the variable of the workplace. And the existence of differences in the perception of the employees of the nature of the organizational structure and pattern of communication depending on the university in which they work. And that there are statistically significant differences between the Islamic University and Al-Azhar University, the nature of the organizational structure and the pattern of communication in favor of the Islamic University. And that there are statistically significant differences between Al-Azhar University and Al-Aqsa University in the prevailing pattern of communication in favor of Al-Azhar University. The study reached a number of recommendations, the most important of which is that the departments of the Palestinian universities in the Gaza Strip in general, Al-Aqsa University and Al-Azhar Universities should be given greater attention to the prevailing organizational structure and the staff, the need to improve the pattern of communication prevalent in universities. Solving workers' problems and giving them the opportunity to contribute to solving their own problems. Strengthening the democratic leadership style and empowering university staff. (shrink)

The study aimed to know the relationship between the nature of the work and the type of communication among the Employees in the Palestinian universities. A comparative study between Al-Azhar University and Al-Aqsa University. The researchers used the analytical descriptive method through a questionnaire that is randomly distributed among the employees of Al-Azhar and Al-Aqsa universities in Gaza Strip. The study was conducted on a sample of (176) administrative employees from the surveyed universities. The response rate was (85.79%). The study (...) reached a number of results, the most important of which is that there is a high degree of satisfaction with the nature of work prevailing in the Palestinian universities in Gaza Strip from the point of view of the administrative staff, where the percentage was (68.15%). There is an Mean level of communication from the point of view of administrative staff, with a percentage of (67.50%). There is a direct correlation between the nature of the work and the prevailing pattern of communication. There is an absence of differences between the sample according to the gender variable in their perception of the nature of work and the prevailing pattern of communication. There is an absence of differences in the perception of Employees nature of work and the pattern of communication prevailing depending on the variables (age, years of service, job level, and university). There are statistically significant differences between Al-Azhar University and Al-Aqsa University in favor of Al-Azhar University. The study reached a number of recommendations, the most important of which is that the interest of the management of the Palestinian universities in Gaza Strip in general, and Al-Aqsa and Al-Azhar Universities in particular should be provided with a good nature of work and communication. There is a need for continuing the management of universities to pay attention and continuous improvement of the performance of employees. There is an importance of solving the problems of Employees and giving them the opportunity to contribute to solving their own problems. Staff rotation should be used periodically and the need to strengthen the democratic leadership style and empower university Employees. (shrink)

The focus of this study was to investigate "principals' administrative competence and teachers work performance" in Calabar Education zone. Four null hypotheses were tested in the course of the study. Correlational research design was adopted, while purposive sampling technique was used in selecting a sample of 800 teachers. Two instruments were used for data collection including "Principals' Administrative Competence Questionnaire (PACQ)," and Teachers' Work Performance Questionnaire (TWPQ)." Pearson Product Moment Correlation Analysis (r) and multiple regression (R) analysis were employed to (...) test the hypotheses at.05 level of significance were applicable, with the aid of SPSS v21. Findings from the study revealed that; principals' supervisory, leadership and communication competences are significantly related to teachers' work performance in terms of instructional delivery, attendance to classes, notes writing, and record keeping respectively. It was also revealed that; principals' supervisory, leadership and communication competences have significant composite influence on teachers' work performance in terms of instructional delivery (p <.05; F = 26.764), attendance to classes (p <.05; F = 109.122), notes writing (p <.05; F = 228.118), and record keeping (P <.05; F = 468.793). Based on these findings, it was recommended amongst others that; such techniques as close supervision of teachers, good leadership styles, and effective communication should be jointly practiced by secondary school principals in order to improve teachers' work performance. (shrink)

Principals’ transition in Colleges of Education in Ghana is critical to quality teacher education and training, but it comes with complexities and challenges to newly appointed principals. However, there is a seeming absence of research on strategies for smooth transitions in Colleges of Education in Ghana. This study was therefore conducted to establish strategies that promoted the College of Education principals’ transition management in Ghana. Phenomenological research design was used for the study. Ten (10) newly appointed principals of public colleges (...) of education were purposively sampled for the study. Interview protocol was the research instrument used. The data collected was analyzed using content analysis method. The study established that capacity building, relationship building, appropriate leadership style and maintenance of discipline were key among the coping strategies for smooth transitions. This study then provides a guide for new principals. It was recommended that this area should be further explored and a model for managing transition designed to support College of Education principals’ in transition. (shrink)

