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Sample records for hindustan times leadership

  1. Global security: The need for a new beginning, 12 October 2007, New Delhi, Hindustan Times Leadership Summit

    International Nuclear Information System (INIS)

    ElBaradei, M.

    2007-01-01

    The search for security remains the overriding concern for many peoples and nations. But the definition of what constitutes security, and the strategies for attaining it, vary greatly. For billions of people, the quest is to 'secure' basic needs: food, water, shelter and health care - in other words, freedom from want. For others, it is to 'secure' other fundamental human rights: freedom of expression, freedom from oppression, freedom from fear. Even among States, security has different definitions. For some, it is the achievement of economic or military parity or superiority, for others the projection of power and influence, and for still others the resolution of grievances and disputes. If we look at the quest to secure basic needs, we are struck by the persistent inequity in the global distribution of wealth. If we look at the quest for other fundamental human rights, the picture is also grim in many regions, with problems ranging from religious intolerance and the lack of political freedom to systematic oppression and torture. Perhaps the most severe critique of our global progress in this area is reflected in our uneven approach to the sanctity of human life. If we look at the security of nation-States, our record is also poor, particularly as reflected in regional conflicts that have been allowed to fester for decades. The effort to curtail nuclear threats is still a work in progress. Consider the events of just the past few years. The war in Iraq over suspicions that nuclear and other weapons programmes had been revived. North Korea's withdrawal from the NPT and subsequent test of a nuclear weapon. Libya's relinquishment of a fledgling nuclear weapons programme. The discovery of A. Q. Khan's illicit nuclear procurement and distribution network. The still ongoing investigation of Iran's clandestine nuclear programme. And not least, a surge in the sophistication of extremist networks - underscoring the potential for nuclear and radiological terrorism. Add to this the 27 000 nuclear warheads that still exist in the arsenals of nine countries, and the fact that some of these weapons are deployed on hair trigger alert - meaning that the leaders of these countries have only 15 to 30 minutes to decide on the authenticity of a nuclear attack and whether to launch a counterattack. But what is disconcerting is that some of these countries continue to repeat two inherently contradictory mantras: first, that it is important for them to continue to rely on nuclear weapons for their security; and second, that no one else should have them. 'Do as I say, not as I do'. There are nonetheless obvious steps that could be taken to address them. We must share the wealth of the planet more equitably - recognizing that poverty, too, is a weapon of mass destruction. We must invest in more advanced science and technology to meet development needs - seeking to do more than create more wealth for the wealthy. Investments in technology are invariably profit driven; more emphasis, therefore, should be placed on innovation to address problems of hunger and disease. And we must engage in the sustained diplomacy necessary to resolve longstanding conflicts. If we begin to alleviate problems of poverty and hunger, we will also be able to generate momentum for good governance. When basic human needs are met, the environment is created for citizens to turn their attention to achieving political and social freedoms. Democracy is an evolutionary process; however, it must begin from within, and it must be nurtured and supported, regardless of whether the particular leader is a political friend or foe, and regardless of the outcome of a given election. The international community must also deal with symptoms of insecurity at the State level, including nuclear and other weapons of mass destruction. On the nuclear front, we must enhance further the security of existing stocks of nuclear and radiological material, and tighten controls over sensitive nuclear operations that produce such material. The IAEA must receive the support it needs to carry out effective, independent verification of States' non-proliferation commitments. World leaders must be persuaded to acknowledge the inextricable linkage between non-proliferation and disarmament - and therefore the critical need for accelerated efforts towards a nuclear-weapons-free world. The proliferation challenges of recent years - and the near-total impasse in international efforts to strengthen the nuclear non-proliferation and arms control regime - have made it clear that the current system is not sustainable: it needs to be strengthened, and it needs to be universal. At the end of the day, we will only succeed if we have the foresight to develop an alternative system of collective security. A system in which no country could rely or would need to rely on nuclear weapons for its security

  2. Leadership for Challenging Times

    Science.gov (United States)

    American Association of State Colleges and Universities, 2009

    2009-01-01

    This essay focuses on the responsibility of AASCU universities and colleges to take deliberate, concerted actions to help sustain the nation's vitality and competitiveness in a global, multicultural and rapidly changing society. Guiding our work is the premise that presidential leadership is key to the success of any effort to make the nation's…

  3. LEADERSHIP AND TIME MANAGEMENT

    OpenAIRE

    NIKEZIC Srdan; BATAVELJIC Dragan; NIKEZIC Stefan; BATAVELJIC Branka

    2014-01-01

    When it comes to resources, it is primarily referred to material and financial and rarely human. It is assumed that human resources are used in the right way that their involvement, measured in time and intensity, is properly set to goals and tasks. Practice, unfortunately disproves this assumption. Employees spend too much time for unnecessary and low-priority activities, not realizing that the implementation of certain, key activities the requirement for achieving the ...

  4. Employee perceptions of managers' leadership over time.

    Science.gov (United States)

    Palm, Kristina; Ullström, Susanne; Sandahl, Christer; Bergman, David

    2015-01-01

    This paper aims to explore if and how employees in a healthcare organisation perceive changes in their managers' leadership behaviour over time. An interview study was conducted with employees whose managers had participated in a two-year leadership development programme offered by their employer, Healthcare Provision Stockholm County. Qualitative content analysis was applied, and the interview discussions focused on areas in which the majority of the informants perceived that a change had occurred over time and their answers were relatively consistent. The majority of employees did discern changes in their managers' leadership over time, and, with very few exceptions, these changes were described as improvements. The knowledge that employees perceived changes in their managers' leadership supports investments in leadership development through courses, programmes or other initiatives. The present findings contribute to a deeper empirical understanding of leadership as it is practised over time in everyday contexts among employees in healthcare organisations.

  5. Creative Leadership: A Challenge of Our Times

    Science.gov (United States)

    Stoll, Louise; Temperley, Julie

    2009-01-01

    In times of constant change, teachers need to be flexible, adaptable and creative. This article argues that promoting creativity of staff to enhance twenty-first century learning is a fundamental challenge for school leadership today. Drawing on the findings of a research and development project involving senior leadership teams and a local…

  6. Defining Leadership in a Changing Time.

    Science.gov (United States)

    Elwell, Sean M; Elikofer, Amanda N

    2015-01-01

    The purpose of this article is to discuss the difference between leadership and management. Leadership and management have been discussed for many years. Both are important to achieve success in health care, but what does that really mean? Strong leaders possess qualities that inspire others to follow them. This fosters team engagement, goal achievement, and ultimately drives outcomes. Managers plan, organize, and coordinate. It takes dedication, motivation, and passion to be more than a manager and be a good leader. There is not a single correct leadership style, but there are important characteristics that all leaders must demonstrate to get the desired results with the team. In a time when health care is rapidly changing, leadership is important at all levels of an organization.

  7. Making Time for Instructional Leadership. Appendices

    Science.gov (United States)

    Goldring, Ellen; Grissom, Jason A.; Neumerski, Christine M.; Murphy, Joseph; Blissett, Richard; Porter, Andy

    2015-01-01

    This three-volume report describes the "SAM (School Administration Manager) process," an approach that about 700 schools around the nation are using to direct more of principals' time and effort to improve teaching and learning in classrooms. Research has shown that a principal's instructional leadership is second only to teaching among…

  8. A novel trauma leadership model reflective of changing times.

    Science.gov (United States)

    DʼHuyvetter, Cecile; Cogbill, Thomas H

    2014-01-01

    As a result of generational changes in the health care workforce, we sought to evaluate our current Trauma Medical Director Leadership model. We assessed the responsibilities, accountability, time requirements, cost, and provider satisfaction with the current leadership model. Three new providers who had recently completed fellowship training were hired, each with unique professional desires, skill sets, and experience. Our goal was to establish a comprehensive, cost-effective, accountable leadership model that enabled provider satisfaction and equalized leadership responsibilities. A 3-pronged team model was established with a Medical Director title and responsibilities rotating per the American College of Surgeons verification cycle to develop leadership skills and lessen hierarchical differences.

  9. Adaptive Leadership in Times of Crisis

    Science.gov (United States)

    2011-12-01

    authority to make decisions was more valuable than teams of highly trained risk managers . adaptive leadership , therefore, does not only appoint one...Coast Guard petty officer looks for survivors in wake of Hurricane Katrina DOD (NyxoLyno Cangemi) Nothing throws leadership into starker relief than...handle domestic problems, for example, has been declining for the past decade.1 add the challenge of manag - ing digital media and its rapid information

  10. Transitional Leadership: Leadership During Times of Transition, Key Principles, and Considerations for Success.

    Science.gov (United States)

    Norbash, Alexander

    2017-06-01

    To suggest a methodical approach for refining transitional management abilities, including empowerment of a growing leader, leading in an unfamiliar organization or leading in an organization that is changing. Management approaches based on the body of work dealing with leadership studies and transitions and dealing with leadership during times of transition and change management were consolidated and categorized. Transitional leaders can benefit from effective leadership training including defining and prospectively accruing necessary experiences and skills; strengthening information gathering skills; effectively self-assessing; valuing and implementing mentoring; formulating strategy; and communicating. A categorical approach to transitional leadership may be implemented through a systems-based and methodical approach to gaining the definable, and distinct sets of skills and abilities necessary for transitional leadership success. Copyright © 2017 The Association of University Radiologists. Published by Elsevier Inc. All rights reserved.

  11. School Leaders and Transformational Leadership Theory: Time to Part Ways?

    Science.gov (United States)

    Berkovich, Izhak

    2016-01-01

    Purpose: After decades in which transformational leadership theory has prevailed as the dominant paradigm in leadership scholarship, critical voices have started raising serious concerns about its falsifiability, suggesting that transformational leadership theory should be abandoned. Although transformational leadership is a key to conceptualizing…

  12. Leadership in academic and public libraries a time of change

    CERN Document Server

    Düren, Petra

    2013-01-01

    In a time when libraries have to face constant change, this book provides examples and advises on how to lead when change is needed (for example, when quality management is implemented or when libraries have to merge or to relocate). Engaging with how constant change affects leadership in libraries and how leaders in libraries act in times of change, this book is aimed at practitioners and students of Library and Information Science (LIS) alike, and is based on both theory and expert interviews from leaders in academic and public libraries that are in the midst, or are now coming out of a proc

  13. Leadership

    OpenAIRE

    Eagly, A. H.; Antonakis, J.

    2015-01-01

    In this chapter, we review leadership research, with special attention to the questions that psychologists have addressed. Our presentation emphasizes that the phenomena of leadership can be predicted by a wide range of situational, social, and individual differences factors. Although not organized into a single, coherent theory, these bodies of knowledge are sufficiently related that we are able to piece together a moderately cohesive picture of leadership. This emergent understanding derive...

  14. Leadership

    Science.gov (United States)

    2003-04-07

    USAWC STRATEGY RESEARCH PROJECT LEADERSHIP by LIEUTENANT COLONEL RONALD D. JOHNSON United States Army Colonel David R. Brooks Project Advisor The...TITLE AND SUBTITLE Leadership Unclassified 5a. CONTRACT NUMBER 5b. GRANT NUMBER 5c. PROGRAM ELEMENT NUMBER 6. AUTHOR(S) Johnson, Ronald D. ; Author... Leadership FORMAT: Strategy Research Project DATE: 07 April 2003 PAGES: 28 CLASSIFICATION: Unclassified This SRP shows that values and ethics are essential

  15. Leadership

    OpenAIRE

    anonymous

    2001-01-01

    Leadership in a community of 30,000 offers lessons to all of us on vision, responsibility and character. See how the leaders of Garden City, Kansas deal with challenges that many communities face. This issue also provides information about leadership and Community Affairs resources.

  16. Developing Leadership Skills and Resilience in Turbulent Times

    DEFF Research Database (Denmark)

    Holmberg, Robert; Larsson, Magnus; Bäckström, Martin

    2016-01-01

    Purpose:To evaluate a leadership program in a way that captured leadership self efficacy, political skills and resilience in the form of indicators of health and well being that would have relevance for leadership roles in turbulent organizations. Design/methodology/approach: The design was quasi...... and had better health compared to a year earlier. Research limitations/implications: Concepts like leadership self-efficacy, political skills and measures of health and well-being can be used to operationalize and measure broad and contextually relevant outcomes of leadership development. Practical...... implications: Evaluation of leadership development can benefit from including these more psychologically relevant and generic outcomes. Originality/value: The study illustrates how psychologically based concepts can help to elucidate key outcomes of leadership development that can be critical for meeting...

  17. "Leadership" and the Social: Time, Space and the Epistemic

    Science.gov (United States)

    Eacott, Scott

    2013-01-01

    Purpose: "Leadership" is arguably the central concept of interest in contemporary scholarship on educational administration. Within this scholarly discourse, there is an explicit assumption that leadership is a "real" phenomenon that is not only important, but also necessary for educational institutions. However, few scholars…

  18. Leadership Behaviour of College Students in Relation to Their Leisure Time Activities in College Life

    Science.gov (United States)

    Sethi, Priyanka

    2009-01-01

    The study investigated the Leadership behaviour of college students in relation to their Leisure time activities in college life. In this study, the researcher wants to see the contribution of leisure time activities in developing the qualities of leadership of college students. The main objective of the study was to find out the relationship…

  19. Improving Instructional Leadership Behaviors of School Principals by Means of Implementing Time Management Training Sessions

    Science.gov (United States)

    Su, Yu

    2013-01-01

    The No Child Left Behind Act of 2001 increases school accountability and requires educators to improve student academic outcomes using evidence-based practice. One factor that contributes to desirable school outcomes is principals' instructional leadership behaviors. Principals who allocate more time to instructional leadership behaviors are more…

  20. Drug-resistant tuberculosis: time for visionary political leadership.

    Science.gov (United States)

    Abubakar, Ibrahim; Zignol, Matteo; Falzon, Dennis; Raviglione, Mario; Ditiu, Lucica; Masham, Susan; Adetifa, Ifedayo; Ford, Nathan; Cox, Helen; Lawn, Stephen D; Marais, Ben J; McHugh, Timothy D; Mwaba, Peter; Bates, Matthew; Lipman, Marc; Zijenah, Lynn; Logan, Simon; McNerney, Ruth; Zumla, Adam; Sarda, Krishna; Nahid, Payam; Hoelscher, Michael; Pletschette, Michel; Memish, Ziad A; Kim, Peter; Hafner, Richard; Cole, Stewart; Migliori, Giovanni Battista; Maeurer, Markus; Schito, Marco; Zumla, Alimuddin

    2013-06-01

    Two decades ago, WHO declared tuberculosis a global emergency, and invested in the highly cost-effective directly observed treatment short-course programme to control the epidemic. At that time, most strains of Mycobacterium tuberculosis were susceptible to first-line tuberculosis drugs, and drug resistance was not a major issue. However, in 2013, tuberculosis remains a major public health concern worldwide, with prevalence of multidrug-resistant (MDR) tuberculosis rising. WHO estimates roughly 630 000 cases of MDR tuberculosis worldwide, with great variation in the frequency of MDR tuberculosis between countries. In the past 8 years, extensively drug-resistant (XDR) tuberculosis has emerged, and has been reported in 84 countries, heralding the possibility of virtually untreatable tuberculosis. Increased population movement, the continuing HIV pandemic, and the rise in MDR tuberculosis pose formidable challenges to the global control of tuberculosis. We provide an overview of the global burden of drug-resistant disease; discuss the social, health service, management, and control issues that fuel and sustain the epidemic; and suggest specific recommendations for important next steps. Visionary political leadership is needed to curb the rise of MDR and XDR tuberculosis worldwide, through sustained funding and the implementation of global and regional action plans. Copyright © 2013 World Health Organization. Published by Elsevier Ltd/Inc/BV. All rights reserved. Published by Elsevier Ltd. All rights reserved.

