The Principal Leadership Style of Madrasah Ibdaiyah in the Views of Structural-Functionalism Analysis

The principal of madrasah Ibtidaiyah (Islamic elementary school) has an important role to maintain a balance both academic and social roles, due to his/ her duty as a policy maker. Accordingly, the principal leadership style of madrasah is a main factor to realize school’s vision dan mission. This study is aimed at analyzing the principal leadership style of Madrasah Ibtidaiyah in structural-functionalism analysis approach as an effort to improve teacher’s discipline. The method of this study is explorative descriptive qualitative method. The samples are some teachers (the principal of madrasah ibtidaiyah, three classroom teachers, and one administrative staff), and some students. The data are collected using observation, in-depth interview and documentation. The finding of this research is that the principal leadership style of madrasah ibtidaiyah has been implemented with situational leadership style which is relevant to Parsons’s structural-functionalism theory. The principal of madrasah positions himself not only as a policy maker but also a facilitator and a mediator to his subordinates. In this case, he puts social awareness forward and emotional/situation and condition to create a comfortable psychology of workers

Critical Review in Computer Science: Identification of the Relationship of the Social and Human Factors Related to Teamwork with Software Development Team’s Productivity

This research aims to explore crucial matters related to software development team collaboration that affects productivity. The collaboration component will be discussed in this research including attitude competencies, skill competencies, and knowledge competencies. The results of this study indicate that the components and relationships and human factors influence the productivity of the software development team

Developing Intellectual Capital in Professional Service Firms Using High Performance Work Practices as Toolkit

The role of Professional Service Firms (PSFs) has always been crucial in the development of knowledge economies. The effectiveness of these firms is highly attributed to the knowledge capabilities and skills embedded in its human resources and how effectively these resources are utilized in the optimal benefit of the firm. Owing to the ever-increasing growth of the services sector globally, it’s critical for the PSFs to gain in-depth awareness on the application of High-Performance-Work-Practices (HPWPs) so as to continually maintain quality of their services to the clients. However, the mechanism for systematically managing and implementing these practices in intellectual capital context is still not fully developed. This research, therefore, theoretically investigates and suggests a linkage mechanism on how Strategic HR practices (HPWPs) via (Ability, Motivation and Opportunity)-enhancing bundles stimulate intellectual capital development in professional service firms. By presenting a conceptual framework, this study offers practically meaningful insights to the managers in the service firms on how to implement these practices for effectively meeting client needs and sustaining a competitive advantage

Interaction between the knowledge sharing on innovation behavior based on the viewpoint of team diversity: empirical research from China

[[abstract]]In the rapidly changing and challenging environment, the possession of continuous innovation ability is primary for organizations in high-tech industry, which have to constantly apply innovation to maintain and enhance the effectiveness, create corporate value, and pursue organizational excellence so as to promote the competitive advantage for enterprise growth and survival. For organizations toady, work teams are the basic units to complete tasks. A lot of management activities are mostly preceded with teams, relying on the mutual cooperation among members. Besides, team interaction and communication could effectively enhance team performance and organizational performance. Aiming at supervisors and employees of high-tech industry in Fujian Province, total 520 copies of questionnaire are distributed, and 351 valid copies are retrieved, with the retrieval rate 68%. The research results show that 1.team diversity presents positive and significant effects on knowledge sharing, 2.knowledge sharing shows positive and remarkable effects on innovation behavior, and 3.team diversity reveals positive effects on innovation behavior. According to the results, suggestions are proposed, expecting to stimulate team innovation behaviors for high-tech industry applying different value, experience, and professional knowledge of team members.[[notice]]補正完

