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The article presents an analysis of respondents' perception of the regional management style as a factor characterizing the managerial communication system. Based on the secondary conceptualization of empirical data (6021 field documents) obtained in 2019-2020 in 12 regions of the Russian Federation during a self-filling questionnaire based on a quota sample calculated for each region according to Rosstat, the author conducted a study of the relationship between respondents' characteristics of the regional management style with agreement with it, concern about the shortcomings of the regional management system and assessments the work of the vertical of power from the federal to the local levels. The author identified a number of patterns, based on which it was concluded that groups of respondents who define the regional management style differently agree with it to varying degrees, demonstrate concern about the shortcomings of the characterized management system in different ways and evaluate the final result of the activities of the power and management vertical. Respondents who define the management style as authoritarian and clan-based tend to be more concerned about the shortcomings of the management system for the most part than respondents who characterize the management style as democratic, collegial, liberal or vague. Respondents who define the management style as authoritarian tend to evaluate the final result of the work of authorities at all levels lower than respondents who believe that the management style is democratic, collegial or uncertain.

Leaders play a crucial role in an organization where they guide through a rapidly evolving environment. Additionally, leaders today must possess knowledge of 'leadership' due to the crucial role it plays in the era of technological advancement. Technological advancement has resulted in significant changes in both personal lifestyles and work environments. Every organization must adapt to changes to stay current. Having this skill will empower you to lead organizations effectively and propel them toward success. Leadership in the 21st century must have the knowledge and ability to focus on managing personnel changes in every aspect of the organization. Inspire all staff members to work together to drive organizational change during competitive and crisis conditions in the 21st century. As mentioned above, leaders will be able to drive the organization toward achieving its future goals successfully. [ABSTRACT FROM AUTHOR]

The article discusses the results of a mixed research, quantitative and qualitative, about the management style practiced by the top managers of 52 violence treatment centers for abused women from the state of Israel. Domestic violence is abusive behavior aimed at controlling; the offender attempts to control the injured in different ways. Violence against women is a phenomenon which affects in Israel many women, from each ethnic group, mainly Arab. The main aim of the research is to explore and identify the management style and its influence on the methods of treatment centers for the prevention of women violence in the State of Israel. Most of the centers in Israel are NGOs, mostly funded by public funds since are recognized as providing social services. The research identified that the most used management style is autocratic and paternalistic, and that top managers of violence treatment centers use a a combination of these styles, including the democratic and to a less extent the bureaucratic style. Several recommendations are formulated aimed at improving the management of the centers based on increased collaboration with its stakeholders. [ABSTRACT FROM AUTHOR]

The challenges of the turbulent VUCA/BANI world, faced by modern organisations, have led to a different perception of the role of a leadership. An organisation is often able to overcome difficulties owing to a leader who does not only make strategic decisions, but also supports employees. The aim of this article is to identify the role of a leader in shaping employee behaviour in companies in the VUCA/BANI era. The leadership competencies necessary in crisis situations were identified thanks to an analysis of the literature on the subject. Then it was examined how they influence the attitudes and behaviour of contemporary employees. The authors of the study also diagnosed the characteristics and behaviour of leaders shaping both positive and negative attitudes as well as approaches of employees. Furthermore, the relationship between a leadership style and employee commitment was identified, and the dominant communication style in the supervisor-subordinate relationship in situations of uncertainty and threat was determined. In addition, the authors identified the actions taken by leaders who prioritise the development of their team. The research is an attempt to answer the following question: what concept of leadership and what leadership opportunities and threats are present in contemporary organisations? The study used a diagnostic survey method. At the first stage of the research the questionnaire was filled in by employees of enterprises from various industries. The responses were then supplemented with the information gathered during in-depth interviews with managers of the selected organisations and further empirical analyses were conducted. The research confirmed that leaders play a key role in shaping positive behaviour of their subordinates in the VUCA/BANI era, thanks to their attitude, commitment and a proper leadership style. The uncertainty of tomorrow as well as the complexity and instability of organisations constitute a test of leadership. In case of a crisis good leaders seek opportunities for themselves and their organisations, demonstrate creativity, take care of their own and their subordinates’ development, set ambitious goals, are resilient to stress, empathetic and able to respond to changing conditions and needs of employees immediately. The presented results may contribute to the popularisation of knowledge about leadership in the VUCA/BANI era, enrich the literature on the subject with practical issues concerning the formation of positive employee behaviour as well as contribute to further research on this issue. [ABSTRACT FROM AUTHOR]

