In 2023, around 73 percent of respondents said that performance recognition was the most important factor when it came to leadership contribution toward employee retention in Germany, Austria, and Switzerland. Fair treatment and managers making enough time for employees also ranked highly on the list.

In 2023, the majority of respondents reported that executive leadership of the company trusted employees working remotely to be productive while at home, with 54 percent reported that all employees were trustworthy. Interestingly, around 30 percent of respondents reported that executive leadership had trust in only select employees.

In 2023, 46 percent of global LinkedIn employees in leadership positions were women, and 53.7 percent were men. Overall, 0.3 percent of LinkedIn workers in leadership roles did not disclose their gender. Overall, women account for 47.3 percent of LinkedIn's global workforce.

NSF's IT Leadership Directory provides information on agency employees with the title of Chief Information Officer.

Dataset for: Poetz, L., & Volmer, J. (2022). What does leadership do to the leader? Using a pattern-oriented approach to investigate the association of daily leadership profiles and daily leader well-being. PsychArchives. https://doi.org/10.23668/psycharchives.5333 Recent research on leadership acknowledged that leadership behavior is not only related to followers’ but also to leaders’ well-being. Additionally, previous findings suggest that leadership behaviors show day-to-day variation and that multiple leadership styles can be present within one leader at the same time. Therefore, adopting an actor-centric perspective and applying a pattern-oriented approach we build on existing research to shed light on the daily relationship of leadership profiles and leader well-being. We will rely on the full-range model of leadership and conservation of resources theory to investigate (1) if daily profiles of transformational, contingent reward, management-by-exception active, management-by-exception passive, and laissez-faire leadership behaviors exist for leaders, (2) if profile membership is stable or dynamic across one week, and (3) if the leadership profiles are differentially related to leaders’ daily thriving and time pressure, as well as their daily emotional exhaustion, positive affect, and negative affect. We propose that some leadership profiles can be both beneficial (i.e., associated with increased positive affect and decreased negative affect via enhanced thriving) and harmful (i.e., associated with increased emotional exhaustion via increased time pressure) for leaders’ well-being at the same time. We will test our hypotheses in a daily diary study over five workdays (i.e., one typical working week) with two measurement points per day in a planned sample of 250 leaders and their followers. We will apply multilevel latent profile analysis to identify leadership profiles and perform BCH analysis to investigate the daily relationship of the leadership profiles and the outcomes.: Processed Data

This dataset includes the data and replication information necessary to replicate Cali M. Ellis, Michael C. Horowitz, and Allan C. Stam, “Introducing the LEAD Dataset.” International Interactions. 41:4 (2015), pp. 718-741. The Leader Experience and Attribute Descriptions (LEAD) data set provides a rich source of new information about the personal lives and experiences of over 2,000 state leaders from 1875–2004. For the first time, we can combine insights from psychology and human development with large-N data on interstate conflict for a new theory of leadership and interstate relations. The data set provides details about military experiences, childhood, education, personal and family life, and occupational history before leaders assumed power. The data are available in leader-year format and are compatible with existing tools for analysis such as EUGene (Bennett and Stam 2000). This research note discusses the motivation for the creation of the LEAD data set and discusses the coding decisions for most of the key variables. We provide a series of descriptive statistical illustrations of the data and illustrate the depth of the available information with cases from Latin American leaders, showing the durability of these personal experiences across space and time.

According to data collated from LinkedIn members in 2024 across India, it was found that the education sector had the highest share of women in leadership positions. The sector was followed by government services and consumer services with high shares of female leadership.

Financial overview and grant giving statistics of Leadership Ohio

Financial overview and grant giving statistics of Leadership for Development

The United States is today the global leader in networking and information technology NIT. That leadership is essential to U.S. economic prosperity, security, and quality of life. The Nation?s leadership position is the product of its entire NIT ecosystem, including its market position, commercialization system, and higher education and research system...

This is a list of all USDA employees with role of CIO. This requirement comes from FITARA legislation and more details can be found at http://management.cio.gov "CIO and CHCO will conduct a survey of all bureau CIOs and CIO and CHCO will jointly publish a dataset identifying all bureau officials with title of CIO or duties of a CIO. This shall be posted as a public dataset based on instructions in the IDC by August 15, 2015 and kept up-to-date thereafter. The report will identify for each: – Employment type (e.g. GS, SES, SL, ST, etc.) – Type of appointment (e.g. career, appointed, etc.) – Other responsibilities (e.g. full-time CIO or combination CIO/CFO) – Evaluation “rating official” (e.g. bureau head, other official) – Evaluation “reviewing official” (if used) – Whether [agency] CIO identifies this bureau CIO as a “key bureau CIO” and thus requires the [agency] CIO to provide the rating official input into the agency-wide critical element(s)"

The leadership development program market is expected to be valued at US$ 81.19 billion in 2024. The leadership development program is predicted to rise at an impressive CAGR of 10.3% from 2024 to 2034. The global market is anticipated to reach US$ 216.9 billion by 2034.