The study aimed to identify the reality of re-engineering administrative processes in relief organizations operating in the southern governorates - Palestine. The study used the descriptive analytical method, and the questionnaire was used to collect information that contributes to achieving the objectives of the study, and the study population consisted of workers in relief organizations. To achieve the objectives of the study, the researchers used a stratified random sample to collect data from 60 relief institutions. The study showed that the (...) relative weight of the administrative process re-engineering was 78.2%, and the results showed close ratios and values for the different study axes. The relative weight of the leadership style axis was 81.5%, the management support axis was 75.5%, the strategic planning axis was 76.3%, and the information technology axis was 79.5. %, and the axis of labor regulations and regulations 83.7%, The study recommended the need to provide a budget for training and development, with the need to build clear foundations to motivate and encourage workers in organizations. (shrink)

Based on the argumentative analysis, the essential title is interpreted within its entitle as it leaves bias open 'along the lines' as to whether the January 6th insurrection that took place on Capitol Hill was or was not justified or unjustifiably ‘so’ by Jean-Jacques Rousseau’s right to revolution. Detailed evidence to support and prove such intended thesis stretches this theoretical statement as it gambles to reckon with a central paradoxical and unhumored tone that leaves the reader and/or author’s perspective to (...) be ‘centered’ (and left due to a play of ‘centeredness’). As it pertains to the fallout and outcome of how governmental, national, and militaral leadership (given the reality of a sovereign leader or a reign). Presentational style is constructed or structured oddly awakes uncontrollable, uncensored, unmeasurable, and untouchable personification that is nonstop. Such series of quoted citations are pieces of instruction that serve to admire and of acceptability in pursuit of Rousseauian logic as it poses a modest figurative language where its main objective is to attempt to underline the principles and techniques that plague post-modernists within the scope of legislative, executive, or even judicial systems of functionalities. (shrink)

Management decision-making is a daily task that managers of various levels solve in every organization. Degree of difficulty of this process depends on the scope of authority, responsibility level, manager’s position in organizational hierarchy; on the changes in the environment, unpredictability of which causes emergence of significant amounts of alternatives. For this reason, managers do not rely only on intuition or personal experience (which limited with selective perception, cognitive ability, ability to withstand stress and/or the presence of bias), but use (...) tools (methods) that have stood the test of time and practice; are based at the analysis of a significant amount of primary and secondary information; involve team-building to find the optimal option or to generate ideas. A significant amount of research papers are devoted to such methods, however, the author forms a synergetic approach which contains a detailed analysis of their correlation with the key factors of the competitiveness of enterprise, such as organizational culture and leadership. Existing decision-making practices, problems and style of management at the tourism enterprises are revealed from conducted survey (the first half of 2014) in tourism firms of Dnepropetrovsk and Zaporizhzhia regions of Ukraine, in which 729 tourism managers took part. The most popular decision-making practices in tourism branch were specified, among them are modeling and monitoring of previous results. The study proved the hypothesis of the author concerning strong connection of decision-making management and type of organizational culture. Moreover, 63% of managers were dissatisfied with low attention to organizational culture at their companies. The basis for future research and the synergetic matrix for decision-making management were worked out in the article which give preconditions for further studies and improvements in tourism management of Ukrainian enterprises. (shrink)