This study examines the managerial role of five school principals in Tbilisi in sustaining success and innovation. It describes the management and leadership practices of five school principals, who are considered to be innovative, well-managed, with excellent academic results, and highlights the principals’ own contributions for school innovation and success. The study used the case study method based on the qualitative research method. At each school, opinions on school governance were gathered through individual interviews with the school principal, representatives of local resource centers, and other members of the school board. students and members of the school community. This study provides insight into organizational culture and school changes, as well as the principal role of principals in creating and managing a successful and innovative school. The study uses stakeholder perspectives on school leadership and school performance to provide us with insight into school management in each case, as well as draw attention to differences and similarities between different cases. The research findings highlight the importance of principals’ life experiences in determining their management style and values. Innovative principals identify five common aspects of leadership and related behaviors that characterize their leadership style and underpin the success of their schools. Furthermore, innovation schools have common characteristics. A map of how the principal’s management style and school innovation and success, life experience, five managerial aspects and corresponding behaviors, and other elements of school success are related to innovative aspects of management and leadership has been developed. Realizing what works in successful and innovative schools is the preliminary step in determining how to direct the practice of such schools to those parts of the school that require this experience. The current study demonstrates an innovative management style, demonstrating that some principals are very successful in creating an innovative culture, including behavioral patterns that can be learned and used by people aspiring to innovative and successful school management.

Introduction. Purpose of the article involves determining effective role models in solving military-professional tasks and identifying the features of the management style with the expression of various role models of the commander. Methods. Research design included solving by cadets (N = 150, at age 21 to 27 years) 9 service and combat tasks, distributed in three blocks. In the process of solving the introductory task, the cadet had to choose a role model out of 10 possible ones, with which he identifies himself as a commander. For each block, the most frequently encountered roles of the cadet commander were identified, which were presented as dominant. All cadets were tested on the questionnaire "Management style" using the program "Psychologist-BB", on the basis of which the cadet was awarded points in three management styles. To determine the dependence of the management style on the leading role model, a one-factor analysis of variance (ANOVA) was performed. Results. Analysis showed a statistically significant influence of the chosen role model of the commander of the authoritarian and liberal management style when performing tasks aimed at stabilizing interpersonal relations during the organization of service and combat activities and making decisions in an unusual situation. Discussion. The results obtained indicate that cadets, when solving military-professional tasks related to the normalization of interpersonal relations during the organization of service and combat activities, personnel injuries and non-standard situations, choose mainly three role models of the commander as the role of the commander, which correspond to: role model 1 with a democratic management style, role model 2 with an authoritarian management style and role model 3, with two management styles – active and passive.

We find evidence of geographic segmentation in the market for top executives and identify industry co-agglomeration as the primary driver. When top executives move from one firm to another, nearly 40% of the moves are between local firms, which is more than five times greater than predicted by available employment opportunities. Furthermore, these local moves are dominated by moves among firms in co-agglomerated industries. While the strong local move bias is also accompanied by local co-movement in the compensation of top executives, the co-movement is driven by local peers in co-agglomerated industries only but not by other local peers. [ABSTRACT FROM AUTHOR]

This paper presents the results of a study conducted on the applicability of mediation in managerial practice. In the development, mediation is seen as a strategic management tool for influence and interaction at the workplace, and in addition to managers, members of the teams they lead also participate in the study. The thesis defended is that mediation can be used as a management tool in the practice of managers and as such, it increases the effectiveness of workplace interaction between participants in the implementation of a task, project or process. A working hypothesis is also introduced according to which managers use the statutory mediation technology in their practice in a targeted and adapted way. The survey found that in business organizations where managers use mediation in their practice, employees feel more relaxed and motivated, and destructive conflicts are significantly less. [ABSTRACT FROM AUTHOR]

