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The article discusses library leadership and provides reasons why some U.S. library leaders fail. Topics discussed include the failure of some library leaders to communicate their vision for success to library employees, the revealing of confidential information by library leaders, and library leaders' inability to make decisions.

The study aims to identify the prevailing leadership patterns within the companies under study, and the most important areas of organizational change applied within them, in addition to monitoring the role of communications in each stage of organizational change management, and the study also aimed to identify the means and communication strategies used in spreading change projects among employees, and to monitor the most important obstacles to achieve the organizational change, and to identify the impact of leadership styles in managing the stages of the organizational change process. •Concerning the leadership patterns, this study relies on the leadership and control model, which includes 5 basic patterns: the ideal persuasive pattern, the authoritarian-compulsive pattern, the democratic affiliative pattern, the bureaucratic delegate pattern, the opportunistic adaptive pattern, based on two basic dimensions: Task / People orientation, leader / Employee control. And concerning the organizational change management, this study relies on the work field model or the analysis of the force field, which suggests three stages to implement the change process, namely: the unfreezing stage, the change stage, and the re-freezing stage. •The study belongs to descriptive and analytical studies. The study also depends on the survey method, The study population is represented in the Mobile companies operating in Egypt, depending on a sample that consists of 200 employees whose management levels varied between lower management, middle management, and upper management •Concerning the method of Data Collection, the study applied one questionnaire that was directed to employees at the three lower, middle, and upper management levels. The main results of the field study: •The democratic affiliative leadership style came at the forefront of the leadership styles used within the telecommunications companies operating in Egypt with a percentage of 61.5% from the point of view of its employees, while the opportunistic adaptive leadership style was among the least followed leadership styles by 25% . •The level of application of change projects within the companies under study was high, with a rate of 84.5%, Orange and Vodafone companies were at the forefront of the mobile companies operating in Egypt that applied the most change projects, with a rate of 94% and 92%, respectively, and WE was the least companies in implementation of the change projects within it, by 74% . •The extent of employees’ support for the change projects that take place within the companies under study was high, with a rate of 82%, and Orange and Vodafone were at the forefront of the mobile companies operating in Egypt whose employees supported the change projects, with a percentage of 90%. •The responsibility for spreading change projects among employees within the companies under study fell primarily on the members of the senior management represented by the chairman of the board of directors himself at 62.5%, or a member assigned to do so from among the members of the board of directors at the rate of 47.5% . •Increasing the company’s ability to survive and continuity among competitors came at the forefront of the reasons and justifications provided to workers in order to be convinced of the importance of change within companies. failure in some functional areas within the company, rationalization of expenditures in order to control expenses, low morale of workers and low productivity were the least reasons given to convince workers of change projects. •The official meetings of the Chairman, group discussions with department heads, and training courses came at the forefront of the confrontational communication means that are used to spread change projects within the companies under study, at a rate of 59.5%, 56.5%, and 46.5%, respectively. •The role of communication during the unfreezing phase within the companies under study increased by 55.5%, while the re-freezing phase decreased the role of communication by 51.5%. •The negotiation strategy came at the forefront of the strategies used to spread change projects within the companies under study from the point of view of its employees with a percentage of 63.5%, while the authoritarian strategy was one of the least used strategies within companies with a percentage of 48.5%. • Comparing the costs - in terms of money, effort and time - with the benefits that will return after the change is made, and the loss of some specializations and powers are at the forefront of the reasons for resistance to change projects within the companies under study from the point of view of employees. [ABSTRACT FROM AUTHOR]

The organisation and administration of research and teaching in universities depends upon daily consultation, cooperation and negotiation, shared management and input of specialist and organisational skills and expertise. Universities conduct staff surveys which reveal significant worries about certain person–management aspects of everyday university business activity and indicate areas where we can significantly improve management–staff interaction and communication. These data are supported by basic and well-rehearsed management thinking and expert advice from both the higher education and general management fields and by personal experience. Aspects of leadership responsibility and behaviour and the interaction between manager and managed are described in terms of management ‘manners’, focussing on the requirements for clear and open communication, fairness, transparency, management ‘modesty’ and emotional competence. The positive effect good manners have on staff are outlined and further areas for development/review suggested. [ABSTRACT FROM PUBLISHER]