The legacy of George W. Bush will probably be associated with the President’s infallibly certain style of visionary leadership and his specific vision of a ‘Freedom Agenda’. According to this vision, the United States must spread democracy to all people who desire liberty and vanquish those tyrants and terrorists who despise it. Freedom is universally valued, and the United States is everywhere perceived as freedom’s protector and purveyor. So, the mission of the Freedom Agenda is to guard existing (...) freedoms as well as spread the democratic political system to those countries lacking comparable freedoms. Recent analyses of the Bush Freedom Agenda examine its roots in realist foreign policy and neoconservative political thought. In this paper, I take a different approach, connecting the Freedom Agenda to the ideas of two philosophers: (i) Isaiah Berlin’s notion of positive-negative liberty and (ii) John Dewey’s concept of freedom as a function of culture. My central claim is that when compared with the ideas of Berlin and Dewey, the Freedom Agenda is a faulty construct, both conceptually and practically, for understanding America’s role in global affairs. The Freedom Agenda proves to be neither conservative nor universal. Nevertheless, it constitutes an essential element of George W. Bush’s legacy, a vision of American purpose in a threatening and divisive world. (shrink)

The significance of hair is deeply rooted in African ontology. It depicts leadership status and when shaved off completely, may sometimes signify mourning or lack of dignity. In Benin-city of Edo state in Nigeria, Chiefs who are mostly men are identified by their unique hair-styles. It shows their position of leadership in the society and when a king dies, all the men in the kingdom are expected to shave off their hair as a sign of respect for the (...) departed king. In the culture of the Yoruba people of Nigeria, hair is highly celebrated by the women as it is seen as a crown of glory upon their heads. With advancement in globalisation and cross-cultural relationships, the culture of hair and its ontological significances are gradually being eroded as expressed in Chimamanda Adichie‟s „Americanah‟. For this reason, the hair, being a very important symbol of cultural identity has become a key role in understanding the issues with identity crises in Africa. The paper analyses the ontological significances of hair in Africa, evaluates the issues involved in the misrepresentation of African hair as presented in some African literature as well as interrogates the issues of identity crises occasioned by African hair. (shrink)

There are many ethical dimensions of public policy. Public policy as actions to solve the collective problems includes directly or indirectly making ethical judgments. Public policy takes into account reconciliation of conflicting interests of individuals, groups, and organizations which is based on the values agreeing which influences on the objectives, principles, and styles of policy implementation. Ethical judgments about selecting more and less important as well as more positive problem solutions are present on all stages of policy cycle.

Leadership and ethics are habitually treated as related to separate spheres. It would be better, perhaps, if leadership and ethics were treated as belonging to a single domain. Ethics is an aspect of leadership and not a separate approach that exists alongside other approaches to leadership such as the trait approach, the situational approach, etc. This holds especially true for the military, one of the few organizations that can legitimately use violence. Today, most militaries opt for (...) a character-based approach for the ethics education of their leaders and espouse leadership theories that want leaders to be strong and visionary. Both the role of character and leadership are increasingly questioned, however, on the basis that situational factors are more influential than leadership and character. A closer look suggests that an interactionist perspective, with leadership, character, and the situation interplaying, is more accurate. It is still good leadership that keeps soldiers from crossing the line between the lawful use of force and excessive violence. (shrink)

The authors developed this textbook in response to an increasing interest in ethics, and a growing number of courses on this topic that are now being offered in educational leadership programs. It is designed to fill a gap in instructional materials for teaching the ethics component of the knowledge base that has been established for the profession. The text has several purposes: First, it demonstrates the application of different ethical paradigms (the ethics of justice, care, critique, and the profession) (...) through discussion and analysis of real-life moral dilemmas that educational leaders face in their schools and communities. Second, it addresses some of the practical, pedagogical, and curricular issues related to the teaching of ethics for educational leaders. Third, it emphasizes the importance of ethics instruction from a variety of theoretical approaches. Finally, it provides a process that instructors might follow to develop their own ethics unit or course. * Part I provides an overview of why ethics is so important, especially for today's educational leaders, and describes a multiparadigm approach essential to practitioners as they grapple with ethical dilemmas. * Part II deals with the dilemmas themselves. Ethical dilemmas written by the authors' graduate students bring readers face-to-face with the kinds of dilemmas faced by practicing administrators in urban, suburban, and rural settings in an era full of complexities and contradictions. * Part III focuses on pedagogy and provides teaching notes for the instructor. The authors discuss the importance of self-reflection on the part of both instructors and students, and model how they thought through their own personal and professional ethical codes as well as reflected upon the critical incidents in their lives that shaped their teaching and frequently determined what they privileged in class. (shrink)

