Search results

Reports a study of over 600 soldiers enrolled in Junior Units of the British Army. Investigates their perceptions of leadership skills in general and their own leadership qualities both before and after experiencing a leadership course. Leadership skills and qualities are classified as innate personal qualities, personal leadership skills, interpersonal skills and managerial skills. While such courses are seen to improve the self‐perception of personal leadership skills and qualities of all types, the courses fail to emphasize the overall importance of interpersonal skills and managerial skills.

The purpose of this case study was to explore senior librarians’ perceptions of successful leadership skills in the 21st century. The data gathered from 10 senior library leaders consisted of demographic information and responses to six open-ended interview questions. From the NVivo 10 analysis, several significant themes emerged regarding successful library leadership skills in the 21st century at two levels: foundational and interpersonal. At the foundational level, technical and knowledge skills form the building blocks for the next level of interpersonal skills. Persuasion and collaborative skills are interwoven with these interpersonal skills, both of which are at the core of the postindustrial paradigm of leadership. These two levels of skills, with an emphasis on persuasion skills, should form the basis of succession planning programs for next generation librarians. Implementing such programs could lead to increased leadership diversity, greater job satisfaction, improved job performance and effectiveness, all of which help retain librarians and ease staff shortages. Further studies are recommended.

The purpose of this research paper is to explore how organizational leadership style is related to employee leadership skills, leadership and business trends, as well as leadership practices.

In total, 547 participants representing a variety of industries and organization sizes completed an online survey on the current state of leadership at their organizations. We compared the responses of participants working in organizations using a traditional leadership style (n = 121) with those in organizations with a dynamic leadership style (n = 105).

Consistent with hypotheses, the results show that the traditional, hierarchical and command-and-control style of organizational leadership is associated with larger leadership skills gaps, while a more dynamic, all-inclusive and collaborative leadership style is associated with smaller leadership skills gaps. Specific business trends and leadership practices partially explain the association between organizational leadership style and organizational leadership shortages. These factors provide guidance for human resources practitioners looking to set priorities and plans for fostering dynamic leadership within their organizations.

This study provides insights into why the leadership deficit endures and what organizations can do to put the issue to rest. This research is unique in that it goes beyond identifying and quantifying specific leadership skills gaps to also reveal which factors may be driving these leadership deficits. This research also isolates which organizational practices and leadership approaches are associated with smaller leadership skills gaps.

This study aims to investigate the impact of leadership skills (technical, human and conceptual) on organizational citizenship behavior in Vietnamese libraries and the role of organizational culture as the mediator.

A quantitative approach was chosen to gather data from 356 participants working in various libraries in Vietnam. The validity of the measures was assessed through regression analysis and SPSS software.

The results showed that leadership skills do have a significant impact on organizational citizenship behavior, but only human skills had a significant effect on bureaucracy culture. The study also revealed that bureaucracy culture played a significant role in affecting organizational citizenship behavior of organizations. Furthermore, bureaucracy culture was found to mediate the relationship between human skill and organizational citizenship behavior of organizations.

This study makes a valuable contribution to the field by exploring the influence of three types of leadership skills on organizational citizenship behavior and the role of leadership in promoting organizational culture. The findings of this research can help organizations understand the importance of leadership skills and organizational culture in promoting good citizenship behavior among employees. The research implications are discussed and can be used to inform decision-making and future research in the field.

The purpose of this mixed methods study was to determine the self-perceived proficiency level of Commissioners of Agriculture in six leadership skill areas. Major findings noted their proficiency in these areas. Researchers recommend providing professional development opportunities and software training for Commissioners at their annual conference.

A key finding in the extant literature on adopting information systems has been the importance of management support and a champion. Further research has indicated that business managers need to have appropriate IT knowledge and skills to lead adoption adequately. In the context of small and medium enterprises (SMEs), this role is usually assumed by the owner/manager. This research aims to synthesise these two tenets by identifying and understanding the type of business intelligence and analytics (BI&A) leadership skills that owners/managers need to develop during the adoption of BI&A.

Five BI&A knowledge areas are identified and connected to different types of BI&A leadership skills through qualitative in-depth case studies of fourteen Australian SMEs.

The case studies reveal that several BI&A leadership skills need to be developed to bring SMEs to higher stages of BI&A adoption.

