The Intuitive Manager and the Concept of Strategic Leadership

Malewska, Kamila; Sajdak, Maja

doi:10.2478/manment-2014-0041

Cited by 13 publications

(6 citation statements)

References 6 publications

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“…Ethical leadership has a positive and significant impact on employee productivity. Training and development has a positive effect on employee performance by improving their skills and capabilities (Dittrich-Lagadec et al, 2010;Malewska & Sajdak, 2014). Results of the paper from (Mnasi et al, 2022) stated that mentoring practices such as acceptance, sponsorship, delegation, and relationship have a positive and economic contribution to the employee performance model in local government agencies at 95% confidence interval.…”

Section: Resultsmentioning

confidence: 99%

Analysis Intuitive Leadership and Mentoring on Employee Performance (Literature Review)

Kamal,

Sidjabat,

Purwoko

et al. 2024

EAJMR

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This paper aims to provide an in-depth understanding of how the combination of intuitive leadership and mentoring can be a key factor in achieving competitive advantage and sustainable growth in the modern business context. The method used is qualitative where the source of findings comes from articles related to the variables in this paper, with a time span of ten years and this proof to strengthen and provide an implementation result in a result in a scientific paper or article. Intuitive leadership and mentoring on employee performance, it can be concluded that these two elements play an important role in shaping a productive work environment that supports individual growth. Intuitive leadership, with its emphasis on instinct-based decision-making and emotional intelligence, creates responsive and adaptive leaders. This dynamic work environment allows employees to thrive, creating a culture of flexibility and innovation. Mentoring also contributes significantly to employee performance, through personalized and ongoing mentoring. With mentors in place, employees can experience increased job satisfaction, engagement and development of specialized skills.

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Section: Resultsmentioning

confidence: 99%

Analysis Intuitive Leadership and Mentoring on Employee Performance (Literature Review)

Kamal,

Sidjabat,

Purwoko

et al. 2024

EAJMR

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show abstract

“…However, the dimension of intuition seems to be outside the ability to participate in leadership thinking quite clearly (M=1.64), while studies have revealed the important role of intuition in leadership. This is stated by Malewska and Sajdak (2014) [70] who said that in leadership when there is not enough data to analyze and evaluate the problem for leadership decision making, the leader can rely on the advice of intuition, even intuition in female leadership is quite sensitive in senior female managers [71]. Storsteen (2019) [72] reveals intuition as a key ingredient for innovation, performance, and informed leadership.…”

Section: -2-the Status Of Transformational Leadership Style and Leadership Thinkingmentioning

confidence: 99%

Relationship between Transformational Leadership Style and Leadership Thinking of Provincial Administration Leaders

2021

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Objectives: The transformational leadership style is accepted as suitable for leading administrative agencies to achieve outstanding results and help organizations cope with challenges. Besides, leadership thinking is also considered to have a very important role in leadership performance in administrative agencies. Therefore, the main objective of the study is to explore the relationship between transformational leadership style and leader thinking to organization's performance. Methods: The article focuses on explaining the views on transformational leadership style, healthy thinking, and the relationship between transformational leadership style and leadership thinking, and at the same time points out the current status of transformational leadership style, transformational leadership, leadership thinking as well as this relationship in practice among the leaders of provincial agencies in Vietnam. Descriptive, inductive, deductive, synthetic, and quantitative statistical methods were applied to interpret the results. Findings: Research results show that transformational leadership style, leadership thinking in the team of leaders of provincial agencies is quite average, there is a strong positive correlation between transformational leadership style. In contrast to leadership thinking, a more transformative leadership style means that it requires an innovative leadership thinking. Novelty:The results achieved when applying a transformational leadership style are quite closely related to the application of leadership thinking to solve leadership challenges. Doi: 10.28991/esj-2021-01307 Full Text: PDF

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“…Indeed, leaders interact with several resources, including human resources, with such as a youthful workforce. Malewska and Sajdak (2014) explained that strategic leadership is about designing and implementing long-term strategies to overcome future uncertainties and help in achieving the goal of continuous development. They also indicated that strategic leadership focuses on continuous improvement through sharing knowledge, and through showing the ability to overcome difficulties and predict and handle the change effectively.…”

Section: Review Of Literaturementioning

confidence: 99%

“…They also indicated that strategic leadership focuses on continuous improvement through sharing knowledge, and through showing the ability to overcome difficulties and predict and handle the change effectively. Malewska and Sajdak (2014) stressed that strategic leadership shows the ability to overcome uncertainty and deal with unpredicted change in an organization or a market.…”

Section: Review Of Literaturementioning

confidence: 99%

Customizing leadership practices for the millennial workforce: A conceptual framework

Farhan

2021

Cogent Social Sciences

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This study is a critical review of literature to develop a conceptual framework that offers new insights on the complicated interaction between the millennial workforce and leadership competencies. The current study applies contingency approach as a theoretical foundation to answer the question of which leadership practice is suitable for leading the millennial workforce. The study contributes to research on leadership by developing a theoretical framework in which the contingency approach becomes a theoretical basis for the analysis. The analysis investigates the contingent style of leadership needed in different situations. The framework is built on two suggested factors (the millennial workforce and leadership competencies) as a critical means to answer to the question raised. Literature that shows the theoretical interaction between the two factors was used to build this framework, which in turn develops three complementary parallel leadership practices (ethical-tournament, servant-tolerant, and authentic-stringent). The three practices provide a foundation for theoretical development in the field of leadership in order to actively engage, retain, and develop millennials within their current organizations. While the current study provides a theoretical framework, there is a need for empirical work to examine the three proposed practices and

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The Intuitive Manager and the Concept of Strategic Leadership

Cited by 13 publications

References 6 publications

Analysis Intuitive Leadership and Mentoring on Employee Performance (Literature Review)

Analysis Intuitive Leadership and Mentoring on Employee Performance (Literature Review)

Relationship between Transformational Leadership Style and Leadership Thinking of Provincial Administration Leaders

Customizing leadership practices for the millennial workforce: A conceptual framework

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