MacIntyre argues that management embodies emotivism, and thus is inherently amoral and manipulative. His claim that management is necessarily Weberian is, at best, outdated, and the notion that management aims to be neutral and value free is incorrect. However, new forms of management, and in particular the increased emphasis on leadership which emerged after MacIntyre’s critique was published, tend to support his central charge. Indeed, charismatic and transformational forms of leadership seem to embody emotivism to a greater degree (...) than do more Weberian, bureaucratic forms of management; hence, MacIntyre’s central contention about our emotivistic culture seems to be well founded. Having criticised the details but defended the essence of MacIntyre’s critique of management, this paper sketches a MacIntyrean approach to management and leadership by highlighting the affinities between MacIntyre’s political philosophy and Greenleaf’s concept of servant leadership. (shrink)

Epistemic agents interact with evidence in different ways. This can cause trouble for mutual understanding and for our ability to rationally engage with others. Indeed, it can compromise democratic practices of deliberation. This paper explains these differences by appeal to a new notion: epistemic styles. Epistemic styles are ways of interacting with evidence that express unified sets of epistemic values, preferences, goals, and interests. The paper introduces the notion of epistemic styles and develops a systematic account of their nature. It (...) then discusses the implications of epistemic styles for central questions in epistemology, in particular, for issues surrounding rational engagement and for the debate between virtue epistemologists and epistemic situationists. (shrink)

What makes a good leader? This paper takes Socrates in Plato’s early dialogues as the starting point for developing three leadership skills that are still relevant today: being on a mission, thinking in questions, and thinking like a beginner. I arrive at these Socratic leadership skills through an interdisciplinary approach to Plato’s early dialogues that puts Socrates in conversation with a diversity of thinkers: modern-day business leaders and leadership coaches, educators, Zen Buddhists, and art historians. I show (...) that Socratic leadership skills are valued in today’s business world, and I propose concrete exercises that can help anyone acquire these skills. In contrast to Platonic leadership—the leadership skills of the philosopher king—Socratic leadership skills have not been the focus of much investigation. This paper aims to advance a scholarly conversation about Socrates as a leadership model. (shrink)

What is artistic style? In the literature one answer to this question has proved influential: the view that artistic style is the expression of personality. In what follows we elaborate upon and evaluatively compare the two most plausible versions of this view with a new proposal—that style is the expression of the artist’s ideals for her art. We proceed by comparing the views’ answers to certain questions we think a theory of individual artistic style should address: (...) Are there limits on what range of features can figure in a style? Can flaws be stylistic? Are there limits on the range of art forms across which a given style can be exhibited? To what extent is a style a kind of unity, and why? What makes style an artistic achievement? Why do we care about style? By considering the different views' answers to these questions we argue that our proposal is a workable theory of individual style and suggest that it fares better on the whole than both versions of the influential and widely accepted view. (shrink)

The question as to whether Ian Hacking’s project of scientific styles of thinking entails epistemic relativism has received considerable attention. However, scholars have never discussed it vis-à-vis Wittgenstein. This is unfortunate: not only is Wittgenstein the philosopher who, together with Foucault, has influenced Hacking the most, but he has also faced the same accusation of ‘relativism’. I shall explore the conceptual similarities and differences between Hacking’s notion of style of thinking and Wittgenstein’s conception of form of life. It is (...) a fact that whether or not the latter entails epistemic relativism is still a controversial question. From my comparative analysis, it will emerge that there are stronger reasons to conclude that Hacking’s notion of style leads to epistemic relativism than there are to reach the same conclusion in the case of Wittgenstein’s conception of form of life. This point will be at odds with the anti-relativistic stance that Hacking has taken in his more recent writings. (shrink)

