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Article 1

Almutairi, Y. M. (2020). Leadership Self-Efficacy and Organizational. Administrative Sciences, 10(3), 2-11. doi:10.3390/admsci10030066

Purpose: The key objective of the analysis was to determine if there were relations in Saudi Arabia institutions between the personality of representatives and the organizational success of school leaders (Almutairi, 2020).

Use in PA2: This post is useful for future tasks. According to this post, self-efficacy of leadership is closely linked to organization. Leaders must enhance their self-efficiency and have an inspiring ambience to improve their faculty committee through collaboration and innovation.

Article 2

Ghazzawi, I., & AL-Jabari, B. (2019). Organizational Commitment: A Review of the Conceptual and Empirical Literature and a Research Agenda. International Leadership Journal, 11(1), 78-119.

Purpose: This article seeks to provide the chart of the prospective science study of researchers and administrators by means of planned observational research (Ghazzawi & AL-Jabari, 2019).

Use in PA2: This article will greatly support future PA programs. This article discussed how the global capitalism of jobs has created further challenges for the managers due to advances in informational technologies and mobile communications, as their position in hiring stakeholders and maintaining an environment in which those staff contribute long-term services to the business has become quite difficult.

Article 3

Maladzhi, R. W. (2015). Impact of risk-taking leadership on organizational performance and sustainability in SMEs. doi:10.1109/IEEM.2015.7385948

Purpose: The key objectives of this paper demonstrate that the leaders of threats will create a creative environment (Maladzhi, 2015).

Use in PA2: In forthcoming tasks this article is really useful. You addressed the characteristics of hazard control and carelessness revealed by different reports. The risks, optimistic personality and attention lessens of personal businesses were calculated using educational elements of institutional entrepreneurship.

Article 4

Kang, S.-W., & Jung, K. B. (2020). Empowering Leadership, Risk-Taking Behavior, and Employees' Commitment to Organizational Change: The Mediated Moderating Role of Task Complexity. Sustainability, 12(6). doi:10.3390/su12062340

Purpose: The objective of this analysis is to examine the relationship between leadership enabling and the contribution of Korean workers to organizational reform (Kang & Jung, 2020).

Use in PA2: The mediating function of risk-taking behavior and the moderating position of task uncertainty are a valuable theoretical and practical consequences for the partnership between motivating leadership and employee engagement. This point renders the article particularly useful in possible tasks.

Article 5

Kjellström, S. (2020). Six ways of understanding leadership development: An exploration of increasing complexity. Leadership, 16(4). doi:10.1177/1742715020926731

Purpose: In this research, diverse approaches to career learning were scientifically recognized and investigated and categorized from a more nuanced point of view (Kjellström, 2020).

Use in PA2: The idea of leadership is, according to this article, ambiguous and inconsistent and different meanings exist. Leadership has developed into a broad, hard to define definition. It is good to learn more specifically about leadership activities. This post is also particularly valuable for future tasks.

Article 6

Asrar-ul-HaqaK, M., & PeterKuchinke. (2016). Impact of leadership styles on employees' attitude towards their leader and performance: Empirical evidence from Pakistani banks. Future Business Journal, 2(1), 54-64. doi:10.1016/j.fbj.2016.05.002

Purpose: The findings of an evaluation of the impact of management styles of subordinates on the performance of superiors are summarized here (Asrar-ul-HaqaK & PeterKuchinke, 2016).

Use in PA2: The approach of the analysis can enable project managers and senior managers to develop better management training program. This post is also very useful in the next tasks.

 

 

References

Almutairi, Y. M. (2020). Leadership Self-Efficacy and Organizational. Administrative Sciences, 10(3), 2-11. doi:10.3390/admsci10030066

Asrar-ul-HaqaK, M., & PeterKuchinke. (2016). Impact of leadership styles on employees' attitude towards their leader and performance: Empirical evidence from Pakistani banks. Future Business Journal, 2(1), 54-64. doi:10.1016/j.fbj.2016.05.002

Ghazzawi, I., & AL-Jabari, B. (2019). Organizational Commitment: A Review of the Conceptual and Empirical Literature and a Research Agenda. International Leadership Journal, 11(1), 78-119.

Kang, S.-W., & Jung, K. B. (2020). Empowering Leadership, Risk-Taking Behavior, and Employees' Commitment to Organizational Change: The Mediated Moderating Role of Task Complexity. Sustainability, 12(6). doi:10.3390/su12062340

Kjellström, S. (2020). Six ways of understanding leadership development: An exploration of increasing complexity. Leadership, 16(4). doi:10.1177/1742715020926731

Maladzhi, R. W. (2015). Impact of risk-taking leadership on organisational performance and sustainability in SMEs. doi:10.1109/IEEM.2015.7385948