The article considers the problems of choosing the optimal management style of service teams and improving management personnel in the internal affairs bodies of the Russian Federation. The aim of the research is to study the relationship between the management style and the socio-psychological climate in the team as the basis for the effectiveness of the operational and service activities of the Internal Affairs Bodies. The authors have summarized current scientific and practical research in the field of management style. The classical typology of management styles by K. Levin has been analyzed, which made it possible to develop the most effective leadership style in the internal affairs bodies, ensuring the achievement of the necessary results in the management of collectives. The theoretical material is supplemented with empirical data obtained in the course of annual studies of the socio-psychological climate in the teams of the territorial bodies of the Ministry of Internal Affairs of Russia. Opinion polls of police officers have showed that the highest degree of satisfaction with the service is experienced by those of them who work under the leadership of a democrat leader, focused not only on the performance, but also on creating favorable conditions for the activities of the entire team. The direct dependence of the socio-psychological climate on the management style chosen by the leader has been proved. It has been concluded that it is necessary to implement the mechanisms of the formation of an effective management style existing in the Ministry of Internal Affairs of Russia. For current leaders, it is advisable to envisage an in-depth study of the problem in the classroom for service training, for future leaders - as part of an additional professional program for professional retraining of employees of the Ministry of Internal Affairs of Russia included in the personnel reserve.

ABSTRACT This article analyzes the leader's management style effect on the relationship between personal factors and role conflict in the internal audit function. It sheds light on the factors per se regarding the presence of role conflict in internal audit, addressing the effects that various management styles of the audit leader can cause in the relationship previously addressed in the literature between personal characteristics and role conflict. Evidence shows that the skills and expertise of leading internal audit executives impact the role played by internal auditors, becoming major insights to be analyzed and understood when delimiting the internal audit function. This article contributes to grasping the impact that aspects at a personal, professional, and interaction level in the management hierarchy in companies can have on the internal audit function. A survey was used involving 218 internal auditors certified by the Institute of Internal Auditors of Brazil (Instituto dos Auditores Internos do Brasil [IIA Brasil]), working in the internal audit area and with active profiles on the professional networking platform LinkedIn. Use of multiple linear regression for data analysis. Personal factors encompass the independence and expertise of internal auditors. Role conflict comprises three dimensions: demand from the organization vs. the auditor profession; auditing vs. consulting; and personal values vs. professional expectations. Management style measures the behavior of immediate superiors in the dimensions of task, relationship, and situational context. As results and contributions, it was evidenced that internal auditor’s commitment to independence and expertise have a negative influence on role conflict. A management style with behaviors aimed at relationships between individuals, carrying out tasks, or adapting to situations, on the part of immediate superiors, contributes to reducing the level of role conflict in the internal audit function.

According this study is to examine the effect between management styles and organizational climate and how is the role of executive charisma plays in this effect. Thus, in this research, the data were collected by the survey method and conveniently sampled from two large health institutions in Malatya. For data collection, three basic scales were used. These are; “The Manager Behavior Scale”, “Organizational Climate Scale” “Multifactor Leadership Questionnaire-Charisma Dimension”. In the research, during the analysis phase of data, SPSS 26.0 and ProcessV3 statistics programs were used. The findings of this study generally confirm there is an effect between the variables. In this reason, it has been found that there is an effect between management styles, organizational climate, and executive charisma. And, charisma mediates the effect of management styles on organizational climate. When the dimensions of management styles were evaluated, it was found that this effect was partially mediated. According to this, the importance of how the management can behave in the steps to be taken in the field of health, the importance of which is becoming more evident today, and how they will affect the employees is a remarkable result. [ABSTRACT FROM AUTHOR]