  1. Developing a Leadership Brand: The Heart of Effective School Leadership in Turbulent Times

    Science.gov (United States)

    Davis, Stephen H.; Leon, Ronald J.

    2014-01-01

    Faced with scarce resources and high expectations, school principals must increasingly rely upon the power of persuasion to promote ongoing school improvement. We maintain that the development of a vibrant and tangible leadership brand constructed upon a principal's core values and noble character can motivate stakeholders and stimulate school…

  2. Academic Leadership and Departmental Headship in Turbulent Times

    Science.gov (United States)

    Jones, D. Gareth

    2011-01-01

    Leadership of academic units, in the guise of headship of departments, is crucial for the ongoing well-being of academic life and yet it remains a contested role. This paper argues for the role of heads of department (HODs) as academic leaders, with the managerial side of the role occupying an important but subsidiary place in its overall focus.…

  3. Responsible Leadership

    Science.gov (United States)

    Stone-Johnson, Corrie

    2014-01-01

    Purpose: At a time when school leadership takes on great import, we must ask how leadership can move beyond a focus on individual- and school-level changes to collective leadership that relies on the strength of relationships between schools and the communities in which they reside to foster and sustain change. Such leadership is termed…

  4. Leadership approach in small size enterprises during crisis time – A case study of two enterprises operating in Russia

    OpenAIRE

    Kirilina, Yulia

    2017-01-01

    Leadership performance has always been an important factor of company success and nowadays this topic gets much attention. The present study aimed at investigation of leadership style and peculiarities during crisis time with special focus on small size enterprises. Within framework of the study several definitions of leadership were considered and reviewed. Furthermore the most prevalent leadership theories (including trait, contingency, behavioral theories as well as transactional and t...

  5. Time-lag Method for Detecting Following and Leadership Behavior of Pedestrians from Mobile Sensing Data

    DEFF Research Database (Denmark)

    Kjærgaard, Mikkel Baun; Blunck, Henrik; Wüstenberg, Markus

    2013-01-01

    that quantify how humans move, interact and group. In this paper we propose methods for detecting two common pedestrian movement patterns, namely individual following relations and group leadership. The proposed methods for identifying following patterns employ machine learning on features derived using...... similarity analysis on time lagged sequences of WiFi measurements containing either raw signal strength values or derived locations. To detect leadership we combine the individual following relations into directed graphs and detect leadership within groups by graph link analysis. Methods for detecting...... for following patterns and up to twenty percentage points for leadership patterns. Our method is, contrary to state of the art, also applicable in challenging indoor environments, e.g., multi-story buildings. This implies that even quite small samples allow us to detect information such as how events...

  6. Time-lagged relationships between leadership behaviors and psychological distress after a workplace terrorist attack.

    Science.gov (United States)

    Birkeland, Marianne Skogbrott; Nielsen, Morten Birkeland; Knardahl, Stein; Heir, Trond

    2016-05-01

    The impact of leadership practices on employee health may be especially evident after extreme events that have physical, psychological, or material consequences for the members of an organization. In this prospective study, we aimed to examine the association between leadership behavior and psychological distress in employees who had experienced a workplace terror attack. Ten and 22 months after the 2011 Oslo bombing attack targeting their workplace, ministerial employees (n = 2272) responded to a questionnaire assessing fair, empowering, supportive, and laissez-faire leadership, as well as psychological distress. Cross-sectional and time-lagged associations between the constructs were tested using structural equation modeling. Cross-sectionally, higher levels of supportive leadership were associated with lower levels of psychological distress. Longitudinally, negative relationships were found between psychological distress and subsequent ratings of fair and empowering leadership. Supportive leadership was associated with employees' psychological health after trauma, but seems not to have long-term effects on subsequent psychological distress. Rather, psychological distress may lead the employees to perceive their leaders as more negative across time.

  7. Making time for learning-oriented leadership in multidisciplinary hospital management groups.

    Science.gov (United States)

    Singer, Sara J; Hayes, Jennifer E; Gray, Garry C; Kiang, Mathew V

    2015-01-01

    Although the clinical requirements of health care delivery imply the need for interdisciplinary management teams to work together to promote frontline learning, such interdisciplinary, learning-oriented leadership is atypical. We designed this study to identify behaviors enabling groups of diverse managers to perform as learning-oriented leadership teams on behalf of quality and safety. We randomly selected 12 of 24 intact groups of hospital managers from one hospital to participate in a Safety Leadership Team Training program. We collected primary data from March 2008 to February 2010 including pre- and post-staff surveys, multiple interviews, observations, and archival data from management groups. We examined the level and trend in frontline perceptions of managers' learning-oriented leadership following the intervention and ability of management groups to achieve objectives on targeted improvement projects. Among the 12 intervention groups, we identified higher- and lower-performing intervention groups and behaviors that enabled higher performers to work together more successfully. Management groups that achieved more of their performance goals and whose staff perceived more and greater improvement in their learning-oriented leadership after participation in Safety Leadership Team Training invested in structures that created learning capacity and conscientiously practiced prescribed learning-oriented management and problem-solving behaviors. They made the time to do these things because they envisioned the benefits of learning, valued the opportunity to learn, and maintained an environment of mutual respect and psychological safety within their group. Learning in management groups requires vision of what learning can accomplish; will to explore, practice, and build learning capacity; and mutual respect that sustains a learning environment.

  8. Political Leadership in the Time of Crises: Primum non Nocere.

    Science.gov (United States)

    Burkle, Frederick M; Hanfling, Dan

    2015-05-29

    Long before the 2014 Ebola outbreak in West Africa, the United States was already experiencing a failure of confidence between politicians and scientists, primarily focused on differences of opinion on climate extremes. This ongoing clash has culminated in an environment where politicians most often no longer listen to scientists. Importation of Ebola virus to the United States prompted an immediate political fervor over travel bans, sealing off borders and disputes over the reliability of both quarantine and treatment protocol. This demonstrated that evidenced- based scientific discourse risks taking a back seat to political hyperbole and fear. The role of public health and medical expertise should be to ensure that cogent response strategies, based upon good science and accumulated knowledge and experience, are put in place to help inform the development of sound public policy. But in times of crisis, such reasoned expertise and experience are too often overlooked in favor of the partisan press "sound bite", where fear and insecurity have proved to be severely counterproductive. While scientists recognize that science cannot be entirely apolitical, the lessons from the impact of Ebola on political discourse shows that there is need for stronger engagement of the scientific community in crafting messages required for response to such events. This includes the creation of moral and ethical standards for the press, politicians and scientists, a partnership of confidence between the three that does not now exist and an "elected officials" toolbox that helps to translate scientific evidence and experience into readily acceptable policy and public communication.

  9. Reduction of admit wait times: the effect of a leadership-based program.

    Science.gov (United States)

    Patel, Pankaj B; Combs, Mary A; Vinson, David R

    2014-03-01

    Prolonged admit wait times in the emergency department (ED) for patients who require hospitalization lead to increased boarding time in the ED, a significant cause of ED congestion. This is associated with decreased quality of care, higher morbidity and mortality, decreased patient satisfaction, increased costs for care, ambulance diversion, higher numbers of patients who leave without being seen (LWBS), and delayed care with longer lengths of stay (LOS) for other ED patients. The objective was to assess the effect of a leadership-based program to expedite hospital admissions from the ED. This before-and-after observational study was undertaken from 2006 through 2011 at one community hospital ED. A team of ED and hospital leaders implemented a program to reduce admit wait times, using a computerized hospital-wide tracking system to monitor inpatient and ED bed status. The team collaboratively and consistently moved ED patients to their inpatient beds within an established goal of 60 minutes after an admission decision was reached. Top leadership actively intervened in real time by contacting staff whenever delays occurred to expedite immediate solutions to achieve the 60-minute goal. The primary outcome measures were the percentage of ED patients who were admitted to inpatient beds within 60 minutes from the time the beds were requested and ED boarding time. LOS, patient satisfaction, LWBS rate, and ambulance diversion hours were also measured. After ED census, hospital admission rates, and ED bed capacity were controlled for using a multivariable linear regression analysis, the admit wait time reduction program contributed to an increase in patients being admitted to the hospital within 60 minutes by 16 percentage points (95% confidence intervals [CI] = 10 to 22 points; p leadership-based program to reduce admit wait times and boarding times was associated with a significant increase in the percentage of patients admitted to the hospital within 60 minutes and a

  10. The School Leadership Literature in Managerialist Times: Exploring the Problem of Textual Apologism.

    Science.gov (United States)

    Thrupp, Martin

    2003-01-01

    Critiques major topics or themes in school-leadership texts, such as problem-solving techniques; suggests alternative topics or themes for school administrators, such as ideas-based leadership. Draws implications for writers on school leadership. (Contains 59 references.) (PKP)

  11. In the time of significant generational diversity - surgical leadership must step up!

    Science.gov (United States)

    Money, Samuel R; O'Donnell, Mark E; Gray, Richard J

    2014-02-01

    The diverse attitudes and motivations of surgeons and surgical trainees within different age groups present an important challenge for surgical leaders and educators. These challenges to surgical leadership are not unique, and other industries have likewise needed to grapple with how best to manage these various age groups. The authors will herein explore management and leadership for surgeons in a time of age diversity, define generational variations within "Baby-Boomer", "Generation X" and "Generation Y" populations, and identify work ethos concepts amongst these three groups. The surgical community must understand and embrace these concepts in order to continue to attract a stellar pool of applicants from medical school. By not accepting the changing attitudes and motivations of young trainees and medical students, we may disenfranchise a high percentage of potential future surgeons. Surgical training programs will fill, but will they contain the highest quality trainees? Copyright © 2013 Royal College of Surgeons of Edinburgh (Scottish charity number SC005317) and Royal College of Surgeons in Ireland. Published by Elsevier Ltd. All rights reserved.

  12. Implicit leadership theories in applied settings: factor structure, generalizability, and stability over time.

    Science.gov (United States)

    Epitropaki, Olga; Martin, Robin

    2004-04-01

    The present empirical investigation had a 3-fold purpose: (a) to cross-validate L. R. Offermann, J. K. Kennedy, and P. W. Wirtz's (1994) scale of Implicit Leadership Theories (ILTs) in several organizational settings and to further provide a shorter scale of ILTs in organizations; (b) to assess the generalizability of ILTs across different employee groups, and (c) to evaluate ILTs' change over time. Two independent samples were used for the scale validation (N1 = 500 and N2 = 439). A 6-factor structure (Sensitivity, Intelligence, Dedication, Dynamism, Tyranny, and Masculinity) was found to most accurately represent ELTs in organizational settings. Regarding the generalizability of ILTs, although the 6-factor structure was consistent across different employee groups, there was only partial support for total factorial invariance. Finally, evaluation of gamma, beta, and alpha change provided support for ILTs' stability over time.

  13. The Role of Increased Accountability on the Use of Instructional Leadership Time by New York State Superintendents

    Science.gov (United States)

    Pustolka, Elizabeth Wood

    2012-01-01

    The role of the school superintendent has evolved as a result of increased accountability, specifically under the No Child Left Behind (NCLB) legislation. Prior to NCLB, superintendents spent time the majority of their time on the managerial and political domains of leadership; however, the NCLB accountability movement combined with research on…

  14. Analysis of Leadership Dynamics in Educational Settings during Times of External and Internal Change

    Science.gov (United States)

    Jäppinen, Aini-Kristiina

    2017-01-01

    Background: The article concerns the tensions that can arise during demanding external, and consequential internal changes and considers how educational leadership is able to respond to them. Leadership is here understood as a collaborative endeavour, producing shared sense-making in situations of tension. Purpose: The main research question was:…

  15. Democracy Is Little "l" Leadership: For Every Day at Any Time

    Science.gov (United States)

    Bogotch, Ira

    2011-01-01

    This article directs to the Dialogues of Leadership Education section of "Scholar-Practitioner Quarterly," Volume 4, Issue 4, wherein the contributing authors examined the question of priorities of leadership education for a democratic society. In this article, the author extends that earlier dialogue, and draws into specific relief the language…

  16. Leadership emergence over time in short-lived groups: Integrating expectations states theory with temporal person-perception and self-serving bias.

    Science.gov (United States)

    Kalish, Yuval; Luria, Gil

    2016-10-01

    Research into leadership emergence typically focuses on the attributes of the emergent leader. By considering also the attributes of perceivers and the passage of time, we develop a more complete theory of leadership emergence in short-lived groups. Using expectation states theory as an overarching theoretical framework, and integrating it with the surface- and deep-level diversity literature and with theories of self-serving biases, we examine the predictors of leadership emergence in short timeframes. We conduct a field study in a military assessment boot camp (a pilot study, n = 60; and a main study, n = 89). We use cross-sectional and longitudinal exponential random graph models to analyze data on participants' abilities and on their perceptions of who, in their respective groups, were "leaders." We find that the criteria by which people perceive leadership in others change over time, from easily noticeable attributes to covert leadership-relevant attributes, and that people also rely on leadership-relevant attributes that they possess at high levels to inform their perceptions of leadership in others. The integration of expectation states theory, attribute salience over time and theories of self-serving bias is needed for a full understanding of leadership emergence in groups, because perceivers' own abilities are instrumental in shaping their perceptions of emergent leadership over time. Theoretical and practical implications are discussed. (PsycINFO Database Record (c) 2016 APA, all rights reserved).

  17. Leadership and Presenteeism among Scientific Staff: The Role of Accumulation of Work and Time Pressure.

    Science.gov (United States)

    Dietz, Carolin; Scheel, Tabea

    2017-01-01

    The present study examines the joint roles of leadership and stressors for presenteeism of scientific staff. Leaders may have an impact on employees' health, both directly through interpersonal interactions and by shaping their working conditions. In the field of science, this impact could be special because of the mentoring relationships between the employees (e.g., PhD students) and their supervisors (e.g., professors). Based on the job demands-resources framework (JD-R), we hypothesized that the pressure to be present at the workplace induced by supervisors (supervisorial pressure) is directly related to employees' presenteeism as well as indirectly via perceptions of time pressure. The conservation of resources theory (COR) states that resource loss resulting from having to deal with job demands weakens the resource pool and therefore the capacity to deal with other job demands. Thus, we hypothesized that accumulation of work moderates the relationship between supervisorial pressure and time pressure, such that the relationship is stronger when accumulation of work is high compared to if accumulation of work is low. Cross-sectional data were obtained from 212 PhD students and postdocs of 30 scientific institutions in Germany. Analysis was performed using the SPSS macro PROCESS (Hayes, 2013). Supervisorial pressure was directly associated with higher presenteeism of employees and indirectly through increased time pressure. Moreover, supervisorial pressure and accumulation of work interacted to predict time pressure, but in an unexpected way. The positive relationship between supervisorial pressure and time pressure is stronger when accumulation is low compared to if accumulation of work is high. It seems possible that job stressors do not accumulate but substitute each other. Threshold models might explain the findings. Moreover, specific patterns of interacting job demands for scientific staff should be considered in absence management.

