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The study focused on the relationship between school leadership and teacher outcomes, particularly regarding teachers' perceptions of leadership behavior and its impact on their well-being and satisfaction. Anchored in the Transformational Leadership Theory, the research aims to explore how teachers' perception of leadership behavior influences their satisfaction towards school leadership. The study, conducted in a public elementary school in Cagayan de Oro City, involved 85 teachers and utilized the Leader Behavior Scale (LBS) and Teachers' Satisfaction on School Leadership Scale (TSSS) for data collection. The results revealed strengths in certain leadership behaviors of the school head but also identified areas for improvement, such as Performance Orientor, Potential Extractor, and Socially Intelligent aspects of leadership. Despite this, participants expressed high levels of satisfaction with various aspects of school leadership, highlighting the positive impact of effective leadership practices. The study found a positive relationship between perceived leadership behavior and teachers' satisfaction towards school leadership (r=0.305, p=0.004), emphasizing the importance of aligning leadership behaviors with Transformational Leadership principles. Recommendations include implementing specialized leadership training programs, coaching, mentoring initiatives, and structured feedback mechanisms to enhance the overall effectiveness of the school head's leadership style and create a positive organizational climate within the school community. This research contributes to a better understanding of school leadership dynamics and provides insights for improving organizational dynamics and fostering a positive work environment in educational institutions. [ABSTRACT FROM AUTHOR]

Leadership behavior profoundly influences organizational culture, serving as a cornerstone for environments that foster safety, innovation, and employee satisfaction. This article utilizes research from the primary literature to demonstrate how leaders' actions and underlying fears influence organizational dynamics and employee outcomes, highlighting the importance of respect, transparency, and trust. Studies have shown that leadership styles shape the work environment, driving innovation and performance. However, concerns over productivity, evaluation, and control can lead to poor communication, low transparency, reduced innovation, and diminished performance, creating a culture of mistrust and anxiety. Authoritarian control or neglect of employees' needs exacerbates these issues, stifling creativity. The Pygmalion and Golem effects demonstrate how positive reinforcement enhances morale, productivity, and retention, while negative reinforcement is detrimental. Leaders operating under fears of failure or loss of control or political capital inadvertently create a culture of fear and increasingly severe feedback loops of reduced employee trust, satisfaction, and commitment. Addressing these fears fosters open communication, psychological safety, transparency, and mutual respect. Strategies for transforming leadership fears into positive change include promoting open communication, decentralizing decision-making, and implementing positive reinforcement mechanisms. Constructive feedback mechanisms encourage bidirectional communication and help mitigate the negative impacts of leadership fears. Leaders who address their fears can strengthen team trust, enhancing collaboration and engagement. Ultimately, managing leadership fears proactively catalyzes organizational learning and development, promoting a mindset where challenges are seen as opportunities for growth. This approach enhances adaptability and resilience while fostering continuous improvement. Addressing leadership fears and fostering a supportive culture is essential for sustainable productivity and success, serving as a starting point for exploring strategies that support employee performance and development, ultimately contributing to organizational success. [ABSTRACT FROM AUTHOR]

This study investigates the influence of Bureaucratic, Supportive, and Innovative organizational structures on Consideration and Initiating Structure leadership behaviors. The study comprised survey of 261 purposively sampled social workers employed in Kuwaiti governmental social organizations. The Organizational Culture Index (OCI) and the Leader Behavior Description Questionnaire (LBDQ) were used for data collection, and Structural Equation Modeling was used to examine these relationships. The results of this study demonstrate that Bureaucratic cultures significantly affect both the Consideration and Initiating Structure behaviors. Moreover, Supportive organizational culture predicts Consideration, whereas little evidence is found to support if Innovative Culture has any impact on Consideration or Initiating Structure. PRACTICE POINTS: The predominant organizational culture of governmental social work organizations in Kuwait is Bureaucratic. Unfortunately, a smaller number of organizations exhibit a Supportive culture. Above all, the empirical evidence concerning these issues in the context of Kuwait is thin. Most organizations with bureaucratic cultures have leaders whose behavior have either Consideration or Initiating Structure. Those within Supportive cultures demonstrate behaviors associated with Consideration. Administrators in social work settings should promote Innovative and Supportive cultures instead of the predominant Bureaucratic cultures, thus enhancing the workplace environment with team-focused, people-oriented, encouraging, and trustworthy leadership behaviors. [ABSTRACT FROM AUTHOR]

This study examines the relationship between contextual and personality factors and leadership behavior. Understanding the dynamics of explorative and exploitative leadership behavior is critical in today's organizations. Data from an empirical study of N=139 German leaders from different industries show significant positive correlations between emotional stability, openness to experience and explorative leadership behavior. In addition, perceived environmental uncertainty and autonomy are significant factors that positively influence explorative leadership behavior. These findings offer recommendations for leaders and organizations in turbulent times and highlight the complex interplay of context, personality and leadership behavior. [ABSTRACT FROM AUTHOR]

