Functional and role-playing positions in modern management teams: an educational institution case study
-
Author(s)Inna Semenets-OrlovaLink to ORCID Index: https://orcid.org/0000-0001-9227-7426
,
Alla KlochkoLink to ORCID Index: https://orcid.org/0000-0001-6631-2638
,
Vitaliy TolubyakLink to ORCID Index: https://orcid.org/0000-0002-8892-2338
,
Liudmyla SebaloLink to ORCID Index: https://orcid.org/0000-0001-6088-8652
,
Maryna RudinaLink to ORCID Index: https://orcid.org/0000-0001-7338-6475
-
DOIhttp://dx.doi.org/10.21511/ppm.18(3).2020.11
-
Article InfoVolume 18 2020, Issue #3, pp. 129-140
- Cited by
- 763 Views
-
147 Downloads
This work is licensed under a
Creative Commons Attribution 4.0 International License
The analysis of scientific approaches to understanding the psychological characteristics of the role of the management team is important in the context of ensuring the organizational development of educational institutions. The purpose of the study is to explore the basic approaches and views of modern researchers on defining team roles, to identify the main functional and role positions in the management team.
Determining the types of leadership roles of educational institutions based on empirical research data. Also based on the method of case studies problem-situational analysis − solving leadership problems by educational managers − were analyzed the effectiveness of role-playing positions in management teams. Conclusions were made about the need for some correction of understanding and assessment of the importance of all roles in the staff of heads of educational institutions. Each of these command roles related to specific personality traits identified by the tests.
An analysis of the orientation of education leaders towards team roles shows that they tend to focus on all team roles. However, one can say that some roles are more attractive to researchers, while others are less attractive. The government can use the research findings to create and implement training programs for educational leaders.
- Keywords
-
JEL Classification (Paper profile tab)D23, І21
-
References46
-
Tables6
-
Figures0
-
- Table 1. Main functions of a manager that define management style according to I. Adizes (Adizes, 2004)
- Table 2. Levels of development of the main roles in the management team of heads of educational institutions (% of the total number of respondents)
- Table 3. Characteristics of team roles
- Table 4. Management components of heads of educational institutions (based on factor analysis results)
- Table 5. Influence of leadership styles on the effectiveness of educational change according to D. Goleman
- Table 6. Dependence of leadership styles on the context of the implementation of organizational change
-
- Adizes, I. (2004). Management/Mismanagement Styles: how to identify a style and what to do about it. Santa Barbara: The Adizes Institute Publishing.
- Amanchukwu, R., Stanley, G., & Ololube, N. (2015). A Review of Leadership Theories, Principles and Styles and Their Relevance to Educational Management. Management, 5(1), 6-14.
- Barner, R., & Charlotte, P. (2012). Building Better Teams: 70 Tools and Techniques for Strengthening Performance Within and Across Teams. John Wiley & Sons Limited.
- Bayazitova, D. (2019). Group work: peer assessment and rewards distribution. Organizational Psychology, 9(4), 174-184.
- Belbin, R. (1981). Management teams. New York: Hamemann.
- Belbin, R. (1993). Team roles at work. Oxford: Butterworth-Heinemann.
- Belbin, R. (2011). Management Teams: Why They Succeed or Fail (3rd ed.). Human Resource Management International Digest, 19(3).
- Burnes, B. (2015). Understanding Resistance to Change – Building on Coch and French. Journal of Change Management, 15(2), 92-116.
- Bush, T., Bell, L., & Middlewood, D. (2019). Principles of Educational Leadership & Management. London, SAGE.
- Cashman, K. (2008). Leadership from the inside Out: Becoming a Leader for Life. San Francisco: Berret-roehler Publishers.
- Cohen, E. (2017). The Definitive Guide to Team Building, Agency Management, Operational Excellence.
- Connolly, M., James, C., & Fertig, M. (2017). The difference between educational management adn educational leadership and the importance of educational responsibility. Educational Management Administration & Leadership.
- Druker, P. (2003). Management in the Next Society. New York: Truman Talley Books.
- Dyer, J., & Dyer, W. (2013). Team building: proven strategies for improving team performance. Jossey-Bass.
- Eisenhardt, K., Kahwajy, J., & Bourgeois, L. (2009). How Management Teams Can Have a Good Fight. Harvard Business Review, 75(4), 77-85.
- Goleman, D. (2000). Leadership that gets results. UK: Harvard Business School Press.