  18. Leadership and Presenteeism among Scientific Staff: The Role of Accumulation of Work and Time Pressure

    Directory of Open Access Journals (Sweden)

    Carolin Dietz

    2017-10-01

    Full Text Available The present study examines the joint roles of leadership and stressors for presenteeism of scientific staff. Leaders may have an impact on employees' health, both directly through interpersonal interactions and by shaping their working conditions. In the field of science, this impact could be special because of the mentoring relationships between the employees (e.g., PhD students and their supervisors (e.g., professors. Based on the job demands-resources framework (JD-R, we hypothesized that the pressure to be present at the workplace induced by supervisors (supervisorial pressure is directly related to employees' presenteeism as well as indirectly via perceptions of time pressure. The conservation of resources theory (COR states that resource loss resulting from having to deal with job demands weakens the resource pool and therefore the capacity to deal with other job demands. Thus, we hypothesized that accumulation of work moderates the relationship between supervisorial pressure and time pressure, such that the relationship is stronger when accumulation of work is high compared to if accumulation of work is low. Cross-sectional data were obtained from 212 PhD students and postdocs of 30 scientific institutions in Germany. Analysis was performed using the SPSS macro PROCESS (Hayes, 2013. Supervisorial pressure was directly associated with higher presenteeism of employees and indirectly through increased time pressure. Moreover, supervisorial pressure and accumulation of work interacted to predict time pressure, but in an unexpected way. The positive relationship between supervisorial pressure and time pressure is stronger when accumulation is low compared to if accumulation of work is high. It seems possible that job stressors do not accumulate but substitute each other. Threshold models might explain the findings. Moreover, specific patterns of interacting job demands for scientific staff should be considered in absence management.

  19. Leadership and Presenteeism among Scientific Staff: The Role of Accumulation of Work and Time Pressure

    Science.gov (United States)

    Dietz, Carolin; Scheel, Tabea

    2017-01-01

    The present study examines the joint roles of leadership and stressors for presenteeism of scientific staff. Leaders may have an impact on employees' health, both directly through interpersonal interactions and by shaping their working conditions. In the field of science, this impact could be special because of the mentoring relationships between the employees (e.g., PhD students) and their supervisors (e.g., professors). Based on the job demands-resources framework (JD-R), we hypothesized that the pressure to be present at the workplace induced by supervisors (supervisorial pressure) is directly related to employees' presenteeism as well as indirectly via perceptions of time pressure. The conservation of resources theory (COR) states that resource loss resulting from having to deal with job demands weakens the resource pool and therefore the capacity to deal with other job demands. Thus, we hypothesized that accumulation of work moderates the relationship between supervisorial pressure and time pressure, such that the relationship is stronger when accumulation of work is high compared to if accumulation of work is low. Cross-sectional data were obtained from 212 PhD students and postdocs of 30 scientific institutions in Germany. Analysis was performed using the SPSS macro PROCESS (Hayes, 2013). Supervisorial pressure was directly associated with higher presenteeism of employees and indirectly through increased time pressure. Moreover, supervisorial pressure and accumulation of work interacted to predict time pressure, but in an unexpected way. The positive relationship between supervisorial pressure and time pressure is stronger when accumulation is low compared to if accumulation of work is high. It seems possible that job stressors do not accumulate but substitute each other. Threshold models might explain the findings. Moreover, specific patterns of interacting job demands for scientific staff should be considered in absence management. PMID:29123497

  20. Leadership styles in nursing.

    Science.gov (United States)

    Cope, Vicki; Murray, Melanie

    2017-06-21

    Nurses are often asked to think about leadership, particularly in times of rapid change in healthcare, and where questions have been raised about whether leaders and managers have adequate insight into the requirements of care. This article discusses several leadership styles relevant to contemporary healthcare and nursing practice. Nurses who are aware of leadership styles may find this knowledge useful in maintaining a cohesive working environment. Leadership knowledge and skills can be improved through training, where, rather than having to undertake formal leadership roles without adequate preparation, nurses are able to learn, nurture, model and develop effective leadership behaviours, ultimately improving nursing staff retention and enhancing the delivery of safe and effective care.

  1. Stress in highly demanding IT jobs: transformational leadership moderates the impact of time pressure on exhaustion and work-life balance.

    Science.gov (United States)

    Syrek, Christine J; Apostel, Ella; Antoni, Conny H

    2013-07-01

    The objective of this article is to investigate transformational leadership as a potential moderator of the negative relationship of time pressure to work-life balance and of the positive relationship between time pressure and exhaustion. Recent research regards time pressure as a challenge stressor; while being positively related to motivation and performance, time pressure also increases employee strain and decreases well-being. Building on the Job Demand-Resources model, we hypothesize that transformational leadership moderates the relationships between time pressure and both employees' exhaustion and work-life balance such that both relationships will be weaker when transformational leadership is higher. Of seven information technology organizations in Germany, 262 employees participated in the study. Established scales for time pressure, transformational leadership, work-life balance, and exhaustion were used, all showing good internal consistencies. The results support our assumptions. Specifically, we find that under high transformational leadership the impact of time pressure on exhaustion and work-life balance was less strong. The results of this study suggest that, particularly under high time pressure, transformational leadership is an important factor for both employees' work-life balance and exhaustion. PsycINFO Database Record (c) 2013 APA, all rights reserved.

  2. Preparation for Full Time Employment: A Capstone Experience for Students in Leadership Programs

    Science.gov (United States)

    Gifford, Gregory T.; Cannon, Karen J.; Stedman, Nicole L.; Telg, Ricky W.

    2011-01-01

    This practice paper describes the development and implementation of a senior capstone course for communication and leadership development for undergraduate students. The resulting course is a unique combination of experiential skill development and career preparation. The success of this course provides students with an important and meaningful…

  3. Exceptional Leadership in Exceptional Times: Perspectives and Ideologies of Special Education Directors in Southern California

    Science.gov (United States)

    Diggs, Tangela R.

    2016-01-01

    The purpose of this qualitative phenomenological study was to explore the self-reported personal perspectives of special education directors in K-12 urban school districts in Southern California. Over 20,000 administrators oversee the delivery of special education services in the United States and the demand for such leadership exceeds the supply…

  4. "Inspired and Assisted", or "Berated and Destroyed"? Research Leadership, Management and Performativity in Troubled Times

    Science.gov (United States)

    Saltmarsh, Sue; Sutherland-Smith, Wendy; Randell-Moon, Holly

    2011-01-01

    Research leadership in Australian universities takes place against a backdrop of policy reforms concerned with measurement and comparison of institutional research performance. In particular, the Excellence in Research in Australian initiative undertaken by the Australian Research Council sets out to evaluate research quality in Australian…

  5. University Leadership during Times of Significant Transformation: A Case of Kyambogo University in Uganda

    Science.gov (United States)

    Namubiru, Gertrude; Onen, David; Oonyu, Joseph

    2017-01-01

    This study investigated how leadership was exercised at Kyambogo University [KyU] (in Uganda) during its formation that involved the merger of three tertiary institutions and the period immediately thereafter. This was regarded as a period of significant transformation at the institution. The study was prompted by the rampant strikes and protests…

  6. Meanings of Success and Successful Leadership in Ontario, Canada, in Neo-Liberal Times

    Science.gov (United States)

    Winton, Sue; Pollock, Katina

    2016-01-01

    The provincial government of Ontario, Canada, has committed itself to raising student achievement, closing achievement gaps, and increasing the public's confidence in public education. It has introduced many policies, including the Ontario Leadership Strategy (OLS), to support these goals. Our study examined how teachers, administrators, support…

  7. Flourishing for the Common Good: Positive Leadership in Christian Higher Education during Times of Change

    Science.gov (United States)

    Dahlvig, Jolyn E.

    2018-01-01

    This paper argues that higher education should exist for society's common good, a focus that has been lost in recent years (Dorn, 2011; Eagan et al., 2015; Ford 2016; Habley, Bloom & Robbins, 2012). To explore how Christian higher education can provide leadership in returning to a focus on the common good, this paper traces the movement of…

  8. School Leadership in Turbulent Times and the Value of Negative Capability

    Science.gov (United States)

    Clarke, Simon

    2016-01-01

    Given the turbulence of the contemporary education environment this paper argues it is necessary to adopt more flexible approaches to leadership than has traditionally been the case and involving new ways of learning and behaviours. In this regard, the paper investigates the paradoxical concept of "negative capability" and its potential…

  9. Subtractive Leadership

    Science.gov (United States)

    Larwin, K. H.; Thomas, Eugene M.; Larwin, David A.

    2015-01-01

    This paper introduces a new term and concept to the leadership discourse: Subtractive Leadership. As an extension of the distributive leadership model, the notion of subtractive leadership refers to a leadership style that detracts from organizational culture and productivity. Subtractive leadership fails to embrace and balance the characteristics…

  10. Leadership in Real Time : A Model of Attributes Needed by a Project Manager in ERP Implementations

    OpenAIRE

    Gunson, John; De Blasis, Jean-Paul; Neary, Mary

    2003-01-01

    The characteristics and organizational impacts of an Enterprise Resource Planning (ERP) Implementation Project requires highly professional Project Manager skills and attributes. Some may be learned or bought but the more important skills need to be part of the Project Manager's personal makeup. Coaching, mentoring and leadership skills (and beyond) help the Project Manager to take right decisions as even unknown-unknown situations arise during the implementation. This paper contributes to id...

  11. Steve Jobs And Modern Leadership

    OpenAIRE

    Sorin-George Toma; Paul Marinescu

    2013-01-01

    During the time, especially in the last fifty years, leadership has increasingly become a major subject in the management literature, a subject of much thought, writing and teaching. While the importance of leadership is generally accepted all over the world, there are as many definitions of it as there are organizations. In spite of the fact that the business literature on leadership is so voluminous, there is not an agreed-upon definition of the concept of leadership. Leadership is not only...

  12. Time for Climate Change: Leadership, IT Climate, and their Impact on Organizational Performance

    DEFF Research Database (Denmark)

    Wunderlich, Nico; Beck, Roman

    2017-01-01

    IT climate in organizations where the need for deep IT and business knowledge is constantly increasing. We shed light on how organizational leaders, both from business and IT, influence a positive organizational IT climate by IT leadership and subsequently, how an organizational IT climate affects strategic......Information systems (IS) have become essential for operating firms successfully. How to align business and information technology (IT) executives to increase organizational output has been widely discussed in literature. This research focusses on pre-requisites and consequences of a positive...... groups, and can confirm organization wide firm IS knowledge as a strategically important resource to achieve organizational performance....

  13. ENTREPRENEURIAL LEADERSHIP: A THEORETICAL FRAMEWORK

    Directory of Open Access Journals (Sweden)

    Yusuf ESMER

    2017-12-01

    Full Text Available Today, having just leadership or entrepreneurship qualities by business managers is not enough for success of enterprises. Managers need to have both leadership and entrepreneurship qualities in order to be successful. At this point, the concept of entrepreneurial leadership emerges. Entrepreneurial leadership is a new and modern type of leadership that is a combination of leadership qualities and spirit of entrepreneurship. In addition, entrepreneurial leadership is creating new products, new processes and expansion opportunities in existing businesses, working in social institutions and dealing with ignored social issues, participating in social and political movements, contributing to the change of current services and policies implemented by civil society organizations and governments. In recent times, entrepreneurial leadership has become a new phenomenon in business management that needs to be discussed. In this regard, in this study, the importance of entrepreneurial leadership is emphasized by examining the concept of entrepreneurial leadership within a theoretical framework.

  14. Leadership, leadership, wherefore art thou leadership?

    Science.gov (United States)

    Brooks, Charlie G

    2004-06-01

    Leadership is an elusive concept. Although no one best definition exists, some common characteristics, such as charisma and influence, tend to dominate most discussions on leadership qualities and traits. This article presents an overview of the findings of and pitfalls in research on leadership, in its varied and multifaceted contexts. It explores both personal and contextual attributes of leadership.

  15. Leadership Epistemology

    Science.gov (United States)

    Bogenschneider, Bret N.

    2016-01-01

    The study of leadership is characterized by an expanding set of definitions of the term leadership. Some scholars even set out to know leadership by the identification of traits or behaviors of good leaders. However, the scientific study of leadership requires the identification of a causal theory of leadership. The scientific belief in causation…

  16. Situational Leadership

    OpenAIRE

    Süttö, Marián

    2016-01-01

    This thesis is focused on field of leadership, particularly situational leadership model by Hersey and Blanchard. Thesis is mostly theoretical framework aimed to offer the possibility for reader to get overview in leadership issues. Theoretical framework of the thesis is focused on leadership definition, the most important leadership theories in the past, and especially to situational leadership approach. The focus of this thesis is to get detailed insight in this model and therefore offer in...

  17. Leadership Epistemology

    OpenAIRE

    Bogenschneider, B

    2016-01-01

    The study of leadership is characterized by an expanding set of definitions of the term leadership. Some scholars even set out to know leadership by the identification of traits or behaviors of good leaders. However, the scientific study of leadership requires the identification of a causal theory of leadership. The scientific belief in causation as the common epistemology is the necessary link between the various disciplines interested in leadership (e.g., organizational psychology, statisti...

  18. 2009 Center for Army Leadership Annual Survey of Army Leadership (CASAL): Army Education

    Science.gov (United States)

    2010-06-11

    right time, handling pre- education attitudes, and tracking performance gains and career advantages related to academics.  Developing current, relevant...Army Leadership Technical Report 2010-2 2009 CENTER FOR ARMY LEADERSHIP ANNUAL SURVEY OF ARMY LEADERSHIP (CASAL): ARMY EDUCATION ...Joshua Hatfield ICF International John P. Steele Center for Army Leadership June 2010 The Center for Army Leadership An

  19. Leadership, Governance

    Science.gov (United States)

    : Environmental Documents, Reports LANL Home Calendar Search Contacts About » Leadership, Governance Leadership national security and energy challenges. Leadership, Governance Ethics, Accountability Los Alamos National . Director's Office terry wallace in leadership, governance Director Terry C. Wallace, Jr. Terry C. Wallace, Jr

  20. Educational Leadership

    DEFF Research Database (Denmark)

    Moos, Lejf

    2003-01-01

    Educational leadership is different from other kinds of leadership, e.g. in leading production or service enterprises or public service institutions ? because educational leaders cannot choose their leadership style. I shall argue that educational leadership must be seen from the perspective...

  1. Leadership Innovations

    Science.gov (United States)

    1993-04-01

    leadership " and " leadership in innovation." 3 THEORY , AS AN INSTRUMENT OF ANALYSIS FOR INNOVATION IN LEADERSHIP There are many...attributes of a leader.𔃺 Attempts to define leadership usually contrast it with "followship", management ," or sometimes - with ’beadship."’" These...plausible theory . - . . . -. - -- Nevertheless, some authors consider, and I agree, that there is no true leadership theory because existing

  2. Effective leadership

    OpenAIRE

    Vávrová, Zuzana

    2010-01-01

    In my bachelor thesis I describe problems of effective leadership in organization in relation with organization's objectives filling. I focus here on main principles of leadership process. I characterize process of leadership and personality of leader, who is active executor of this process in organization. The effective leadership is here evaluated mainly from organization theory point of view and in relation with requirements to management, especially its relation with leadership and its de...

