Kantanen, K., Kaunonen, M., Helminen, M., & Suominen, T. (2017). Leadership and management competencies of head nurses and directors of nursing in Finnish social and health care. Journal of Research in Nursing, 22(3), 228–244. Web.
The article is devoted to head nurses’ leadership and management competencies and directors of nursing in social and health care. Successful managers in nursing are those people who are talented and are able to make contributions. But nursing leadership and management competencies are not studied profoundly. Thus, the authors decided to gather data from 1025 nurses and their directors by electronic questionnaire. Both groups assessed their leadership and management competencies to be decent and “their general competence to be better than their special competence.” On the other hand, senior nurses had more in-depth knowledge of general competencies, professional competence, and trust, as well as in specific areas of expertise about substances than nursing directors. However, the overall leadership and management competencies were good for both groups, each identified areas that could be further developed. The article can be applied to the final project in a way that demonstrates the differences in various groups.
Jamieson, M.V. & Donald, J. (2020). Building the engineering mindset: Developing leadership and management competencies in the engineering curriculum. Proceedings of the Canadian Engineering Education Association (CEEA), 2020.
In this article, the authors explore the formation of engineering thinking from the point of view of developing exceptional leadership and managerial competencies to guide and support traditional technical competencies. They are represented as the main focus of undergraduate engineering programs. The knowledge base on engineering, science, and design is developed within the framework of most engineering programs. Mathematics and natural sciences are carefully studied from the first year of the Faculty of Engineering to ensure technical competence by graduation. The authors claim that engineers must learn leadership and management competencies because they have to address complex issues that their teams face. They also attempt to solve the problem between the specialists’ decision making and authority – two concepts which are typically confused. This article is helpful for identifying how such strategies are implemented in a different field – engineering. It is also useful for comparing how management and leadership competencies are expressed in different areas.
Weerakit, Nareeya & Beeton, R. (2018). Leadership competencies for hospitality management staff in Thailand. Journal of Human Resources in Hospitality & Tourism, 17, 1-26. Web.
This study explores the significant factors affecting leadership in the hospitality industry of Thailand. The country is guest-oriented and needs genuine managers who can ensure their teams work efficiently. The study results demonstrate that business managers in Thailand must primarily obtain interpersonal communication skills since they are essential for every hotel representative. The importance of leadership competence levels was significantly influenced by age, managerial experience, and types of hotel management. Several existing studies of hotel management competencies in Thailand have been combined with the results of the current research to offer a structure of leadership competencies further to develop Thai as the international competitive hospitality industry. This research helps to trace the major trend in the chosen competencies. The majority of studies come down to the primary idea – a leader should be communicatively skilled to be successful. As a result, this research can serve as a basis for tracking how leadership and management abilities change over time. Ultimately, it has a great theoretical foundation which can be used for my research.
Arikkök, M. (2017). New trends in leadership and management. KAJAANI University of Applied Sciences, 1-29.
The article suggests the description of the most common management and leadership styles’ evolution over time. What is more, there is a review of underlying reasons for choosing a particular type, as well as the potential outcomes of such a choice. Additionally, the author provides real-life examples of leaders and organizations they rule and how their behavior affects revenue and performance. By introducing the management models, the author differentiates four main types, which are currently the most applicable among managers. Leadership styles are described in a concise manner since the researcher pays attention to the predominant type – transformational. This study can be used as a solid theoretical basis for this research. It proves the necessity of being aware of modern leadership and management tendencies. The material is also helpful for learning on the matter of combining and managing different generations in one workplace. The references base is decent in terms of peer-reviewed and secondary sources, which can be further utilized in my paper.
Hoogeboom, M., & Wilderom, C. (2019). Advancing the transformational–transactional model of effective leadership: Integrating two classic leadership models with a video-based method. Journal of Leadership Studies, 13, 23-46. Web.
The current empirical study demonstrates that the predictive validity of the “transformational-transactional” leadership model by Bass can be increased by compiling specific features of the older Ohio leadership model named “initiating structure-consideration.” A precise, detailed method based on the video shows that the behavior of the “initiating structure” (for example, leadership, informing, structuring) better explains the differences in the efficacy of the leader and the team than the “transactional behavior.” As a result, an updated version of Bass’s thesis on reinforcement is supported. The behavior of the initiating structure (and not transactional behavior, as initially assumed) in combination with the transformational behavior of the leader is associated with more excellent leader performance. Another limiting effect of transformational leadership is identified: between the activity of management on an exceptional basis and the team’s productivity. The resulting expanded version of the transformational-transactional model requires further study of effective (team) leadership behavior based on the video. This study can be used as proof that several models can be combined in order to gain more profit and boost performance.
Jiang, Lan & Alexakis, George. (2017). Comparing students’ and managers’ perceptions of essential entry- level management competencies in the hospitality industry: An empirical study. The Journal of Hospitality Leisure Sport and Tourism, 20, 32-46. Web.