The classroom is one of the smallest and most effective educational units, and the management of the classroom is important due to the creation of the teaching-learning process, therefore, learning strategies in line with classroom management for the educational dynamics of learners and the educational capability of teachers require the use of management styles. They are efficient. The present study has been conducted with the aim of classroom management style with an interactive approach of self-regulation learning strategies in the health system. The present study is a review study that was conducted during three stages of screening by searching in information databases: Magiran, SID, Barakat Knowledge Network System, Google Scholar, Pubmed during the years 1394 to 1401 with The keywords of class management, class, management style, learning strategy, learning, selfregulated learning, health system were searched. In the initial screening, due to the use of the keywords class and class management, the number of articles found was very wide, but by limiting the terms to class management and self-regulated learning, the number of Persian and English language articles was reduced to 263 articles. After the initial screening of the articles related to classroom management in the health system and self-regulated learning, it was separated from the classroom, management and learning articles. In the next stage, the specialized criteria of the articles such as classroom management in medical sciences, selfregulated learning, and classroom management style were examined. Farsi and English articles whose full text was not available were removed from the scope of the search. In the next step, unrelated articles were screened. The result of the step-by-step search and screening were 96 articles and books, and finally 18 Persian articles and 14 articles. English speakers, who met the entry criteria and content intercourse with the purpose, were included in the study. The result of the search was 32 articles. The results showed that classroom management is one of the most important trends in classroom management in the health system, in line with the application of learning styles and the development of curricula by integrating management style and learning style. It is recommended that all classic and modern methods should be developed in the direction of classroom management because the classroom is the first level of educational management and requires the use of a correct and efficient teaching-learning process. [ABSTRACT FROM AUTHOR]

Summary Using the curriculum has a great impact on the educational and research process of schools, universities and institutions. The present study is a simple descriptive review in the period from 2018 to 2023 during a search in databases; Isc, Google Scholar, Isi Pubmed with keywords; Curriculum, research, self-efficacy, research self-efficacy, education and research have been done in Persian and English languages. During the 4 stages of search and screening and according to the application of the entry criteria, 18 articles were found, of which 5 English articles and 13 Farsi articles were searched. The findings have shown that the curriculum is not only a road map for educational self-efficacy, but it is also effective in advancing research selfefficacy. The curriculum (with an impact on the quality of learning experiences) leads to the acquisition of research capability and research self-efficacy of the learners, therefore, providing a platform for developing the curriculum and creating changes in the curriculum with a research approach and welcoming the changes in the educational system leads to the improvement of competence. Education and promotion of individual and collective research competence. [ABSTRACT FROM AUTHOR]

Objective: Despite the significance of the issue of financial indiscipline, few scientific studies have investigated the motivational, voluntary, emotional, and cognitive factors affecting the actions of managers and employees within organizations. Financial discipline in an organization is influenced by organizational and environmental factors and the present study seeks to study the impact of organizational factors on such concepts.Methods: This study is an applied and mixed methods exploratory study. In its qualitative part, the conceptual model of the research was extracted by extensively reviewing the extant literature. The localization and theoretical saturation of the research model were then done by conducting in-depth interviews and applying the thematic analysis method The statistical population in the qualitative part of this study included experts in public finance who were selected using a targeted sampling strategy and theoretical sampling method. In the quantitative section, based on the data collected by the questionnaire and operationalization of the research model, the fit goodness of the research model was determined using the structural equation modeling (SEM). The statistical population included the managers of the auditing organization, the Iranian Association of Certified Public Accountants, and the General Inspection Organization of Iran (GIO). The questionnaire was distributed electronically and 93 usable questionnaires were collected.Results: Model fitting proved that the components of financial and credit resources, structure, and management style have a direct and significant effect on financial discipline. Also, the greatest impact on financial discipline was made by the indicators of receiving credits in a regular and scheduled manner, the absence of financial restrictions, the quality of management controls, the existence of written and detailed job descriptions, process reforms, and seriousness in dealing with violations.Conclusion: Financial discipline is a manageable phenomenon through some organizational factors, namely financial and credit resources, organizational structure, and management style. In financial and credit resources, regular receipt of credits reduces the need to provide resources in various ways, alleviates the problem of excess or deficit of funds, thus preventing the transfer of program credits, and ultimately reduces indiscipline. One of the salient features of an efficient management control system is its ability to maintain present and future controls. These capabilities reduce the likelihood of financial indiscipline by anticipating and detecting it in a timely manner. Establishing an effective system of internal controls reduces the risk of financial irregularities. The existence of transparent processes and procedures increases the level of financial discipline of organizations by reducing the ambiguity in their process of providing services as well as their ability to monitor the budget. Finally, seriousness in dealing with violations strengthens financial discipline by increasing the cost of committing violations.