  3. SERVANT LEADERSHIP

    Directory of Open Access Journals (Sweden)

    Manalullaili Manalullaili

    2014-12-01

    Full Text Available "Servant leadership" is one form of leadership style that is based sincerity and provide help without thought of personal gain or reward to be gained. Servant leadership is different with transformational leadership and transactional leadership. Because this type of leadership is a combination of environmental assessment related to good behaviour "akhlakul karimah". Greenleef are researchers who agree that this leadership style is very "up to date" and can apply to any form of organization, including educational organizations. This paper will explain what it is "servant leadership", the characteristics of which can be categorized as "servant leadership", advantages and disadvantages, and how to apply them into educational organizations, for example: UIN Raden Fatah Palembang

  4. Understanding Leadership

    Science.gov (United States)

    2011-02-16

    leadership theories and connect these age old theories to what the Army believes is needed in the 21st century Army leader. The...effective leader. 15. SUBJECT TERMS Trait Theory , Behavior Theory , Situation Theory , Transformational Leadership , Leader, Manager 16. SECURITY...TERMS: Trait Theory , Behavior Theory , Situation Theory , Transformational Leadership , Leader, Manager CLASSIFICATION: Unclassified The purpose

  5. Negative Leadership

    Science.gov (United States)

    2013-03-01

    Negative Leadership by Colonel David M. Oberlander United States Army United States Army War...SUBTITLE Negative Leadership 5a. CONTRACT NUMBER 5b. GRANT NUMBER 5c. PROGRAM ELEMENT NUMBER 6. AUTHOR(S) Colonel David M...Dr. Richard C. Bullis Department of Command Leadership , and Management 8. PERFORMING ORGANIZATION REPORT NUMBER 9. SPONSORING/MONITORING

  6. Trans* Leadership.

    Science.gov (United States)

    Jourian, T J; Simmons, Symone L

    2017-06-01

    Focusing on emerging literature on trans* and gender-nonconforming students and their leadership, this chapter outlines the ways trans* students are engaged in leadership in educational institutions and outside of them and discusses implications for staff and faculty regarding how to support and engage these students and their leadership. © 2017 Wiley Periodicals, Inc., A Wiley Company.

  7. The emergence of shared leadership in newly-formed teams with an initial structure of vertical leadership: A longitudinal analysis

    OpenAIRE

    Fransen, Katrien; Delvaux, Ellen; Mesquita, Batja; Van Puyenbroeck, Stef

    2018-01-01

    The importance of high-quality leadership for team effectiveness is widely recognized, with recent viewpoints arguing shared leadership to be a more powerful predictor than vertical leadership. To identify changes in leadership structures over time, we longitudinally tracked the leadership structure of 27 newly-formed teams (N = 195), all having an initial structure of vertical leadership. Our findings demonstrated that the average team leadership strengthened over the course of the 24-week p...

  8. Digital Leadership

    DEFF Research Database (Denmark)

    Zupancic, Tadeja; Verbeke, Johan; Achten, Henri

    2016-01-01

    Leadership is an important quality in organisations. Leadership is needed to introduce change and innovation. In our opinion, in architectural and design practices, the role of leadership has not yet been sufficiently studied, especially when it comes to the role of digital tools and media....... With this paper we intend to initiate a discussion in the eCAADe community to reflect and develop ideas in order to develop digital leadership skills amongst the membership. This paper introduces some important aspects, which may be valuable to look into when developing digital leadership skills....

  9. Leadership Skills and Wages

    OpenAIRE

    Kuhn, Peter; Weinberger, Catherine

    2003-01-01

    American business is devoting a growing share of resources to identifying and developing a worker characteristic called ³leadership skill². Is there such a thing, and is it rewarded in labor markets? Using the Project Talent, NLS72 and High School and Beyond datasets, we show that men who occupied leadership positions in high school earn more as adults, even when cognitive skills are held constant. The pure leadership-wage effect varies, depending on definitions and time period, from four p...

  10. Leadership in Hard Times.

    Science.gov (United States)

    Smette, David H.

    2003-01-01

    With state budgets in trouble across the United States, many school districts have already been hit with midyear cuts. Morale is the first and biggest issue administrators and school boards have to tackle. Successful leaders must be able to forecast what lies ahead and plan for the future. Good communication with staff and the public is crucial to…

  11. Relational Leadership

    DEFF Research Database (Denmark)

    Madsen, Charlotte Øland; Rasmussen, Jørgen Gulddahl

    2015-01-01

    In this chapter, we emphasise what we have outlined as interesting areas of relational leadership and present some ideas on how to facilitate a broader understanding of relational leadership practice. This involves the interpretations that create connections between practice and ontology. We...... elaborate on how leadership in everyday situations can be understood from a relational perspective. The chapter will focus on outlining and inspiring the reader to co-operate with other people to develop further relational understandings of leading....

  12. Inefficient but robust public leadership.

    OpenAIRE

    Matsumura, Toshihiro; Ogawa, Akira

    2014-01-01

    We investigate endogenous timing in a mixed duopoly in a differentiated product market. We find that private leadership is better than public leadership from a social welfare perspective if the private firm is domestic, regardless of the degree of product differentiation. Nevertheless, the public leadership equilibrium is risk-dominant, and it is thus robust if the degree of product differentiation is high. We also find that regardless of the degree of product differentiation, the public lead...

  13. A Week Is a Long Time in Politics: The Health Implications of Jeremy Corbyn's UK Labour Party Leadership Victory.

    Science.gov (United States)

    Scott-Samuel, Alex; Bambra, Clare

    2016-01-01

    For more than 30 years, socialism within the UK Labour Party - which was in government from 1997 to 2010 and is currently the main UK parliamentary opposition - has been in decline. Despite its origins as a party of and for the working class, Labour has become at best a social democratic party with strong neoliberal leanings. However, in the recent leadership election that followed Labour's general election defeat in May 2015, the socialist Jeremy Corbyn confounded all expectations by winning Labour's leadership with a substantial majority. We describe the political context of Corbyn's controversial victory and discuss its potential short- and medium-term impact on England's troubled National Health Service and on the public health. © The Author(s) 2015.

  14. Leadership Styles

    Science.gov (United States)

    Val, Carlin; Kemp, Jess

    2012-01-01

    This study examines how a group's dynamic changes under the influence of different leadership styles, and determines what leadership style works best in a large group expedition. The main question identified was "What roles can a leader play in affecting the dynamic of a large group while partaking in a field expedition?" The following…

  15. Leadership Theories.

    Science.gov (United States)

    Sferra, Bobbie A.; Paddock, Susan C.

    This booklet describes various theoretical aspects of leadership, including the proper exercise of authority, effective delegation, goal setting, exercise of control, assignment of responsibility, performance evaluation, and group process facilitation. It begins by describing the evolution of general theories of leadership from historic concepts…

  16. Ethical leadership

    NARCIS (Netherlands)

    den Hartog, D.N.

    2015-01-01

    High-profile cases of leaders’ ethical failure in different settings and sectors have led to increased attention to ethical leadership in organizations. In this review, I discuss the rapidly developing field of ethical leadership from an organizational behavior/psychology perspective, taking a

  17. Leadership Pipeline

    DEFF Research Database (Denmark)

    Elmholdt, Claus Westergård

    2012-01-01

    Artiklen analyserer grundlaget for Leadership Pipeline modellen med henblik på en vurdering af substansen bag modellen, og perspektiverne for generalisering af modellen til en dansk organisatorisk kontekst.......Artiklen analyserer grundlaget for Leadership Pipeline modellen med henblik på en vurdering af substansen bag modellen, og perspektiverne for generalisering af modellen til en dansk organisatorisk kontekst....

  18. Uplifting Leadership

    Science.gov (United States)

    Hargreaves, Andy; Boyle, Alan

    2015-01-01

    To find out how organizations turn failure into success, Andrew Hargreaves and his colleagues studied more than 15 business, sports, and education organizations. They found that the secret to these organizations' success came down to just two words: uplifting leadership. Uplifting leadership, write Hargreaves and Boyle in this article, raises the…

  19. Learning Leadership

    DEFF Research Database (Denmark)

    Hertel, Frederik; Fast, Alf Michael

    2018-01-01

    Is leadership a result of inheritance or is it something one learns during formal learning in e.g. business schools? This is the essential question addressed in this article. The article is based on a case study involving a new leader in charge of a group of profession practitioners. The leader...... promotes his leadership as a profession comparable to the professions of practitioners. This promotion implies that leadership is something one can and probably must learn during formal learning. The practitioners on the other hand reject this comprehension of leadership and long for a fellow practitioner...... to lead the organization. While asked they are unable to describe how, where and when they think a practitioner develops leadership skills necessary for leading fellows. In the following we will start analysing the case in order to comprehend and discuss both the professional leaders and the practitioners...

  20. Shared leadership

    DEFF Research Database (Denmark)

    Ulhøi, John Parm; Müller, Sabine

    2012-01-01

    The aim of this paper is twofold. First, this paper comprehensively will review the conceptual and empirical literature to identify such critical underlying mechanisms which enable shared or collective leadership. Second, this article identifies the antecedents and outcomes of shared leadership...... according to the literature review to develop a re-conceptualised and synthesized framework for managing the organizational issues associated with shared leadership on various organizational levels. The paper rectifies this by identifying the critical factors and mechanisms which enable shared leadership...... and its antecedents and outcomes, and to develop a re-conceptualized and synthesized framework of shared leadership. The paper closes with a brief discussion of avenues for future research and implications for managers....

  1. Lean Leadership - Organizational Buy - Ins

    Directory of Open Access Journals (Sweden)

    Dr. Revathi Iyer

    2017-05-01

    Full Text Available Great organizations have become leaders due to their leadership and sustainable initiatives. One such initiative is adoption of lean leadership to align core strategies with all functional areas of business. Leadership is likely to take place in a lean environment because improvements that happen are continual and can only be supported by leadership which understands this important aspect. The topic of lean leadership organizational buy ins speaks on how lean leadership could affect organizations that adopt lean and other quality tools. Purpose of the study This study has been undertaken to understand When leadership more of is likely to take place in lean . Leadership plays a very important role while adopting lean processes and how lean leadership can address the process problem. Application of leadership lenses to lean processes needs great foresight thought and creativity. It has been also observed that lean management and lean processes can happen only if leadership is able to effectively communicate the thought of continual improvement to bring in a lean organization and a future state of processes where everything of a firm process and procedure is continually improving and the best strategies to manage this change becomes a philosophy. Lean leadership is associated with such a change. This enables leadership vision to be clear as it paves the way for current state and is clear to everyone. It is this leadership vision which enables employees to think and act in a way that perpetrates continual improvement. Hence leadership buys ins for lean are very necessary. The purpose of the study is also to understand how leaders can not only use cost reduction but also reducing time-to-market improving service quality and reducing risk exposure by adopting lean methods . it has been also seen that there is overall productivity and efficiency in organizations holistically when leadership endorses lean methodology. Radnor Z. and Bucci G. 2007

  2. Strategic Leadership

    Directory of Open Access Journals (Sweden)

    Mohammad Jaradat

    2017-01-01

    Full Text Available Leadership as a concept has been very useful in the last decades, but when it comes to definingand especially to applying strategic leadership theories into the day-to-day life of organizations,things become much more complicated. It is imperative that managers select their basic theoreticalneed in order to assess one organizations leadership. The following article aims to prove that it isnecessary to choose more than one theoretical instrument before applying them into a specificplan, which combines more than one theoretical approach for evaluating and improving strategicleadership into an organization.

  3. Leadership Development and School Improvement

    Science.gov (United States)

    Rhodes, Christopher; Brundrett, Mark

    2009-01-01

    The chosen focus of this special issue is timely given the burgeoning international interest and investment in leadership development and school improvement. In many countries leadership and improvement have been closely linked and there is no doubt that this linkage has an international reach. Together, these articles review and extend some of…

  4. Followers in the organizational leadership process: From attribution to shared leadership

    Directory of Open Access Journals (Sweden)

    Vesna Stojanovic Aleksic

    2016-08-01

    Full Text Available Despite the fact that most of the theories and models of leadership are solely focused on the leader as the central figure of the leadership process, there is a need to draw attention to the importance of the followers’ role in the organizational leadership process, which is the main subject of this paper. Newer approaches to leadership provide a framework for the study of a reciprocal influence in the leadership process, in which the behavior of the leader appears as both an independent and a dependent variable at the same time. The aim is to draw attention to the necessity of adjusting leadership styles to the characteristics of the followers and encourage the followers’ active role in leadership, as the basic precondition for the effectiveness of the entire leadership process. The paper reviews the evolution of the role of the followers in organizational leadership through various approaches and models of leadership, from the attribution of potential leadership qualities through the process of attribution, through the followers’ influence in the selection of the dominant leadership style, to the equal participation in the leadership process, reflected in the concepts of servant leadership and shared leadership.

  5. LEADERSHIP PERCEPTIONS

    Directory of Open Access Journals (Sweden)

    José Bernardo Sánchez-Reyes

    2015-07-01

    Full Text Available This article shows the results of an investigative research, conducted onto Instituciones Formadoras de Docentes (Educators Institutions about the leadership that is developed by its principals. The main objective is to describe the idea of leadership that applies among these institutions. This research was conducted qualitative, following the phenomenological method, using as technique the personal interview, and as an instrument an interview guide. The information was systematized by categories, and with a triangulation validation. We have found that the principals consider a distributed, participative and academic leadership as the ideal, however, they manifest that the working environment is not always the best to do this, and a more directive leadership is followed, that can be categorized as autocratic, democratic or laisser-faire.

  6. Unconventional Leadership

    OpenAIRE

    Paul Marinescu; Sorin-George Toma

    2015-01-01

    From the perspective of leadership change symbolizes the existence of the organization.Most assuredly, this is not a matter of change at all costs, but rather of increasing organizational performance and training people. As leadership is a creative activity, in this paper, we aim to show that the unconventional is closely connected to creativity. From the perspective of interpersonal relationships the leader has to continually create contexts in which people can express themselves. On the one...

  7. Small 'l' leadership.

    Science.gov (United States)

    Parsons, Jenni

    2009-05-01

    Recently I attended the RACGP Leadership Masterclass in Sydney. When I enrolled, I thought, 'Yes... sounds interesting...good speakers... I need to learn something about leadership...'As the time drew closer I started to get a bit anxious about the whole thing. I realised that the title, 'Masterclass', probably implied that the attendees were expected to already know something about leadership and its theories, if not have considerable expertise and experience in leadership. I also wondered how the workshop sessions were going to go and I started to feel a bit sorry for the facilitators. Imagine trying to facilitate a group of 10 aspiring leaders... a bit like trying to herd cats. A few days later I received a call from the organisers,saying they were a bit short of facilitators and could I help out if necessary. Great... better do a crash course in cat herding! Then there was the first 'predisposing activity'. Step 1: think of leaders you admire. Easy enough. Leaders of social justice and social change on a world stage, people who have shown great courage of their convictions and great orators popped into my head... Ghandi, Martin Luther King, Mandela, JFK. Step 2:describe the ways in which you are like these leaders. Whoa!Never going to measure up here. I wondered if there was going to be sessions on 'leadership for introverts', or 'leadership of small things', or 'leaders without grand vision or fabulous oratory skills', or perhaps 'leadership for people who are deeply suspicious of the corrupting influence of power'.

  8. Leadership practices among the Lamba people of Zambia: some ...

    African Journals Online (AJOL)

    In this article we discuss indigenous African leadership practices of the Lamba nation of the Zambian Copper belt region and how such leadership can inform school leadership today. This article is part of a bigger study which was informed by three factors: (1) that once upon-a-time Africa had prolific leadership as ...

  9. Climate Leadership Award for Organizational Leadership

    Science.gov (United States)

    Apply to the Climate Leadership Award for Organizational Leadership, which publicly recognizes organizations for their comprehensive greenhouse gas inventories and aggressive emissions reduction goals.

