Leadership Styles: A Review

Manxhari, Mimoza; Veliu, Liridon; Jashari, Jetullah

doi:10.33107/ubt-ic.2017.262

Cited by 6 publications

(5 citation statements)

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“…They conclude that a combination of several managerial competencies (professional, social, and personal) did impact the performance of SMEs in Kosovo. This is also in line with a study done by (Ismail et al, 2022;Peterson & Van Fleet, 2004;Veliu & Manxhari, 2017), who point out that managerial competence skills have an impact on improving management performance, which helps organizations to achieve their goals.…”

Section: Technical Skillssupporting

confidence: 90%

“…Studies conducted by (Manxhari et al, 2017;Veliu & Manxhari, 2017), as well as (Abdulhasan et al, 2020;Ismail et al, 2022;Savaneviciene & Girdauskiene, 2021;Van Vo et al, 2020;Veliu & Manxhari, 2017), are in line with arguments from (Abdulhasan et al, 2020;Katz, 1974Katz, , 2000Savaneviciene & Girdauskiene, 2021;Tsendsuren, Yadav, Han, et al, 2021;Van Vo et al, 2020;Zin et al, 2019). They state that, generally, the strengthening of the theoretical model assumes that managerial competency's most crucial characteristic is to mediate between professional and personal business performance.…”

Section: Technical Skillssupporting

confidence: 72%

“…They ((Abdulhasan et al, 2020;Ismail et al, 2022;Savaneviciene & Girdauskiene, 2021;Thanh et al, 2021;Tsendsuren, Yadav, Kim, et al, 2021;Van Vo et al 2020;Zin et al, 2019) and agree with the opinion of (Katz, 2000) Abdulhasan et al, 2020;Chen et al, 2020;Dr. Iqbal Amin Khan et al, 2023;Gaigher et al, 2007;Ismail et al, 2022;Manxhari et al, 2017;Maraouch, 2014;Mohd Bekri et al, 2013;Mokhtar & Kadri, 2023;Ogan-Bekiroğlu & Arslan, 2014;Paarima et al, 2020;Penagos Guzmán & Hernández Castorena, 2023;Qiao & Wang, 2009;Saleh et al, 2019;Savaneviciene & Girdauskiene, 2021;Strohmeier, 2020;Thanh et al, 2021;Tsendsuren, Yadav, Kim, et al, 2021;Van Vo et al, 2020;Veliu & Manxhari, 2017 1. Focusing on strategic 2. long-term goals 3. rules and regulations Barney & Wright, 1998;Shirazi & Mortazavi, 2009 Mediation between : 1. professional and individual characteristics with business performance 2. managerial competence within good organizational performances…”

Section: Introductionmentioning

confidence: 99%

“…Al Caliendo, 2020;Krajcovicova et al, 2012;Manxhari et al, 2017;Maraqa et al, 2018;Ogan-Bekiroğlu & Arslan, 2014;Veliu &Manxhari, 2017 1. communication skills, 2. teamwork, 3. proactivity, 4. vision, 5. self-management, 6. result orientation, 7. strategic orientation, 8. ambition, 9. perseverance, 10. decision-making, 11. risk-taking and12. creativity Alamer, 2021;Bhardwaj & Punia, 2013;Franco, 2010;Grack Nelson, 2017;Guzzo & Noonan, 1994;Houser, 2013;Iramaneerat, 2008;Rhodes, 2018) Source Hondeghem, 2010;UNDP, 2008), which conducted many studies on managerial competencies at the government level.…”

Section: Introductionmentioning

confidence: 99%

“…Krajcovicova et al (2012) agree with this point and elaborate that the competency model shows specific combinations of knowledge, skills, and other personality characteristics that are necessary for the efficient execution of tasks in an organization. Competence in a model can be set in various formats((Al Nahyan et al, 2018; Caliendo, 2020; Dai & Liang, 2022;Manxhari et al, 2017;Maraqa et al, 2018)). After further development of the competency model, several integration models can measure the maturity of managerial competence.…”

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confidence: 99%

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The The Uniqueness of Managerial Competency Model in Indonesian Districts and Cities

