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Conflict management and leadership styles. Comparative case study with future leaders

100%

Mizser C.

tom z. 160

455--467

Purpose: The purpose of this study is to examine the relationship between the leadership styles and how economics and manager students vote to manage conflicts within their relationships and with other entities. Design/methodology/approach: an exhaustive review of the literature on leadership decision-making and conflict management has been carried out, focusing on trust, conflict management theories, models that have distinct influence in conflict management. In addition, a study of conflict management has been carried out in Óbuda University and in Pontifical University of Salamanca. Findings: In the course of work of the study was found the identified comparison of the most striking conflict management styles, that explain how students manage conflicts. Originality/value: The questions answered by future leaders provides that the paper is able to mediate new mark. The value of the paper that it reflects the direct answers of future leaders in 2022 and it is addressed to university students, teachers, leaders, for employers and employees, both in the private sector and in the public sector.

Leadership Styles and Talent Retention from Higher Education Institutions in Viet Nam. A Conceptual Framework

100%

Truyen B. T. H. , Trang N. P. P.

tom Vol. 28

315--319

In recent years, several universities have implemented the accomplishments of the industrial revolution (4.0) in education. This demonstrates the importance of talent retention in the workplace, and brilliant individuals are seen as one of competitive advantage. Managers should have suitable talent management plans because talented individuals are scarce, valuable, and hard to substitute. Through the characteristics that leadership styles will affect, such as reward and recognition, learning orientation, and organizational justice, it will provide the organization with a perspective on the members' feelings about the factors affecting the intention to work long-term at higher education institutions. As a result, the authors propose exploring the talent retention model through leadership styles, which will impact the aspects that employees in an organization feel would be interesting and relevant to them. The authors to guide this study will conduct two phases: qualitative research and quantitative research. To investigate the fundamental factors of leadership style behavior, relating to the talent retention strategy of university leaders in Vietnam, qualitative research will be conducted on 8 universities in three regions. North, Central, and South of Vietnam by semi-structured interview method after interview questions with 8 leaders representing higher education institutions. Quantitative research will be conducted by gathering data from lecturers, researchers from organizations in order to test hypotheses based on the findings of qualitative research.

Studium retoryczne dwóch stylów przywództwa w "Dyrygencie" Andrzeja Wajdy

80%

Rzymowska L.

tom 6

79 - 101

The author presents a rhetorical analysis of selected scenes from the film Dyrygent (Conductor, 1979), in which Andrzej Wajda painted contrasting portraits of two conductors: Adam Pietrzyk and John Lasocki, showing them in a dialogue with the orchestra and in two different styles of verbal and non-verbal communication. In Wajda’s work the orchestra is a metaphor for society, the nation; the conductor is a type of leader, while conducting is a metaphor for exercising power, exerting influence, gaining obedience and enforcing actions. Like conductors, different leaders have different styles of leading. Having studied the actio of the two conductors, the author has defined their leadership styles as authoritarian and democratic, respectively. In addition, Adam Pietrzyk is described as a formal (institutional) leader, officially designated acting director of the orchestra; John Lasocki is shown as an informal (natural) leader, exerting influence on the ensemble thanks to qualities that are important for the achievement of a common goal. While Adam is a mediocre leader, the Master is a leader who is charismatic, who attracts attention with his style of speech, movement, appearance and his entire personality; he is characterised by high social intelligence and he knows how to treat people on an individual basis, accurately reading people’s reactions. The analysis enables us to recognise the message of Wajda’s Conductor: society may create or do a work together, if the leader acknowledges and respects the community as a collection of different people, whose rights are based on equality, yet do not arise from the equality, but rather from the uniqueness and — in the personalist sense — incommunicability of every participant. Every person in the orchestra — or: in society, nation, in a given time in history — brings to the overall consonance his or her own tone and own interpretation of sound.