  10. Leadership for All: An Internal Medicine Residency Leadership Development Program.

    Science.gov (United States)

    Moore, Jared M; Wininger, David A; Martin, Bryan

    2016-10-01

    Developing effective leadership skills in physicians is critical for safe patient care. Few residency-based models of leadership training exist. We evaluated residents' readiness to engage in leadership training, feasibility of implementing training for all residents, and residents' acceptance of training. In its fourth year, the Leadership Development Program (LDP) consists of twelve 90-minute modules (eg, Team Decision Making and Bias, Leadership Styles, Authentic Leadership) targeting all categorical postgraduate year (PGY) 1 residents. Modules are taught during regularly scheduled educational time. Focus group surveys and discussions, as well as annual surveys of PGY-1s assessed residents' readiness to engage in training. LDP feasibility was assessed by considering sustainability of program structures and faculty retention, and resident acceptance of training was assessed by measuring attendance, with the attendance goal of 8 of 12 modules. Residents thought leadership training would be valuable if content remained applicable to daily work, and PGY-1 residents expressed high levels of interest in training. The LDP is part of the core educational programming for PGY-1 residents. Except for 2 modules, faculty presenters have remained consistent. During academic year 2014-2015, 45% (13 of 29) of categorical residents participated in at least 8 of 12 modules, and 72% (21 of 29) participated in at least 7 of 12. To date, 125 categorical residents have participated in training. Residents appeared ready to engage in leadership training, and the LDP was feasible to implement. The attendance goal was not met, but attendance was sufficient to justify program continuation.

  11. Leadership. The personal touch.

    Science.gov (United States)

    Best, G; Brazil, R; Fry, M; Joyce, L; Owens, J; Pashley, S

    1997-10-16

    The government is likely to move from a centralised corporatist form of governance to a more collaborative approach. This will require chief executives to rely on a style of leadership which derives more from personal influence than positional forms of power. It may be time to discuss the future of politically appointed chairs and whether the chief executive should be the sole local leader. The government's commitment to delegating power to regional tiers is likely to have a major impact on the nature of leadership in the NHS.

  12. Supporting Faculty Grassroots Leadership

    Science.gov (United States)

    Kezar, Adrianna; Lester, Jaime

    2009-01-01

    Various factors are making faculty leadership challenging including the rise in part-time and non-tenure-track faculty, the increasing pressure to publish and teach more courses and adopt new technologies and pedagogies, increasing standards for tenure and promotion, ascension of academic capitalism, and heavy service roles for women and people of…

  13. Leadership identities

    DEFF Research Database (Denmark)

    Holmgreen, Lise-Lotte

    2018-01-01

    Questioning the assumption that identities can be controlled through a shared organisational culture, the article explores the inculcation of a discourse of diversity into leadership identities in a Danish bank and building society. Thus, it intends to demonstrate that, on the one hand, discourse...... plays a significant role in identity construction and, on the other, that leaders’ constructions may have many sources of inspiration within and outside the organisation, emphasising that identity construction is a complex process in which organisational efforts to promote a common leadership identity...... to construct their leadership identities. While the respondents present comparable identities to the interviewer, the analysis reveals that the they draw on different discourses and employ a number of different discursive means to present this identity. This, the article argues, may be the result of a number...

  14. Leadership: a new frontier in conservation science.

    Science.gov (United States)

    Manolis, Jim C; Chan, Kai M; Finkelstein, Myra E; Stephens, Scott; Nelson, Cara R; Grant, Jacqualine B; Dombeck, Michael P

    2009-08-01

    Leadership is a critical tool for expanding the influence of conservation science, but recent advances in leadership concepts and practice remain underutilized by conservation scientists. Furthermore, an explicit conceptual foundation and definition of leadership in conservation science are not available in the literature. Here we drew on our diverse leadership experiences, our reading of leadership literature, and discussions with selected conservation science leaders to define conservation-science leadership, summarize an exploratory set of leadership principles that are applicable to conservation science, and recommend actions to expand leadership capacity among conservation scientists and practitioners. We define 2 types of conservation-science leadership: shaping conservation science through path-breaking research, and advancing the integration of conservation science into policy, management, and society at large. We focused on the second, integrative type of leadership because we believe it presents the greatest opportunity for improving conservation effectiveness. We identified 8 leadership principles derived mainly from the "adaptive leadership" literature: recognize the social dimension of the problem; cycle frequently through action and reflection; get and maintain attention; combine strengths of multiple leaders; extend your reach through networks of relationships; strategically time your effort; nurture productive conflict; and cultivate diversity. Conservation scientists and practitioners should strive to develop themselves as leaders, and the Society for Conservation Biology, conservation organizations, and academia should support this effort through professional development, mentoring, teaching, and research.

  15. Timeless leadership.

    Science.gov (United States)

    McCullough, David

    2008-03-01

    The historian David McCullough, a two-time Pulitzer Prize winner and well-known public television host, has spent his career thinking about the qualities that make a leader great. His books, including Truman, John Adams, and 1776, illustrate his conviction that even in America's darkest moments the old-fashioned virtues of optimism, hard work, and strength of character endure. In this edited conversation with HBR senior editor Bronwyn Fryer, McCullough analyzes the strengths of American leaders past and present. Of Harry Truman he says, "He wasn't afraid to have people around him who were more accomplished than he, and that's one reason why he had the best cabinet of any president since George Washington....He knew who he was." George Washington--"a natural born leader and a man of absolute integrity"--was unusually skilled at spotting talent. Washington Roebling, who built the Brooklyn Bridge, led by example: He never asked his people to do anything he wouldn't do himself, no matter how dangerous. Franklin Roosevelt had the power of persuasion in abundance. If McCullough were teaching a business school leadership course, he says, he would emphasize the importance of listening--of asking good questions but also noticing what people don't say; he would warn against "the insidious disease of greed"; he would encourage an ambition to excel; and he would urge young MBAs to have a sense that their work maters and to make their good conduct a standard for others.

  16. Effects of a Leadership Development Program on Gifted and Non-Gifted Students' Leadership Skills

    Science.gov (United States)

    Ogurlu, Üzeyir; Serap, Emir

    2014-01-01

    Problem Statement: The presence of leaders who will lead societies to success is an important gain for a society. In the present time, leadership development has become a strategic requirement. Although there is a common agreement on the need for leadership education, there are few studies on the education process of leadership and the efficacy of…

  17. Leadership landscapes

    NARCIS (Netherlands)

    Cummings, T.; Keen, J.

    2008-01-01

    Most of the books on leadership written over the last 50 years have focused on how to lead where tasks are mainly internal to the organization, and relationships between companies are straightforward market or buy-sell transactions. Things have now changed dramatically. This book looks at the

  18. Leadership Models.

    Science.gov (United States)

    Freeman, Thomas J.

    This paper discusses six different models of organizational structure and leadership, including the scalar chain or pyramid model, the continuum model, the grid model, the linking pin model, the contingency model, and the circle or democratic model. Each model is examined in a separate section that describes the model and its development, lists…

  19. Passionate Leadership

    Science.gov (United States)

    Davies, Brent; Brighouse, Tim

    2010-01-01

    Passionate leadership is about energy, commitment, a belief that every child can learn and will learn, a concern with social justice and the optimism that people can make a difference. The authors argue that passion survives and prospers and is a moral driving force in ensuring children becoming all they can become. That brings them to the other…

  20. Leadership Skills.

    Science.gov (United States)

    Hutchison, Cathleen; And Others

    1988-01-01

    Lists skills identified by the Leadership Development Task Force as being critical skills for a leader. Discussion focuses on information managing skills, including problem solving, decision making, setting goals and objectives; project management; and people managing skills, including interpersonal communications, conflict management, motivation,…

  1. Teaching Leadership

    Science.gov (United States)

    Leshnower, Susan

    2008-01-01

    When thinking of leaders, people usually think of those in positions of power, such as political leaders, religious leaders, or student leaders. Yet, leaders can be found in all spheres of life, and leadership behaviors can be learned particularly in a small-group format (Hellriegel, Jackson, & Slocum, 2005). This article presents ideas and…

  2. Leadership Development

    Science.gov (United States)

    Mallon, Melissa

    2017-01-01

    This issue's column focuses on online tools and resources available for leadership development of academic, public services staff. The resources are not targeted solely to professional librarians, but rather to all levels of library staff engaged with the public. In addition to inspirational and coaching videos, reviewers recommend resource guides…

  3. Leadership practices

    African Journals Online (AJOL)

    Administrator

    5. Top executives identify 'effective leadership' as the single most determinant of organizational success. (Greenberg 2005). Great leaders throughout history have been known to inspire society's goals. Effective leaders do .... are asked to rate their level of satisfaction or the effectiveness of the leader. Subordinates may be ...

  4. Leadership training, leadership strategies and organizational performance

    DEFF Research Database (Denmark)

    Ladegaard, Louise; Andersen, Lotte Bøgh; Bøllingtoft, Anne

    Leadership is fundamentally important for improving public sector performance, but the existing literature has severe endogeneity problems. Using a field experiment with 720 Danish leaders and 23.000 employees, the LEAP (Leadership and Performance) project will try to overcome these problems. We...... use a field experiment to study the effects of leadership training and leadership strategies on organizational performance. The research question is how leadership training affect leadership strategies, and how these strategies affect performance? This paper takes three steps towards answering...... this question. First, we discuss the conceptualization of leadership strategies. Second, we present our research design and clarify how we expect the leadership training to affect leadership strategies. Third, we discuss briefly how we measure the key concepts: Leadership and performance. Our aim is to develop...

  5. Aesthetic Leadership: Its Place in the Clinical Nursing World.

    Science.gov (United States)

    Mannix, Judy; Wilkes, Lesley; Daly, John

    2015-05-01

    Clinical leadership has been identified as crucial to positive patient/client outcomes, across all clinical settings. In the new millennium, transformational leadership has been the dominant leadership style and in more recent times, congruent leadership theory has emerged to explain clinical leadership in nursing. This article discusses these two leadership models and identifies some of the shortcomings of them as models for clinical leadership in nursing. As a way of overcoming some of these limitations, aesthetic leadership is proposed as a style of leadership that is not antithetical to either model and reflects nursing's recognition of the validity of art and aesthetics to nursing generally. Aesthetic leadership is also proposed as a way to identify an expert clinical leader from a less experienced clinical leader, taking a similar approach to the way Benner (1984) has theorised in her staging of novice to expert clinical nurse.

  6. Comparative Analysis of the Military Leadership Styles of George C. Marshall and Dwight D. Eisenhower

    National Research Council Canada - National Science Library

    Hill, James R

    2008-01-01

    ... a successful leadership style. The process of developing leadership styles, however, is not easy and it requires a prodigious amount of determination, time, planning, training, mentoring, and refinement...

  7. Leadership Responsibilities of Professionals

    Science.gov (United States)

    Mitstifer, Dorothy I.

    2014-01-01

    This paper introduces a leadership development model that raises the question "Leadership for what?" Leadership is about going somewhere-personally and in concert with others-in an organization. Although leadership, especially position (elected or appointed) leadership, often is discussed in terms of leader qualities and skills, the…

  8. Leadership: Making Things Happen.

    Science.gov (United States)

    Sisk, Dorothy A.

    This monograph presents activities and guidelines for developing leadership training programs for gifted and talented students. Three theories of leadership are discussed: trait theory which assumes that one is either born with leadership talent or one does not have it; leadership style theory in which the patterns of leadership are categorized as…

  9. Shared Authentic Leadership in Research Teams: Testing a Multiple Mediation Model

    NARCIS (Netherlands)

    Günter, Hannes; Gardner, William L.; Davis McCauley, Kelly; Randolph-Seng, Brandon; P. Prahbu, Veena

    2017-01-01

    Research teams face complex leadership and coordination challenges. We propose shared authentic leadership (SAL) as a timely approach to addressing these challenges. Drawing from authentic and functional leadership theories, we posit a multiple mediation model that suggests three mechanisms whereby

  10. Surgeons' Leadership Styles and Team Behavior in the Operating Room.

    Science.gov (United States)

    Hu, Yue-Yung; Parker, Sarah Henrickson; Lipsitz, Stuart R; Arriaga, Alexander F; Peyre, Sarah E; Corso, Katherine A; Roth, Emilie M; Yule, Steven J; Greenberg, Caprice C

    2016-01-01

    The importance of leadership is recognized in surgery, but the specific impact of leadership style on team behavior is not well understood. In other industries, leadership is a well-characterized construct. One dominant theory proposes that transactional (task-focused) leaders achieve minimum standards and transformational (team-oriented) leaders inspire performance beyond expectations. We videorecorded 5 surgeons performing complex operations. Each surgeon was scored on the Multifactor Leadership Questionnaire, a validated method for scoring transformational and transactional leadership style, by an organizational psychologist and a surgeon researcher. Independent coders assessed surgeons' leadership behaviors according to the Surgical Leadership Inventory and team behaviors (information sharing, cooperative, and voice behaviors). All coders were blinded. Leadership style (Multifactor Leadership Questionnaire) was correlated with surgeon behavior (Surgical Leadership Inventory) and team behavior using Poisson regression, controlling for time and the total number of behaviors, respectively. All surgeons scored similarly on transactional leadership (range 2.38 to 2.69), but varied more widely on transformational leadership (range 1.98 to 3.60). Each 1-point increase in transformational score corresponded to 3 times more information-sharing behaviors (p leadership and its impact on team performance in the operating room. As in other fields, our data suggest that transformational leadership is associated with improved team behavior. Surgeon leadership development, therefore, has the potential to improve the efficiency and safety of operative care. Copyright © 2016 American College of Surgeons. Published by Elsevier Inc. All rights reserved.

  11. Steve Jobs And Modern Leadership

    Directory of Open Access Journals (Sweden)

    Sorin-George Toma

    2013-05-01

    Full Text Available During the time, especially in the last fifty years, leadership has increasingly become a major subject in the management literature, a subject of much thought, writing and teaching. While the importance of leadership is generally accepted all over the world, there are as many definitions of it as there are organizations. In spite of the fact that the business literature on leadership is so voluminous, there is not an agreed-upon definition of the concept of leadership. Leadership is not only intensely studied, but also practiced in different organizations. How to lead effectively an organization depends on many factors such as the organizational culture, the behavior of the followers, and the personal traits of the leader. The vast majority of successful leaders are multi-dimensional individuals. The aims of our paper are to present a short biography of Steve Jobs and to highlight his contribution to modern leadership. Our research is based on a literature review. The S. Jobs example illustrates how a transformational leader as him can be a key factor in successfully turning round the fortunes of a company as Apple. The paper facilitates a better understanding of modern leadership, emphasizing the case of S. Jobs, and provides a platform on which to build further studies on the same subject.

  12. Innovational Leadership in School Management

    Directory of Open Access Journals (Sweden)

    Mahmut Sagir

    2017-05-01

    Full Text Available This study aimed at examining school administrators’ innovational leadership behaviors and the level of practicing these behaviors. The study was designed using the descriptive model since it aimed to identify school administrators’ innovative behaviors and approaches in school management. School Management Innovational Leadership Scale (SMILES developed (2016 by the researcher was used in the study as the data collection instrument. Data was collected from 111 school administrators and 346 teachers during the 2015-2016 academic teaching year. According to the research results, school administrators’ innovational leadership behaviors are collected under three factors; "Encouraging Innovation", "Pursuing Innovation", and "Implementing Innovation".It was found that school administrators mostly show the innovational leadership behaviors expressed in the three factors and in the total scale. It was expressed in the study that compared to females; males believe that school administrators show more innovational leadership behaviors. Also, compared to participants with graduate degrees, participants with undergraduate degrees believe that school administrators show more innovational leadership behaviors. At the same time, compared to teachers, school administrators believe that they show more innovational leadership behaviors.

  13. Place leadership, governance and power

    Directory of Open Access Journals (Sweden)

    Sotarauta Markku

    2016-12-01

    Full Text Available There is an emerging consensus that place leadership is the missing piece in the local and regional development puzzle. In this context, leadership is a hidden form of agency, shadowed by such visible forms of influence as structures and formal institutions, as well as development programs and plans. This article argues that one of the most central issues in a study of place leadership is to analyse the relationships between governance, power and place leadership. The governance arrangements are undoubtedly important, as they dictate the kind of resources and positions provided to regional development work, and thus they also enable, as well as constrain, the many efforts of regional champions to exercise power in complex development processes. It is argued here that revealing how place leadership is enacted in different places and times would allow us to flesh out novel aspects about the eternal questions of how and why some places are able to adapt strategically to ever-changing social, economic and environmental circumstances while others fail to do so. Additionally, deeper investigations of place leadership would hopefully allow us to provide policymakers and practitioners with added insight on the ways to make regional development policies and practices not only more strategic but also effective. This paper elaborates the conceptual link between place leadership, governance and power.