The development of a leadership identity has been argued to be an important determinant for what leaders do. For leaders in highly specialized work environments, the development of a leadership identity has been regarded both in absolute terms and in relation to their professional identity. This study investigates the extent to which leadership identity in absolute and relative terms explains various types of leadership behaviors. Based on panel survey data from clinical directors in Danish hospital departments, the findings show that the absolute leadership identity predicts transformational, transactional, and professional development leadership, whereas no correlations are found between relative leadership identity and leadership behavior. The study supports the expectation that leadership identity is, in its own right, an important precondition for leadership behavior. [ABSTRACT FROM AUTHOR]

This study examined the relationship between students' academic performance, teachers' commitment, and leadership behavior of school administrators. Teachers' commitment was measured in two areas-commitment to job and commitment to organization and the leadership behavior of school administrators were evaluated in terms of consideration and initiating structure. Eighty-one teachers, 11 school heads, and 470 students served as respondents. The descriptive survey research technique, correlation analysis, and the following statistical methods were used: frequency, mean, standard deviation, and correlation coefficient. The study revealed that the initiating structure and consideration dimensions of leadership behavior affect teachers' commitment to job (CTJ) and teacher's commitment to organization (CTO). The correlation between CTJ and CTO and leadership behavior-initiating structure is positive and with leadership behavior-consideration negative. CTJ and CTO is correlated with the students' academic performance in math, but not in Science and English. The correlation is negative. Students' academic performance in all subject areas is negatively correlated with leadership behavior-initiating structure and has no significant relationship with leadership behavior-consideration. The leadership behavior-initiating structure is positively correlated with teachers' commitment to both job and organization but has negative correlation with students' academic performance in math, science, and English. [ABSTRACT FROM AUTHOR]

This study aims to analyze the impact of leadership behavior and managerial skills of school principals on teacher performance at Sekolah Ekayana Dharma Budhi Bakti Jakarta. In this study, a sample was consisting of all teachers in elementary, junior high, senior high, and vocational schools under the Sekolah Ekayana Dharma Budhi Bakti Jakarta, totaling 44 individuals. The data used in this research consists of primary data obtained through a structured questionnaire and secondary data obtained from relevant documents and academic records. Data were collected through a structured questionnaire designed to assess teachers' perceptions of the principal's leadership behavior, managerial skills, and their own performance. The analysis utilized multiple linear regression, conducted with SPSS version 26. The findings indicate that the principal's leadership behavior significantly influences teacher performance. Principals demonstrating strong leadership behavior enhance teachers' motivation and discipline, which positively impacts their performance. Additionally, the managerial skills of the principal contribute to teacher performance by fostering an effective resource management and problem-solving environment. Collectively, both leadership behavior and managerial skills create a motivating work atmosphere that improves teacher performance and job satisfaction.

There are myriads of research outputs regarding the nexus between leadership behaviors and organizational effectiveness. Nonetheless, there is a scarcity of empirical studies examining the indirect effect of leadership behaviors on academic performance in higher education settings via organizational learning. The present study examined the effects of leadership behaviors on departmental performance through organizational learning in Ethiopian public research universities. Adopting a mixed research method, the researchers selected four universities from a total of eight public research universities using a simple random sampling technique, and1176 staff members using a stratified random sampling technique, and 14 key informants using a purposive sampling technique to involve them in the study. Quantitative data was collected using multiple tools, namely the Multifactor Leadership Questionnaire, Dimensions of Learning Organization Questionnaire, and New Tool for Measuring Global Academic Performance. Qualitative data was collected through semi-structured interview. The quantitative data were analyzed using Frequency, Percentage, Multiple Correlations, Exploratory Factor Analysis (EFA), Confirmatory Factor Analysis (CFA), and structural equation modeling (SEM). The qualitative data was analyzed thematically using Open Code version 4.03. The results indicated that the directions of relations among the three variables of Leadership Behaviors (LB), Departmental Performance (DP), and Organizational Learning (OL) were positive while the magnitudes of the relations ranged from very weak to moderately strong. The dimensions of LB and OL accounted for the largest cumulative variance in DP. The study further demonstrated essential patterns that would guide future policy and managerial actions.

AbstractDestructive leadership behaviors and their effects on the organization have received little attention in terms of research & theory development. As a result, the purpose of this article is to investigate the prevalence and determinants of destructive leadership behavior from the quantitative data collected through questionnaire. A total of 947 sample employees were included in this study stratified sampling technique. Personal behavior, ineffective decision, management incompetency, and political behavior have a positive significance difference at p = 0.01 after the data has been analyzed through factor analysis and regression analysis. However, at the 1% significance level, the difference in political behavior and negotiation problem is negative. On the other hand, poor communication has a negative relationship with destructive leadership behavior, but it is statistically insignificant at a 5% alpha level. According to the findings, ∼65% of public-sector employees in the Awi zone are susceptible to destructive leadership. In this case, the researchers recommended that organizations intentionally and consistently need to promote an environment in which employees feel free to speak up about leaders’ behavior that they believe it violates not only their own but also the organization’s values.

