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The concept of “servant leadership” becomes increasingly relevant in organizations while the “authoritative leadership” style continues to be in place as one of the effective styles. The purpose of this paper is to explore which leadership style is perceived a preferred one in the public sector in Singapore. Empirical data come from a survey with school leaders in several school clusters in Singapore, with instruments designed by the researchers.

The paper is written up on the data drawn from the authors' research project. Both quantitative and qualitative analysis approaches were applied to analyzing the preference between “Servant leadership” and “Authoritative leadership” styles.

It was found in the study that servant leadership is more acceptable than authoritative leadership and that servant leadership is more effective because it reflects a better use of leaders' power. The findings are displayed in this paper to demonstrate comparisons in the acceptability of servant and authoritative styles.

The paper demonstrates the perceptions of organizational members towards the leadership styles with positive impact on their professional life. Drawing on the insights from the analyses, the paper provides organizational leaders with insights on the relevance and effectiveness of their leadership styles.

The paper is original and is the product of empirical research, with instruments designed by the researchers.

Taking into account previous literature on the role that the parenting styles to which individuals are exposed to during childhood have in shaping prosocial behaviors and attitudes, this study aims to investigate the relationship between parenting styles of parents and peace attitudes.

The peace attitude and the parenting style questionnaires were completed by 358 adolescent and adult participants. Pearson correlation coefficients were extracted and a stepwise multiple regression analysis was performed.

The results indicate that individuals with authoritative parents tend to show stronger peace attitudes and open the way to further study what parental characteristics may be responsible for the development of peace attitudes in individuals.

Participants retrospectively assessed their parents’ style. Future research may recruit both the actual parents of participants to collect more accurate data on parenting practices or use observational methods.

This work seems to suggest that to achieve a more peaceful society, the ability of parents to raise their children by adopting an authoritative style should be taken into account and – if needed – enhanced. Understanding the developmental pathways that can influence individuals to consistently choose peace is important to promote a stable culture of peace across several levels of observation.

To the best of authors’ knowledge, this is the first study to investigate the relationship between parenting styles of parents and peace attitudes in their children.

Purpose – This chapter presents a new model for the classification of parental discipline styles (PDS), constructed in an attempt to understand the relationship between parenting and children's school success. The model includes six PDSs, based on four criteria: making demands, enforcement, punishment, and responsiveness to children's requests.

Methodology – Methodology includes quantitative research based on self-report questionnaire.

Finding – The findings indicate that (1) PDS has a crucial effect on a child's academic achievement even after controlling for parents’ and children's demographic characteristics; (2) The progressive authoritative style has the greatest effect on academic achievement, whereas the punitive style has the smallest effect; and (3) punishment has a negative effect on academic achievement, whereas responsiveness to children's requests has the greatest positive effect.

Originality/value – PDS is distinguished from the broader concept parenting style in its reference to the daily behaviors that comprise the exercise of discipline.

Practical implications – Awareness of the salience of discipline for improving academic achievement can influence patterns of parenting in general, and PDS in particular.

Social implications – PDS indicates the quality of the education and socialization being transmitted. It has a crucial impact on children's school success that is crucial for occupational and economic success.

This study aims to develop a framework that examines how different leadership styles influence talent management (TM) and how these leadership styles and TM influence firms’ sustainable performance considering the moderating role of environmental dynamism.

To achieve these objectives, an empirical survey was conducted among 480 participant firms in Greece. Hierarchical regression was performed to test the hypotheses.

This study reveals the significance of authoritative and transformational leadership on TM. The results also show the positive effect of talent development on sustainability. Moreover, entrepreneurial leadership is found to be the most influential style for economic sustainability, whereas transformational and transactional leaderships are the most influential leadership styles for social and environmental sustainability performance.

The data was collected at only one point in time, while sustainability is a continuous process. Moreover, only four leadership styles were addressed.

Proper leadership style should be selected to facilitate different sustainability dimensions. Talent development is a valuable investment toward sustainable performance of firms.

This study contributes to the upper echelon theory, identifying whether and how different leadership styles affect TM and sustainability. The study also advances the human recourse development literature by critically reviewing and identifying the influence of TM on firms’ sustainable performance. Moreover, the role of environmental dynamism is revealed on all the above relationships.

It is generally agreed that businesses perform better if they are managed through formalised, balanced and integrated performance measures. Reports on some case studies which were part of a study to explore the dynamics and relationships between performance measurement, organizational culture and management styles. A key finding of the work is that organisational culture and management style seems to be interdependent throughout the lifecycle of the performance measurement system.

This research paper aims to model the dynamic relationship between performance measurement, management styles and organisational culture, in order to develop a better understanding of the causal linkages between these three areas.

The related literature on performance measurement, management control systems and management information systems, in the context of organisational culture, is examined and a framework for mapping the interplay of the three areas is developed. The research is based around five case studies where performance measurement systems were implemented in action research programmes, using identical implementation methods, by the same research team. The use of the performance measurement systems was then observed over a period of time in relation to the implementation lifecycle, changes to management style and organisational structure over time. The dynamic relationships were then mapped using the framework developed. Patterns were observed, which led to new insights.

