Purpose The purpose of this study is to investigate the transformational and transactional leadership styles and organizational learning at for-profit and non-profit sports organizations, and the impact of these leadership styles on enhancing organizational learning in these sports organizations. Design/methodology/approach A quantitative questionnaire survey method was adopted. The data were collected from for-profit and non-profit sports organizations in the UK. Findings Management by exception-active in transactional leadership and idealized leadership in transformational leadership seem to be equally important for facilitating organizational learning. The results also revealed significant differences between for-profit and non-profit sports organizations in leadership styles and organizational learning. Research limitations/implications The generalizability of the results for different sports settings or different countries must be examined, given that only some sports organizations under the umbrellas of non-profit and for-profit sectors were used as the target population. The research is limited to the use of moderating variables, such as motivation, organizational structure, culture and innovation, that might attenuate this effect. This study contributes to the field by investigating the direct relationship between leadership styles and organizational learning in a sports setting. Originality/value The originality of this study is its advances of sports leadership research that is linking leadership styles and organizational learning in for-profit and non-profit sports organizations.
Purpose The purpose of this paper is to understand challenges facing organizations in the twenty-first century and address these challenges through suggesting future leadership development based on relevant leadership theories, which would motivate and guide future research directions in a streamlined manner. Design/methodology/approach The present study adopted the exploratory literature review, using the integrative method, to review the theoretical and empirical literature on leadership development published since the 2000s, primarily focusing on research published in the Journal of Management Development. Findings The findings of the current review confirmed that leadership theories are the base for leadership development theories, particularly if the purpose is to address and overcome the current challenges facing organizations. The authors suggest that leadership theories and leadership development theories do not exist in isolation from one another, nor do they exist in isolation from challenges facing organizations. Research limitations/implications This review does not cover all studies before the 2000s nor other journals in the field of leadership. Originality/value Given that most organizations are suffering from one or more of the following issues: sexual scandals, unethical behaviors, individualism, crises and a low level of performance or productivity, the development of particular leadership skills has become a priority. This study is one of few studies guiding both future leadership development research directions and leadership development initiatives.
Purpose – The purpose of this paper is to understand the nature of leadership development (LD) methods adopted by companies operating in Syria by exploring the content, purpose, and the implantation of LD methods. Design/methodology/approach – Middle and top managers were asked via semi-structured interviews to describe the content, purposes, and implementation of LD practices. Findings – The findings revealed that the LD interventions are mixed between experiential learning and self and team analysis. Specifically, five major methods or activities used in Syria: action learning, coaching, feedback, rotation, and networking. These methods and activities were not only used for a specific purpose, but also for multiple purposes. Research limitations/implications – Research data were conducted during what was called the Arab Spring, which has negative implications not only on the participants, but also on the way they responded to questions. In addition, the for-profit sector was only involved in the study because of its flexibility, lack of bureaucracy, and the application of LD. Originality/value – This study is the only study that investigated LD methods and activities in Syria.
Purpose The purpose of this paper is to understand the factors influencing leadership development (LD). It responds to the following question: what are the factors influencing the phenomenon of LD in the Syrian context. Design/methodology/approach A qualitative research method has been adopted, using face-to-face interviews with leaders in middle and top management. Findings The findings revealed that there are two types of factor influencing LD: determinant factors to LD and influencing factors on the application of LD. Research limitations/implications Research data has been conducted in an unstable environment because of what is called the Arab Spring, so data were collected only from for-profit sector companies that presented more flexibility for participation than state and non-profit sector organisations. Practical implications The paper explored two different types of factors influencing LD: factors influencing the application of LD, and factors determining LD. This helps designers of LD programmes and companies operating in Syrian context to differentiate between these two factors. Originality/value The study offers data and interpretation on factors influencing LD in a specific context on which foundation further studies in the Middle Eastern context can be developed.
Purpose The purpose of this paper is to understand the degree to which leaders in the events sector are perceived as servant leaders and the level of employee satisfaction, using evidence from three event types: sport events, cultural events, and personal events. Design/methodology/approach A quantitative methods approach was used to gather the data. In total, 245 surveys were completed from three different event types. Data were analyzed using Statistical Package for the Social Sciences. Findings The results revealed that servant leadership behaviors vary across event types, gender, and age groups. Similarly, extrinsic job satisfaction and intrinsic job satisfaction were different across event types, gender, and age groups. Additionally, further details have been reported in the results. Research limitations/implications The paper provides an insight on practising of servant leadership in the three different events, using evidence from the Middle East by using quantitative methods approach. While this is an appropriate method, in-depth interviews are needed to understand the mentality of the top management in the events sector in the Middle East. Originality/value It advances leadership research in the events sector that links servant leadership and employee satisfaction.
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