Purpose – The purpose of this study aims to investigate the relationships among leadership behavior and academic performance in Iraqi universities, given the mediating role of knowledge management (KM). Design/methodology/approach – This research will employ the use of quantitative research method to reach out to a broader population sample made up of 1,210 questionnaires on academic leaders and academic staff was distributed in 25 Iraqi public universities. The hypothesis testing being employed is based on the estimating structural equation model (SEM). Findings – The final structural model that uses maximum likelihood estimation analysis confirmed a goodness of fit indices to the data. The mediating role of KM has partial significant effect on the relationship between leadership behavior and academic performance. Research limitations/implications - The inherent limitation is in the sampling frame and the results cannot be generalized to the whole education like private universities. This study can contribute and support the national strategic plan 2009-2013 of Iraq HEIs. Social implications – According to the interviews with academic leaders and staff in Iraqi universities, the academic leaders agreed that the problems of leadership stemmed from the lack of utilization of information technology in managing knowledge in their universities to treat social and economic issues. Originality/value– In raises support for the objectives of National Strategy 2009 – 2013 of the Iraqi HEIs, the findings of the current study may support academics staff and leaders in how they can improve academic activities in their universities through KM. [ABSTRACT FROM AUTHOR]

Copyright of Nankai Business Review is the property of Nankai Business Review Editorial Office 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.)

Basically, every educational institution has a certain vision and mission that must be achieved. To achieve each goal, it encourages educational institutions to maximize the performance of teachers in achieving organizational goals. However, the existence of deviant leadership behavior outside of authority can be an obstacle in achieving organizational goals. This can occur because such behavior is deliberately done to disrupt the smooth running of the organization and justice in the work environment is increasingly recognized as an important factor in achieving optimal performance. This study is intended to examine how leadership behavior and organizational justice in higher education affect lecturers' performance behavior. Using 100 respondents from higher education institutions in Surabaya, leadership behavior and organizational culture were examined for their impact on lecturer performance. The method of analysis applied in this study is a quantitative approach using multiple regression, with validity and reliability testing of each variable in question as well as classical assumption tests before the best research model is obtained. All results support the effects studied. Leadership behavior and organizational justice have a real impact on lecturer performance. These findings are consistent with the proposed hypothesis, confirming the importance of the role of leaders and a fair organizational culture in improving lecturer performance.

Leadership behavior profoundly influences organizational culture, serving as a cornerstone for environments that foster safety, innovation, and employee satisfaction. This article utilizes research from the primary literature to demonstrate how leaders’ actions and underlying fears influence organizational dynamics and employee outcomes, highlighting the importance of respect, transparency, and trust. Studies have shown that leadership styles shape the work environment, driving innovation and performance. However, concerns over productivity, evaluation, and control can lead to poor communication, low transparency, reduced innovation, and diminished performance, creating a culture of mistrust and anxiety. Authoritarian control or neglect of employees’ needs exacerbates these issues, stifling creativity. The Pygmalion and Golem effects demonstrate how positive reinforcement enhances morale, productivity, and retention, while negative reinforcement is detrimental. Leaders operating under fears of failure or loss of control or political capital inadvertently create a culture of fear and increasingly severe feedback loops of reduced employee trust, satisfaction, and commitment. Addressing these fears fosters open communication, psychological safety, transparency, and mutual respect. Strategies for transforming leadership fears into positive change include promoting open communication, decentralizing decision-making, and implementing positive reinforcement mechanisms. Constructive feedback mechanisms encourage bidirectional communication and help mitigate the negative impacts of leadership fears. Leaders who address their fears can strengthen team trust, enhancing collaboration and engagement. Ultimately, managing leadership fears proactively catalyzes organizational learning and development, promoting a mindset where challenges are seen as opportunities for growth. This approach enhances adaptability and resilience while fostering continuous improvement. Addressing leadership fears and fostering a supportive culture is essential for sustainable productivity and success, serving as a starting point for exploring strategies that support employee performance and development, ultimately contributing to organizational success.

This study explores how top management (executive and artistic directors) in nonprofit arts and cultural organizations understand and perform their roles on a day-to-day basis. We draw on Henry Mintzberg's seminal work on managerial behavior to map out the roles that today's leaders of arts and cultural organizations assume. Our findings suggest that they are primarily involved in roles concerning interpersonal exchanges and decision-making. In addition to Mintzberg's roles, our qualitative study also reveals the presence of self-management activities, in the sense of dealing with stress and critically reflecting on personal resources. We conceptualize these emerging roles in a new category of "intrapersonal roles," which extends the range of Mintzberg's managerial roles, and thematize the implications for the literature and arts management professional practice, such as how top managers can be positive role models for other employees. [ABSTRACT FROM AUTHOR]

