Democratic Leadership Style

Leadership is an important aspect as it usually enables the employees of the organizations to work efficiently and effectively. The current study assesses the relationship between leadership style(s) and the performance of employees working in the banking sector of the United Arab Emirates (UAE). This quantitative study is conducted with a sample of 200 employees from 5 different banking institutions of the UAE using simple random sampling techniques. SPSS version 21 was used to analyze the data. The results highlighted that democratic and transformational leadership have a significant positive relationship with the performance of employees with a p-value of 0.00, P<0.05. The Cronbach's alpha was measured between the ranges of 0.7 to 0.8 which is an acceptable range. It is proven that democratic leadership and transformational leadership styles are significant for the banking sector which helps to achieve its goals and enhance the performance of employees. Kepemimpinan adalah aspek penting organisasi karena biasanya memungkinkan karyawan bekerja secara efisien dan efektif. Sekarang studi ini menilai hubungan antara gaya kepemimpinan dan kinerja karyawan yang bekerja di sektor perbankan Uni Emirat Arab (UEA). Penelitian kuantitatif ini dilakukan dengan sampel 200 karyawan dari 5 lembaga perbankan berbeda di UAE menggunakan teknik pengambilan sampel acak sederhana. SPSS versi 21 digunakan untuk menganalisis data. Hasilnya menggarisbawahi bahwa demokrasi dan kepemimpinan transformasional memiliki hubungan positif yang signifikan dengan kinerja karyawan, dengan nilai p 0,00, P <0,05. Alfa Cronbach diukur antara kisaran 0,7 hingga 0,8 yang merupakan rentang yang dapat diterima. Terbukti bahwa kepemimpinan yang demokratis dan gaya kepemimpinan transformasional sangat penting bagi sektor perbankan, yang membantu mencapai tujuannya dan meningkatkan kinerja karyawan.

Organizational Communication is part of the Public relations field which focuses on internal communication relationships in the work sphere, to create a harmonic bond, with the end result that brings the organization to its goal, such as increase in productivity. In an organization an employee is the eminent source or asset of corporate sustainability. With postive support from employees as one of sources which is a part of the organization, then the organization will grow and achieve its goals. The research was conducted at Paybill Indonesia which is the world’s leading company engaged in consultancy services in communication and public relations field. This research is correlational the purpose of the research to find out if there is a impact between democratic leadership and employee motivation in Paybill Indonesia. Statistics technique used in the research was Pearson Product Moment which was developed by Karl Pearson to analyze the data on the impact between 2 variables.

This study examined perceptions of differing leadership styles in the Greek Orthodox Metropolis of New Jersey to determine if a preferred pastoral leadership style exists.  One hundred and thirteen randomly selected participants were administered the Vannsimpco Leadership Survey (VLS), which assesses nine leadership styles and hybrid combinations of leadership styles.  Data analysis revealed there were statistical differences among the leadership style groups (F [8, 1008] = 62.96, p < .01). Transformational (M = 4.47), Democratic-Transformational (M = 4.24), and Democratic (M = 4.09) leadership style groups had the highest means in the results of the independent samples t-tests.  There were no significant differences noted between the clergy, ministry leaders, and other laypersons’, non-clergy members of the Church, perceptions of leadership style groups.

The article is a response to a recent essay by L. Habuda (2012), where he argues that the nature of leadership is essentially antidemocratic. A scrutinize analysis of this article is conducted and the Author draws a conclusion, that—in some cases—leadership can be actually fostering democratic process.