Attributes	Key Insights
Estimated Market Size in 2024	US$ 81.19 billion
Projected Market Value in 2034	US$ 216.9 billion
Value-based CAGR from 2024 to 2034	10.3%

2019 to 2023 Historical Analysis vs. 2024 to 2034 Market Forecast Projections

Historical CAGR from 2019 to 2023	9%
Forecast CAGR from 2024 to 2034	10.3%

Country-wise Analysis

Countries	Forecast CAGRs from 2024 to 2034
United States	5.3%
Canada	8.5%
France	6.9%
China	11%
Australia	8.4%

Category-wise Insights

Category	Market Share in 2024
Business Owners	25.9%
Individual/ Private Learners	52%

Report Scope

Attributes	Details
Estimated Market Size in 2024	US$ 81.19 billion
Projected Market Valuation in 2034	US$ 216.9 billion
Value-based CAGR 2024 to 2034	10.3%
Forecast Period	2024 to 2034
Historical Data Available for	2019 to 2023
Market Analysis	Value in US$ billion
Key Regions Covered	North America Latin America Western Europe Eastern Europe South Asia and Pacific East Asia Middle East and Africa
Key Market Segments Covered	Learner Type Program Participants Mode of Learning Duration Region
Key Countries Profiled	The United States Canada Brazil Mexico Germany The United Kingdom France Spain Italy Russia Poland Czech Republic Romania India Bangladesh Australia New Zealand China Japan South Korea GCC countries South Africa Israel
Key Companies Profiled	Articulate Global Inc. City & Guilds Group D2L Corp. Franklin Covey Co. GP Strategies Corp. Interaction Associates Inc. Learning Technologies Group Plc Miller Heiman Group Inc. Jaro Education Skillsoft Ltd. Wilson Learning Worldwide Inc.

Not available

Party leaders are often regarded as crucial to a party’s success. Successful leaders tend to be big personalities who dominate their party’s organisation, policy development, and electoral campaigns. But does that control come with a price? We test to see if such leaders damage their parties in the medium term. This happens because strong leaders might be ceded too much control of the party organisation, policy and electoral strategy. We specifically hypothesise that political parties will go through a period of leadership instability and electoral decline after strong leaders step down. Using a dataset with elections under party leaders in nine countries over a 25-year period, and a qualitative case study, we find some evidence for the theory, which should prompt further research of the question.

Not being able to see signs employees are demotivated was the major concern of company leadership when it came to hybrid work in 2023, with more than 55 percent of survey respondents reporting the same. Similarly, enabling effective collaboration, and concerns regarding maintaining an organizational culture were among the top concerns of organizations' leadership regarding hybrid work

Replication data for Mattes, Leeds, and Carroll "Leadership Turnover and Foreign Policy Change: Societal Interests, Domestic Institutions, and Voting in the United Nations." Please also see the supplemental information (web appendix) for the article for additional information about variable coding. This paper uses data that is part of the “Change in Source of Leader Support” (CHISOLS) project. The final CHISOLS dataset has not been released as of the online publication date of this article. Thus, for updated data, please check with Brett Ashley Leeds (leeds@rice.edu) or Michaela Mattes (m.mattes@berkeley.edu).

Data collected on the state of midwifery leadership around the Eastern Mediterranean for the 2021 State of the World's Midwifery Report. The data was collected via a survey that was sent to midwives' associations, who filled it out for their country and shared it with their Ministry of Health for validation. Data was collected by the International Confederation of Midwives with the support of UNFPA, WHO, and Direct Relief. This data set is just one of the many datasets on the Global Midwives Hub, a digital resource with open data, maps, and mapping applications (among other things), to support advocacy for improved maternal and newborn services.

Maryland Insurance Agency's analysis of Fiscal Years 2021 and 2022 in terms of customer service survey results and customer service training.

In the spring and autumn of 2015, Statistics Norway conducted for the second time a survey of Norwegian top executives in ten different sectors of Norwegian society. The survey was conducted in collaboration with the Institute for Social Research (ISF). The purpose of the leadership study has been to gain insight into the background and career patterns, contact networks, the relationship between leaders in different areas of society, and attitudes to key social issues. This provides information on how Norwegian society works, what is agreed and where the major lines of conflict go. The leadership survey from 15 years ago showed that there was a combination of agreement and disagreement between the management groups on important issues. Much has changed since the beginning of the 2000s. Researchers wanted to investigate whether increasing globalization, the financial crisis, climate change, increasing international migration, the Quota Act and the EU crisis have affected the top leaders' attitudes to Norwegian society. Furthermore, they wanted to map the social characteristics of different leaders in society (for example, gender, education, and age) and what attitudes leaders have on various topics and issues that are widely discussed in Norway.

Survey data results from leadership lab participants 2019-20