709 resultados para leadership styles


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Fundação de Amparo à Pesquisa do Estado de São Paulo (FAPESP)

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Fundação de Amparo à Pesquisa do Estado de São Paulo (FAPESP)

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The success and recognition for their dedication put into the work are the need of every worker, and for that there is a constant quest for success in organizations. In this scenario, the Brazilian publishing market offers self-help literature as a practical method of acquiring the fundamental knowledge for professional development. The self-help literature for professional development addresses motivation as an essential characteristic for success, as a motivated worker earns more visibility and prominence to motivate other team members, thus arousing a spirit of leadership among the players. The motivation of workers also meets the expectations of organizations, because they improve productivity without requiring new investments. Thus, the literature on professional development is positioned as one of the best selling literary styles sold in Brazil over the years. To have an understanding of the discourse of literary style and persuasive methods known in them, we present a semiotic analysis of the five introductory chapters of selected works. Greimassian Semiotics offers great tools for understanding the introductory speeches of professional development books, which are intended to present the synthesis of the work, or demonstrate the values and knowledge of the authors, coaxing the reader to read on and be receptive to the idea of motivation presented in the books

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No clear evidence is available in the literature regarding the acute effect of different styles of music on cardiac autonomic control. The present study aimed to evaluate the acute effects of classical baroque and heavy metal musical auditory stimulation on Heart Rate Variability (HRV) in healthy men. In this study, HRV was analyzed regarding time (SDNN, RMSSD, NN50, and pNN50) and frequency domain (LF, HF, and LF / HF) in 12 healthy men. HRV was recorded at seated rest for 10 minutes. Subsequently, the participants were exposed to classical baroque or heavy metal music for five minutes through an earphone at seated rest. After exposure to the first song, they remained at rest for five minutes and they were again exposed to classical baroque or heavy metal music. The music sequence was random for each individual. Standard statistical methods were used for calculation of means and standard deviations. Besides, ANOVA and Friedman test were used for parametric and non-parametric distributions, respectively. While listening to heavy metal music, SDNN was reduced compared to the baseline (P = 0.023). In addition, the LF index (ms(2) and nu) was reduced during exposure to both heavy metal and classical baroque musical auditory stimulation compared to the control condition (P = 0.010 and P = 0.048, respectively). However, the HF index (ms(2)) was reduced only during auditory stimulation with music heavy metal (P = 0.01). The LF/HF ratio on the other hand decreased during auditory stimulation with classical baroque music (P = 0.019). Acute auditory stimulation with the selected heavy metal musical auditory stimulation decreased the sympathetic and parasympathetic modulation on the heart, while exposure to a selected classical baroque music reduced sympathetic regulation on the heart.

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This survey attempted to find out whether or not the management styles adopted by schools can be associated with teacher stress. The study considered 175 teachers working with 1st‑to 4th grades in twelve public schools. The instruments first identified the leadership style predominant in the schools, then sought to identify the presence of stress in the teachers. Although stress was present in the majority of the teachers, an association with specific management styles could not be confirmed. This can be linked to the fact that the stress was already present in the teachers and did not allow the identification of additional influence by the schools’ leadership style

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Research literature is replete with the importance of collaboration in schools, the lack of its implementation, the centrality of the role of the principal, and the existence of a gap between knowledge and practice--or a "Knowing-Doing Gap." In other words, there is a set of knowledge that principals must know in order to create a collaborative workplace environment for teachers. This study sought to describe what high school principals know about creating such a culture of collaboration. The researcher combed journal articles, studies and professional literature in order to identify what principals must know in order to create a culture of collaboration. The result was ten elements of principal knowledge: Staff involvement in important decisions, Charismatic leadership not being necessary for success, Effective elements of teacher teams, Administrator‘s modeling professional learning, The allocation of resources, Staff meetings focused on student learning, Elements of continuous improvement, and Principles of Adult Learning, Student Learning and Change. From these ten elements, the researcher developed a web-based survey intended to measure nine of those elements (Charismatic leadership was excluded). Principals of accredited high schools in the state of Nebraska were invited to participate in this survey, as high schools are well-known for the isolation that teachers experience--particularly as a result of departmentalization. The results indicate that principals have knowledge of eight of the nine measured elements. The one that they lacked an understanding of was Principles of Student Learning. Given these two findings of what principals do and do not know, the researcher recommends that professional organizations, intermediate service agencies and district-level support staff engage in systematic and systemic initiatives to increase the knowledge of principals in the element of lacking knowledge. Further, given that eight of the nine elements are understood by principals, it would be wise to examine reasons for the implementation gap (Knowing-Doing Gap) and how to overcome it.