Although earlier research on leader-member exchange (LMX) theory supported a negative linear relationship between LMX quality and role stressors, recent studies suggest that a more complex, nonlinear relationship may exist between LMX quality and variables traditionally associated with it. Based on communication research of LMX and social exchange theory, the aim of this article is to revisit the relationship between LMX quality and role stressors by reconceptualizing their associations and testing the hypotheses of an inverted U relationship. A survey study among immigrant employees revealed differential effects of LMX quality on role stressors. In particular, with role conflict and role overload LMX quality was found to have an inverted U relationship, but a negative linear relationship with role ambiguity. These findings challenge the prevailing assumptions and carry significant theoretical and practical implications. [ABSTRACT FROM PUBLISHER]

To better understand leadership in public relations and explore its value in successful communication management, this article captured the perceptions of mid- and senior-level public relations executives (N = 222) regarding the important qualities and dimensions of excellent leadership in the practice. According to study participants, strategic decision-making capability, problem-solving ability, and communication knowledge and expertise are the three most important qualities of excellent leadership. In addition, respondents said that on-the-job experiences, individual initiative and desire, and role models are the most valuable sources of leadership skills and development. About half of the respondents indicated that excellent leaders in public relations are different from leaders in other fields in three ways: They must hold a compelling vision for communication, possess comprehensive understanding of media and information systems, and effectively develop and implement strategic communication plans. Professional women and men in the study viewed excellent leadership in more or less similar ways. The study advances understanding of leadership in the field, which has been little explored in the public relations literature. [ABSTRACT FROM PUBLISHER]

The article examines the relationship between organizational success, culture change, and interim leadership. It notes that an organization's success is associated with the existence of a strong organizational culture which can be created, imported, and managed and is considered as an achievement in managerial communication. It mentions that leadership is at the forefront of reengineering efforts for any organization that facilitates organizational culture change.

The present (first) part of this paper introduces the three basic historical tendencies of leadership as antecedents of contemporary leadership theories. There follows a description, from conceptual and pragmatic points of view, of the evolution of "new leadership" characterized by a focus on change and the use of new tools of managerial influence. In accordance with contemporary theories, features of charismatic, transformational, visionary, servant, and emotional intelligence are identified and interpreted. Emphasis is placed on transformational leadership in order to prepare the ground for the detailed analysis of the latter which follows in Part II. The study highlights the fact that the theories under consideration do not only have characteristics of their own, but are also mutually related, and indeed - as shown by concrete cases - are interwoven. It emphasizes the role of contemporary theories from two aspects: besides complementing former concepts they are also integrative in leadership thinking in a specific sense. [ABSTRACT FROM AUTHOR]

Abstract: Applying in-depth interviews with 22 Chinese executives, this study intends to interpret their perceptions of the four aspects of crises: causes, consequences, caution and coping. Findings suggest that the informants tend to blame external constituencies for frequent adverse events experienced by Chinese enterprises and equate crisis management with quick problem solving in which technical protection of corporate image via effective leadership is the top priority. Nonetheless, prescriptive lessons as presented in Western literature do occupy a position in the minds of Chinese executives. These lessons serve both as a counterpoint against which a desirable mode of crisis management in China is articulated and as a representation of personal aspiration that will remain an ambition as long as the Chinese economy has not passed certain hurdles in development. Based on the insights gained, we put forward an alternative way of thinking about crisis management, i.e., a manager''s self-positioning within the larger socio-economic context rather than managerial competence defines what constitutes perceived meaningful forms and processes in which unfavourable circumstances are contained or handled. [Copyright &y& Elsevier]

This article provides an overview of communication networks and the role of verbal behavior in behavioral systems analysis. Our discussion highlights styles of leadership in the design and implementation of effective organizational contingencies that affect ways by which coordinated work practices are managed. We draw upon literature pertaining to complex systems and rule governance to understand how communication networks and verbal rules contribute to the issues involved in reengineering behavioral systems in the face of continued socioeconomic and cultural demands. An analysis of leadership in relation to communication networks in organizations is discussed. [ABSTRACT FROM AUTHOR]

