China 
Africa 
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e-Leadership for Projects
Published in Margaret R. Lee, Leading Virtual Project Teams, 2021
The situational leadership style assumes that effective leaders can develop and adopt certain styles or behaviors depending upon the needs of the project and team. Situational leadership theory can provide the opportunity for the project manager to analyze the different patterns of leadership behavior and how this range of behaviors could determine the type of leadership needed to affect short- and long-range objectives [39]. Determining the degree of authority used by the project manager and the degree of freedom experienced by the virtual team members, the situational leadership-style continuum helps determine the behaviors needed. By adjusting the leadership style to fit the developmental needs of the employee, the leader can recognize more influence and effectiveness in changing the behavior(s) of the employee. The ability to adapt leadership style to the situation, team member, project, and ever-changing global environment of virtual project management can be essential to the success of the virtual project.
Implementation Roles, Responsibilities and Accountability
Published in Frances Alston, Brian K. Perkins, Strategic Environmental Performance, 2020
Frances Alston, Brian K. Perkins
There are many different leadership styles applied in business and industry, and each has been labeled based on the general characteristics of the associated style of management (Figure 4.2). Some of the more common leadership styles often found in academic and instructional literature include:Transformational – always transforming, emphasizes continuous improvementTransactional – focused on achieving or exceeding established goalsDemocratic – employee input solicited in decision-makingAutocratic – does not solicit employee input in decision-makingLaissez-faire – hands-off approach, employees are entrusted to get their work done with limited management oversightBureaucratic – focused on following established rules, regulations and policiesSituational – utilizes a mix of leadership styles, depending on the situation
Responsibilities to the Public—Professional Engineering Societies
Published in Diane P. Michelfelder, Neelke Doorn, The Routledge Handbook of the Philosophy of Engineering, 2020
Joseph Herkert, Jason Borenstein
Over the last several years, engineers, both individually and collectively, have been involved in efforts to articulate and clarify what their social responsibilities are in connection with a range of emerging technologies, such as artificial intelligence (AI), robotics, autonomous vehicles (AVs), the Internet of Things, and human enhancement technologies. Contrary to the historical disconnect between ethics and policy discussed earlier, professional engineering societies are beginning to exhibit leadership in terms of integrating ethical and public policy considerations in all three of the aforementioned activity areas—codes of ethics, standards, and policy positions or initiatives.
The effects of safety-specific transformational leadership and active transactional leadership on mindful safety practice adoption in the Chinese petroleum industry
Published in International Journal of Occupational Safety and Ergonomics, 2022
Organizational types of leadership are strongly associated with workplace safety outcomes, which are recognized as essential antecedents to predict an employee’s safety behavior [1]. Leadership styles represent the actions of leaders on safety issues and indicate the interactions of leaders with subordinates in the workplace [2,3]. Organizational safety leadership styles reflect attitudes towards workplace safety, such as helping create and maintain a positive safety environment in the company [4]. It is reported that leadership styles demonstrate a degree of concern for subordinate well-being and safety [5]. Of all types of leadership, transformational leadership and transactional leadership are the two most advanced styles of leadership in enterprises. Safety-specific transformational and transactional leadership are typical of transformational and transactional leadership, but explicitly emphasize the concern of organizational safety. These two forms of safety-specific leadership are identified to analyze whether they would have impacts on the implementation of mindful safety practices as a special safety behavior in the Chinese petroleum industry. Leadership styles are usually adopted as the important antecedents of safety climate in the workplace [6,7] while safety climate is another extraordinary predictor of employee safety behavior [8,9]. Moreover, the safety behavior of the employees plays a dominant role in the occupational safety records and accident reduction within an organization.
Different roles, different demands. A competency-based professional roles model for early career engineers, validated in industry and higher education
Published in European Journal of Engineering Education, 2022
Sofie Craps, Maarten Pinxten, Heidi Knipprath, Greet Langie
The three roles were defined as follows: - Product Leadership: In this role, the emphasis is on innovation and creativity through research and development. These engineers explore new paradigms and identify radical alternative solutions. They translate theoretical ideas into marketable applications that provide added value to (yet) unidentified end users.- Operational Excellence: This role focuses on the smooth design and implementation of operational processes. The engineer locates opportunities to create efficiency gains, fixes flaws, and overseas operations, either in psychical production facilities or in the digital domain.- Customer Intimacy: This role entails close collaboration with clients in complex business environments. These engineers develop a (commercial) relationship with clients, help them express their needs, and provide a technical tailored solution to these needs.
Resilience for lean organisational network
Published in International Journal of Production Research, 2018
Ilaria De Sanctis, Joaquín Ordieres Meré, Filippo Emanuele Ciarapica
In the actual environment, optimism represents a fresh opportunity for a positive, healthy and productive workforce that is also independent, change-embracing, and open to new ideas and workplace developments (Luthans, Avolio, and Youssef-Morgan 2015). Without an optimistic workforce, the chances of survival are considerably diminished (Luthans, Avolio, and Youssef-Morgan 2015). If an operator’s attitude depends on his or her personality, that operator could be strongly influenced by leadership. Indeed, by adopting an authentic leadership approach, managers are able to build trust and generate enthusiastic support from their subordinates, improving individual and team performance (Clapp-Smith, Vogelgesang, and Avey 2009). Such trust, when properly used, will sustain the empowerment of POs if accurate feedback is provided to them.