This article analyzes the leader's management style effect on the relationship between personal factors and role conflict in the internal audit function. It sheds light on the factors per se regarding the presence of role conflict in internal audit, addressing the effects that various management styles of the audit leader can cause in the relationship previously addressed in the literature between personal characteristics and role conflict. Evidence shows that the skills and expertise of leading internal audit executives impact the role played by internal auditors, becoming major insights to be analyzed and understood when delimiting the internal audit function. This article contributes to grasping the impact that aspects at a personal, professional, and interaction level in the management hierarchy in companies can have on the internal audit function. A survey was used involving 218 internal auditors certified by the Institute of Internal Auditors of Brazil (Instituto dos Auditores Internos do Brasil [IIA Brasil]), working in the internal audit area and with active profiles on the professional networking platform LinkedIn. Use of multiple linear regression for data analysis. Personal factors encompass the independence and expertise of internal auditors. Role conflict comprises three dimensions: demand from the organization vs. the auditor profession; auditing vs. consulting; and personal values vs. professional expectations. Management style measures the behavior of immediate superiors in the dimensions of task, relationship, and situational context. As results and contributions, it was evidenced that internal auditor's commitment to independence and expertise have a negative influence on role conflict. A management style with behaviors aimed at relationships between individuals, carrying out tasks, or adapting to situations, on the part of immediate superiors, contributes to reducing the level of role conflict in the internal audit function. [ABSTRACT FROM AUTHOR]

Copyright of Transformations in Business & Economics is the property of Vilnius University and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

This study aimed to examine the impact of management style on the level of social responsibility achieved on public hospitals in Naâma (Algeria). The SPSS program was used to study the variables and test the validity of the hypothesis. The results showed that the hospitals in the study sample have an average to advanced level of social responsibility. On the other hand, it was found that there is a statistically significant relationship between the management style and the level of social responsibility achieved and that the participatory management style is the one that reaches the highest level of social responsibility. [ABSTRACT FROM AUTHOR]

Copyright of E-International Journal of Educational Research is the property of E-International Journal of Educational Research and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

This study addresses knowledge gaps relating to how small business owner/managers facilitate employee learning and how distinctive characteristics of small businesses affect employee learning. Data were collected through interviews with owner/managers and employees and observation of conditions in the physical, social, and organisational environments that might help or hinder informal learning. The findings provide a situated, context‐sensitive, and triangulated account relating to two research questions. We find that owner/manager physical and social proximity to employees is a key facilitating factor. Proximity creates the potential for owner/managers to facilitate learning through modelling, provision of immediate feedback and guidance. The owner/manager's positive influence on learning stemming from their physical and social proximity to employees is accentuated by owner/managers employing management styles facilitative of learning. Our findings suggest that a "family‐like" culture and the social cohesion in the businesses had enabling effects on employee participants' informal learning, while their lack of opportunities for formal learning would have inhibiting effects. [ABSTRACT FROM AUTHOR]

The franchising business model has received scant attention within the field of human resource management (HRM). Data tracking workers' experience of this format are more elusive still. This study draws on comparative, qualitative data derived from discussions with 82 respondents working within the corporate and franchised divisions of a market leading, fast food multinational company (MNC). Extant analyses of franchised operations point to shortcomings in franchisees' treatment of staff. This outcome is typically asserted to be the result of the opportunism that flows from the desire to maximise revenues and minimise costs. This emphasis on structural pressures ignores the micro‐level influences and the complexity of the day‐to‐day dynamics of the employment relationship. Specifically, the impact of the leadership skills and competence of front‐line managers (FLMs) is overlooked. The study highlights that differences in FLM capability significantly affect the work climate, further aggravating poor HR activities in the franchised units, while offsetting some of the repressive task features associated with routinised work in the corporate division. [ABSTRACT FROM AUTHOR]