This article explores the relationship between organizational commitment, leadership behavior, organizational citizenship behavior (OCB), and performance in education personnel staff. The research found that organizational commitment positively and significantly influences OCB and performance. Leadership behavior directly impacts OCB and performance, while OCB has a positive and significant effect on performance. OCB also mediates the relationship between organizational commitment and performance, as well as between leadership behavior and performance. The article suggests that organizations should focus on increasing loyalty, career development, and a sense of togetherness among education staff to improve performance. The text discusses the importance of organizational citizenship behavior (OCB) in achieving organizational effectiveness. It highlights the voluntary actions of employees, such as sharing information, maintaining organizational property, and adhering to organizational rules, as contributing to cost efficiency and goal achievement. The text also emphasizes the role of organizational commitment and leadership behavior in improving employee performance. While some studies support the positive effects of organizational commitment and leadership behavior on OCB and performance, others find contradictory results. The text suggests further research on leadership behavior and the use of mediating variables, such as OCB, to understand their impact on performance. The study focuses on educational staff in higher education organizations and aims to explore the relationship between leadership behavior, organizational commitment, OCB, and performance. The study examines the implementation of organizational commitment and leadership behavior on the performance of education personnel staff, with the mediating role of organizational citizenship behavior (OCB). The research findings suggest that leadership [Extracted from the article]

A historical review was conducted on Fred Fiedler’s Contingency Model to determine how this model has been used over the past 30 years since 1980. Fred Fiedler’s Contingency Model was created in 1967 to move the field of organizational research from analyzing traits and personal characteristics of leaders to assessing leadership styles and behaviors. The premise of the model is that the individual’s leadership style is the result of their life experiences, making it a fixed characteristic that is extremely difficult to change. Over the years, this model has been used with the aim of improving its validity and reliability in a multitude of national and international organizational settings. The article begins with a brief review of Fiedler’s background, progresses with a detailed description of Fiedler’s Contingency Model, and chronicles Fiedler’s Contingency Model’s use in the past and the present from 1980 to 2022. As a result, two major implications were found. The first implication was that the frequent use of the model had strengthened its validity and reliability, where it was one of the models that were readily used in studies focused on organizational leadership. The second implication was that the findings from these studies were used to address leadership problems that the organization needed to resolve. Based on these implications, it is safe to conclude that this model will continue to be used in future studies, where it will be fascinating to see how the results from Fiedler’s Contingency Model will benefit the organizations moving forward. Challenges facing many workplaces is the issue where supervisors’ leadership style may not fit specific work situation which leads to conflict with their employees. Fiedler’s Contingency Model provides a tool that can be used to identify and place supervisors in the best work situation where the supervisors’ leadership style can be the most effective.

Abstract Background Against the backdrop of demographic change and the shortage of skilled workers, employees’ psychological wellbeing is of special interest for employers. In previous studies, individual health literacy has already been positively associated with psychological wellbeing. However, in order to improve health literacy, it is essential to take into account both the individual prerequisites and the demands and complexity of the system in which individuals operate. As current studies primarily focus on employees’ individual health literacy and as the concept of organizational health literacy, so far, is mainly used in the context of health care institutions, this study investigates on the impact of organizational health literacy and health supporting leadership on the relationship between individual health literacy and employees’ psychological wellbeing in a big German company based in the financial sector. Methods Data of an employee survey that was conducted in a big German company of the financial sector in October 2021 were analyzed by two mediation analyses using the PROCESS macro by Hayes for SPSS. A total of 2555 employees was included in analyses (51.4% male and 48.6% female). Results The relationship between individual health literacy and employees’ psychological wellbeing is partially mediated by organizational health literacy, indirect effect ab 0.268 – CI [0.170, 0.378] and by health supporting leadership, indirect effect ab 0.228 – CI [0.137, 0.329]. Conclusion Study results provide new indications for planning and evaluating the health strategy of companies. Regarding the psychological wellbeing of employees, practitioners and researchers should focus not only on individual health literacy but also on organizational health literacy and health supporting leadership.

This study aims to determine the effect of principal leadership and work discipline on student’s religiosity. This study uses a quantitative approach with the type of survey research and cross-sectional survey research design. Data collection using a questionnaire with a research population of all 6th grade students MI 1 NWDI Pancor East Lombok which amounted to 56 people. Data analysis techniques with validity, reliability, prerequisite tests, and hypothesis testing by means of bivariate and simultaneous tests. The results showed that there was an influence of the principal's leadership on the religiosity of MI 1 NWDI Pancor East Lombok students with a medium category r value is 0.520; there was an influence of work discipline on student’s religiosity with a medium category r value is 0.393; there was an influence of the principal's leadership on student religiosity was significant with a t value is 4.473> t table 2.000; there is an effect of work discipline on student’s religiosity is significant with a t value is 3.139> t table 2.000, simultaneously the effect of principal leadership and work discipline on student religiosity is significant with an F value is 13.985 and a significance is 0. 000013 < 0,05.

Copyright of Revista Foco (Interdisciplinary Studies Journal) is the property of Revista Foco 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.)