  14. Leadership Pipeline

    DEFF Research Database (Denmark)

    Elmholdt, Claus Westergård

    2013-01-01

    I artiklen undersøges det empiriske grundlag for Leader- ship Pipeline. Først beskrives Leadership Pipeline modellen om le- delsesbaner og skilleveje i opadgående transitioner mellem orga- nisatoriske ledelsesniveauer (Freedman, 1998; Charan, Drotter and Noel, 2001). Dernæst sættes fokus på det...... forholdet mellem kontinuitet- og diskontinuitet i ledel- seskompetencer på tværs af organisatoriske niveauer præsenteres og diskuteres. Afslutningsvis diskuteres begrænsningerne i en kompetencebaseret tilgang til Leadership Pipeline, og det foreslås, at succesfuld ledelse i ligeså høj grad afhænger af...

  15. Conscious Leadership.

    Science.gov (United States)

    Ward, Suzanne F; Haase, Beth

    2016-11-01

    Health care leaders need to use leadership methodologies that support safe patient care, satisfy employees, and improve the bottom line. Conscious leaders help create desirable personal and professional life experiences for themselves using specific tools that include mindfulness, context, and the observer-self, and they strive to help their employees learn to use these tools as well. In perioperative nursing, conscious leaders create an environment in which nurses are supported in their aim to provide the highest level of patient care and in which transformations are encouraged to take place; this environment ultimately promotes safety, contributes to fulfilling and meaningful work, and enhances a facility's financial viability. This article discusses some of the key concepts behind conscious leadership, how perioperative leaders can reach and maintain expanded consciousness, and how they can best assist their staff members in their own evolution to a more mindful state. Copyright © 2016 AORN, Inc. Published by Elsevier Inc. All rights reserved.

  16. Ethical leadership.

    Science.gov (United States)

    Keselman, David

    2012-01-01

    In today's climate and environment, the conventional relationship between caring, economic, and administrative practices no longer serves the interest of patients, clinicians, or systems. A shift toward human caring values and an ethic of authentic healing relationships is required as systems now have to value human resources and life purposes, inner meaning, and processes for providers and patients alike. The costs of unethical behavior can be even greater for followers. When we assume the benefits of leadership, we also assume ethical burdens. It is the assertion and experience of the author that the triangle of ethics and ethical behavior, followers, and patient's outcomes are closely interrelated and affect each other in a very intimate and direct way. Unethical leadership may lead to follower disappointment and distrust, leading to lack of interest and commitment, consequently negatively impacting patient outcomes and organizational effectiveness.

  17. Leadership Team | Wind | NREL

    Science.gov (United States)

    Leadership Team Leadership Team Learn more about the expertise and technical skills of the wind Initiative and provides leadership in the focus areas of high-fidelity modeling, wind power plant controls

  18. Ineffective Leadership.

    Science.gov (United States)

    Itri, Jason N; Lawson, Leslie M

    2016-07-01

    Radiology leaders can have a profound impact on the success and working environment of a radiology department, promoting core values and inspiring staff members to achieve the organization's mission. On the other hand, ineffective leaders can have a devastating effect on a radiology department by impairing communication among members, undermining staff commitment to the organization's success, and stifling the development of other staff members and leaders in the organization. One of the most important investments a radiology department can make is in identifying, cultivating, and promoting new leaders. The authors describe 13 habits and characteristics of new leaders that lead these individuals to address situations in both ineffective and counterproductive ways, impeding the performance of a radiology department and its capacity to play a meaningful role in shaping the future of radiology. New leaders must continually learn and improve their leadership skills if they are to avoid the destructive habits of ineffective leaders and successfully overcome the challenges facing radiology today. Senior leaders may also benefit from understanding the pitfalls that make leaders ineffective and should strive to continually improve their leadership skills given the critical role of leadership in the success of radiology departments. Copyright © 2016 American College of Radiology. Published by Elsevier Inc. All rights reserved.

  19. Transformational leadership training programme for charge nurses.

    Science.gov (United States)

    Duygulu, Sergul; Kublay, Gulumser

    2011-03-01

    This paper is a report of an evaluation of the effects of a transformational leadership training programme on Unit Charge Nurses' leadership practices. Current healthcare regulations in the European Union and accreditation efforts of hospitals for their services mandate transformation in healthcare services in Turkey. Therefore, the transformational leadership role of nurse managers is vital in determining and achieving long-term goals in this process. The sample consisted of 30 Unit Charge Nurses with a baccalaureate degree and 151 observers at two university hospitals in Turkey. Data were collected using the Leadership Practices Inventory-Self and Observer (applied four times during a 14-month study process from December 2005 to January 2007). The transformational leadership training programme had theoretical (14 hours) and individual study (14 hours) in five sections. Means, standard deviations and percentages, repeated measure tests and two-way factor analysis were used for analysis. According the Leadership Practices Inventory-Self and Observer ratings, leadership practices increased statistically significantly with the implementation of the programme. There were no significant differences between groups in age, length of time in current job and current position. The Unit Charge Nurses Leadership Practices Inventory self-ratings were significantly higher than those of the observers. There is a need to develop similar programmes to improve the leadership skills of Unit Charge Nurses, and to make it mandatory for nurses assigned to positions of Unit Charge Nurse to attend this kind of leadership programme. © 2010 Blackwell Publishing Ltd.

  20. Dialogue on leadership development

    OpenAIRE

    Reddy, C Manohar; Srinivasan, Vasanthi

    2015-01-01

    Sharing our considerable experience as teachers who have designed and conducted leadership development programmes, we discuss the challenges in the field of leadership development. We distinguish between leader development and leadership development; differentiate leadership theories from leadership development theories; discuss the goals of leadership development programmes and their implications for the design of such programmes – the knowing, being and doing gap and how the goal, cognitive...

  1. Leadership and leadership development within the profession of physiotherapy in Ireland.

    Science.gov (United States)

    McGowan, Emer; Stokes, Emma

    2017-01-01

    Health service reform, physiotherapy graduate unemployment, and the impending introduction of state regulation mean that physiotherapists in Ireland today are facing many challenges. Leadership is needed to ensure that the profession will be able to adapt to the demands and inevitable changes ahead. To investigate the perceptions of physiotherapists in Ireland of leadership and leadership characteristics, and to explore their participation in leadership development training. In this cross-sectional nationwide study, an Internet-based survey was administered via e-mail to members of the Irish Society of Chartered Physiotherapists (n = 2,787). There were 615 responses to the survey. A high proportion of respondents (74.0%) perceived themselves to be a leader. Factors associated with self-declaration as a leader were time since graduation, highest qualification attained, and leadership training. Leadership training was also associated with placing greater importance on achieving a leadership position. Some form of leadership training had been completed by 41.5% of respondents. Communication and professionalism were the most highly rated leadership characteristics in all three settings. Physiotherapists who have had leadership training were more likely to perceive themselves to be leaders. Leadership training may support physiotherapists to assume leadership roles both clinically and nonclinically.

  2. Dialogue on leadership development

    Directory of Open Access Journals (Sweden)

    C. Manohar Reddy

    2015-03-01

    Full Text Available Sharing our considerable experience as teachers who have designed and conducted leadership development programmes, we discuss the challenges in the field of leadership development. We distinguish between leader development and leadership development; differentiate leadership theories from leadership development theories; discuss the goals of leadership development programmes and their implications for the design of such programmes – the knowing, being and doing gap and how the goal, cognitive understanding vs. deeper internalization vs. transformation would impact the design; the need to synthesize Western and Indian approaches to leadership development; and the importance of designing coherent leadership development programmes which combine multiple methods and approaches.

  3. Leadership Effectiveness and Gender

    National Research Council Canada - National Science Library

    Gedney, Christine

    1999-01-01

    .... It specifically looks at the current definitions of leadership and looks at some historical background information relating to the more common theories that relate to leadership and effectiveness...

  4. Climate Leadership Award for Supply Chain Leadership

    Science.gov (United States)

    Apply to the Climate Leadership Award for Supply Chain Leadership, which publicly recognizes organizations that are are at the leading edge of managing greenhouse gas emissions in their organizational supply chains.

  5. LEADERSHIP`S INFLUENCE ON OTHERS

    OpenAIRE

    TUTULEA Anca

    2012-01-01

    The article tries to explore different perspectives and points of view to understand the importance, the necessity and utility of practicing leadership in organizations, in order to improve performance and to consolidate the unity of members. Understanding the importance of leadership is the key to every business success, because leadership has so much influence in people’s lives. The importance of leadership is a key ingredient to successful businesses and championship teams, and organizatio...

  6. GENERATIVE LEADERSHIP

    Directory of Open Access Journals (Sweden)

    Janina León

    2010-07-01

    Full Text Available This article presents the results of a research project that studied leadership from the standpoint of the personal conceptions that influence the behavior of local government leaders, as well as those conceptions desired to generate the social transformation processes required in communities. Qualitative methodology was used. Categories of analysis were created based on Pearson’s (1992 model of psychological archetypes. A relevant finding was the limited advance shown by interviewees regarding self-knowledge and a fragmented vision between the observer and the observee, which hinders their ability to take on the challenges that current reality demands from them.

  7. Contemporary leadership in healthcare organizations: fragmented or concurrent leadership.

    Science.gov (United States)

    Wikstrøm, Ewa; Dellve, Lotta

    2009-01-01

    The purpose of this paper is to gain a deeper understanding of the main contemporary challenges for healthcare leaders in their everyday work practice, and the support they need to master their experienced dilemmas. Qualitative in-depth interviews (n=52), and focus-group interviews (n=6) with 31 first-line and 45 second-line healthcare leaders are analysed in line with constructivist grounded theory. In this paper, two leadership models are proposed for defining and differentiating ways of meeting different logics and demands made on leaders in the healthcare sector. The first model is leadership by separating different logics and fragmentation of time. Here, leaders express a desire for support in defining, structuring, dividing, and allocating tasks. The second model is leadership by integrating different logics and currentness of solutions. In this case, leaders want support in strengthening proactive leadership and shaping the basis for participative employeeship. This research is designed to describe what people experience rather than to assess the frequency of that experience in the studied settings. However, it would be interesting to elaborate on the findings of this study using other research methodologies. The findings contribute to contextual knowledge that is of relevance in supporting healthcare leaders. This is helpful in identifying important conditions that support the establishment of leadership and employeeship, leading to improvements in healthcare practice. The paper describes how contemporary leadership in the healthcare sector is constituted through different strategies for meeting multiple logics.

  8. Clinical leadership project.

    Science.gov (United States)

    Kling, Vera G

    2010-11-01

    Nurse educators seek innovative strategies to maximize student learning in the classroom and clinical settings. Students enrolled in a nursing leadership and management course often find they spend more clinical time observing leaders than practicing the necessary skills to lead others in the provision of nursing care. In addition, opportunities to explore the nurse educator role often do not exist in baccalaureate nursing education, despite the shortage of nurse educators. An experience was developed in a baccalaureate nursing program to give senior students, under supervision of faculty, the opportunity to lead and evaluate lower-level students providing patient care in the clinical setting and to experience the role of nursing faculty. Feedback from senior students was positive, and students noted increased proficiency in leadership ability and critical thinking. Student interest in the nurse educator role was also enhanced. Program expansion and evaluation with faculty, clinical staff, and patients are planned. Copyright 2010, SLACK Incorporated.

  9. Enhancing and developing leadership in midwifery.

    Science.gov (United States)

    McCalmont, Carmel; Bailey, Elizabeth

    2016-02-01

    Leadership is a word often heard in any workplace, and healthcare services are no different. Much has been written about leadership styles and theories, with a search of one online retailer revealing 153,589 books available on the subject. How many midwives have those books on their shelves? In a time when maternity services are rising to meet new pressures and demands, many commentators are calling for leadership to drive the profession on. How do we, as midwives, reflect on our own leadership style and the impact it has on others? Here we discuss the importance of leadership in midwifery as a profession, and to individuals, regardless of grade or position. We use an example of a project within our service to illustrate the opportunities for leadership to flourish throughout a whole team in order to achieve an end goal.

  10. Nurse practitioners: leadership behaviors and organizational climate.

    Science.gov (United States)

    Jones, L C; Guberski, T D; Soeken, K L

    1990-01-01

    The purpose of this article is to examine the relationships of individual nurse practitioners' perceptions of the leadership climate in their organizations and self-reported formal and informal leadership behaviors. The nine climate dimensions (Structure, Responsibility, Reward, Perceived Support of Risk Taking, Warmth, Support, Standard Setting, Conflict, and Identity) identified by Litwin and Stringer in 1968 were used to predict five leadership dimensions (Meeting Organizational Needs, Managing Resources, Leadership Competence, Task Accomplishment, and Communications). Demographic variables of age, educational level, and percent of time spent performing administrative functions were forced as a first step in each multiple regression analysis and used to explain a significant amount of variance in all but one analysis. All leadership dimensions were predicted by at least one organizational climate dimension: (1) Meeting Organizational Needs by Risk and Reward; (2) Managing Resources by Risk and Structure; (3) Leadership Competence by Risk and Standards; (4) Task Accomplishment by Structure, Risk, and Standards; and (5) Communication by Rewards.

  11. Transforming distance education curricula through distributive leadership

    Directory of Open Access Journals (Sweden)

    Mike Keppell

    2010-12-01

    Full Text Available This paper examines a core leadership strategy for transforming learning and teaching in distance education through flexible and blended learning. It focuses on a project centred on distributive leadership that involves collaboration, shared purpose, responsibility and recognition of leadership irrespective of role or position within an organisation. Distributive leadership was a core principle in facilitating the transformation of learning and teaching through a Teaching Fellowship Scheme that empowered leaders across a regional distance education university. In parallel, a design-based research project analysed the perceptions of the Teaching Fellows in relation to blended learning, time/space, peer learning, innovation and equity issues in relation to distance education.

  12. Leadership Assessment at ACSC

    Science.gov (United States)

    1999-04-01

    K, eds, Leadership in Education 1994-1995: A Source Book, (Greensboro, NC: Center for Creative Leadership, 1995). Freeman, Frank H., Knott, Katherine...B., and Schwartz, Mary K, eds, Leadership in Education 1996-1997, vol 2: A Source Book (Greensboro, NC: Center for Creative Leadership, 1996

  13. Females and Toxic Leadership

    Science.gov (United States)

    2012-12-14

    labeled as toxic, can he or she be rehabilitated?; Are there leadership styles that can be promoted to combat toxic leadership?; and Are the senior...examines leadership styles that are favorable for female leaders, and offers Transformational/Adaptive leadership as a style promising rehabilitative tools

  14. Democratic Leadership in Education

    Science.gov (United States)

    Woods, Philip A.

    2005-01-01

    In this book Philip Woods turns his attention to issues of democracy and leadership. He has provided an eloquent, intellectually compelling and sophisticated account of a new leadership label--democratic leadership. He argues that the purpose of "democratic" leadership is to create and help sustain an environment that enables everyone…

  15. Leadership, excellence, creativity and innovation

    OpenAIRE

    Coulson-Thomas, Colin

    2016-01-01

    Raises questions about the meaning, purpose and practice of contemporary leadership in relation to excellence, creativity and innovation, covering leadership qualities, the context and requirements of leadership, leadership at different stages of development, creativity and innovation, CEOs and top down leadership, entrepreneurship and shared leadership, leading the network organisation, shared and collective leadership, the role and contribution of boards, key questions for boards, leadershi...