Literature article Reviewing the impact of management style and paintings Motivation on job delight and employee overall performance is a systematic article that goals to construct a studies speculation at the affect among variables a good way to be utilized in similarly research, in the scope of Human sources management. The approach of scripting this Literature assessment article is the library studies approach, which is sourced from on line media along with Google student, Mendeley, and other educational online media. The effects of this Literature evaluation article are: 1) management fashion has an impact on activity satisfaction; 2) paintings Motivation has an effect on activity delight; 3) management fashion has an impact on employee overall performance; four) paintings Motivation has an impact on worker performance, and 5) activity pleasure has an effect on employee performance. [ABSTRACT FROM AUTHOR]

Background: Hospital management style can affect various aspects of hospital performance. One of these aspects is the level of market orientation of the hospital. Therefore, the present study attempts to answer whether management style makes a difference in the degree market orientation of hospitals or not. Methods: This research is a descriptive-analytical and cross-sectional study conducted in 2020. About 420 people were selected by stratified sampling out of the six medical centers' staff in Qazvin, Iran. A total of 411 people (97.86 %) completed the questionnaires. The collected data were analyzed using STATA15 and SPSS16 software. Robust regression analysis was used to estimate the role of management style in the level of market orientation of hospitals. Mean variables were analyzed using one-way analysis of variance and post hoc test. Results: The score range of the variables was from 1 to 5. Autocratic and delegating styles obtained the highest average (3.22 ± 0.54) and the lowest average (2.87 ± 0.70), respectively. Among the dimensions of market orientation, customer orientation had the highest average (3.32 ± 0.84), while competitor orientation obtained the lowest average (2.80 ± 0.86). The average score of market orientation was 2.88 ± 0.65. A statistically significant difference between hospitals was observed in terms of participative and delegating styles (P-value < 0.05). In addition to market orientation, there was a statistically significant difference between hospitals (P-value < 0.05). The regression coefficient between the level of the hospital market orientation and the participative and delegating styles was 0.10 and 0.09 , respectively (P-value < 0.05). In contrast, the regression coefficient between autocratic style and level of market orientation was estimated to be -0.76. Conclusion: It can be concluded that managers should use more participatory and delegating styles to increase the market orientation of the studied hospitals.

Introduction: Management is one of the most important factors that can affect the performance of an organization such as hospital. Therefore, identifying the management style used in hospitals can be useful empirical evidence to solve many hospital problems. In this study, the management styles used in the educational-medical centers of Qazvin University of Medical Sciences have been studied and determined. Methods: In this descriptive-analytical study, a sample of 411 people was selected using random sampling method from a population of 2265 employees working in university hospitals in Qazvin. The required data were collected using a valid Clark management style questionnaire and through employee perception survey. Finally, the obtained information was analyzed in the space of STATA 15 and SPSS 16 software. Results: Individuals reported the highest frequency (42%) for autocratic style items and the lowest frequency (25%) for delegating style items. Autocratic style had the highest total mean (3.22 of 5) and delegating style had the lowest total mean (2.87 of 5). Apart from autocratic style, there was a significant difference between hospitals in terms of the use of participative and delegating styles (p

Copyright of Strategic Universe Journal / Univers Strategic is the property of Dimitrie Cantemir Christian University, Institute for Security Studies and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

Thirukkural is one of the most consequential works in the realm of Tamil literature. Awashed in blistering insight and an unremitting fount of wisdom, Thirukkural is the most celebrated literature in Tamil. It wouldn't be an exaggeration to consider Thirukkural as a scripture that governs and guides people to lead a worthy life. Strung together as 1330 Couplets, Thirukkural contains 133 chapters each comprising 10 couplets. Each couplet of this classic is steeped in profound meaning and holds rich lessons for all aspects of life. Every chapter deals with a specific topic that expounds on the various facets of life. Undoubtedly, Thirukkural has stood the test of time for over 2000 years and serves as a moral compass for mankind to this day. There is hardly any area of human life that remains untouched by Thirukkural. Admittedly, Leadership themes are no exception. Many couplets in Thirukkural bristle with deep meaning that resonate with the modern-day concept of leadership. Thus, this paper shines more light on how the pithy aphorisms of Thirukkural can be applied to the context of leadership that will leave one rich with granular clarity and a profound understanding [ABSTRACT FROM AUTHOR]