Organisational culture and management style seem to be interdependent throughout the lifecycle of the performance measurement system. That is, management styles need to evolve as the maturity of the performance measurement system and the organisational culture evolve. A successfully implemented and used performance measurement system, through cultural change, leads to a more participative and consultative management style. Similarly, the correct use of performance measurement systems can encourage an achievement culture to emerge. All five cases suggested that an authoritative management style was essential at the start but this would change with the emerging culture.

The research results are limited to five socially constructed case studies. Whilst these findings remain valid, they cannot be used for universal generalisations. In terms of modelling the organisational culture, the research focuses on the organisation as a whole and does not take into account the possible existence of sub‐cultures within the organisation.

A better understanding of management styles and organisational culture will allow practitioners to better assess the organisations' readiness to implement performance measurement systems. Similarly, the results provide guidance towards the management styles that would be appropriate when implementing performance measurement systems in different cultural settings.

The framework for modelling the dynamic relationship between performance measurement, management style and organisational culture, together with the findings, should provide useful insights and methods for future researchers in this area.

The purpose of this study was to determine the predominant leadership styles used by medical leaders and factors influencing leadership style use. Clinician leadership is important in healthcare delivery and service development. The use of different leadership styles in different contexts can influence individual and organisational effectiveness.

A mixed methods approach was used, combining a questionnaire distributed electronically to 224 medical leaders in acute hospital trusts with in-depth “critical incident” interviews with six medical leaders. Questionnaire responses were analysed quantitatively to determine, first, the overall frequency of use of six predefined leadership styles and, second, individual leadership style based on a consultative/decision-making paradigm. Interviews were analysed thematically using both a confirmatory approach with predefined leadership styles as themes, and also an inductive grounded theory approach exploring influencing factors.

Leaders used a range of styles, the predominant styles being democratic, affiliative and authoritative. Although leaders varied in their decision-making authority and consultative tendency, virtually all leaders showed evidence of active leadership. Organisational culture, context, individual propensity and “style history” emerged during the inductive analysis as important factors in determining use of leadership styles by medical leaders.

The outcomes of this evaluation are useful for leadership development at the level of the individual, organisation and wider National Health Service (NHS).

This study adds to the very limited evidence base on patterns of leadership style use in medical leadership and reports a novel conceptual framework of factors influencing leadership style use by medical leaders.

Anxiety disorders have a high prevalence in children. Those children with anxious symptoms are more likely to experience significant disruption in their lives. This disruption can interrupt or even stop a child from participating in a variety of typical childhood experiences. It is understood that genetic and environmental factors may cause this disorder. The purpose of this paper is to focus on environmental factors, namely, the mediating role of maladaptive schemas in mothers’ child-rearing and childhood anxiety disorders.

This study used correlation-modeling to assess the analysis. The sample included 326 students (aged 9-12 years old) and their mothers. The parenting style (Baumrind, 1973), Early Maladaptive Schema (Rijkeboer and de Boo, 2010), and anxiety disorders (Muris et al., 2006) questionnaires were used in this study.

The results showed a relationship between parenting styles of mothers and childhood anxiety disorders, a significant correlation between childhood maladaptive schemas and childhood anxiety disorders, a relation between child-rearing styles and childhood maladaptive schemas, and finally a mediating role on childhood anxiety disorders and mothers’ child-rearing styles for some childhood maladaptive schemas.

This research contributes to the knowledge base of the importance of children’s mental health. The paper analyzes the relationship of mothers’ parenting styles and children’s anxiety. It also focuses on maladaptive schemas as a mediator and its relationship with childhood anxiety disorders.

When educators, families, and children come together in the classroom to share their diverse cultures, potential exists for learning concepts about democracy, citizenship, and social justice through an immersion experience of interacting together. By involving families and encouraging interaction among them, social studies teachers can organize opportunities to develop democratic learning environments. Such an environment can have a bearing on how children and their families experience a sense of community. Teachers who plan intentional interactions among families of diverse cultures where parents can learn from each other may modify parental child-rearing practices. The three basic parenting styles that can be associated with a young child’s social development are authoritarian, authoritative, and permissive types. It is through these parental exchanges that alternative parenting styles can be observed and possibly adopted. Early childhood social studies educators can support children and caretakers to envision a just and compassionate democracy.

The unique cultural and historical background of Chinese firms makes it likely that Western‐based findings on the nature and effects of chief operating officer (CEO) leadership may not generalize to them. Recently, Tsui et al. (2004) have identified four distinct leadership styles among Chinese CEOs based on a set of leadership behaviors that reflect the Chinese cultural framework. They further inferred from an analysis of 25 successful firms that all four leadership styles can be effective in the current Chinese context. The objective of this study is to test the robustness of Tsui et al.'s (2004) findings—especially their inference about leadership styles' effects. Survey data from mid‐ to high‐level managers of 116 listed Chinese firms are combined with these firms' publicly available financial statements. The results strongly support the existence of Tsui et al.'s (2004) four CEO leadership styles. However, they also reveal that leadership style and environmental uncertainty have a significant interaction effect on firm performance. This finding implies that each leadership style's performance effects may be dampened or magnified by select firm characteristics.