- Greenberg, J., & Baron, R. (1997). Behavior in organizations. Understanding and managing the human side of work. New Jersey: Prince-Hall International.
- Guzzo, R., & Dickson, M. (1996). Teams in organization: recent research on performance and effectiveness. Annual Review of Psychology, 47, 307-338.
- Harzer, C., & Ruch, W. (2014). The role of character strengths for task performance, job dedication, interpersonal facilitation, and organizational support. Human Performance, 27, 183-205.
- Holloway, J., Nielsen, A., & Saltmarsh, S. (2017). Prescribed distributed leadership in the era of accountability: The experiences of mentor teachers. Educational Management Administration & Leadership.
- Holovatyi, M. (2014). The phenomenon of multiculturalism as a means of achieving interethnic unity of peoples and countries. Economic Annals-XXI, 11-12, 15-18.
- Hura, T. (2018) Leadership Psychology in Business. Psychological Journal, 19(9), 138-151.
- Johnson, S. (1993). Work Team: What’s Ahead in Work Design and Rewards Management. Compensation and Benefits Review, 25(2), 35-41.
- Kaidashev, R., & Romanenko, Y. (2017). Psychological types in the specifics of the court activity. Scientific Bulletin of Polissia, 3(11), 177-183.
- Kaiser, R., Hogan, R., & Craig, S. (2008). Leadership and the Fate of Organizations. American Psychologist, 63, 96-100.
- Katzenbach, J., & Smith, D. (1993). The Discipline of Teams. Harvard Business Review, 71(2), 111-119.
- Katzenbach, J., & Smith, D. (2006). The wisdom of teams: Creating the high-performance organization. New York: HarperCollins, Collins Business Essentials.
- Katzenbach, J., & Smith, O. (1994). The wisdom of teams: creating the high perfomance organization. New York: Harper Business.
- Kozlowski, S., & Bell, B. (2003). Work groups and teams in organizations. In W. C. Borman, D. R. Ilgen, & R. J. Klimoski (Eds.), Handbook of psychology (Vol. 12): Industrial and Organizational Psychology (pp. 333-375). New York: Wiley.
- Leithwood, K. (1992). Toward Transformational Leadership. Educational Leadership, 49(5), 8-12.
- Moga, B. (2017). Belbin Team Roles: Theory and Practice. Active Collab.
- Morgeson, F., Scott, D., & Karam, P. (2010). Leadership in Teams: A Functional Approach to Understanding Leadership Structures and Processes. Journal of Management, 36(1), 5-39.
- Podhorec, M., Hrinic, P., & Lakos, G. (2017). Leadership in the Process of Command and Control, Place and Role of Commander-Manager. International conference KNOWLEDGE-BASED ORGANIZATION, 23(1).
- Prigogine, I., & Stengers, I. (1984). Order out of chaos. New York, NY: Bantam Books.
- Romanenko, Y. O. (2016). Place and role of communication in public policy. Actual Problems of Economics, 2(176), 25-31.
- Ruch. W., Gander, F., Platt, T., & Hofmann, J. (2016). Team roles: Their relationships to character strengths and job satisfaction. The Journal of Positive Psychology, 190-199.
- Semenets-Orlova, I., Klochko, A., Nestulya, S., Mykhailych, O., & Omelyanenko, V. (2019). Readiness of the education manage to provide the organizational development of institutions (based on the sociological research). Problems and Perspectives in Management, 17(3), 132-142.
- Senge, P. (1994). The Fifth Discipline Fieldbook: Strategies and Tools for Building a Learning Organization. Currency.
- Shams, R. (2019). Cross-functional knowledge management. The international landscape. New York: Routledge.
- Sheard, A., & Kakabadse A. (2007). A role-based perspective on leadership as a network of relationships. Journal of Management Development, 26(4), 331-352.
- Stalnaker, D. (2018). Industrial and Organizational Psychology: Humans and Organizations.
- Tannenbaum, S., Beard, R., & Salas, E. (1992). Team building and its influence on team effectiveness examination of conceptual an empirical developments. In K. Kelley (Ed.), Issues, Theory, and Research in Industrial Organizational Psychology. Elsevier Science Publishers.
- Touraine, A. (2000). A Method for Studying Social Actors. Journal of World-Systems Research, 6(3), 900-918.