At first glance there seem to be many similarities between Thomas S. Kuhn’s and Ludwik Fleck’s accounts of the development of scientific knowledge. Notably, both pay attention to the role played by the scientific community in the development of scientific knowledge. But putting first impressions aside, one can criticise some philosophers for being too hasty in their attempt to find supposed similarities in the works of the two men. Having acknowledged that Fleck anticipated some of Kuhn’s later theses, there seems (...) to be a temptation in more recent research to equate both theories in important respects. Because of this approach, one has to deal with the problem of comparing the most notable technical terms of both philosophers, namely ‘‘thought style’’ and ‘‘paradigm’’. This paper aims at a more thorough comparison between Ludwik Fleck’s concept of thought style and Thomas Kuhn’s concept of paradigm. Although some philosophers suggest that these two concepts are essentially equal in content, a closer examination reveals that this is not the case. This thesis of inequality will be defended in detail, also taking into account some of the alleged similarities which may be responsible for losing sight of the differences between these theories. (shrink)

In this article, we explore the implications of opposing domains theory for developing ethical leaders. Opposing domains theory highlights a neurological tension between analytic reasoning and socioemotional reasoning. Specifically, when we engage in analytic reasoning, we suppress our ability to engage in socioemotional reasoning and vice versa. In this article, we bring together the domains of neuroscience, psychology, and ethics, to inform our theorizing around ethical leadership. We propose that a key issue for ethical leadership is achieving a (...) healthy balance between analytic reasoning and socioemotional reasoning. We argue that organizational culture often encourages too heavy a reliance on nonemotional forms of reasoning to arrive at moral judgments. As a result, leaders run the risk of suppressing their ability to pay attention to the human side of moral dilemmas and, in doing so, dehumanize colleagues, particularly subordinates, and clients. (shrink)

In this chapter it is demonstrated that the way in which leaders implement a decision largely depends on the nature of it, that is, whether it is strategic or not. Leaders must be as open as possible and not withhold information from the persons involved in the process. Therefore, they should distribute as much relevant information as possible to meeting participants before a meeting. At the same time, they must be able to steer the process. It is not unusual for (...) there to be a separation between the formulation and implementation of a strategic decision. Often, it is the top leadership that formulates the decision problem and the middle managers that implement its solution. For this reason, it is relatively common that the top leadership signals that the implementation has been successful as soon as the middle managers begin to report positive results. This can sometimes happen even though most of the implementation is incomplete. However, there are also cases where the top leaders rule out certain implementation processes as failures when in fact they prove later on to be successful. A common problem in organizations is that leaders often inherit the task of implementing decisions that past leaders have made. In order to succeed with an implementation, leaders must understand the importance of the process. They must communicate their vision clearly, evaluate and monitor continuously, and allow interested parties to participate actively in the process. They should also understand that what at first may look like a failure, at a later stage may prove to be a success -/- . (shrink)

In this chapter it is pointed out that leaders who make decisions normally rely on both their intuition and their analytical thinking. Modern research shows that intuitive thinking has the potential to support the analytical, if used properly. Leaders must therefore be aware of the possibilities and limitations of intuition. Fresh thinking and innovation are key elements in leadership analysis, thus creative problem-solving is an important complement to traditional leadership thinking. Creative leaders work extensively with both intuition and (...) logic. They also often work with metaphors, analogies, images and imagination to create dynamism in the analysis of a problem. Many leaders come in daily contact with problems that are not necessarily self-generated. It is therefore important that they have the opportunity to take an outside perspective on the situation. They must be able to define the problems which are of strategic importance for the activity. Leaders should not allow themselves to be stressed too much by various everyday problems, but be aware that they usually cannot just ignore them. After delineating a problem a leader should think through what trials ought to be conducted to test a given hypothesis about reality. This can be done by showing how different problems are related to each other. When analyzing various problems it is useful to clarify what kinds of decisions theyrelate to. Some decisions must be made directly, while others canbe postponed. Some decisions are reversible in nature while others are irrevocable -/- . (shrink)

The pattern of leadership succession observed globally in most contemporary Pentecostal movements and churches can be characterised as dynastic succession. Yet historic modern Pentecostalism prided itself on being biblical. This article explores the biblical sources, examining first the leadership structure and then the leadership succession patterns in the apostolic church as well as the extra-biblical sources of the apostolic patristic era. Our findings from this New Testament survey of leadership succession in the apostolic church and post-apostolic (...) churches furnish a template for critical evaluation of the prevalent succession approaches of contemporary Pentecostal groups. Critical elements of apostolic and leadership structure and succession patterns are highlighted, and needed inferences are drawn for the re-shaping of leadership and its succession in contemporary Christian ministries and churches. (shrink)

