Building Leadership Effectiveness This program encourages leaders to develop practices that transform values into action, vision into realities, obstacles into innovations, and risks into rewards. Participants will be introduced to the five practices of exemplary leadership: modeling the way, inspiring a shared vision, challenging the process, enabling others to act, and encouraging the heart Coaching & Communicating for Performance Coaching & Communicating for Performance is a highly interactive program that will give supervisors and managers the opportunity to build skills that will enable them to share expectations and set objectives for employees, provide constructive feedback, more effectively engage in learning conversations, and coaching opportunities. Skillful Conflict Management for Leaders As a leader, it is important to understand conflict and be effective at conflict management because the way conflict is resolved becomes an integral component of our university’s culture. This series of conflict management sessions help leaders learn and put into practice effective strategies for managing conflict.

기독교 사역과 Leadership

The purpose of this paper is to examine the impact of transformational leadership (TL) on employees’ individual performance (IP) through the mediating role of affective commitment (AC). More specifically, it aims to understand how TL relates to employees’ AC, TL relates to employees’ IP, employees’ AC relates to IP and employees’ AC mediates the relationship between TL and employees’ IP.,A total of 476 Turkish healthcare professionals participated in this study. The mediation effect of AC in the relationship between TL and employees’ IP was tested by structural equation modeling.,The results indicate that AC mediates the relationship between TL and employees’ IP. In others words, transformational leaders promote employees’ AC which, in turn, increases their IP.,This study suggests that organizations should select, develop and invest in leaders who adopt a TL style because they build a climate of admiration, loyalty, respect, participation and involvement for employees which will in turn enhance their commitment and performance.,This study responds to calls for research studies to explore the mediating mechanism in the TL process (Judge et al., 2006), as the mediation effects explain the conditions in which TL is related to the favorable outcomes.

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How transformational leadership predicts employees’ affective commitment and performance

Leadership Strategies for Increasing Employee Engagement in the Service Industry by YaVonda M. Ulfig MSM, Indiana Wesleyan University, 2012 BA, Ball State University, 2006 Doctoral Study Submitted in Partial Fulfillment of the Requirements for the Degree of Doctor of Business Administration Walden University April 2019 Abstract Companies lose an average of $1,000 in profit each year for every employee who feels disengaged and uncommitted to the firm’s success. Employee engagement is critical to an organization’s productivity, profitability, and competitive edge. The purpose of this single case study was to explore strategies that business leaders in a service organization use to increase employee engagement and work performance. The conceptual framework for this study was Homans’s social exchange theory. A purposeful sample of 6 company leaders participated in the study based on their success in developing strategies that enhanced employee engagement and performance in an advertising services firm headquartered in Indiana. The study included semistructured interviews to gather indepth information from participants about their successes related to employee engagement. Conducting member checking with participants and triangulating the data with company documents reinforced the validity of the findings. Data analysis involved using a manual and a computer-aided approach to compile the data, disassemble the data into codes, and reassemble the data into themes. Four key themes emerged: leaders offer attractive company benefits, including flexible work arrangements; leaders empower and appreciate employees; leaders provide professional development opportunities; and leaders foster unity through open communication and team building. The implications forCompanies lose an average of $1,000 in profit each year for every employee who feels disengaged and uncommitted to the firm’s success. Employee engagement is critical to an organization’s productivity, profitability, and competitive edge. The purpose of this single case study was to explore strategies that business leaders in a service organization use to increase employee engagement and work performance. The conceptual framework for this study was Homans’s social exchange theory. A purposeful sample of 6 company leaders participated in the study based on their success in developing strategies that enhanced employee engagement and performance in an advertising services firm headquartered in Indiana. The study included semistructured interviews to gather indepth information from participants about their successes related to employee engagement. Conducting member checking with participants and triangulating the data with company documents reinforced the validity of the findings. Data analysis involved using a manual and a computer-aided approach to compile the data, disassemble the data into codes, and reassemble the data into themes. Four key themes emerged: leaders offer attractive company benefits, including flexible work arrangements; leaders empower and appreciate employees; leaders provide professional development opportunities; and leaders foster unity through open communication and team building. The implications for positive social change include the potential to increase employee engagement and performance within firms in the service industry, which can help increase profitability. Higher profitability can enable organizational leaders to financially address social issues such as poverty, which may benefit members of their communities. Leadership Strategies for Increasing Employee Engagement in the Service Industry by YaVonda M. Ulfig MSM, Indiana Wesleyan University, 2012 BA, Ball State University, 2006 Doctoral Study Submitted in Partial Fulfillment of the Requirements for the Degree of Doctor of Business Administration Walden University April 2019 Dedication I dedicate this study to my Lord and Savior, Jesus Christ, who gave me the strength to persevere throughout this journey. I also dedicate this study to my husband, Mark, and my children, Urijah and Anyaliese, whose unconditional love and support have helped make this dream a reality. Acknowledgments I thank each of the company leaders who participated in this study. I also appreciate Dr. Marilyn Simon and Dr. Godwin Igein, whose encouragement and guidance inspired me to keep progressing throughout my doctoral journey. In addition, I acknowledge Dr. Jamie Patterson, Dr. Matthew Knight, and Dr. Neil Mathur for their valuable advice and suggestions. Finally, I am grateful for the continued support of my colleagues, friends, and family, who provided words of encouragement each step of the way.

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Leadership Strategies for Increasing Employee Engagement in the Service Industry

Leading and communicating transformational change: A case study of a higher education institution in UAE

Successful Strategies for Reducing Employee Turnover in the Restaurant Industry

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Leadership, job satisfaction, organizational commitment and trust have become important processes for an organization in recent years. One of the contemporary human resource management functions in the organizations involves engaging in leadership development, improving organizational trust and organizational commitment and increasing job satisfaction. This research is conducted with an intention to investigate the impact of components pertains to transformational leadership (TL) by exercising dilemmas as employee (satisfaction & commitment), being engaged in Islamic banking sector; whereas TL components like; idealized influence (II), inspiration motivation (IM), intellectual stimulation (IS) and individualized consideration (IC) were taken into consideration. A two stage cluster sampling design is used for the selection of sample from 5 Islamic banks of Pakistan from Gujranwala division having 56 branches. 319 employees of 25 branches are used and information is collected through structured questionnaire having 26 items on likert scale of 5 point. The factor analysis, structural equation modeling, group mean comparison and discriminant analysis is used for the data analysis. Findings of study reveal that TL components have significant influence with respect to job satisfaction along with organizational commitment of employees. Contribution of this study is towards both administrative and managerial scenarios’, yet senior management need to focus on core components of TL while designing the policies for the strategic implementation. Furthermore, this investigation was conducted in only one country having unstable economic and political affairs that effect individuals’ moods, added inquiries needs to be conducted in better economic conditions for research exploration perspectives.

https://www.econstor.eu/bitstream/10419/188286/1/pjcss363.pdf

Waqas Umer Malik

Papers

Influence of transformational leadership components on job satisfaction and organizational commitment