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The Desired Managerial Leader Behavior: Leader Profile in the Education Sector in Iceland Examined From a Follower-Centric Perspective

The Desired Managerial Leader Behavior: Leader Profile in the Education Sector in Iceland Examined From a Follower-Centric Perspective


Titill: The Desired Managerial Leader Behavior: Leader Profile in the Education Sector in Iceland Examined From a Follower-Centric Perspective
Höfundur: Urboniene, Lolita
Kristjánsdóttir, Erla S.
Minelgaite, Inga   orcid.org/0000-0002-4026-3222
Littrell, Romie F.
Útgáfa: 2018-04
Tungumál: Enska
Umfang: 215824401878094
Háskóli/Stofnun: Háskóli Íslands
University of Iceland
Svið: Félagsvísindasvið (HÍ)
School of Social Sciences (UI)
Deild: Viðskiptafræðideild (HÍ)
Faculty of Business Administration (UI)
Birtist í: SAGE Open;8(2)
ISSN: 2158-2440
DOI: 10.1177/2158244018780948
Efnisorð: Desired leadership; Education sector; Follower-centric perspective; Iceland; Stjórnun; Leiðtogar; Menntakerfi
URI: https://hdl.handle.net/20.500.11815/872

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Tilvitnun:

Urboniene, L., Kristjánsdóttir, E. S., Minelgaite, I., & Littrell, R. F. (2018). The Desired Managerial Leader Behavior: Leader Profile in the Education Sector in Iceland Examined From a Follower-Centric Perspective. SAGE Open, 8(2), 2158244018780948. doi:10.1177/2158244018780948

Útdráttur:

This article presents a study of desired leadership behavior in the educational sector in Iceland. This sector has been undergoing major challenges during recent years, including restructuring and mergers of schools, strikes of teachers’ professional unions, and increasing dropout rates. This situation requires exceptional leadership together with the understanding that leadership is a culture and context contingent phenomenon. However, research on managerial leadership in the education sector in Iceland is virtually nonexistent, presenting a gap in literature as well as failure to contribute to solving issues in practice. This article contributes to closing this gap by investigating the desired leader profile from a follower-centric perspective. The results indicate that the most desired leader behaviors in this sector tend to be relationship orientated, suggesting a need to focus on the “soft” side of leadership and reconsider overemphasis on bureaucracy. Effects of gender and demographic differences are minimal, suggesting coherence with structural theory. Managerial leadership implications and future research directions are discussed.

Leyfi:

Creative Commons CC BY: This article is distributed under the terms of the Creative Commons Attribution 4.0 License (http://www.creativecommons.org/licenses/by/4.0/) which permits any use, reproduction and distribution of the work without further permission provided the original work is attributed as specified on the SAGE and Open Access pages (https://us.sagepub.com/en-us/nam/open-access-at-sage)

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