Results 111 to 120 of about 60,557 (242)
Laissez-Faire Leadership and Affective Commitment: the Roles of Leader-Member Exchange and Subordinate Relational Self-concept. [PDF]
J Bus Psychol, 2021 Robert V, Vandenberghe C.
europepmc +1 more source
DIFFERENCES BETWEEN THE RELATIONSHIP OF INTEGRITY AND LEADERSHIP STYLES ACCORDING TO THE MODEL OF BERNARD BASS [PDF]
This article aims to prove empirically that there are signifi cant differencesin the correlation that shows no leadership, transactional leadership andtransformational leadership (MLQ) with the perceived lack of integrity ofthe leader (PLIS).
FLORINA GUADALUPE ARREDONDO TRAPERO +1 more
core
Polanyi on crisis: The United States, fascism and ecological break‐down
Journal of Law and Society, EarlyView.Abstract This article uses Karl Polanyi's understanding of the crisis inherent in liberal economics to analyse a contemporary crisis—Trump's global tariff agenda. It argues that Trump's tariff agenda conforms to Polanyi's interpretation of how the crisis of liberal economics can disintegrate into more malignant forces.
ROWAN ALCOCK
wiley +1 more source
Impact of leadership styles on the institutional climate of the Unidad María Auxiliadora High School in Riobamba [PDF]
Alteridad : Revista de Educación, 2013 This article describes two variables that are key in any organization: leadership styles and institutional climate. I analyze different key factors that come into play: the influence that institutional climate and leadership has over members in an ...
Luisa Lozado
doaj
Laissez-faire leadership: a comprehensive systematic review for effective education practices
Journal of Education and Learning (EduLearn)This analysis addresses the knowledge gap on laissez-faire leadership in organizations. After reviewing 64 articles through the systematic literature review, the study finds that laissez-faire leadership, marked by minimal decision-making involvement, is generally associated with negative outcomes like reduced employee satisfaction and productivity ...
Faisal Kamal +2 more
openaire +1 more source
A Theory of Leadership Meta‐Talk and the Talking‐Doing Gap
Journal of Management Studies, EarlyView.Abstract We identify managers' meta‐level talk about the positive purpose, meaning, and significance of their actions as an overlooked type of leadership behaviour and call it leadership meta‐talk. We outline why leadership meta‐talk is not necessarily truthful or deceptive, but selective and loosely coupled with leadership practice.
Thomas Fischer, Mats Alvesson
wiley +1 more source
Business, Management and Economics EngineeringPurpose – over the years, small and medium enterprises (SMEs) have grappled with the challenge of adopting appropriate leadership styles domestically and globally. This study, thus, seeks to identify the prevalent leadership styles in Bangladesh’s SME sector, with a specific em- phasis on transformational, transactional, and laissez-faire leadership ...
Manir Hossin, Shah Azam, Shamim Hossain
openaire +2 more sources
Can Tho University Journal of Science, 2017 Significant reforms are currently underway in Vietnamese higher education since it is in the phase of transformation to improve the higher education system. In implementing higher education reforms, leaders play a key role. This paper reports on phase one of a multi-method research: a quantitative approach using the multifactor leadership questionnaire
Xuan Thu, Pham Dinh +2 more
openaire +2 more sources
Journal of Management Studies, EarlyView.Abstract Humanity – the virtue enabling meaningful human connection – is vital to the leadership we need to survive our polycrisis context. As a prerequisite to sustainable human community, the virtue of humanity is considered universal. It has been claimed as a ‘higher‐order virtue’, comprised of and enacted by – but irreducible to – a suite of ‘lower‐
Toby Newstead +3 more
wiley +1 more source
The Relationship of Leadership Styles and Organizational Culture Case Study of an Oil and Gas Company in Indonesia [PDF]
, 2010 This study explores relationship between leadership styles and organizational culture in an oil and Gas Company in Indonesia. The respondents are employees of an oil and Gas Company in Indonesia.
Darwis, T. K. (Tommy) +1 more
core