Sharing power and information and fostering the growth of self-leading skills are the objectives of leadership. Even the most influential and powerful people become leaders accidentally since most people don't seek the position. It might be challenging and even terrifying to speak in front of others and convince them to do something. Leadership is jointly formed. It is neither with one side nor the other. We all take part in the illusion, which is what it is. In this article, we will explore what are the traits of the ideal leader and how to be improve them with Self-Ledership Also we take a short look on who will be best leader from the genders. [ABSTRACT FROM AUTHOR]

This study, with the aim to test theory in practice, used group concept mapping to develop a comprehensive conceptualization of middle managers' leadership behaviors concerning digital transformation as a form of radical change. Participants were professionals in the largest public organization in the Netherlands (a police organization) who were dealing with digital transformation in their own practice and who enrolled in an education program on leadership and intelligence. Based on 94 unique statements, the participant-driven results revealed six thematically coherent clusters representing leadership skills and behaviors regarding improvement and results, digital technologies, cooperation, the self, change and ambivalence, and others. The stress value of 0.2234 indicated a good fit. Further analysis showed that clusters containing soft skills and people-oriented behaviors were considered the most important. These results can serve as input to support leadership development programs for middle managers to develop themselves into peopleoriented, empowering leaders who can adapt their leadership approaches to fit and support change in general and technology-driven change in particular. Ultimately this will benefit their and their employees' overall well-being at work. This study is the first to investigate middle managers' leadership skills and behaviors in a large public organization that is entirely participant-driven. [ABSTRACT FROM AUTHOR]

Copyright of International Journal of Management Academy is the property of Uluslararasi Yonetim Akademisi Dergisi 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.)

Executive functions are the cognitive abilities that enable individuals to effectively manage their attention. The efficient management of attention facilitates performance when individuals must think and act quickly and adaptively, or when job demands are novel and time is constrained. In organizations, these executive functions may be especially relevant for how successful leaders and managers perform in their several roles and how they further organizational goals. Yet, organizational behavior research has largely neglected an executive functioning lens. The present work illustrates how the core facets of executive functions—inhibition, working memory, and shifting—have implications for leadership and management outcomes by influencing common leadership tasks: decision-making, planning and monitoring, problem solving, negotiating, and innovating. Our goal is to supplement prevailing explanations of these tasks (e.g., general intelligence and job knowledge) with this executive functioning lens. We provide strategies for organizations to assess and bolster these executive functions in their leaders and managers and urge future organizational research to consider the important role of executive functions involved in the selection, training, and management of leaders and managers. [ABSTRACT FROM AUTHOR]

Purpose: This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach: This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings: This study seeks the understand the behaviors, skills, and experience that are vital in those who might successfully lead a digital transformation program within an organization. To lead through uncomfortable changes, through and across multiple layers of a business, the results confirmed that behavioral traits like honesty, emotional intelligence, empathy, and self-awareness as a burnout protection mechanism are primarily vital. Followed then by a supporting cluster of strategy elements, the chosen leader should be well equipped. The leader's cultural environment does also impact the digital transformation program. Managing complex change is ultimately a rigorously behavioral art. Originality/value: The briefing saves busy executives, strategists and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format. [ABSTRACT FROM AUTHOR]

This study, with the aim to test theory in practice, used group concept mapping to develop a comprehensive conceptualization of middle managers’ leadership behaviors concerning digital transformation as a form of radical change. Participants were professionals in the largest public organization in the Netherlands (a police organization) who were dealing with digital transformation in their own practice and who enrolled in an education program on leadership and intelligence. Based on 94 unique statements, the participant-driven results revealed six thematically coherent clusters representing leadership skills and behaviors regarding improvement and results, digital technologies, cooperation, the self, change and ambivalence, and others. The stress value of 0.2234 indicated a good fit. Further analysis showed that clusters containing soft skills and people-oriented behaviors were considered the most important. These results can serve as input to support leadership development programs for middle managers to develop themselves into people-oriented, empowering leaders who can adapt their leadership approaches to fit and support change in general and technology-driven change in particular. Ultimately this will benefit their and their employees’ overall well-being at work. This study is the first to investigate middle managers’ leadership skills and behaviors in a large public organization that is entirely participant-driven.

Background: Against the backdrop of demographic change and the shortage of skilled workers, employees’ psychological wellbeing is of special interest for employers. In previous studies, individual health literacy has already been positively associated with psychological wellbeing. However, in order to improve health literacy, it is essential to take into account both the individual prerequisites and the demands and complexity of the system in which individuals operate. As current studies primarily focus on employees’ individual health literacy and as the concept of organizational health literacy, so far, is mainly used in the context of health care institutions, this study investigates on the impact of organizational health literacy and health supporting leadership on the relationship between individual health literacy and employees’ psychological wellbeing in a big German company based in the financial sector. Methods: Data of an employee survey that was conducted in a big German company of the financial sector in October 2021 were analyzed by two mediation analyses using the PROCESS macro by Hayes for SPSS. A total of 2555 employees was included in analyses (51.4% male and 48.6% female). Results: The relationship between individual health literacy and employees’ psychological wellbeing is partially mediated by organizational health literacy, indirect effect ab 0.268 – CI [0.170, 0.378] and by health supporting leadership, indirect effect ab 0.228 – CI [0.137, 0.329]. Conclusion: Study results provide new indications for planning and evaluating the health strategy of companies. Regarding the psychological wellbeing of employees, practitioners and researchers should focus not only on individual health literacy but also on organizational health literacy and health supporting leadership. [ABSTRACT FROM AUTHOR]

