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1.
Abstract As afield of study, company leadership can be examined from many angles. In this paper our aim is to study leadership in the way it effects change. The qualitative value of the information compiled is considerable since it helps to understand the grounds on which the success of the directors who effected change of the Spanish media market was based. The interviews afford us a closer look at the minds of the leading players in action. The cases analysed show that, in media companies, radical transformations do not come about without the existence of one or several leaders, capable of mobilising the organisation where they work. Through the literature review, the companies'internal documentation and interviews with the directors we have been able to demonstrate that our hypotheses on leadership are not only reasonable but also help to explain, to a great extent, the profound transformations which the Spanish media market has undergone in the last 25 years. 相似文献
2.
Maggie Farrell 《图书馆管理杂志》2017,57(2):215-222
Time management is an essential component of leadership. Leaders need to develop strategies to maximize time in order to achieve personal and organizational goals. While there are numerous time saving methods, leaders will need to test and determine which patterns are most effective for their personal style. There are some organizational strategies that will benefit the individual leader as well the organization such as planning, goal setting, delegation, decision authority, and work life balance. By managing time, the leader is accounting for the important commodity of time within an organization. 相似文献
3.
《Communication monographs》2012,79(2):152-154
The need to adapt behaviors appropriately to situational constraints and particular members is one aspect of leadership that has received minimal attention from previous research. This study examined the distributional structures of leaders' comments in discussions with differing purposes in an attempt to determine whether leaders adapt their oral behaviors to meet varying goals and to compensate for failures in previous meetings. It was concluded that leaders do adapt oral behaviors to achieve objectives and in response to past failures. This finding suggests that a broad repertoire of possible behaviors is important for successful leaders who find themselves in a variety of discussional situations with divergent goals, members, and constraints. 相似文献
4.
Jason Martin 《图书馆管理杂志》2013,53(3):266-284
ABSTRACTTransformational leadership is highly correlated with effective organizations and successful change, yet few studies of this leadership style exist in the library literature. This study examined perceptions of transformational traits in academic library leaders. The study asked academic librarians at 4 year institutions to rate their library's leadership using the Multifactor Leadership Questionnaire. While the librarians perceived their library leaders to be more transformational than transactional, the mean score for transformational leadership was middling, as were the scores for each of the transformational components. This could indicate a lack of change readiness in these libraries. 相似文献
5.
Karl Bridges 《图书馆管理杂志》2013,53(6):656-662
AbstractOur guest columnist is Karl Bridges who has served in a variety of leadership roles in academic libraries. I have gotten to know Karl over the past few years as he was asked to serve in an interim dean role and then hired into the permanent dean positions. At the time, I was at the University of Wyoming and serving as a leader in sparsely populated state where everyone knows your name. Western leaders have to form a tight bond – there are fewer of us and the distances are great. But regardless of geographical situations, leaders need and depend on peer networks that provide a safe space for frank conversations and sharing ideas that help all libraries achieve their goals. Karl has dealt with changing university leadership, library transformations, and dire budget situations. Well, pretty much what every library leader must face. Despite these challenges, library leaders have an opportunity to make a real difference. Karl draws upon his years of experience to provide a thought piece about library leadership noting the complexity, the importance of leadership, and the real joy of making a difference in someone’s life. I hope you enjoy this raw look at leadership and that it reminds you of the purpose of leadership. 相似文献
6.
Maggie Farrell 《图书馆管理杂志》2017,57(4):436-443
Leadership calls for the ability to work well with people, communicate with stakeholders, participate in and lead meetings, and often public speaking. As a leader advances within an organization, expectations increase for the individual to engage with others as leaders spend more time working with colleagues and stakeholders to advance the organization. These expectations tend to favor extroverts in leadership roles but organizations may overlook the strengths of introverts as leaders losing out on the potential for effective management. An understanding of the strengths and weaknesses of personality types will help individuals as well as organizations in developing leadership in order to achieve organizational goals. 相似文献
7.
The life of knowledge workers in the information age is enwrapped in both uncertainty and opportunity. Organizations have faced ill-defined times by placing their confidence in the ability of digitally literate workers. We explored how social media communicators navigate the role stressors of this recently developed organizational position. The qualitative results revealed communicators struggled with and managed role ambiguity by relying on outside social media experts and Web analytics. A separate international quantitative survey of social communicators showed organizational leadership and social media self-development activities diminished levels of perceived ambiguity. The implications of this research suggest that organizational leaders possess minimal authority and influence in defining the role of knowledge workers. 相似文献
8.