The article traces aspects of leadership in the modern school and kindergarten from different perspectives, formulated on the basis of analysis of theories and understandings of leadership, management styles, roles of the director of an educational institution. A study is presented, the main purpose of which is to improve the understanding of these qualities of the leader that make him a successful leader. The contribution to the district of effective leadership, as part of management functions and skills, is in outlining the characteristics of the leader that are important for creating a leadership community and outlining those that are not considered particularly important among principals, teachers, experts and teachers . It has been established that the created conditions for the professional development of pedagogical specialists who understand, share and support the views in the leadership vision for the development of the institution, the manifestation of a culture of generating innovative ideas, the ability to manage based on magnetism, attractiveness, charisma. are the indicators for successful implementation and development of leadership. [ABSTRACT FROM AUTHOR]

Copyright of E-International Journal of Educational Research is the property of E-International Journal of Educational Research and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

This study aims to evaluate the cooperative-partner relations in Agricultural Development Cooperatives in Bursa province. The research investigates the functioning of the cooperative management style, partner-management relations, and partner satisfaction simultaneously and thoroughly. Primary data was collected by survey. A faceto-face survey was conducted with 408 people determined by a simple random sampling method. The data were analysed with SPSS 24 program and cross-ta les were created. According to the results Partners elieve that their cooperative enefits from the good relations of the staff with the pu lic (X 3.85) and having trained and professional managers are advantageous (X 3.72). The opinions and suggestions of partners are taken into account (X 3.45). Partners think that managers value teamwork (X 3.42). Managers allow them to join the decision-making process (X 3.40). There is a fair consensus that managers successfully represent the cooperative (X 3.53). Partners had su stantial confidence in managers (X 3.52). Partners who thought to e honoured to e a partner (X 4.01) and happy to e a partner (X 3.96) scored highest in satisfaction. Most importantly, partners consider their cooperative as a family and themselves as family mem ers (X 3.93). [ABSTRACT FROM AUTHOR]

Objective: The present study is intended to be an alarm signal for new managers of sports organizations, who are forced to give up managing institutions and to focus more and more on the development of the organization by practicing effective leadership styles. Methods: We used documentation method, the direct and indirect observation method, questionnaire survey. Results: Having as a starting point my own experience in working simultaneously in state and private law sports organizations, we considered that one of the obvious differences is the leadership style, the working style of the directors with their employees, but also regarding the development of the organization. An equal number of directors of public and private sports units in Bucharest were interviewed to verify the hypothesis. Conclusions: Following the analysis of the data, the hypothesis was confirmed, the leadership styles in state sports being overwhelmingly authoritarian and bureaucratic. The focus on the task in this case is very obvious, while in the private sector there has been a greater concern for human relations. Managerial efficiency in the private system turned out to be six times higher. [ABSTRACT FROM AUTHOR]

In modern society, under the influence of the widespread active introduction of innovative technologies (robotization, digitalization, etc.), ordinary employees of organizations are changing. In addition, life imposes new requirements on the heads of organizations. Managers not only solve the usual tasks, but also face the problem of the need to change the usual leadership style: psychological methods are replacing directive management methods. The emotional intelligence of the manager is especially appreciated, which means the ability to observe and be aware of their own experiences and emotions of other people, manage their own feelings and emotions of another, and build interaction on this basis. Another important quality of a manager that is in demand today is conflictological competence. Robotization and digitalization prevent some traditionally arising conflicts, but new conflicts related to the virtual nature of work also arise in organizations: the rigidity and unambiguity of verbal means of communication, provoking conflict; the conflict caused by the reduction of jobs in the organization; the digital divide, which consists in differences in digital literacy and digital competence of the younger and older generations of employees.