This study aims to examine the beliefs and experiences of primary school principals regarding leadership behaviors. In this context, the research was structured in a phenomenological design by employing a qualitative approach. Seven primary school principals were the study's participants, chosen using the criterion sampling method. A semi-structured interview form developed by the researchers were used as data collection tools. The research data were collected through face-to-face interviews with the participants and also recorded. The research data were analyzed with both content analysis and descriptive analysis techniques. In the study, it was found that school principals demonstrated a range of leadership behaviors within the meaning of the concept of those behaviors, the process of developing a strategic plan and vision, the process of making decisions at the school, the school environment, the impact on teachers' professional development studies, parent and relations with the external environment, and the efforts to improve student success. The findings of the research are broken down and analyzed with reference to the corresponding literature. Various recommendations were presented in accordance with the research findings. [ABSTRACT FROM AUTHOR]

Background: There is compelling evidence to suggest that leadership behaviour and teamwork are critical success factors in healthcare organisations facing increasingly complex demands and limited resources. Effective teamwork is essential to deliver high-quality care, requiring integrating different professionals in the healthcare sector. Leaders play a significant role in facilitating teamwork by managing conflicts and promoting cooperation among team members. The COVID-19 pandemic has further highlighted the importance of leadership in supporting the mental health and well-being of team members. Methods: A cross-lagged research design was used to examine the relationship between mental health-specific (MHS) leadership and teamwork. Participants were 118 healthcare professionals (76.3% female; 44.9% aged between 45 and 54 years old). Results: A serial mediation model was confirmed, showing an indirect effect of mental health leadership on teamwork through interpersonal conflict and cooperation. Conclusions: Effective (MHS) leadership can positively impact the teamwork of healthcare professionals, particularly during times of crisis. [ABSTRACT FROM AUTHOR]

Work productivity in a logistics company is the company's effort in handling various requests from consumers with the goal that goods or services can be carried out or distributed quickly to the destination according to demand. This study aims to propose the effect of leadership behavior, work skills and achievement motivation on work productivity moderated by work discipline. The method used in this study is a quantitative method using a causal study survey approach. This research was conducted at PT.Audy Jasatrans Logistik with a total sample of 150 people, namely all employees working at PT. Audy Jasatrans Logistics. The data analysis technique in this study used the Structural Equation Modeling -- Partial Least Square (SEM-PLS) method with the help of the SMART PLS application to carry out research data analysis. In this study, instrument testing was carried out by conducting validity tests, reliability tests, outer models and inner models. The results of this study indicate that leadership behavior has no effect on work productivity, work skills have an effect on work productivity, achievement motivation has an effect on work productivity, work discipline has no effect on work productivity, work discipline moderation can strengthen the influence of leadership behavior on work productivity, discipline moderation work can strengthen the effect of work skills on work productivity and moderation of work discipline can weaken the effect of achievement motivation on work productivity. [ABSTRACT FROM AUTHOR]

The aim of this research was to determine which leadership style is perceived as the most dominant by the secondary school students, when the teachers' behaviours are presented through transformational, transactional and passive-avoidant leadership components. The perception of teacher leadership styles was also investigated in relation to various socio-demographic parameters. A total number of 500 secondary school students of final grade from Nis in the Republic of Serbia, participated in the research. Since this research was based on Transformational and Transactional Theories, information about teacher leadership style and leadership factors was collected through the adapted Multifactor Leadership Questionnaire - MLQ (Avolio & Bass, 2004). The research results indicate that, according to the students' perceptions, secondary school teachers practice both transactional as well as transformational leadership style, i.e., in the schools covered by the research a full range leadership model is articulated. Also, the research confirmed that variables such as gender, school type, educational profile, academic performance of the participants affect the perception of teachers' leadership styles.

Introduction: The need for leadership development in health services has been recognized by the World Health Organization, supporting the need to strengthen leadership at all levels. The design and development of programs to enhance leadership characteristics and improve leadership behavior has been a global initiative that can create successful leaders across all health professionals. Aim: The present study attempts to investigate the modification - development of nurses' leadership behavior by testing the application of the theory of the Transtheoretical Stages of Change Model to nurses. Material and Method: This is a productive mixed (quantitative and qualitative) evolutionary research by testing the application of the theory of the Transtheoretical Model of Stages of Change and the Motivational Interviewing in nurses who perform management tasks in public hospitals, using self-completed questionnaires and semi-structured interviews. Expected outcomes: The expected outcomes focus on increasing the leadership characteristics of nurses working in the public hospital and performing administrative tasks and modifying their leadership behavior in their workplace by improving the treatment, management and implementation of the procedures existing and prescribed by the internal functioning of the organization. Conclusions: The Transtheoretical Model (TTM) works as an intervention that explores the stages of behavior change in many situations and it is believed that it can be used to modify nurses leadership behavior. [ABSTRACT FROM AUTHOR]