  16. Discovering your authentic leadership.

    Science.gov (United States)

    George, Bill; Sims, Peter; McLean, Andrew N; Mayer, Diana

    2007-02-01

    The ongoing problems in business leadership over the past five years have underscored the need for a new kind of leader in the twenty-first century: the authentic leader. Author Bill George, a Harvard Business School professor and the former chairman and CEO of Medtronic, and his colleagues, conducted the largest leadership development study ever undertaken. They interviewed 125 business leaders from different racial, religious, national, and socioeconomic backgrounds to understand how leaders become and remain authentic. Their interviews showed that you do not have to be born with any particular characteristics or traits to lead. You also do not have to be at the top of your organization. Anyone can learn to be an authentic leader. The journey begins with leaders understanding their life stories. Authentic leaders frame their stories in ways that allow them to see themselves not as passive observers but as individuals who learn from their experiences. These leaders make time to examine their experiences and to reflect on them, and in doing so they grow as individuals and as leaders. Authentic leaders also work hard at developing self-awareness through persistent and often courageous self-exploration. Denial can be the greatest hurdle that leaders face in becoming self-aware, but authentic leaders ask for, and listen to, honest feedback. They also use formal and informal support networks to help them stay grounded and lead integrated lives. The authors argue that achieving business results over a sustained period of time is the ultimate mark of authentic leadership. It may be possible to drive short-term outcomes without being authentic, but authentic leadership is the only way to create long-term results.

  17. Leadership and Gender Differentiation

    OpenAIRE

    Catalina RADU; Marian NASTASE

    2011-01-01

    Leadership is clearly one of the main factors that influence organizational competitiveness. It means both science and art, both born and learned skills. Leadership and gender differentiation is a subject that leads to at least two main questions: (1) Do significant differences exist between men and women in terms of leadership styles? (2) What are the real determinants of differences between men and women especially looking at who assumes leadership positions and what is leadership behavior ...

  18. The Evolution of a Leader: An Assessment of Major General George Izard’s Leadership in the War of 1812

    Science.gov (United States)

    2015-06-12

    placed in a subordinate role by Monroe and his aggressive leadership style conflicted with Izard’s more measured approach. Perhaps in time the two... leadership , visionary leadership , technical leadership , adaptive leadership , and exemplary followership.33 Successful leaders often display many of these...

  19. Advancing tendencies? PR leadership, general leadership, and leadership pedagogy

    OpenAIRE

    McKie, D; Willis, P

    2014-01-01

    What are the best ways to advance PR leadership? In exploring answers, we consider the last two decades of PR literature and identify two main tendencies. We link those two with general leadership literature and practices, as well as with literature on leadership pedagogy. We conclude that, rather than recent moves to look within the field, without self-reflection, to existing PR perspectives and figures for solutions, looking outwards has greater potential to transform not only the PR leader...

  20. Taking the Reins: Preservice Teachers Practicing Leadership

    Science.gov (United States)

    Dunlap, Karen; Hansen-Thomas, Holly

    2011-01-01

    What makes the difference between a good teacher and a great one? Knowing one's content is important, but having strong leadership skills can tip the scales from mediocrity to excellence. The best time to begin practicing being a teacher leader is during the preservice years. By practicing leadership skills, one can begin to view oneself not only…

  1. Leadership Styles of a Multigenerational Leader

    Science.gov (United States)

    Welsh, Raymond John, Jr.

    2010-01-01

    The purpose of this concurrent, nested, mixed-methods case study was to trace the evolution of the multigenerational success of the winningest college football coach of all time, John Gagliardi, to identify potential leadership styles, characteristics, and coaching effectiveness methods that others in a multigenerational leadership role may use.…

  2. Learning Leadership: Becoming an Outdoor Leader

    Science.gov (United States)

    Enoksen, Elisabeth; Lynch, Pip

    2018-01-01

    Recent leadership research has demonstrated a need for better understanding the process of becominga leader because it might be qualitatively different to being a leader. If so, there is likely to be a need for pedagogies designed deliberately to support first-time outdoor leadership experiences and any such pedagogies must be informed by the…

  3. A Feminist Critical Perspective on Educational Leadership

    Science.gov (United States)

    Blackmore, Jill

    2013-01-01

    Since the 1980s, there has been a burgeoning literature on women and educational leadership. The focus has primarily been on the underrepresentation of women in leadership informed by a feminist critique of the mainstream literature. Over time, key feminist theories and research have been appropriated in education policy and are now embedded in…

  4. Analisis Dampak Servant Leadership Terhadap Competitive Advantage

    OpenAIRE

    Oktavia, Pek Nike

    2014-01-01

    Penelitian ini bertujuan untuk mengetahui apakah terdapat dampak antara Servant Leadership terhadap Competitve Advantage, Employee Empowerment dan Organizational Learning. Variabel Servant Leadership diukur dari lima indikator, yaitu altruistic calling, emotional healing, wisdom, persuasive mapping, dan organizational stewardship. Variabel Competitive Advantage diukur dari lima indikator, yaitu price/cost, quality, delivery dependability, time to market, dan product innovation. Variabel Emplo...

  5. Authentic Leadership in an Era of Change

    Science.gov (United States)

    Orem, Donna

    2016-01-01

    Donna Orem, interim president of the National Association of Independent Schools (NAIS), recalls two leaders in her early career who shaped her own approach to leadership and guided her through tough times. Here she shares some reflections on authentic leadership and focuses on the following four traits: (1) Being self aware and genuine; (2) Being…

  6. Discrete-Time Systems

    Indian Academy of Sciences (India)

    A Ramakalyan1 P Kavitha2 S Harini Vijayalakshmi3. Department of Instrumentation and Control Engineering, Regional Engineering College, Tiruchirapalli 620 015, India. Hindustan Computers Ltd. at Chennai. Texas A & M University. Resonance – Journal of Science Education. Current Issue : Vol. 23, Issue 4.

  7. Effects of Leadership Styles in Technical and Vocational Students, UTHM

    Science.gov (United States)

    Razak, Nur Afifah Binti Abdul; Hamidon, Nur Izeanty Binti

    2015-01-01

    Effective leadership helps our nation through times become a developed country. This study was undertaken to investigate the effects of leadership style among students in Technical and Vocational at University Tun Hussein Onn Malaysia. Descriptive study carried out to evaluate student leadership. The study sample consisted of 319 Technical and…

  8. School Leadership for Equity: Lessons from the Literature

    Science.gov (United States)

    Ward, Sophie C.; Bagley, Carl; Lumby, Jacky; Woods, Philip; Hamilton, Tom; Roberts, Amanda

    2015-01-01

    Responding to Thrupp's [2003. "The School Leadership Literature in Managerialist Times: Exploring the Problem of Textual Apologism." "School Leadership & Management: Formerly School Organisation" 23 (2): 169] call for writers on school leadership to offer "analyses which provide more critical messages about social…

  9. The holistic leadership model and the nurse unit manager ...

    African Journals Online (AJOL)

    Effective leadership is arguably one of the most relevant indicators of a profession's advancement or lack thereof. The purpose of this article is to share the authors' personal views on the leadership competencies necessary for the nurse unit manager transitioning into the role for the first time. To identify these leadership ...

  10. Leadership Transitions during Fundraising Campaigns

    Science.gov (United States)

    Nehls, Kimberly

    2012-01-01

    Capital campaigns are intense efforts to build the financial assets of an institution in a specified amount of time. This study provides an empirical view of how changes in leadership affected concomitant capital campaigns at ten colleges and universities. The transitions during these 10 campaigns influenced morale on campus, altered timing of the…

  11. Leadership Elasticity Enhancing Style-Flex for Leadership Equilibrium

    Science.gov (United States)

    Rajbhandari, Mani Man Singh

    2017-01-01

    Leadership elasticity enhances leadership style flexibility and mobility to enable educational leaders to maintain appropriate leadership equilibrium. The essential of leadership elasticity contributes towards organizational effectiveness by followership's maintenance through appropriate expansion and contraction of relations and task behavioural…

  12. Growing with Driving Leadership Style in School: A Case Study on Leadership of Finnish Elementary Schools in Tampere

    Science.gov (United States)

    Rajbhandari, Mani Man Singh

    2012-01-01

    "Driving leadership style" of the school leadership proclaims to be important in bringing about changes in behavioural aspect of the followers. The hallmark of driving leadership style illustrated the characteristic of teaming, toning, tasking, timing and transforming with realistic view to subjective approach. This allowed the…

  13. iLead-a transformational leadership intervention to train healthcare managers' implementation leadership.

    Science.gov (United States)

    Richter, Anne; von Thiele Schwarz, Ulrica; Lornudd, Caroline; Lundmark, Robert; Mosson, Rebecca; Hasson, Henna

    2016-07-29

    Leadership is a key feature in implementation efforts, which is highlighted in most implementation frameworks. However, in studying leadership and implementation, only few studies rely on established leadership theory, which makes it difficult to draw conclusions regarding what kinds of leadership managers should perform and under what circumstances. In industrial and organizational psychology, transformational leadership and contingent reward have been identified as effective leadership styles for facilitating change processes, and these styles map well onto the behaviors identified in implementation research. However, it has been questioned whether these general leadership styles are sufficient to foster specific results; it has therefore been suggested that the leadership should be specific to the domain of interest, e.g., implementation. To this end, an intervention specifically involving leadership, which we call implementation leadership, is developed and tested in this project. The aim of the intervention is to increase healthcare managers' generic implementation leadership skills, which they can use for any implementation efforts in the future. The intervention is conducted in healthcare in Stockholm County, Sweden, where first- and second-line managers were invited to participate. Two intervention groups are included, including 52 managers. Intervention group 1 consists of individual managers, and group 2 of managers from one division. A control group of 39 managers is additionally included. The intervention consists of five half-day workshops aiming at increasing the managers' implementation leadership, which is the primary outcome of this intervention. The intervention will be evaluated through a mixed-methods approach. A pre- and post-design applying questionnaires at three time points (pre-, directly after the intervention, and 6 months post-intervention) will be used, in addition to process evaluation questionnaires related to each workshop. In

  14. Teaching leadership in trauma resuscitation: Immediate feedback from a real-time, competency-based evaluation tool shows long-term improvement in resident performance.

    Science.gov (United States)

    Gregg, Shea C; Heffernan, Daithi S; Connolly, Michael D; Stephen, Andrew H; Leuckel, Stephanie N; Harrington, David T; Machan, Jason T; Adams, Charles A; Cioffi, William G

    2016-10-01

    Limited data exist on how to develop resident leadership and communication skills during actual trauma resuscitations. An evaluation tool was developed to grade senior resident performance as the team leader during full-trauma-team activations. Thirty actions that demonstrated the Accreditation Council for Graduate Medical Education core competencies were graded on a Likert scale of 1 (poor) to 5 (exceptional). These actions were grouped by their respective core competencies on 5 × 7-inch index cards. In Phase 1, baseline performance scores were obtained. In Phase 2, trauma-focused communication in-services were conducted early in the academic year, and immediate, personalized feedback sessions were performed after resuscitations based on the evaluation tool. In Phase 3, residents received only evaluation-based feedback following resuscitations. In Phase 1 (October 2009 to April 2010), 27 evaluations were performed on 10 residents. In Phase 2 (April 2010 to October 2010), 28 evaluations were performed on nine residents. In Phase 3 (October 2010 to January 2012), 44 evaluations were performed on 13 residents. Total scores improved significantly between Phases 1 and 2 (p = 0.003) and remained elevated throughout Phase 3. When analyzing performance by competency, significant improvement between Phases 1 and 2 (p competencies (patient care, knowledge, system-based practice, practice-based learning) with the exception of "communication and professionalism" (p = 0.56). Statistically similar scores were observed between Phases 2 and 3 in all competencies with the exception of "medical knowledge," which showed ongoing significant improvement (p = 0.003). Directed resident feedback sessions utilizing data from a real-time, competency-based evaluation tool have allowed us to improve our residents' abilities to lead trauma resuscitations over a 30-month period. Given pressures to maximize clinical educational opportunities among work-hour constraints, such a model may help

  15. Servant Leadership as A Leadership Model

    OpenAIRE

    Ingram, Osmond C.

    2016-01-01

    Research and popular writing on the subject of leadership continues at a rapid pace. The leadership section at local bookstores and libraries gives evidence to the growing number of volumes written from numerous perspectives and from a wide range of experience. There appears to be no quarrel with the idea that leadership is in short supply, yet it is vitally important to every type of organization. Within this mass of literature are those who explore various theories, approaches, and styles, ...

  16. Moderately thin advertising models are optimal, most of the time: Moderation of the quadratic effect of model body-size on ad attitude by fashion leadership

    NARCIS (Netherlands)

    Janssen, D.M.; Paas, L.J.

    2014-01-01

    The authors hypothesize and find that an advertising model's body size has an inverted U-shaped relationship with ad attitude in the apparel product category, in which moderately thin advertising models are optimal. They assess the moderating effect of consumers' fashion leadership on this quadratic

  17. Leadership = Communication? The relations of leaders' communication styles with leadership styles, knowledge sharing and leadership outcomes

    NARCIS (Netherlands)

    de Vries, R.E.; Bakker-Pieper, A.; Oostenveld, W.

    2010-01-01

    Purpose: The purpose of this study was to investigate the relations between leaders' communication styles and charismatic leadership, human-oriented leadership (leader's consideration), task-oriented leadership (leader's initiating structure), and leadership outcomes. Methodology: A survey was

  18. Role and importance of leadership in the conditions of global business

    OpenAIRE

    Aleksić Ana

    2007-01-01

    The paper discusses features of leaders and leadership in global enterprises. The key hypothesis is that in times of globalization a different approach to leadership is necessary than the one proposed by the traditional leadership theory. The paper also indicates some techniques for the management of global enterprises to promote and incite the development of global leadership.

  19. Transformative Leadership: A Reader. Counterpoints: Studies in the Postmodern Theory of Education. Volume 409

    Science.gov (United States)

    Shields, Carolyn M., Ed.

    2011-01-01

    This important, timely, and thought-provoking reader is a collection of original chapters by authors from five different countries, each of whom explores a facet of transformative leadership. Transformative leadership is fundamentally a critical approach to leadership that goes well beyond the tenets of most current leadership theories to focus on…

  20. Twenty Years of Women's Leadership: Have We Come "A Long Way, Baby?"

    Science.gov (United States)

    Boatman, Sara A.

    2007-01-01

    I'd like to share with you some thoughts from my last 20 years of leadership study and what I've come to understand during this time about women in relationship to leadership. Consider these remarks personal reflections on some of what has been written and discussed about leadership and especially about how women relate to leadership. Let's wonder…

  1. Developing leadership as a trainee- opportunities, barriers and potential improvements.

    Science.gov (United States)

    Doherty, Rachel; Lawson, Sara; Mc Laughlin, Laura; Donaghy, Grainne; Courtney, Julia; Gardiner, Keith

    2018-05-01

    The General Medical Council explicitly state that doctors completing training should demonstrate capabilities in leadership and teamwork. 1 However, most trainees receive little formal training in leadership. In March 2017, at the Faculty of Medical Leadership and Management (FMLM) Northern Ireland Regional Conference, a workshop on developing leadership skills as a trainee was hosted and the views of doctors in training regarding current opportunities, potential barriers and improvements were sought. In Northern Ireland presently there are a number of opportunities available for trainees to gain experience in leadership - both by learning through observation and learning through experience. These range from informal activities which do not require significant time commitment to focused, immersive leadership experiences such as ADEPT (Achieve Develop Explore Programme for Trainees) 2 , and the Royal College of Physicians' Chief Registrar scheme. 3 Several barriers to developing leadership have been identified, including limited understanding of what constitutes leadership, a lack of senior support and little formal recognition for trainees leading teams. Time pressures, frequently rotating jobs, limited resources and difficulty upscaling can also undermine the sustainability of improvement and other leadership projects. Incorporating awareness of and training in leadership skills, as well as greater engagement with senior leaders and managers, at an early stage in training could promote understanding and encourage trainees. Formalising leadership roles within training posts may improve experience. Deaneries and Trusts can also enable leadership opportunities by facilitating study leave, raising awareness amongst supervisors, and providing career enhancing incentives for interested trainees.