The data of the present research was initially collected by using research findings systematic review for the study of the organizational factors effective on teachers’ efficiency and motivation. Then the meta-analysis method was used to respond to questions. The statistical population of this research includes all researches which were conducted inside Iran in the field of factors effective on teachers’ efficiency and motivation between 1996 to 2016. On this basis, the statistical population was identified and relevant data was coded by internet research in internal data banks and also manual search in Tehran universities. Finally, 18 studies were included in the present meta-analysis. To collect the required data meta-analysis, worksheet form was used. Data analysis results show that the size index of studies compound effect was 0.10 under the fixed model and 0.17 under the random model. In the separation study of the size of variables effect, the organization health factors, organizational climate, students’ motivation, director’s attention, and relationship-oriented management style, had the highest effect on the teachers’ efficiency and motivation, respectively. In egger’s regression method, the regression constant was estimated equal to 0.01 which its level of significance is less than 0.05; therefore according to the egger’s regression, publication bias exists. Also, moderating analysis was done for variables of publication year and place of carrying out the research which shows the ineffectiveness of moderating variables of the year of conduction of the research and the place of conduction of the research on the studies’ results.

The aims of this study to identify the predominant management style practiced by principals in private primary schools in Omdurman locality; to analyse the relationship between management styles and teachers' performance; and to examine the effect of management style practiced by principals on teachers' performance. The study employed survey research designs using a questionnaire. 45 of teachers were selected using simple random sampling. The results indicate that the democratic management style is the predominant style practiced in private primary schools in Omdurman locality. Laissez-faire and autocratic management styles were not practiced by principals in private primary schools in Omdurman locality. The study also revealed that management styles were low and positively correlated with the teachers' performance. Management style had an effect on teachers' performance by the contribution of the democratic management style that caused 25.1% of the variance in the teachers' performance. The study recommended schools principals should be encouraged to continue on democratic management style with taking into account other management styles according to the situation.

In a global economy with such an increase in the role of information technology in global communication more and more national business are forming links with companies in other countries. There is a tendency to expect a degree of uniformity of approach as management behaviours can be argued to express the same aims and broadly similar approaches. However, research shows that although certain concepts may be held in common they are viewed very differently in different cultures perceived and acted upon by managers according to the culture they live and work in. This can lead to disagreements over operations management and communication. Using a two-phase approach this paper explores these cultural differences and their influence on the idea of a common organisational cultures. It argues for a cultural due diligence approach to examining and reconciling potential cultural differences to optimise the international business relationship.

The article aims to identify factors influencing the behavioural opportunism and alienation of Russian employees. The study is based on a survey of 298 Russian employees, conducted in October 2020. Normalized indicators were used to assess the alienation degree, opportunism willingness and opportunism level, based on processing the respondents' answers; the Z-test was used for statistical analysis of these indicators, and to examine the influence of 14 social and organizational factors on alienation and opportunism. The study showed that employees' alienation degree is influenced by marital status, having children, motivation type, organization size, work in a managerial position, position and salary improvement, and Adizes' management styles. Their opportunism willingness is influenced by gender, age, management style, organization-side work experience, and position improvement. The results support the hypotheses of the interdependence of opportunism level and age, marital status, motivation type, organization size, and salary improvement. It was found that education level, job profile and diploma compliance, and ownership do not affect alienation and opportunism. The research results can help develop corporate programmes to increase employees' involvement in solving corporate problems and reducing opportunism. [ABSTRACT FROM AUTHOR]

Emotional intelligence is a critical component of an efficient management style. The managers with emotional intelligence have the ability to perceive, understand and manage both their own and their subordinates' emotions. The managers, who can successfully analyze the members of organizations by these emotional intelligence abilities, can determine what is the most effective management style for organizations. Based on this, the purpose of this research was to identify the relationship between hotel managers' emotional intelligence levels and their management styles in hotel enterprises. The questionnaire, used as the data collection technique in this study, was administered to 251 managers, working in 23 different 4-5 star hotels operating in the provinces of Sanliurfa, Gaziantep, Diyarbakir, Mardin and Adana, which constituted the sample group. The obtained data suggested that the emotional intelligence levels of the hotel managers were above intermediate level, and they showed more democratic-participative management style. In addition, the emotional intelligence and management styles of the managers differed significantly according to gender, educational background and management level. The results of the study also showed that as the emotional intelligence increased, autocratic management style was adopted more. [ABSTRACT FROM AUTHOR]