Performance is able to provide benefits for the organization in carrying out the goals to be achieved in the short and long term. The purpose of this research is to scientifically solve the influence of motivation, organizational culture, leadership behavior and personality on performance mediated by decision making. The sample in this study were all objects which were the target population, totaling 126 respondents at Ibnu Sina University employees. In the research using path analysis, the theory is tested with SEM-PLS tools, and this study takes 7 months. The findings from this study resulted in a conclusion that motivation, organizational culture, leadership, personality, decision making make a very significant contribution to employee performance. The results of this study are able to make a scientific contribution to organizations in seeking increased employee performance. [ABSTRACT FROM AUTHOR]

Coaches' leadership behavior is a key element that affects athletes' psychological quality and competitive level. It is important to clarify the relationship between coaches' leadership behaviors and athletes' sports performance, which is significant to promote scientific and systematic training and improve sports performance for athletes. This study constructed a model of the relationship between leadership behaviors and sports performance, using a stratified sampling method to investigate athletes in Beijing Xiannongtan Sports School and Shichahai Sports School, and using regression analysis to empirically analyze the relevant results. The results showed that: authoritarian leadership behavior, democratic leadership behavior, training guidance behavior, social support behavior, and positive feedback behavior all had significant positive effects on athletic performance; psychological preparation had a significant mediating effect between coaches' leadership behavior and athletes' sports performance; sports anxiety had a significant mediating effect between democratic leadership behavior, social support behavior, and positive feedback behavior on athletic performance, while the mediating effect between authoritarian leadership behavior and training guidance behavior on sports performance was not significant. Based on this, it was concluded that different sports leadership behaviors and styles of coaches have different effects on improving athletes' sports performance, and therefore, coaches should adjust athletes' psychological preparation in time, reduce athletes' psychological anxiety, improve athletes' psychological quality, promote athletes' self-worth, and promote athletes' to get better sports performance. [ABSTRACT FROM AUTHOR]

Building information modeling (BIM) implementation is expanding over time, and collaboration is becoming more critical in construction projects. Leadership characteristics may contribute to or hinder the effectiveness of these collaborations in BIM-based construction projects. However, the current body of knowledge lacks information on the leadership characteristics that can be constructive or destructive for BIM-based construction projects. Therefore, this study aims to determine the constructive and destructive leadership behaviors, skills, styles, and traits in BIM-based construction projects. An explorative qualitative study was conducted by interviewing twenty architecture, engineering, and construction (AEC) professionals. Then, the thematic analysis approach was used to analyze the interview data. The study findings suggest that common constructive leadership behaviors are tolerant and committed. Furthermore, the common constructive leadership trait and style is reliability. On the contrary, the common destructive leadership behavior is intolerant. This study provides the literature with a novel list of constructive and destructive leadership characteristics for BIM-based construction projects. Understanding these characteristics would assist industry professionals and policymakers in increasing the performance of BIM-based construction projects. [ABSTRACT FROM AUTHOR]

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This study presents a model that links work performance, leadership behavior, personality, and work commitment. The main objective is to investigate the direct and indirect effects of personality, work commitment, and leadership behavior on work performance. The data was obtained through a questionnaire from a sample of 125 employee respondents at PT Gradion Supermarket Malang Raya. The data were analyzed by multiple regression analysis. There were seven hypotheses proved in this study. The results reveal that leadership behavior can positively contribute to employee performance. In addition, work personality also positively contributes to employee performance, work commitment positively contributes to work performance, and the work environment contributes better to leadership behavior. The results of the mediation test show that work personality has contributed well to employee work performance with the leader's behavior being implemented optimally, and work commitment is highly conditioned on employee performance by applying maximum leadership behavior. Leadership behavior has been able to make a positive contribution to the work performance of PT Gradion Supermarket employees. Employee personality makes a positive contribution to PT Gradion Supermarket employee performance. Work commitment makes a positive contribution to PT Gradion Supermarket employee performance. Personality has a positive contribution to behavior leadership.

This research is essential because the lecturers’ job satisfaction as the leading factor in higher education activities requires adequate attention. Attention should be paid through measured research to produce reliable decisions. Therefore, this research aims to examine and measure the variables of leadership behavior, work environment, and individual characteristics to know the appropriate treatments to increase lecturer job satisfaction. The research utilized the survey design on the civil servant lecturers. The sampling technique used was a simple random sampling without considering strata because the respondents were almost homogeneous. The instruments were based on theory and expert recognition. The measurement and testing were performed using structural equation modeling (SEM), and the data analysis technique was assisted by SmartPLS 3 software. The results showed that either partially or through mediation, leadership behavior, work environment, and individual characteristics posed positive and significant contributions to lecturer job satisfaction.