This study proposes a BI&A leadership skills development framework that allows practitioners to develop progressive BI&A skills concerning managing data, analytical skills, business processes, social and cultural change, and investment decisions to achieve sustainable operational, management and strategic goals.

The paper takes a unique approach that links five knowledge areas to BI&A leadership skills that owners/managers need to ensure for effective adoption and orchestration of BI&A in their organisations. The BI&A leadership framework includes a developmental approach that relates to the iterative and complex nature of BI&A adoption.

This paper examines the relationship among leadership skills, management skills and individual success and failure in formal organizations.

A model is presented depicting the interactive relationship among the three variables and explaining why some high potential employees suffer derailment while other individuals with similar skills continue to develop and achieve organizational success.

The model indicates that there is not one combination of management and leadership skills related to individual success.

Developmental activities should be ongoing regardless of the individual's level in the organization.

This paper synthesizes several streams of research into a coherent model that can be used as a guide for leadership development activities.

The purpose of this paper is to explore the concept of service learning and the use of volunteer organizations as a means for members to learn and hone leadership skills that can be transferred to their full-time corporate positions.

A qualitative study incorporating a phenomenological design was utilized to interview 30 past presidents of two volunteer organizations in Florida, Junior League and the Masonic Fraternity. The goal was to explore the participants’ thoughts and experiences related to transferable leadership skill development.

Emerging themes confirmed that accepting leadership roles within volunteer organizations is conducive to learning, testing, and evaluating new methods of leadership and skill enhancement. These skill sets can then be transferred and applied to different corporate settings.

Organizational leaders should consider the value-added benefits of encouraging employees to become involved in volunteer organizations and accepting leadership roles. This not only promotes good corporate social responsibility, but provides the employee with leadership skill development, which may ultimately benefit the firm.

Participants belonging to two separate volunteer organizations presented viewpoints regarding the value of volunteer organizations in developing and honing transferable leadership skills. Previous research has not addressed direct skill transference from leadership experiences in volunteer organizations and therefore, this research is unique in its contribution to the literature.

The main purpose is to analyse the effect of academic leadership competencies (LCs) on student learning outcomes (SLOs) in terms of cognitive, skill and affective aspects.

The study utilised quantitative research that focussed on correlation design by randomly distributing questionnaires containing 53 items to a total of 496 faculty members in Saudi Arabia public higher education institutions (HEIs). The data was analysed using SPSS (V.24) and SEM-AMOS.

Results show a direct and significant effect of academic LC on students' cognitive, skill and affective learning outcomes in public HEIs.

The main limitation was that the participants of public HEIs were from Saudi Arabia. However, the findings have provided valuable understandings and a comprehensive conclusion about the impact of academic LC on SLOs in terms of cognitive, skill and affective aspects. The study recommended that different LC should be further developed. Future studies proposed to investigate the factors that support academic leaders to affect SLOs directly in HEIs.

The findings contribute to the body of knowledge regarding the significant and direct effect of academic LC on SLOs in HEIs. The findings have the potential to reflect positively on the academic leaders in public HEIs. The findings act as a guide for HEIs in terms of the importance of academic LC for having desirable SLOs. This study is crucial for educational policymakers and practitioners of academic leadership as the academic leaders' effort will greatly contribute to the HEIs as well as the nation's development in general.

The purpose of this paper is to investigate leadership competencies of expatriate managers working within the UAE and identify if these competencies are unique from those needed in their home country. Additionally, the paper aims to identify how new competencies expatriate leaders have developed while in their current position and how this enhances their ability to better manage staff in the UAE. Leadership competencies are skills and behaviors that contribute to enhanced performance. While some leadership competencies are essential to all firms, some distinctive leadership attributes may be particularly relevant to organizations possessing a large expatriate community.

Personal interviews and stratified sampling were used to examine the qualities and skills relating to expatriate managers’ success in leading UAE organizations. The research design did not differentiate between the origins and ethnicities of the leaders. The leaders, whether American, European, Indo-Pakistani or Asian, were treated as one entity.

Factors such as communication ability, team building qualities and ability to handle local nationals were found to have a significant effect on expatriate adjustment and success in managing UAE organizations.

By investigating specific competencies and skills that expatriate managers need to lead organizations in the UAE and the broader Gulf region, the study informs organizations on how they can better identify and develop leadership skills that lead to enhanced performance.

The study focuses on leadership competencies within the expatriate community of the UAE.