Leadership Styles: The Case of Islamic Banks

Leadership Styles: The Case of Islamic Banks

Ebtihaj Al-Aali, Ralla Mohammed Alazali
Copyright: © 2022 |Pages: 20
DOI: 10.4018/978-1-7998-9319-6.ch009
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Abstract

This research investigates leadership styles. It is an endeavor to point out unique features of leadership in Islamic banks. The research employs qualitative research. Leaders participating in this research are chief executive officers from Islamic banks. Interview is the research method used. The research is argued to enhance the understanding of leadership in Islamic banks. The understanding can shed light on applications of leadership theories in different contexts than the Western contexts. The later contexts are the situations at which theories of leadership have been developed. The research aims to illustrate whether different contexts can initiate leadership to transform or not. This in turn can help to have a better knowledge concerning human behaviour in organizations. The issue of sources of power utilised by interviewees is scrutinised as well. This is to investigate compatibility between leadership styles and sources of power employed.
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Leadership: Definition And Differences Between Leadership And Management

Leadership is a phenomenon founded firstly in sociology and political science. Leader as a term has been around since 1300s (Yukl, 1989, King, 1990). King (1990) states that the term leadership came to lime in 1700s. However researches on leadership started in 20th century. King (1990) adds that definitions of leadership are as many as researches conducted to study the issues of leaders and leadership. Each theory is based on a specific definition. This is to say that each theory examines leadership from different perspective. Tosti and Jackson (1999) mention that there are more than 350 definitions for the phenomenon of leadership. Such definitions have been examined for the last 75 years. Griffin and Moorhead (2014) and Certo and Certo (2019) state that leadership revolves around influencing employees in organisations. Such influence refers to the abilities of leaders to develop visions, design strategies, motivate employees and cope-up with changes.

The influence associated with being leaders reveals the differences between management and leadership. Management focuses on formal managerial functions. These functions are planning and decision making, organizing including organizational and job designs, directing efforts and organizations and controlling. Monitoring performance and customer orientation policy are the two major concerns for managers (Kinicki & Williams, 2020). Certo & Creto (2029) add that leadership and management can go wrong under certain conditions. Managers go wrong when they under value the importance of human resources. Leadership goes wrong when goals are over or under the capabilities of Organizations. Ebert & Griffin (2029) contend that organizations need both leaders and managers. Management is required to deal with complexity. This is to say that organizations need to plan and make decisions, organise, direct and control. Leadership is needed to cope up with changes.

Griffin and Moorhead (2014) illustrate that leadership can be defined from two perspectives. The first assumes that leaders possess unique traits differentiating them from non leaders. The second postulates that leadership utilises non coercive influence tactics.

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