The connecting leader. Aligning leadership theories to managers’ issues

Jaser, Zahira

doi:10.1177/1742715020981188

Cited by 11 publications

(14 citation statements)

References 27 publications

(36 reference statements)

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“…Every manager, to function effectively, exercises (or is influenced by) leadership and the way it is organized and expressed in a specific context and environment. According to many theorists of organizational and administrative science, the principles of administration are widely applied in education, so that educational administration is the main testing ground for relevant principles and practices [6]. It is not surprising, then, that the question of leadership occupies scientific research in educational administration and is at the heart of many modern educational systems.…”

Section: -1-conceptmentioning

confidence: 99%

Transformational Leadership and Digital Skills in Higher Education Institutes: During the COVID-19 Pandemic

et al. 2021

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Objectives: Recently, due to special conditions that the global community is experiencing (Covid-19), there is growing interest in research in educational leadership, especially in higher education, which will create an environment embedded in a collaborative culture, open to improvements, testing, and often unexpected challenges. Among the different forms of educational leadership, transformational leadership is recognized as the most appropriate for application in higher education, as it focuses on the division of leadership among academics with different skills in order to manage in a collective way the range of leadership duties required in different contexts. Methods/Analysis: This view is also reflected in this research paper, which focused on the degree of three specific forms of leadership (transformational leadership, transactional leadership, and leadership to be avoided) by members of the Senate of the University of Peloponnese. Descriptive and inductive methods of statistical analyses were applied for the interpretation of results. Findings: Notably, the findings indicate that leadership outcome has a strong positive correlation with transformational leadership and negative correlation with passive-to avoid leadership, confirming that higher transformational leadership implies greater efficiency and satisfaction for employees. Novelty/Improvement:A high degree of passive leadership coexists with the corresponding negative degree of implementation of digital leadership. Doi: 10.28991/esj-2021-01252 Full Text: PDF

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Section: -1-conceptmentioning

confidence: 99%

Transformational Leadership and Digital Skills in Higher Education Institutes: During the COVID-19 Pandemic

et al. 2021

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“…Hence, the co-constructionist approach changes the narrative of leadership and followership away from viewing the leader as heroic and powerful and the follower as passive and recipient. Instead, leadership and followership need to be analysed more critically as leading and following behaviours in everyday behaviour, where individuals often perform both (see also Jaser, 2020).…”

Section: Considering Followership and Leader-follower Relationsmentioning

confidence: 99%

Management accounting change as an amplifier of a leadership dispute: an ethnography of convergent and divergent leader–follower relations

Bassani

Pfister

Cattaneo

2021

AAAJ

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PurposeThe purpose of this paper is to explore the role of leadership in management accounting change processes and outcomes.Design/methodology/approachThe paper draws on an ethnographic study in a Southern European company and mobilizes leader–follower relations as a method theory to analyse the observations.FindingsThe findings show how a leadership dispute between two top managers can be amplified during the management accounting change process and percolate throughout an organization. The authors identify five contested areas where the role of accounting amplifies the leadership dispute by unfolding its reach to other organizational actors. The leadership dispute can shape and reinforce a fragmented organization, with some organizational members creating convergent leader–follower relations while others divert and fragment with an increased turnover. This amplification can lead to unexpected outcomes of the change process in terms of how and by whom accounting is performed.Research limitations/implicationsThe authors propose the study of leadership and followership as an important but, to date, largely neglected theme in management accounting research.Originality/valueIn contrast to the prior management accounting literature, the paper departs from a leadership-centric and role-based approach and employs a co-constructionist and relational approach to leadership and followership to analyse management accounting change. In addition, it applies and extends Alvesson's (2019a) theory on “divergent relationalities” between the presumed leaders and followers. In doing so, the paper also adds to the leadership field by theorizing and integrating the situation of a leadership dispute in this novel theoretical framework.

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“…The three components of a leadership result are the degree to which raters believe their leader motivates them (Extra effort), the effectiveness in which they view their leader interacts at various organizational levels, and the effectiveness in which they think their leader interacts with others. (Effectiveness) and their level of satisfaction with their leader's working practices in comparison to others (Satisfaction with Leadership) [25].…”

Section: -3-leadership Outcomementioning

confidence: 99%

Associations between Traditional and Digital Leadership in Academic Environment: During the COVID-19 Pandemic

et al. 2021

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Objectives: Notably, as a result of the unique circumstances that the global population is facing (Covid-19), there has been an increase in interest in educational leadership science, particularly in academic environment, with the aim of enhancing an ecosystem that is inclusive, open to change, monitoring, and often unforeseen challenges. Of the various types of educational leadership, transformational leadership is recognized as the most suitable for use in academic environment. It focuses on the division of leadership responsibilities among academics with varying skills in order to handle collectively the spectrum of leadership responsibilities needed in a variety of contexts. Methods/Analysis: This perspective is embodied in this study paper, which examined the degree to which members of the Senate of three Universities of Greece, engaged in three distinct types of leadership (transformational leadership, transactional leadership, and leadership to be avoided) via digital leadership. The findings were interpreted using descriptive, diagnostic, predictive and prescriptive data analysis algorithms. Findings: The findings indicate that participants demonstrate a high level of Transformational and Transactional Leadership. They demonstrated a high level of Digital Leadership while avoiding Passive - To Avoid Leadership. The study demonstrates that Digital Leadership has a relatively favorable association with the leadership outcome, which is translated as a high level of performance and satisfaction coexisting with a high level of digital leadership execution. Novelty /Improvement: The research project indicates that a good leader who practices transformational leadership and is prepared with the necessary digital skills would be more effective in carrying out administrative responsibilities in an academic environment. Doi: 10.28991/esj-2021-01286 Full Text: PDF

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The connecting leader. Aligning leadership theories to managers’ issues

Cited by 11 publications

References 27 publications

Transformational Leadership and Digital Skills in Higher Education Institutes: During the COVID-19 Pandemic

Transformational Leadership and Digital Skills in Higher Education Institutes: During the COVID-19 Pandemic

Management accounting change as an amplifier of a leadership dispute: an ethnography of convergent and divergent leader–follower relations

Associations between Traditional and Digital Leadership in Academic Environment: During the COVID-19 Pandemic

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