《Government Information Quarterly》2019,36(4):101391
This study uses diffusion of innovation theory to determine the relationship between transformational leadership and employee innovation via the mediation of organisational learning and knowledge sharing, as well as to examine the moderating role of social media use. A total of 375 employees and supervisors were recruited via random sampling from 89 municipal committees (one of the tiers of local government organisations) in Pakistan. Results indicate that transformational leadership has a positive impact on organisational learning and knowledge sharing. Similarly, organisational learning and knowledge sharing have a significant impact on employee innovation. Likewise, transformational leadership indirectly influenced employee innovation via organisational learning and knowledge sharing. Surprisingly, the moderating influence of social media use on the relationship between organisational learning and employee innovation proved insignificant. However, social media use had a significant effect on the relationship between knowledge sharing and employee innovation. This study provides informative insights by demonstrating that public sector leaders undertaking the transformational role and encouraging followers to use organisational learning, knowledge sharing and social media can help facilitate employee innovation in the public sector. 相似文献
9.
Explicating and measuring opinion leadership continues to bean important theoretical topic, as personal influence and interpersonaldiscussion are widely recognized as shaping public opinion andpolitical behavior. However, the concept of opinion leadershiparose out of empirical research conducted primarily within theUSA. Whether it may be applied to other national contexts remainsto be fully explicated. Furthermore, media information-seekingbehaviors of opinion leaders, such as newspaper use or televisionexposure, seem to be culturally contingent based upon the scantcross-national research to date. This paper examines the ecologicaland constructive validity of the engagement model of the opinionleadership developed within the USA. Employing the EuropeanSocial Survey, I apply this model to fifteen European nationsto assess its validity and explore how media information-seekingbehaviors of opinion leaders may vary across national contexts.The findings suggest that the model may be most valid in WesternEuropean nations. Furthermore, the media use and behaviors ofopinion leaders vary greatly across nations in Europe, thoughlevels of interpersonal political discussion and specific individualsocio-psychological traits do not. 相似文献
10.
TV reporters in Taiwan often encounter accidents during regular assignment runs, which may be a significant factor that increases their intentions to leave their job. Occupational hazard has always been ignored by news media organizations. Recent research has shown that a positive organizational safety climate may improve safety-related issues. To build on previous research conducted, this study investigates the moderating effect of safety climate between safety leadership and turnover intentions. This research collected 268 valid samples with an 89% response rate. Using the hierarchical linear model, results show that the transformational leadership style is negatively related to turnover intentions and the passive leadership style is positively related. Moreover, the moderation tests found a negative relationship between the interaction of passive leadership and safety and employees' turnover intentions. This implies that when reporters are working in a positive safety climate environment, their turnover intentions will be significantly lower. On the contrary, the positive moderating effect of safety climate on the relationship between transformational leadership and turnover intention is not significant. 相似文献
11.
This study focuses on the communication style of transformational leaders. Seven different communication styles were established and labeled: emotionally intelligent, impatient, controlled, insecure, avoiding, dominating, and transparent. Responses from 216 Finnish CEOs indicate that certain communication styles are connected with transformational leadership, including the emotionally intelligent, the transparent, and the controlled styles. 相似文献
12.
Michael W. Kramer 《Journal of Applied Communication Research》2013,41(2):141-162
In contrast to research in which an individual leader is assigned or expected to emerge, musical theater productions provide an opportunity to explore how leadership is shared among the director, assistant director, music director, choreographer, and stage manager in a naturally occurring group. This ethnographic study explores how one community theater group managed the sharing of leadership roles when the primary director assumed a passive or ineffective role. The study explores the communication and affective responses of the secondary leaders and cast members when they perceived that the primary leadership failed to function and then examines how secondary leaders and cast members communicated to share the leadership to produce successful theatrical performances. The results have implications for other groups with shared leadership structures. 相似文献
13.
Michael W. Kramer 《Journal of Applied Communication Research》2006,34(2):141-162
In contrast to research in which an individual leader is assigned or expected to emerge, musical theater productions provide an opportunity to explore how leadership is shared among the director, assistant director, music director, choreographer, and stage manager in a naturally occurring group. This ethnographic study explores how one community theater group managed the sharing of leadership roles when the primary director assumed a passive or ineffective role. The study explores the communication and affective responses of the secondary leaders and cast members when they perceived that the primary leadership failed to function and then examines how secondary leaders and cast members communicated to share the leadership to produce successful theatrical performances. The results have implications for other groups with shared leadership structures. 相似文献
14.