Leadership skills and attributes can improve the performance of organizations and contribute to positive and sustainable organizational change, in the dynamically changing healthcare sector too. The study examines the clinical leadership behavior in Educational Hospitals of Jordan and how clinical leadership competencies related to the demographic variables. To understand clinical leadership behavior, a quantitative descriptive study was conducted by using an international framework (Medical Leadership Competency Framework). 110 clinical leaders were asked with a validated questionnaire and the data was analyzed by using the multiple variance analysis. In the studied hospitals, the most typical leadership behaviors were integration in clinical leadership, empathy and innovation, and the gender and age of health leaders have a significant impact on the degree of clinical leadership). The development of clinical leadership skills is time-consuming, but essential to be prepared for environmental and organizational change, especially skills related to managing staff and the work environment. [ABSTRACT FROM AUTHOR]

This paper systematizes the theoretical foundation and empirical evidence of the impact of leadership behavior on entrepreneurship in state-owned enterprises, and the difference between state-owned enterprises that applied management based on the accountability of leaders, and those that did not. The paper uses the OLS regression model to identify the impact of leadership behavior on the entrepreneurship of state-owned enterprises by using data from a survey of 259 civil servants in Vietnamese state-owned enterprises. In our sample, 109 respondents belonged to the category of state-owned enterprises that did not apply management based on accountability, and 140 were state-owned enterprises that applied management based on accountability. The findings show that leadership behavior has a positive impact on the entrepreneurship of state-owned enterprises that do and do not apply management based on accountability, with results of 0.305 and 0.022, respectively. Moreover, the regression model is used to identify the factors that influence leadership behavior, including vision and wage policy having a statistical significance and positive impact on the leadership behaviors in all the state-owned enterprises. Additionally, some factors, including policy building, hi-tech usage, culture, teamwork, and training policy have positive impacts on leadership behavior in Model 1, and encouragement, monitoring, responsibility, and recruitment policy had positive impacts in Model 2 among the state enterprises. Additionally, this paper recommends some policies to promote leadership behavior in state enterprises in Vietnam. [ABSTRACT FROM AUTHOR]

Millennials are those born between the late 1980s and late 1990s. They are individuals who are comfortable in the use of technology giving them competitive advantage in the global workforce. Surprisingly, despite their significant number in the workforce, there is a dearth of study on millennial leadership styles. This study examines the millennial community leaders in the Philippines during the COVID-19 pandemic. It employed exploratory descriptive-qualitative research method. Sixteen millennial community leaders in the Science City of Muñoz in the Philippines and twelve citizens and subordinates participated in the study. The basis of analysis is the Responsible Leadership for Performance framework. The findings showed that responsibility and accountability to their tasks and functions are common traits of millennial community leaders during pandemic. They are perceived to possess attributes such as: people-centered, honest, reliable, just, approachable, responsible, affirmative, pure-hearted, and hardworking during pandemic. The study confirmed that millennials' technological inclination, their ideals and aspirations are shaped by their socio-historical background. Though lacking of experience and resources, they compensate it with strong mind and heart to lead the community in its response to pandemic emergencies. [ABSTRACT FROM AUTHOR]

The role of leadership behavior as a mediator in the influence of organizational culture on job satisfaction has not been widely explored. This study aimed to analyze the effect of organizational culture, leadership behavior, and work motivation on job satisfaction of health workers at Cinta Kasih Tzu Chi Hospital. The research was conducted with a quantitative approach using the PLS-SEM path analysis method The research data was obtained through an online questionnaire which was distributed to all health workers at the Cinta Kasih Tzu Chi Hospital, as many as 204 people. The results of this study indicated that organizational culture, leadership behavior, and work motivation have a positive effect on job satisfaction of health workers. In addition, leadership behavior and work motivation successfully mediate the influence of organizational culture on job satisfaction with partial mediating power. [ABSTRACT FROM AUTHOR]

The study explored the impact of leadership behavior on organizational change management process in selected public Universities in Ethiopia. The authors utilized a concurrent mixed Triangulation design, combining quantitative and qualitative methods. The Quantitative data collected from 581 questionnaires were distributed to 379 academic staff and 202 academic leaders. Besides, qualitative data was collected from 12 top management bodies and 48 student representatives by using interviews and focus group discussions respectively. This ensured that a representative sample was obtained from the target population. The researchers used mean, standard deviation, independent sample t -test, correlation and regression to analyze and interpret the data collected. The study findings revealed a positive and significant impact of autocratic, democratic, laissez-faire, and transactional leadership behaviors on organizational change management process. However, there was a negative and significant impact of transformational leadership behavior on organizational change management process. Indeed, the study identified significant differences in the perceptions of leadership behaviors and organizational change management between academic staff and academic leaders. Based on the study findings, the authors recommended that leaders in public Universities customize and apply the identified positive leadership behaviors (autocratic, democratic, laissez-faire, and transactional) to effectively manage organizational change., Competing Interests: The authors declare that they have no known competing financial interests or personal relationships that could have appeared to influence the work reported in this paper., (© 2024 The Authors.)