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With the developments in the information age in the education sector, there are great changes in management understanding and managerial attitudes. In this period when competition in education has become widespread, the contribution of education leaders is great in achieving the goals of educational institutions. Performance and motivation of employees play an important role in achieving these goals. There is a great need for educational leaders who give importance to the performance of the employees in educational institutions and adopt a management approach that will increase their performance. The aim of this research is to reveal the effect of leadership characteristics of managers on the performance of employees in educational institutions. In the research, education, leadership, management concepts, performance and motivation concepts are also examined. This research is "descriptive" and factual data were collected by "literature review" method. The importance of leadership in management and management in educational institutions has been examined by reviewing literatures, examining best practices, taking consideration and adopting of those to use in the system. As a result of the research, it was seen that the leadership characteristics of the education managers are effective on the performance of the employees. In the light of the findings, it is recommended that the managers of educational institutions take leadership training. The attitudes and behaviors of educational managers and the vision they put forward as a leader, and their attitudes towards management with employees affect performance. [ABSTRACT FROM AUTHOR]

The purpose of this study is to determine how leaders are overcoming remote work and team management challenges while navigating the pandemic context that we are now facing. The relevance of this research is based on the approach to leadership theory, articulating them with the remote work and teams management theories. To formulate the research problem, we considered two analytical dimensions, remote leadership and the competencies anchored, which help to understand how nowadays leaders adapt to remote-work throughout the Covid-19 pandemic. A qualitative method was applied, and interviews by questionnaire were conducted to obtain 40 responses. As teams suddenly were pushed into remote work settings, valuable opportunities have arisen to learn more about: (1) which are the most used and intuitive digital tools, (2) which are the main challenges faced by leaders, (3) what their teams expect from them when facing a crisis. The results show that remote leadership is crucial while moving forward to Society 5.0 as technology becomes more and more present in our lives (Fukuda, 2020), the existence of three dimensions that need work while promoting work-life balance, and developing the right soft skills to help teams. The main goal of this study is centered on the research of relevant leadership competencies, practices, and techniques that can contribute to overcoming the challenges that may arise in remote team settings and contribute to the body of knowledge on the subject of Covid-19. The findings point out the belief or disbelieve of remote work efficacy, the new role of managers and the continuous use of technology for the development of their daily work, and the renovation of skills to have better performance. [ABSTRACT FROM AUTHOR]

The need to adapt to external business requirements, turbulences present in the environment as well as the dynamic changes occurring in the non-profit sector require the presence of managers who are not only capable of taking proper care of financial issues, but also of optimally deploying available human resources. Today, organisations operate in the world without fixed rules of conduct or a universal management style. As a consequence, there is no universal recipe for success. It is, however, clear that the social enterprise should be run by a competent manager, preferably someone with a business track record and in-depth knowledge of formal issues. The literature review shows that working in a social enterprise requires a high degree of flexibility, a variety of skills and qualifications with the management facing a difficult challenge of how to simultaneously achieve social and economic objectives. The purpose of this article is to identify and explore the key competences and optimal features of the social enterprise manager. Data for the study was collected through a survey from 100 social enterprises in Poland. [ABSTRACT FROM AUTHOR]