《The Reference Librarian》2013,54(81):59-69
Abstract In 1991, Joseph C. Rost published Leadership for the 21st Century (Praeger) in which he presented a definition of leadership that focused on the influence relationship among leaders and followers rather than on the traits of the leader or the functions of leadership. Rost's model is useful for academic reference leaders who usually head a group of professionals who are involved in a variety of responsibilities that require them to be leaders. This article applies Rost's theories to academic reference leadership and explores a model that will provide for better job satisfaction for librarians and improved services to library users. 相似文献
15.
《The Journal of Academic Librarianship》2023,49(3):102677
Academic libraries are experiencing significant changes, and leadership plays an essential role in successfully implementing those changes. The study analyzed the leadership practices in academic libraries in Pakistan's twin cities (Islamabad and Rawalpindi). Another important purpose of the study was to shed light on the adopted practices in decision-making and motivating staff. The qualitative research approach was used to achieve the objectives. A structured interview method was employed to collect data from twenty chief librarians or directors of university libraries in Rawalpindi and Islamabad (twin cities). A purposive sampling technique was used. Open-ended questions were used to collect the data by considering the research objectives. The consent was taken from the selected LIS professionals as prior permission for the interview. NVivo was used to analyze the data, which was then presented using thematic content analysis. The findings revealed that most university library leaders were practising and following the participatory leadership style, also known as democratic leadership.The study will create awareness among academic professionals about the adopted leadership styles and practices and the benefits that can be obtained by implementing them. It will also attract the attention of associated bodies towards this dilemma and result in a positive initiative to build leadership skills in LIS professionals. To our knowledge, no prior study has been conducted to analyze the leadership practices in academic libraries in the Twin Cities, Pakistan. This study will fill that niche. 相似文献
16.
This study revealed the ways that student leaders make sense of their approaches to leadership in African student organizations in the United States. Seven leaders of recognized African student organizations in universities from the Midwest, Pacific Northwest, and the South took part in interviews. Discourse analysis of interview data revealed the complexity of leadership discourses and practices in a postcolonial context in showing that African student organizational leadership (a) proceeds through the accommodation and resistance to dominant Western organizational and/or colonial discourses and (b) enables leaders to make sense of theirs and their organizations’ identities in the context of discourses that marginalize African forms of cultural expression. 相似文献
17.
Shannon Sampert 《Journalism Practice》2014,8(3):279-294
What is the effect on media coverage of politics when political actors conform to market aspects of media logic by “jumping the shark”—staging dramatic political events to fit the demands of the media—thus reflecting what Strömbäck characterizes as the fourth phase of mediatization? Our paper answers this question with a large-scale, longitudinal analysis of how The Globe and Mail, Canada's leading national newspaper, covered 13 Canadian party leadership contests held between 1975 and 2012. We analyzed changes in the amount and style of reporting over the course of this 37-year time period, finding that the Globe has provided less coverage of party leadership competitions overall. The diminishing number of stories printed on the subject increasingly feature opinion writing, photos, combative language and the elevation of the individual candidate over the party organization. Our findings support a key element of the mediatization thesis: the shift from political logic to media logic as an organizing principle for political communications. 相似文献
18.
This study explored whether organizational leaders recognize humor as part of their management style and how compatible the leaders ‘ humor strategy is with their overall communication style. Results reveal that leaders use more pro‐social humor than anti‐social humor in the workplace. Several relationships between the emotional aspects of humor production and the communicator style constructs indicate that leaders use humor as a socially acceptable communication technique to control groups and enhance their own communicator image. 相似文献
19.
This study analyzes Boston Mayor Thomas Menino’s rhetoric via Twitter following the Boston Marathon Bombing, exploring how a leader engaged in crisis communication using social media. Guided by restorative rhetoric, we examine how Menino included strategic communication (alleviate risk and restore public safety) and humanistic communication (focusing on the more substantive issues of crisis leadership) in his tweets. Our analysis is grounded in the five tenets of restorative rhetoric as a theoretical lens: initial reaction; assessment of the crisis; issues of blame; healing and forgiveness; and corrective action and rebuilding through a rhetorical vision. The findings demonstrate the utility of social media in aiding leaders as they provide critical information and guidance amid high uncertainty while also initiating the healing process, including fostering resilience. 相似文献
20.
Ginny Barnes 《Public Library Quarterly》2013,32(1):58-63
In this article, workplace communications and training consultant Ginny Barnes highlights the workplace tensions as Generation Y young adults replace their baby‐Boomer parents on the job. The author points out that Gen Y staff bring different expectations to the workplace. These young people are, for example, cynical about current leadership and want to be able to trust their workplace leaders; they need parent‐style coaches to help them face the intractable problems that always show up in the workplace; and they are more expert at electronic than interpersonal communication. Barnes says that Gen Y'ers can become good workers but only with some innovative management efforts to help make them so. 相似文献