Irawati,

Munajat

2023

pgr

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Managerial competency is a fascinating field to continue to develop and study until now. UNDP is still formulating the Competency Framework until 2030 (United Nations, 2018). The popularity of this field stems from the flexibility and dynamic nature of organizational practices that have been born due to global development. Managerial competencies have three components: conceptual skills, human resources skills, and technical skills. In Indonesia, city governments find it difficult to determine the right person based on managerial competence, so the wrong person is placed to occupy a strategic position. Therefore, this research wants to determine the right proportion of the three components of managerial competency and their indicators. That was the background of this study: analyzing the proportion of these skills by taking case studies in 2 regions in Indonesia, namely the Tasikmalaya Regency and Serang City. This study sought to find what managerial competency models apply in Indonesia, especially those represented by the two cities/regencies in Indonesia. This study used mixed methods: quantitative methods for distributing questionnaires to Echelon/ Class III and IV officials in the two cities and qualitative for expert group discussions to validate that would strengthen the analysis. The time needed for this research is about one year (around February 2019- August 2020). The contribution of this research shows that when an area uses an ideal competency managerial model, it is easier to achieve its vision and mission. The study results indicate that the Tasikmalaya Regency is quite good in its managerial competence selection process. It can be seen from the proportion of the three sets of dynamically dispersed managerial competencies compared to the ideal model, in contrast to Serang City, which is still far from ideal conditions. Serang City must improve its managerial competency model to make it more ideal. This is needed so that organizations can deal with changing times, which tend to be exponential to maximize performance achievements.

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Section: Technical Skillssupporting

confidence: 90%

Section: Technical Skillssupporting

confidence: 72%

Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

mentioning

confidence: 99%

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The The Uniqueness of Managerial Competency Model in Indonesian Districts and Cities

Irawati,

Munajat

2023

pgr

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A framework for leadership practices and communication in the context of the construction sector

Rehan,

Thorpe,

Heravi

2024

Project Leadership and Society

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Adapting Leadership: A Literature Review of Effective Management Styles in Modern Educational Settings

Vorontsova,

Dahari

2024

VSDU

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The increasing complexity of the educational environment demands effective management and leadership styles to ensure the success and quality of educational institutions. As globalization, technological progress, and societal changes continue to influence educational systems worldwide, it becomes necessary to investigate and implement management styles that can adapt to these evolving demands and provide appropriate strategic and tactical visions for future development. This study focuses on examining various management styles employed in educational institutions to identify those significantly influencing educational outcomes. Employed mixed methods include bibliometric analysis of literature to identify dynamic trends and research directions focused on effective management styles, alongside in-depth thematic analysis revealing key factors impacting educational leadership and management. The bibliometric analysis revealed a significant increase in academic interest in educational management practices, the majority of research is concentrated in the fields of social sciences, medicine, and economics, underscoring the interdisciplinary nature and broad relevance of educational management research. The thematic areas identified in the research, such as transformational leadership, distributed leadership, and instructional leadership, emphasize the diverse approaches scholars are exploring to enhance educational quality and success. The findings underscore the crucial role of leadership in organizational productivity and development. Developing school principals' leadership capabilities is essential for enhancing institutional effectiveness. The study also emphasizes the importance of integrating managerial and leadership aspects in the role of school principals. Effective principals balance administrative responsibilities with visionary leadership, fostering collaboration and engagement within the school community. In conclusion, the study highlights the importance of effective leadership in improving the quality and success of education. It advocates for developing strong leadership capabilities among school principals and underscores the need for integrated management and leadership practices. These conclusions contribute to a deeper understanding of optimizing leadership in educational contexts, supporting the dynamic and evolving educational landscape.

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Leadership Styles: A Review

Cited by 6 publications

References 0 publications

The The Uniqueness of Managerial Competency Model in Indonesian Districts and Cities

The The Uniqueness of Managerial Competency Model in Indonesian Districts and Cities

A framework for leadership practices and communication in the context of the construction sector

Adapting Leadership: A Literature Review of Effective Management Styles in Modern Educational Settings

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