- Weber, M. (1947). The Theory of Social and Economic Organizations. Henderson, A. M., and Parsons, T. (trans.) New York: Oxford University Press.
- Wilson, G. (1995). Self-Managed Teamworking. The Flexible Route to Competitive Advantage. London: Pitman Publishing.
- Wyk, Ch., & Marumoloa M. (2012). The Role and Functioning of School Management Teams in Policy Formulation and Implementation at School Level. Journal of Social Sciences, 32(1).
-
The growth strategies of a global pharmaceutical company: a case study of Aspen Pharmacare Holdings Limited
Problems and Perspectives in Management Volume 15, 2017 Issue #1 (cont.) pp. 248-259 Views: 2852 Downloads: 3139 TO CITE АНОТАЦІЯGiven the rapid and sustained growth of Aspen over the past decade, the main aim of this study is to identify and analyze the growth strategies, adopted by Aspen over the period from 2004 to 2014. The research method used was a descriptive study through a single case study of Aspen by analyzing secondary data in the form of publicly available company reports and presentations, as well as financial results, issued between 2004 and 2014. The study finds that, guided by strategic and visionary leadership, Aspen adopted a number of growth strategies including (i) organic growth, as a key factor in creating incremental value for Aspen and its stakeholders, (ii) inorganic growth, in the form of carefully planned and well executed acquisitions, aligned to the Group strategy, (iii) extending territorial coverage through global expansion, particularly into emerging pharmaceutical countries, and (iv) ongoing investment in production capabilities as a means of achieving a strategic advantage. Despite the challenges of intense competition, restrictive legislation, pressure on medicine prices, currency volatility and market specific risks, Aspen has delivered double-digit earnings growth to its shareholders for 16 consecutive years.
-
The impact of inclusive leadership behaviors on innovative workplace behavior with an emphasis on the mediating role of work engagement
Dheyaa Falih Bannay ,
Mohammed Jabbar Hadi ,
Ahmed Abdullah Amanah
doi: http://dx.doi.org/10.21511/ppm.18(3).2020.39
Problems and Perspectives in Management Volume 18, 2020 Issue #3 pp. 479-491 Views: 2409 Downloads: 1009 TO CITE АНОТАЦІЯWork creativity manifested in innovative workplace behavior (IWB) and employee work engagement is fundamental to maintaining firm’s sustainability and competitiveness. In this regard, this study investigates the supporting effect of innovative leadership on IWB and employee engagement by maximizing employee vigor, dedication, and absorption. The study data were collected using a questionnaire-based technique, and the questionnaires were administered to 150 respondents working in mobile phone companies in Southern and Central Iraq. The results were analyzed using the Statistical Package for the Social Sciences (SPSS) and SmartPLS software. The study results revealed that inclusive leadership and work engagement were significantly related to IWB, and work engagement played a mediating role between inclusive leadership and IWB. The findings further indicated that inclusive leadership behaviors such as openness, accessibility, and availability motivated the subordinates to be engaged in IWB. To promote IWB, company leaders need to effectively engage their followers by taking pride and satisfaction in employee output, which might help employee work engagement and IWB.
-
The effect of leadership and organizational culture on employee performance that is educated by motivation (study on the implementation empowerment programs in Jayapura city)
Nansi Lidya Lolowang , Eka Afnan Troena , Atim Djazuli ,
Siti Aisjah
doi: http://dx.doi.org/10.21511/ppm.17(1).2019.23
Problems and Perspectives in Management Volume 17, 2019 Issue #1 pp. 268-277 Views: 2378 Downloads: 1122 TO CITE АНОТАЦІЯVillages and sub-districts in Jayapura city are public organizations that provide service to the community. Villages and urban organizations require leadership, organizational culture and strong work motivation to support performance improvement. This research was conducted in 39 villages and sub-districts in the city of Jayapura. The population of this study was permanent employees in the villages and sub-districts in the city of Jayapura, which numbered 96 employees. All populations were chosen as research respondents, this research was census research. The analytical tool used in the research is Partial Least Square (PLS). The results of the study show that, first, direct leadership has no significant effect on employee performance, second, organizational culture has a significant effect on employee performance, third, leadership has a significant effect on work motivation, fourth, organizational culture has a significant effect on work motivation, fifth, work motivation has a significant effect on employee performance, sixth, work motivation is a perfect mediator of the influence of leadership on employee performance, seventh, work motivation as a partial mediator of the influence of organizational culture on employee performance.