Leadership styles in projects : current trends and future opportunities

Currently, many organisations experience challenges as a result of uncertainty, fast-changing environments, globalisation, and increasingly complex work tasks. In order to adapt to these challenges, a shift in leadership style may be needed. Traditionally, leadership has been seen as a vertical relationship (top-down influence). For a number of decades, this vertical leadership model has been the principal one in the leadership field; but lately, shared and balanced leadership have gained importance, especially in the project management literature. This theoretical study highlights some differences between ‘leadership’ and ‘management’, and explores current trends in the leadership literature. It especially focuses on vertical, shared, and balanced leadership in project management, and identifies future opportunities for research.Baie organisasies ervaar vandag uitdagings as gevolg van onsekerheid, vinnig-veranderende omgewings, globalisering, en toenemend komplekse werkstake. ’n Verskuiwing in leierskapstyl mag nodig wees om aan te pas by hierdie uitdagings. Tradisioneel was leierskap gesien as ’n vertikale verhouding (bo-na-onder invloed), en hierdie vertikale leierskapsmodel was die vernaamste een in die leierskapsveld vir baie jare. Gedeelde en gebalanseerde leierskap het onlangs begin om belangrik te word, veral in die projekbestuursliteratuur. Hierdie teoretiese studie bespreek sommige verskille tussen leierskap en bestuur, en ondersoek die onlangse rigtings in die leierskapsliteratuur. Dit fokus veral op vertikale, gedeelde, en gebalanseerde leierskap in projekbestuur, en identifiseer toekomstige geleenthede vir navorsing.Presented at the 29th annual conference of the Southern African Institute for Industrial Engineering (SAIIE), held from 24-26 October 2018 in Stellenbosch, South Africahttp://sajie.journals.ac.zaam2019Graduate School of Technology Management (GSTM

Balancing person-centric and team-centric leadership in projects

Final Report of the PMiI Sponsored Research Gran

A shared leadership framework based on boundary spanners in megaprojects

Purpose Megaprojects present an intricated pattern of leadership activities, which evolve over their planning and delivery and comprises several stakeholders. A framework is useful to navigate this complexity; it allows to identify and cluster the key elements. This paper aims to introduce a novel framework based on boundary spanners to describe the structural pattern of shared leadership in megaprojects. Design/methodology/approach A systematic literature review about boundary spanning and shared leadership is used to identify and cluster the key elements of shared leadership in megaprojects. The systematic literature review provides a rich theoretical background to develop the novel shared leadership framework based on boundary spanners. Findings There are three key dimensions characterizing shared leadership topology in megaprojects: stakeholders, boundary spanning leadership roles and project phases. The novel framework shows how project leadership dynamically transfers among different stakeholders, showing the importance of shared leadership as a leadership paradigm in megaprojects. Research limitations/implications The novel framework epitomizes shared leadership in megaprojects by exploring its antecedents with social network metrics. This paper stresses that shared leadership is the envisaged form of leadership in megaprojects. By modeling complex project leadership in a simple, yet effective way, the framework fosters critical thinking for future research. The modeling introduced by this framework would also benefit practitioners in charge of megaprojects. Originality/value The paper moves the project leadership research to the network-level by taking boundary spanners as shared leadership roles in megaprojects. It shows how shared leadership is a valuable management tool for planning and delivery megaprojects

Exploring relational connections and the emergence of shared leadership in experiential agencies

This exploratory and cross-sectional study focussed on the specific setting of experiential event agencies and explored leadership through the lens of the ‘post-heroic’ leadership theories, in particular the theory of shared leadership. Adopting a social constructionist perspective, the investigation took the form of a collective case study, using a constructionist grounded theory approach to guide the data collection, analysis and theory development. The research explores the way in which leadership is shared among team members within three experiential event agencies. Despite the growing body of research which indicates that shared leadership has a positive effect on team performance and team effectiveness, there has yet to have been any research that explores the conditions which enable shared leadership to be practiced in the context of cross functional, interdependent, project based teams such as those found in experiential agencies. This, coupled with the lack of empirical research around the form and function of the leadership within the event industry, forms the background to this research. This thesis addresses these gaps in knowledge by identifying which conditions of work enable shared leadership to become a useful process in project based event organisations. The study therefore responds to the following overarching question: ‘How is leadership shared in an experiential agency?’ The analysis of the data collected from the three case studies resulted in the emergence of a new theory of relational connections and the emergence of shared leadership. The theory suggests that shared leadership develops through relational connections within organisations, and demonstrates that the relationships between individuals within these organisations are the cornerstone of effective participation in shared leadership. This research is the first to closely examine the nature of workplace 5 relationships in the context of shared leadership and, in particular, it has illuminated how these connections are constructed through a sense of belonging in the workplace and trust between team members. The developed theory therefore reveals the dynamics that underpin shared leadership and gives a clear understanding of how these relational connections are constructed. In doing so, it indicates that shared leadership is an influence process that emerges from interactions, and resides in the relationships that exist in work groups. This study has therefore engaged with the complex – and topical - problems of how shared leadership emerges and the processes of leadership within experiential agencies, and has provided new empirical material which is important from both theoretical and practical perspectives