Changes in the landscape of arts management—the realities imposed by the art world, by funding dynamics, political vicissitudes, and public perceptions about the arts—create conflicts that “complicate leadership and decision making” posing challenges for arts organizations (Cray, Inglis, and Freeman 2007, 295) both for those at the helm as CEOs, and for Boards of Directors.
Mulcahy (2003) suggests that movements in the arts industries have reshaped organizational leaders’ roles to become much more entrepreneurial than in the past. While it is certain that arts leaders’ roles have changed tremendously over the last century, I am among those who argue that the transfer of business models into the non-profit, arts management sector may impede appropriate change and, in some cases encourages a leadership mindset at odds with an organization’s core duties. For example, while entrepreneurship as a leadership strategy has lately received a great deal of attention in non-profit arts management, it is not clear that entrepreneurial thinking leads to more effective management of arts enterprises, or that it serves such aims as long-term financial stability. A significant problem in making such a determination is that arts management literature rarely examines leadership and management functions (Cray, Inglis and Freeman 2007; Evrard and Colbert 2000) nor effectively tests entrepreneurial and other business models against other contenders. The “majority of these studies represent the loose application of concepts from other disciplines” (Cray, Inglis and Freeman, 297). In fact, one can no more than conjecture that management principles, strategies, and methods translate well into the non-profit arts management domain. In contrast, some scholars argue that for profit management models are a poor fit in non-profit organizations of any type (Beerl 1997; Crittenden and Crittenden 2000). Complexities and demands unique to arts organizations (compared to for-profit enterprises and to other types of non-profits) further complicate development of appropriate leadership or management strategies suggesting the need to define new strategies that fit with the realities and needs of the arts and of arts organizations purveyors of art experiences. This article develops a novel framework for non-profit arts management leadership that takes the realities of the non-profit arts world into consideration. Specifically, I introduce the notion of arts organization citizenship—a notion that likens arts organizations to democratic states with rights and obligations due their citizens, that engage in systems of participatory rule, and with guiding principles embodied in a set of principles analogous to a constitution. I argue that the analogy comes closer to describing an attainable ideal for leadership and management of non-profit arts organizations defining parameters for leadership guided by democratic principles.

This study examined perceptions of differing leadership styles in the Greek Orthodox Metropolis of New Jersey to determine if a preferred pastoral leadership style exists. One hundred and thirteen randomly selected participants were administered the Vannsimpco Leadership Survey (VLS), which assesses nine leadership styles and hybrid combinations of leadership styles. Data analysis revealed there were statistical differences among the leadership style groups (F [8, 1008] = 62.96, p &amp;lt; .01). Transformational (M = 4.47), Democratic-Transformational (M = 4.24), and Democratic (M = 4.09) leadership style groups had the highest means in the results of the independent samples t-tests. There were no significant differences noted between the clergy, ministry leaders, and other laypersons’, non-clergy members of the Church, perceptions of leadership style groups.

Technological, economic, and social developments that have continued progressively in the world and in our country have caused fundamental changes in the approach of public enterprises to management. One of the most important changes is in leadership. When the concept of a leader is taken literally, a legal authority cannot be mentioned. For this reason, it is often referred to as the "institutionalization process of leadership": the leader has a legal position and has the right to manage. Today, however, people no longer want to be ruled, and rather, they expect to be guided. Liberalism and human (citizen) centered understanding, which has greatly affected state policies, has caused the leadership concept to be questioned within public institutions and organizations. Within this scope, Municipal Law No.5393, which came with local government reforms in Turkey, has been examined within the scope of leadership types, and focused on leadership roles of mayors. In particular, we aimed to investigate how the reforms in local governments affect the leadership style of local administrators. In the article, questionnaires collected across Turkey, including the participation of 188 mayors, were evaluated using SPSS 25 software. By examining the law, and following conclusions, it may be reasoned that mayors intertwined with the public should switch from a closed management approach to an open management approach, and they should fulfill their duties in local governments with a leadership role guided by a transparent management approach.

The article is an invited response to the following article in the same issue: ‘Bradley-Levine, J. (2017). Examination of the New Tech Model as a Holistic Democracy’. Bradley-Levine reports in her article how she created an opportunity to explore research data with the aim of examining the degree to which New Tech schools were democratic in the sense conceptualised by the notion of holistic democracy which I have developed in my work. My response is in three parts. The first sets out my understanding of the significance of the model of holistic democracy and the purpose of the framework. The second is a review of Bradley-Levine’s findings, with reflections that occurred to me as I worked through these. The third comprises my conclusions. The framework has been applied, in my judgement, in a diligent and systematic way, enabling the creation of a profile of schools showing where indicators of holistic democracy are present and where critical enquiry and further research and reflective dialogue would be worthwhile. My review of Bradley-Levine’s account and analysis also suggests that further work on the conceptual clarity of the framework would be helpful in improving its usefulness.