The authors of this article raised the ever-lasting issue of higher education’s relation to the demand for graduates for the industry, combined with the growing attention to the results of business school programs. The research has revealed the experience and abilities employers are most looking for when conducting job interviews with entry-level managers in the hotel management industry. The researchers compared the obtained results with students’ understanding of the industry’s most significant manager’s competencies. Several tests and regression analyses revealed results indicating that managers and students perceive entry-level managerial competencies differently. The study suggests future practical recommendations for determining graduates’ most critical managerial competencies for making changes to the curriculum. The material indicated in the survey provides decent comparative analysis, which can be further implemented for studying the same competencies within the context of the hospitality industry of different countries. It is beneficial that the authors provide recommendations on how to dissipate the concern about the perception of managerial competencies among graduates and managers.
Zheng, Junwei & Guangdong, Wu & Xie, Hongtao & Hongyang, Li. (2019). Leadership, organizational culture, and innovative behavior in construction projects: The perspective of behavior-value congruence. International Journal of Managing Projects in Business, 12, 888-918. Web.
This article aims to study the joint influence of leadership styles and organizational culture on the innovative behavior of project participants in the conditions of construction projects. The high correspondence was established, indicating that leadership styles and corporate culture influence the behavior of project participants. In addition, the organization’s harmony is ensured when several leadership behaviors are combined and correspond to employees’ innovative ideas. The results obtained could be further studied with the help of multi-source or longitudinal, more systematic studies. Moreover, the findings emphasize the critical role played by the conformity of the values of the leaders of organizations in motivating employees to innovate in project organizations. It is one of the first researches to explore how leadership styles and corporate culture create innovative conduct within the framework of fit-theory. Hence, the study’s findings can serve as a basis for identifying the congruence between the mentioned factors. Ultimately, it provides the original data implying that the field is understudied and demands more profound research.
Gochhayat, J., Giri, V. N., & Suar, D. (2017). Influence of organizational culture on organizational effectiveness: The mediating role of organizational communication. Global Business Review, 18(3), 691-702. Web.
The cultural background of a country typically foresees organizational effectiveness (OE). The presented article discovers the effect of either a solid or weak corporate culture on Indian technical education. It is curious how the context of the organization’s culture affects a specific field of activity. The authors determine the organizational communication (OCM) and its intermediary role in the company. 167 heads of engineering and management schools and 334 of their subordinates took part in the research; all the participants were given the questionnaire. The results show that organizations with a strong culture work more productively than those with weakened culture. The influence of organizational culture is manifested in institutional efficiency via communication. Consequently, higher education institutions need must pay attention to intensifying corporate communication and culture in order to boost their performance. This study can be used for my research to prove that OE is highly dependent on the organization’s culture, values, and mission. Additionally, there is evidence extracted as a result of the experiment, which can help prove that these factors are interconnected.
Maamari, B. E., & Saheb, A. (2018). How organizational culture and leadership style affect employees’ performance of genders. International Journal of Organizational Analysis, 26(4), 630-651. Web.
This study’s goal is to emphasize the indispensability of corporate culture for a leader’s style and its further influence on team productivity. It examines the leaders from the Middle East from numerous firms. The findings of the research display besides organizational concepts of diversity, acceptance, and adjustment, the managers must insist their employees improve their skills and knowledge. Firstly, the development of remuneration programs that would be attractive enough for both sexes should be a management priority and the creation and maintenance of a robust organizational culture. The research studies the proposed model in a new environment, which is originated from an old-fashioned paternalistic model of manager’s behavior. In the previous pattern, the changes were implemented slowly. This article would be applicable to my research in terms of finding an approach to address organizational culture and its influence on workers’ behavior. In addition, the chosen sample is curious to explore since their views are drastically different from the rest of the world.
Paais, M., & Pattiruhu, J. (2020). Effect of motivation, leadership, and organizational culture on satisfaction and employee performance. The Journal of Asian Finance, Economics and Business, 7, 577-588. Web.
The study resorts to using empirical methods as a primary tool for exploring the influence of motivation, leadership, and organizational culture on job satisfaction and workers’ productivity in Indonesia. This research aims to provide a critical review for scientists interested in human resource management (HRM). The method of proportional stratified random sampling was chosen for selecting the participants. The data from 155 employees were gathered using a questionnaire. The findings obtained from the collected data demonstrated a significant impact on productivity caused by work motivation and organizational culture. On the other hand, it did not have any positive influence on employees’ job satisfaction. Although leadership significantly impacts employee job satisfaction, it does not affect productivity. The authors provide recommendations regarding the boost of job satisfaction. For example, it is vital to enhance motivation alongside leaders’ behavior and corporate structure. It was proved that once the level of job satisfaction improves, the performance grows as well. Hence, this article vividly shows the interdependence of these factors and provides practical advice on how to increase these indicators.