Management Education and Leadership Styles: Current Issues and Approaches

Management Education and Leadership Styles: Current Issues and Approaches

Kijpokin Kasemsap (Suan Sunandha Rajabhat University, Thailand)
Copyright: © 2017 |Pages: 28
DOI: 10.4018/978-1-5225-1019-2.ch008
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This chapter explains the prospects of management education toward leadership and leadership styles; the overview of leadership; empowering leadership; leadership and social capital; leadership, employee creativity, and innovation climate; transformational leadership; transactional leadership; ethical leadership; charismatic leadership; servant leadership; autocratic leadership; and shared leadership. Management education, through management education programs taught in schools, is very important to prepare next-generation leaders and improve leadership styles required in the competitive environments. Leadership is a process by which an executive can direct and guide the behavior and work of others toward the accomplishment of specific goals in a given situation. Leadership can be exercised through guidance and counseling of the subordinates at the time of execution of plans. Effective leadership styles gained from management education are critical for both setting strategic vision and implementing strategies to drive organizations in the timely and effective manner.
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Management education has come a long way since Sir Isaac Pitman initiated the first correspondence course in the early 1840s (Hall & Ko, 2014). Nowadays, the demands from a globalized economy are causing the significant change in the way management education is being delivered toward leadership development and leadership styles in the modern workplace (Hall & Ko, 2014). Management education is first and foremost about leadership development for social impact (Tavanti & Wilp, 2015) and can teach business ethics by making it imperative that students continually practice being ethical while studying toward business ethics and leadership (McCarthy & Hulsart, 2012). The participating institutions regarding management education programs share an educational commitment for the renewed management education toward leadership, where private organizations become positive agents in the modern workplace (Tavanti, 2014).

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