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While leadership is indisputably one of the most pervasive topics in our society, the vast majority of existing research has focused on leadership as a positive force. Taking a follower- centric approach to the study of leadership, we integrate research on the Romance of Leadership and the dark side of leadership by examining followers’ perceptions of aversive leadership in the context of public high schools. Although Meindl, Ehrlich, and Dukerich (1985) demonstrated that the Romance of Leadership also includes the overattribution of negative outcomes to leaders, subsequent research has failed to explore the implications of this potentially darker side of romanticizing leaders. Specifically, we examine perceptions of principals’ aversive leadership and traditional affective, behavioral, and performance outcomes of followers in a sample of 342 dyads. Followers assessed their principals’ leadership behaviors and self-rated their levels of job satisfaction, self-efficacy, and resistance, while principals assessed their followers’ citizenship behaviors, complaining behaviors, and job performance. Results show that perceptions of aversive leadership are positively related to follower resistance and negatively related to followers’ job satisfaction. In addition, a usefulness analysis revealed that follower-rated variables were significantly related to perceptions of aversive leadership above and beyond leader-rated variables, suggesting that the relationship between negative outcomes and aversive leadership may be more constructed than real. In sum, the tendency to romanticize leadership may also lead to a proclivity to readily misattribute or overattribute blame to leadership as a convenient scapegoat for negative outcomes. Alors que le leadership est incontestablement l’un des thèmes les plus envahissants de notre société, la grande majorité des recherches existantes a porté sur le leadership en tant que force positive. En adoptant une approche centrée sur le suiveur dans l’étude du leadership, nous examinant la perception qu’ont les collaborateurs du leadership insupportable dans le contexte des lycées publics. Quoique Meindl, Ehrlich, et Dukerich (1985) aient montré que la Romance du Leadership inclut aussi la surattribution de résultats négatifs aux leaders, les recherches ultérieures ont méconnu les implications de cet aspect potentiellement plus sombre des leaders idylliques. Nous analysons en particulier sur un échantillon de 342 dyades la perception du leadership répulsif du proviseur et les résultats habituels des collaborateurs en rapport avec l’affectivité, le comportement et les performances. Les collaborateurs ont noté les comportements de leadership de leur proviseur et auto-évalué leur niveau de satisfaction au travail, d’efficience et de résistance, alors que les proviseurs appréciaient les conduites de citoyenneté et de revendication, ainsi que la performance professionnelle. Les résultats montrent que la perception du leadership répulsif est Positivement reliée à la résistance du suiveur et négativement à sa satisfaction professionnelle. En outre, une analyse des plus fructueuses a révélé que les variables évaluées par les collaborateurs étaient significativement en relation avec la perception du leadership répulsif, bien plus qu’avec les variables évaluées par les leaders, ce qui indique que la relation entre les résultats médiocres et le leadership négatif serait plus construite que réelle. Au total, le penchant à l’idéalisation du leadership peut aussi bien conduire à une propension à trop facilement condamner à tort et à travers le leadership qu’à la désignation d’un bouc émissaire tout trouvé pour expliquer de mauvais résultats.

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It is a real pleasure to present the 2006 Omaha Agri- Business Club Leadership Award this evening during National Agriculture Week. I commend the Omaha Agri-Business Club for establishing this fine award. We always need to celebrate the accomplishments of individuals whose leadership efforts contribute to our agricultural industry which is the backbone of Nebraska and our nation.