Today we hear a lot that, enterprises as well as individuals in the „new‟ economy, based on "networks", are forced to continuously learn and innovate in order to survive and prosper. Responsibilities have to be delegated to those whose knowledge and situation regarding decision making is the most convenient. From the aspect of geographical location, organization and time, basic competencies often are scattered, this is why continuously changing groups of participants have to be connected to complete assignments. Work has to be done in "self-organizing" systems, to which a seemingly ad hoc capture of capabilities of the individuals is characteristic. In this network economy, success comes to those who can effectively connect individuals and organizations in a dynamic competition, induced by rapidly changing conditions and connections, and caused by information flows which are present everywhere. Network economies draw attention to several issues. This paper addresses only organizational relationships, leadership and interpersonal relationships. [ABSTRACT FROM AUTHOR]

This exploratory study examines the necessary leadership skills for hospitality management education administrators. Eight subjects were used in this exploratory study. Qualitative methods, including triangulation of observation and in-depth interviews, were used to analyze information provided by participants. Study results indicate current administrators believe that communication, diplomacy, and human resources skills are required. Faculty participants believe that communication, goal setting, the ability to encourage collaborative and collegial relationships among staff and faculty, fund-raising, empathy, compassion, and facilitation skills are most important. [ABSTRACT FROM AUTHOR]

This paper seeks to identify culturally distinct features that characterise management discourse in 20 meetings in two Australian banks, as compared with Hong Kong Chinese discourse in similar contexts. Australian managers were found to display a discourse pattern of leadership styles markedly different from the Hong Kong Chinese. For instance, the Australians exhibit a distinctive consultative mode. Instead of using genuine bipolar and multiple choice questions like the Hong Kong Chinese, the Australian managers often ask leading and loaded questions to enlist support from the subordinates. Unlike the Hong Kong Chinese managers who invite subordinates' participation in problem solving, the Australian managers tend to engage in perfunctory consensus-checking before making final decisions. While such features are attributable to cultural and organisational differences, they also indicate a configuration of Australian management styles rather different from that expostulated in the existing literature. [ABSTRACT FROM AUTHOR]

Contemporary technologies have transformed the information industry. For the library to meet the challenges of the new trends of information usage and consumption's, librarians need more than proficiency in modem technology usage. Appropriate leadership and management strategies need to be employed in library management. This article examines the leadership qualities and managerial strategies of a seasoned library manager at the Federal Ministry of Industry in Nigeria. The impact of his work on library personnel and the overall effectiveness of the library are considered. The necessity of strong leadership and managerial expertise in meeting the challenge of the present knowledge age are emphasized. [ABSTRACT FROM AUTHOR]

A field study of middle- and upper-level managers was undertaken to explain managers' selection of communication media. The findings indicate that media vary in their capacity to convey information cues. Managers prefer rich media for ambiguous communications and less rich media for unequivocal communications. The data suggest that high performing managers are more sensitive to the relationship between message ambiguity and media richness than low performing managers. Implications for managers' use of information systems and electronic media are discussed. [ABSTRACT FROM AUTHOR]

La comunicación interna es el medio privilegiado para construir una cultura organizacional basada en la confianza. ¿Vamos a seguir sin considerarla como una forma de liderazgo? [ABSTRACT FROM AUTHOR]

The article discusses the role of safety, health, and environmental (SH&E) professionals in examining safety road map and system within organizations. It states that safety leaders should work on the safety road map and ensure that it integrates safety across the organization. Accordingly, it explores the principles of an effective safety system which should be proactive, reactive, and advance, and its elements which include metrics, teamwork, and communication.

The article offers the author's insights on three traits for courageous leadership among safety, health, and environmental (SH&E) professionals. The author notes the reward from earning the trust of employees as well as the significance of being calm in tough situations. He also cites the role of SH&E professionals in providing unfiltered feedback to the top management.

Comments on the use of jargon and buzzwords in business. Reasons of managers for using jargon; Types of negative reactions to jargon; Ways to assume lead by modeling clear communication.