What is it for a person to have style? Philosophers working in action theory, ethics, and aesthetics are surprisingly quiet on this question. I begin by considering whether theories of artistic style shed any light on it. Many philosophers, artists, and art historians are attracted to some version of the view that artistic style is the expression of personality. I clarify this view and argue that it is implausible for both artistic style and, suitably modified, personal (...) style. In fact, both theories of style crack along the same line, which suggests that they can indeed be mutually illuminating. I articulate and defend a view of personal style according to which, roughly, having style is a matter of expressing one’s ideals. I show how this illuminates the widely neglected value of personal style and propose a new, analogous theory of individual artistic style: artistic style is the expression of the ideals the artist has for her art. (shrink)

Leadership is certainly a central concept that the contemporary society now requires to increase the chances of survival and prosperity. As the contemporary politics guides, the world now see a greater turn to the kind of strategic paradigm heavily departing from the previous adherence to the ideological tenet. The strategy is a vital way of approach to address the needs of followers, subordinates, stakeholders and shareholders although there are other strands of influence including the culture (For political discourse, it (...) is also interesting to read the Huntington’s viewpoint about the clash of civilization), ideology though (still heavily on the global politics), shared comradeship and intelligence, and others. The leadership, in the contemporary framework, is likely to be analyzed as several points of evolution. The leadership, as we set aside the assumed status of peaceful coexistence in the ancient communal society unlike the Marxism circle, can be seen as one of interactive products about some form of organization. For example, ancient Chinese leaders, through its imperial history, almost always have been concerned about the integration of his subject against the foreign threat of ingression. While we realistically see the phenomenon of world as a split nature, the organization, even most simple form for the state, has to find their leadership as one kind of interactive context. That is, without any submission, surely the case if we talk about a for-profit organization and also non-profit organization. We can see an idealistic organization that may be perceived as monopolistic, such as UN and NGOs. These organizations, however, are also facing the realistic challenge to interact with outside actors and other organizations. For the UN, a terrorist state or organization might be a good example which it needs to interact. In some cases, the states in the dispute and hostile confrontation may be concerned interactively. For the NGOs, the state and conservatists’ group of WTO can be the actor or organization that they have to deal with. Then we can reach the deep structure or environmental element which the leaders of organization have to deliberate on his true nature of leadership. (shrink)

Social studies of science have often treated natural field sites as extensions of the laboratory. But this overlooks the unique specificities of field sites. While lab sites are usually private spaces with carefully controlled borders, field sites are more typically public spaces with fluid boundaries and diverse inhabitants. Field scientists must therefore often adapt their work to the demands and interests of local agents. I propose to address the difference between lab and field in sociological terms, as a difference in (...) style. A field style treats epistemic alterity as a resource rather than an obstacle for objective knowledge production. A sociological stylistics of the field should thus explain how objective science can co-exist with radical conceptual difference. I discuss examples from the Canadian North, focussing on collaborations between state wildlife biologists and managers, on the one hand, and local Aboriginal Elders and hunters, on the other. I argue that a sociological stylistics of the field can help us to better understand how radically diverse agents may collaborate across cultures in the successful production of reliable natural knowledge. (shrink)

‘Frankfurt-style cases’ (FSCs) are widely considered as having refuted the Principle of Alternate Possibilities (PAP) by presenting cases in which an agent is morally responsible even if he could not have done otherwise. However, Neil Levy (J Philos 105:223–239, 2008) has recently argued that FSCs fail because we are not entitled to suppose that the agent is morally responsible, given that the mere presence of a counterfactual intervener is enough to make an agent lose responsibility-grounding abilities. Here, I distinguish (...) two kinds of Frankfurt counter-arguments against the PAP: the direct and the indirect counter-arguments. I then argue that Levy’s argument, if valid, can shed doubt on the indirect argument but leaves the direct argument untouched. I conclude that FSCs can still do their job, even if we grant that the mere presence of a counterfactual intervener can modify an agent’s abilities. (shrink)