Concepts of leadership
Clemencia D’cruz
I. The idea of leadership has been examined for millennia. Examples of leadership in action go back to Moses from the Bible and Xenophón from Greek history. One of the key theories in early leadership is that of charismatic leadership. Although most scholars agree that a key concept of charismatic leadership is that of follower attribution, defining boundaries for charismatic is as difficult as defining leadership itself.
-by Dr. David M. Setley & Dr. Douglas
Gautsch
vol. 5(12), December 2015.
II. DL has become a popular concept in educational leadership and is understood as a collective social process that emerges through the interaction of multiple players. leadership can be enhanced, as well as the need to mobilize collective engagement and challenge or strengthen traditional forms of leadership in schools.
-by IONITA (VISOIU) Carmen Et. al
vol. 10(1), April 2021.
III. The present study is the first to test – among basic aspects of construct validity – the prognostic validity of instrumental leadership with regard to performance and job satisfaction. Results from three independent empirical studies revealed that four dimensions of instrumental leadership (i.e., Environmental Monitoring, Strategy Formulation, Path-Goal Facilitation, and Outcome Monitoring) can be distinguished. As for concurrent validity, Environmental Monitoring and Path-Goal Facilitation were related to job satisfaction.
-by Rowold, Jens
vol. 28(3), March 2014.
IV. leadership theories, which focus on specific and narrow aspects of leadership such as employee characteristics, leader’s authenticity, or boundary spanning, the bounded leadership theory is a broad and complex concept. It takes simultaneously many constraints, which are related to activities on an individual, team, organization, and stakeholder level.
-by Korzynski Et. al
vol. 39(2), 2021.
V. leadership capital in modern companies, and creative leadership roles to meet the challenges of a competitive environment, and the diversity of styles of leaders who come from different environments. The concept of leadership capital is consistent with recent trends in the growing importance of tangible resources, human capital, and leadership intelligence making corporate leadership the most influential driver in making the difference in competitive advantage, market value of the company, and excellence from competitors.
-by Jasser Al-Nasour & Najm A. Najm
vol. 17(1), 2020
VI. Leadership has become an increasingly difficult, complex, and multi-faceted topic in today’s globalized world. While leadership may be seen as one of the most over-researched topics, it remains one of the most misunderstood business phenomena of our time. despite a myriad of available leadership styles and methods that have emerged, servant leadership, a philosophical position based upon the leader serving first, may have the capacity to generate positive outcomes for all stakeholders involved.
-by Franco GANDOLFI & Seth STONE
vol. 17(3), July 2016.
VII. Business environment is characterised by its strong dynamics, complexity and high degree of uncertainty that forces the processes of reconsideration of imposed management models, including a new reading and understanding of existing theories and shaping of new conceptual management and leadership models.
-by Iya Petkova-Gourbalova
vol. 19(1), December 2020.
VIII. defining the context and environment academic leaders find themselves in, moving onto explore characteristics and the overlap with traditional leadership thinking and finally concludes with current trends and a working definition of what academic leadership really is. Based around a literature review of current thinking on academic leadership and then the production of a Venn diagram to compares these current trends with more traditional definitions of leadership.
-by Stephen Graham Anthony & Jiju Antony
vol. 66(5), June 2017.
IX. Leadership is as old as human civilization. The field of leadership has burgeoned since its emergence in the last century. On the one hand, leadership is a widespread research area. On the other hand, leadership is one of the oldest practices in human history. leadership represents a complex, context-based, multifaceted, dynamic, and even an elusive concept as there is no universal definition of leadership.
-by Sorin-George Toma Et. al
vol. 32(1), December 2020.
X. Policy leadership are activities that leaders in organizations take to guarantee that the internal and external policy environments keep on being beneficial to the purpose, culture, and changing circumstances of the organization. This emerging concept will assist leaders in understanding the ‘what’ and ‘why’ of policy leadership. Besides that, policy leadership provides an opportunity for understanding the role of leaders engaging in policies to achieve organizational effectiveness.
-by Noryati Alias & Azahari Ismail
vol. 7(3), March 2017.
XI. Conclusion: leadership is an integral part of human life. Leaders are evident in families, in schools, in workplaces, in churches, in social groups, and in one’s own life. Indeed, everyone must be a leader of his own life as he matures into an adult and makes decisions for himself. Leadership skills can be developed from an early age and are impacted both by natural talents and abilities and by personal experience. Schools and youth programs can help rain children and adolescents in acquiring leadership skills. Families and Peers offer a social structure in which youth can practice and demonstrate leadership qualities and grow into a responsible adult capable of gathering information and make a good judgement.
Reference :
• Dr. David M. Setley & Dr. Douglas Gautsch, 2015. “Leadership and the church: The impact of shifting leadership constructs,” International Journal of Business and Social Research, LAR Center Press, vol. 5(12), pages 15-25, December.
• Franco GANDOLFI & Seth STONE, 2016. “Clarifying Leadership: High-impact Leaders in a Time of Leadership Crisis,” REVISTA DE MANAGEMENT COMPARAT INTERNATIONAL/REVIEW OF INTERNATIONAL COMPARATIVE MANAGEMENT, Faculty of Management, Academy of Economic Studies, Bucharest, Romania, vol. 17(3), pages 212-224, July.
• IONITA (VISOIU) Carmen & KORAY Sari Yavuz & GOGLEA Alin Constantin & VASILE Gabriel Ionut, 2021. “Distributed leadership in education, contemporary issues in educational leadership,” Social-Economic Debates, Association for Entrepreneurial Spirit Promotion, vol. 10(1), pages 1-12, April.
• Iya Petkova-Gourbalova, 2020. “Contemporary Models For Leadership Description And Study,” Yearbook of the Faculty of Economics and Business Administration, Sofia University, Faculty of Economics and Business Administration, Sofia University St Klimentz Ohridski – Bulgaria, vol. 19(1), pages 41-64, December.
• Jasser Al-Nasour & Najm A. Najm, 2020. “Leadership Capital: Concept And Roles,” Economics and Management, Faculty of Economics, SOUTH-WEST UNIVERSITY “NEOFIT RILSKI”, BLAGOEVGRAD, vol. 17(1), pages 120-126.
• Korzynski, Pawel & Kozminski, Andrzej Krzysztof & Baczynska, Anna & Haenlein, Michael, 2021. “Bounded leadership: An empirical study of leadership competencies, constraints, and effectiveness,” European Management Journal, Elsevier, vol. 39(2), pages 226-235.
• Noryati Alias & Azahari Ismail, 2017. “The Construct of Policy Leadership: A Conceptual Framework,” International Journal of Academic Research in Business and Social Sciences, Human Resource Management Academic Research Society, International Journal of Academic Research in Business and Social Sciences, vol. 7(3), pages 624-634, March.
• Rowold, Jens, 2014. “Instrumental leadership: Extending the transformational-transactional leadership paradigm,” Zeitschrift fuer Personalforschung. German Journal of Research in Human Resource Management, Rainer Hampp Verlag, vol. 28(3), pages 367-390.
• Sorin-George Toma & Ștefan Catană & Cătălin Grădinaru, 2020. “Leadership an overview,” Manager Journal, Faculty of Business and Administration, University of Bucharest, vol. 32(1), pages 51-59, December.
• Stephen Graham Anthony & Jiju Antony, 2017. “Academic leadership – special or simple,” International Journal of Productivity and Performance Management, Emerald Group Publishing Limited, vol. 66(5), pages 630-637, June.