Research on integrated project delivery (IPD) has considered collaboration satisfaction as an important factor for improving project outcomes. Yet, the potential mechanism influencing it remains ...unexplored in construction project management, especially in the aspects of human skills. The purpose of this paper is to examine whether leadership styles mediate the link between the emotional intelligence (EI) of authorized leader and four collaboration satisfaction outcomes perceived by other participants in an integrated team: performance contribution satisfaction (PCS), efficiency satisfaction (ES), relationship satisfaction (RS), and interests satisfaction (IS). Data was collected from 365 samples including project leaders and scholars who possess experience of IPD in China. The results show that transformational and active-transactional leadership fully mediate the relationships of EI with PCS, ES, and IS, and were partial mediators between EI and RS. In addition, the partial mediation role of passive-transactional leadership in the relationships of EI with RS and IS were identified, but its mediating effects between PCS and ES were not found. Similarly, owing to the non-significant effects of laissez-faire leadership on dimensions of collaboration satisfaction, this leadership style does not play mediating role in the relationships of EI with four dimensions of collaboration satisfaction. This paper makes contribution to the mediating mechanism research of revised full range leadership model by proposing collaboration satisfaction criteria and EI model in IPD project.
•This study tests the underlining mechanisms between project managers’ emotional intelligence and integrated project collaboration satisfaction.•Emotional intelligence has a positive impact on collaboration satisfaction, leadership styles.•Leadership styles mediate the relationship between emotional intelligence and collaboration satisfaction.
In 2008, the authors published an article in this journal entitled "Seven Strong Claims about Successful School Leadership" (Leithwood, Harris, and Hopkins 2008). The article was based on a major ...literature review that was summarised in a paper published by the National College for School Leadership in England. Both the National College paper and their subsequent article proved to be far more popular than they anticipated and both have been extensively cited over the past 10 years. This article revisits each of the seven claims, summarising what was said about each in the original publications, weighing each of the claims considering recent empirical evidence, and proposing revisions or refinements as warranted.
The present study examines the influence of teachers' demographic characteristics (including school type, teacher age, seniority in education, and school sizeon the school principal leadership styles ...in Bedouin schools in Israel. The evidence was collected from 303 teachers in Bedouin schools in Israel. One-way ANOVA tests of differences in principals' leadership styles according to teachers' demographic characteristics were used. Results indicated that teachers' demographic characteristics significantly affect principals' leadership styles in Bedouin schools in Israel.
In recent years, there has been a significant increase in the awareness of communication and interaction among the vast majority of people from all over the world. The increase in this awareness has ...also caused a change in the understanding of management and leadership. Since ancient philosophers, 'leadership' has been regarded as one of the most important, perhaps even the most important, factor affecting the success or failure of an organization. For this reason, understanding the executive leadership styles will have the potential to contribute to business life in general, as well as providing new intuitions to researchers interested in management science.
Leaders are people who can increase the organizational commitment of employees with their characteristics, management and direction skills and methods. In order for today's organizations to be successful and to continue their existence, the necessity of adopting contemporary leadership approaches as well as classical leadership approaches has emerged. In this direction, the aim of this study is to introduce the leadership styles by scanning the literature and to contribute to the specific areas of knowledge that are missing. This study presents leadership and its definitions, historical review of leadership, leadership theory, leadership styles and general theoretical framework.
National culture is crucial factor that affects leadership and leadership styles of managers in organizations.Beliefs,customs,ideas,conventions,values of country shape behaviors of managers and that ...cause arising leadership styles of managers based on their national culture. Every country has its own belief system,customs,values and ideas therefore different leadership styles are used in various cultures.Such as, autocratic ledership is effectual in particular culture, participative leadership style is more efficient is in another one. For this reason, this study aimed to provide a better comprehension of concept of national culture, models of national culture, leadership,leadership styles.We have done this by clarifying link between national culture and leadership styles of managers in organizations based on previous studies in the literature.
In this research, the authors test a model in which the regulatory focus of employees at work mediates the influence of leadership on employee behavior. In a nationally representative sample of 250 ...workers who responded over 2 time periods, prevention focus mediated the relationship of initiating structure to in-role performance and deviant behavior, whereas promotion focus mediated the relationship of servant leadership to helping and creative behavior. The results indicate that even though initiating structure and servant leadership share some variance in explaining other variables, each leadership style incrementally predicts disparate outcomes after controlling for the other style and dispositional tendencies. A new regulatory focus scale, the Work Regulatory Focus (WRF) Scale, also was developed and initially validated for this study. Implications for the results and the WRF Scale are discussed.
This study aims to explicitly examine the relationship between leadership styles and nurse organizational commitment, providing specific correlations and regression results to enhance readers’ ...understanding of the findings. Nurses’ well-being is significantly influenced by the leadership styles they observe, and effective healthcare leadership is crucial for improving healthcare systems’ efficacy. The study population consists of private hospital nurses from Vellore City, Tamil Nadu, India. Questionnaires were disseminated using Google Forms, resulting in 308 responses, of which 283 ( N = 283) were deemed usable. Nurses self-rated their perceptions of their various managers’ leadership styles using the Multifactor Leadership Questionnaire 5x-short, along with the Three-Component Model (TCM) Employee Commitment Survey and a demographic questionnaire. Descriptive statistics, correlation, and regression were examined using SPSS 26.0. The study’s regression analysis found significant links between leadership styles and various types of commitment among nurses. Specifically, the results show that transformational (TRF) and laissez-faire (LF) leadership styles positively impacted affective commitment. TRF had a stronger influence (TRF: β = .938, p < .001; LF: β = .580, p < .001). The findings also indicate that TRF and LF styles positively influenced normative commitment (TRF: β = .803, p < .001; LF: β = .392, p < .001), while transactional (TRA) leadership had a negative effect on normative commitment (TRA: β = −.308, p = .007). These results provide valuable insights for healthcare organizations looking to increase commitment among their nursing staff by fostering specific leadership styles. This study contributes to nursing and organizational behavior by filling a gap in the current knowledge on the relationship between leadership styles and organizational commitment among nurses. Given the specific obstacles and stresses nurses face in their jobs, understanding how different leadership styles affect their commitment can assist healthcare organizations in better supporting their nursing staff. Healthcare organizations can apply these results by implementing targeted leadership development programs to identify and cultivate leaders with transformational and laissez-faire traits. Additionally, organizations can create a work environment that values autonomy and decision-making, fostering commitment among nurses. Future research could explore the long-term effects of implementing leadership development programs based on the identified effective leadership styles. Additionally, examining the broader implications of these findings for the field of nursing and healthcare management would be valuable for advancing the understanding of organizational commitment among nurses.
Plain Language Summary Leadership styles and organizational commitment This article explores how different leadership styles affect the commitment of nurses to their organizations. The study was conducted among nurses in Vellore City, Tamil Nadu, India. It found that transformational and laissez-faire leadership styles positively influenced nurses’ commitment, while transactional leadership had less impact. The findings suggest that fostering transformational and laissez-faire leadership could improve nurse commitment and overall performance. This has important implications for healthcare organizations aiming to enhance nurse engagement and dedication.
PDF