  2. Understanding veterinary leadership in practice.

    Science.gov (United States)

    Pearson, Caroline Elizabeth; Butler, Allan J; Murray, Yaqub Paul

    2018-04-21

    The Vet Futures Report has identified 'exceptional leadership' as a key ambition for the long-term sustainability of the industry. This research investigates what it is like to be a veterinary surgeon in an in-practice leadership position, applying the qualitative methodology of interpretative phenomenological analysis. Through the researchers' interpretation of the seven participants' stories of their leadership experiences, the study advances understanding of the work environment, underlying motivations and the perceived responsibilities of veterinary leaders. Findings suggest, for many, a struggle in transition to leader positions, improving with time. The increase in pace of work is relayed by participants, with an ongoing, and unchallenged, work-life imbalance. The vets involved are highly motivated, driven by enjoyment of their jobs, a desire for self-determination and a need to make a difference. Relationships form the core of the perceived responsibilities, and yet are identified as the greatest day-to-day challenge of leadership. This study offers a valuable insight for veterinary surgeons, suggesting the industry could benefit from pausing and reflecting on behaviours. With a greater understanding of the complexity of leadership and followership, progress can be made to enact positive changes for the future. © British Veterinary Association (unless otherwise stated in the text of the article) 2018. All rights reserved. No commercial use is permitted unless otherwise expressly granted.

  3. SIMILARITIES AND DIFFERENCES BETWEEN MANAGEMENT AND LEADERSHIP

    Directory of Open Access Journals (Sweden)

    VIRGIL POPOVICI

    2012-06-01

    Full Text Available Management is the process of setting and achieving organizational goals through its functions: forecasting, organization, coordination, training and monitoring-evaluation.Leadership is: the ability to influence, to make others follow you, the ability to guide, the human side of business for "teacher". Interest in leadership increased during the early part of the twentieth century. Early leadership theories focused on what qualities distinguished between leaders and followers, while subsequent theories looked at other variables such as situational factors and skill levels.Other considerations emphasize aspects that separate management of leadership, calling them twocompletely different processes.The words manager and lider are very often used to designate the same person who leads, however, they represent different realities and the main difference arises form the way in which people around are motivated.The difference between being a manager and being a leader is simple. Management is a career. Leadership is a calling. A leader is someone who people naturally follow through their own choice, whereas a manager must be obeyed. A manager may only have obtained his position of authority through time and loyalty given to the company, not as a result of his leadership qualities. A leader may have no organisational skills, but his vision unites people behind him.Leadership and management are two notions that are often used interchangeably. However, these words actually describe two different concepts.Leadership is the main component of change, providing vision, and dedication necessary for its realization. Leadership is a skill that is formed by education, experiences, interaction with people and inspiring, of course, practice. Effective leadership depends largely on how their leaders define, follow and share the vision to followers.Leadership is just one important component of the directing function. A manager cannot just be a leader, he also needs

  4. Diversity and leadership.

    Science.gov (United States)

    Chin, Jean Lau; Sanchez-Hucles, Janis

    2007-09-01

    Comments on the six articles contained in the special issue of the American Psychologist (January 2007) devoted to leadership, written by W. Bennis; S. J. Zaccaro; V. H. Vroom and A. G. Yago; B. J. Avolio; R. J. Sternberg; and R. J. Hackman and R. Wageman. The current authors express concern that the special issue failed to include attention to issues of diversity and intersecting identities as they pertain to leadership. A Special Issue Part II on Diversity and Leadership is being proposed to (a) advance new models of leadership, (b) expand on existing leadership theories, and (c) incorporate diversity and multiple identities in the formulation of more inclusive leadership research and theory. The goal of this special issue will be to revise our theories of leadership and our understanding of effective leadership to include gender, racial/ethnic minority status, sexual orientation, and disability status.

  5. The Springs of Leadership

    Directory of Open Access Journals (Sweden)

    Nathan Harter

    2006-06-01

    Full Text Available Leadership denotes activity, if not strenuous activity. Yet in its own way contemplation is an activity—an activity arguably at the root of leadership, which this meditation seeks to justify.

  6. What is leadership?

    Science.gov (United States)

    Klingborg, Donald J; Moore, Dale A; Varea-Hammond, Sonya

    2006-01-01

    The demand for more effective leadership is heard throughout the health professions. Modern concepts of leadership differ from the traditional definition of a charismatic individual leader. Historically, leadership has been vested in positions, while today leadership is seen as a role one moves continuously into and out of, depending on the circumstance. Leadership ideas have evolved so that newer characteristics of leaders include being a team builder; possessing creative and strategic thinking skills; demonstrating honesty and integrity; and having the ability to motivate others to action. This article discusses some of the history of leadership, current thoughts on attributes of effective leaders, and the differences and similarities between leaders and managers; identifies selected teachable leadership tools; and describes various styles and purposes of existing leadership programs.

  7. Leadership. Using Creative Tension.

    Science.gov (United States)

    Cook, David L.

    1986-01-01

    Leadership involves maintaining a balance of the variables which comprise leadership. Love and fear, types of power, success and effectiveness, and driving and restraining forces are discussed as sources of the creative tension a leader uses to influence others. (MT)

  8. Leadership Effectiveness and Gender

    National Research Council Canada - National Science Library

    Gedney, Christine

    1999-01-01

    This research paper on the subject of Leadership Effectiveness and Gender attempts to conduct a focused amount of research to answer the question about the correlation between gender and leadership effectiveness...

  9. [Unravelling medical leadership].

    Science.gov (United States)

    Voogt, Judith J; van Rensen, Elizabeth L J; Noordegraaf, Mirko; Schneider, Margriet M E

    2015-01-01

    Medical leadership is a popular topic in the Netherlands, and several interest groups now incorporate medical leadership into postgraduate medical education. However, there is no consensus on what this concept entails. By conducting a discourse analysis, a qualitative method which uses language and text to reveal existing viewpoints, this article reveals three perspectives on medical leadership: administrative leadership, leadership within organisations and leadership within each doctor's daily practice. Text analysis shows that the first two perspectives refer to medical leadership mainly in a defensive manner: by demonstrating medical leadership doctors could 'take the lead' once again; patient care only seems to play a small part in the process. These perspectives are not free of consequences, they will determine how the medical profession is constructed. For this reason, it is argued that there should be more emphasis on the third perspective, in which the quality of care for patients is of primary importance.

  10. Leadership for safety: industrial experience.

    Science.gov (United States)

    Flin, R; Yule, S

    2004-12-01

    The importance of leadership for effective safety management has been the focus of research attention in industry for a number of years, especially in energy and manufacturing sectors. In contrast, very little research into leadership and safety has been carried out in medical settings. A selective review of the industrial safety literature for leadership research with possible application in health care was undertaken. Emerging findings show the importance of participative, transformational styles for safety performance at all levels of management. Transactional styles with attention to monitoring and reinforcement of workers' safety behaviours have been shown to be effective at the supervisory level. Middle managers need to be involved in safety and foster open communication, while ensuring compliance with safety systems. They should allow supervisors a degree of autonomy for safety initiatives. Senior managers have a prime influence on the organisation's safety culture. They need to continuously demonstrate a visible commitment to safety, best indicated by the time they devote to safety matters.

  11. Develop your leadership skills

    CERN Document Server

    Adair, John

    2016-01-01

    "Develop Your Leadership Skills "is John Adair s most accessible title on leadership. Full of exercises and checklists, it can help boost confidence levels and guide and inspire anyone on their journey to becoming a leader of excellence. Acknowledged as a world expert, John Adair offers stimulating insights into recognizing and developing individual leadership qualities, acquiring personal authority, and mastering core leadership functions such as planning, communicating and motivating. The new edition includes summary points for each chapter.

  12. Implicit leadership theory.

    OpenAIRE

    Alabdulhadi, A.; Schyns, B.; Staudigl, L.F.

    2017-01-01

    For over a hundred years, leadership has been an interesting topic for scholars and practitioners who try to understand what makes a good leader and effective leadership. Even today, the word "leadership" appears in the media almost every day and seems to remain in the centre of attention at least in the foreseeable future. This is due to the inherent belief that leadership is important for organisations and individuals to overcome challenges and make positive outcomes materialise. However, a...

  13. Nascent Leadership Behaviors

    Science.gov (United States)

    Payette, Dennis L.; Libertella, Anthony F.

    2011-01-01

    This paper is a compendium of leadership behaviors that emerging or aspirant leaders could choose to enhance their management and leadership skills. These behaviors were drawn directly from the experience of the authors, both of whom have held senior leadership and management positions in business, law, and higher education. This paper is an…

  14. Culture-Based Leadership

    Science.gov (United States)

    Quantz, Richard; Cambron-McCabe, Nelda; Dantley, Michael; Hachem, Ali H.

    2017-01-01

    The field of educational leadership is beset with a barrage of different "leadership theories". There are so many differently named theories and models of leadership that the student and practitioner have difficulty understanding them as anything other than an automat of alternatives. To confuse matters even more, nearly all of these…

  15. School Leadership Skill Development

    Science.gov (United States)

    Weigel, Richard A.

    2013-01-01

    The purpose of this study was to investigate the relationship between what is currently understood about skills for school leadership and the need for a greater understanding of those skills. The importance of developing leadership skills to improve school performance and effectiveness is great. In the field of school leadership, most leaders…

  16. Team Leadership in Practice.

    Science.gov (United States)

    Neck, Christopher; Manz, Charles C.; Manz, Karen P.

    1998-01-01

    Although educational teams can help reduce teachers' feelings of isolation and enhance instruction, ineffective leadership often dooms their efforts. This article describes four team leadership approaches: "strong-man,""transactor,""visionary hero," and "SuperLeadership." The last is superior, since it…

  17. School Leadership Teaming

    Science.gov (United States)

    West, Cathie E.

    2011-01-01

    To improve student achievement schools need the leadership of knowledgeable, highly skilled, and visionary principals and superintendents. Exemplary school leadership doesn't develop in isolation, however. Strong leadership grows from dynamic, collaborative, and intentional interactions between superintendents and their principals. These savvy…

  18. Leadership: Who Needs It?

    Science.gov (United States)

    Gronn, Peter

    2003-01-01

    Critique focuses on the discourse of leadership as a vehicle for representing organizational practice. Identifies a series of conceptual inadequacies, such as difficulties in distinguishing leadership from management. Embedded in each criticism is a claim that, if leadership is to retain its conceptual and practical utility, then it has to be…

  19. Leadership in Children's Services

    Science.gov (United States)

    Booker, Roger

    2012-01-01

    This paper examines the different contexts for leadership in children's services with a particular focus on integrated working. It reviews contemporary theories that appear to offer relevant frameworks for thinking about children's service leadership. It is argued that children's services require leadership at all levels to enable a dynamic,…

  20. Surgeons' Leadership Styles and Team Behavior in the Operating Room

    Science.gov (United States)

    Hu, Yue-Yung; Parker, Sarah Henrickson; Lipsitz, Stuart R; Arriaga, Alexander F; Peyre, Sarah E; Corso, Katherine A; Roth, Emilie M; Yule, Steven J; Greenberg, Caprice C

    2016-01-01

    Background The importance of leadership is recognized in surgery, but the specific impact of leadership style on team behavior is not well understood. In other industries, leadership is a well-characterized construct. One dominant theory proposes that transactional (task-focused) leaders achieve minimum standards, whereas transformational (team-oriented) leaders inspire performance beyond expectations. Study Design We video-recorded 5 surgeons performing complex operations. Each surgeon was scored on the Multifactor Leadership Questionnaire, a validated method for scoring transformational and transactional leadership style, by an organizational psychologist and a surgeon-researcher. Independent coders assessed surgeons' leadership behaviors according to the Surgical Leadership Inventory and team behaviors (information-sharing, cooperative, and voice behaviors). All coders were blinded. Leadership style (MLQ) was correlated with surgeon behavior (SLI) and team behavior using Poisson regression, controlling for time and the total number of behaviors, respectively. Results All surgeons scored similarly on transactional leadership (2.38-2.69), but varied more widely on transformational leadership (1.98-3.60). Each 1-point increase in transformational score corresponded to 3× more information-sharing behaviors (psupportive behaviors (pleadership and its impact on team performance in the OR. As in other fields, our data suggest that transformational leadership is associated with improved team behavior. Surgeon leadership development therefore has the potential to improve the efficiency and safety of operative care. PMID:26481409

  1. Enacting President Trump's Leadership Contract with Educators: Toward a Communal Leadership Perspective

    Science.gov (United States)

    Schechter, Chen

    2018-01-01

    This article proposes the communal leadership framework as a leverage for reciprocal educational policy in uncertain and turbulent times. It is argued that leadership at the policy level should abandon the seductive dance with the "self" where knowledge resides at a specific location in the system (policy-makers' perceptions and agendas)…

  2. Faculty Perceptions of Organizational Leadership at Christian Colleges and Universities with Missions of Servant Leadership

    Science.gov (United States)

    Palmer, Marila Dollahite

    2011-01-01

    This study examined differences in faculty perceptions of organizational leadership at Christian institutions with servant leadership missions. The study evaluated faculty members' perceptions based on the independent variables of employment status (full- or part-time/adjunct), number of years employed at the institution, and attendance at an…

  3. Oak Ridge Leadership Computing Facility (OLCF)

    Data.gov (United States)

    Federal Laboratory Consortium — The Oak Ridge Leadership Computing Facility (OLCF) was established at Oak Ridge National Laboratory in 2004 with the mission of standing up a supercomputer 100 times...

  4. The need for strong clinical leaders – Transformational and transactional leadership as a framework for resident leadership training

    Science.gov (United States)

    Saravo, Barbara; Netzel, Janine

    2017-01-01

    Background For the purpose of providing excellent patient care, residents need to be strong, effective leaders. The lack of clinical leadership is alarming given the detrimental effects on patient safety. The objective of the study was to assess whether a leadership training addressing transactional and transformational leadership enhances leadership skills in residents. Methods A volunteer sample of 57 residents from postgraduate year one to four was recruited across a range of medical specialties. The residents took part in an interventional controlled trial. The four-week IMPACT leadership training provided specific strategies for leadership in the clinical environment, addressing transactional (e.g. active control, contingent reward) and transformational leadership skills (e.g. appreciation, inspirational motivation). Transactional and transformational leadership skill performance was rated (1) on the Performance Scale by an external evaluator blinded to the study design and (2) self-assessed transformational and transactional leadership skills. Both measures contained items of the Multifactor Leadership Questionnaire, with higher scores indicating greater leadership skills. Results Both scores were significantly different between the IMPACT group and the control group. In the IMPACT group, the Performance Scale increased 15% in transactional leadership skill performance (2.10 to 2.86) (intervention effect, 0.76; 95% CI, 0.40 to 1.13; p transformational leadership skill performance (2.26 to 2.94) (intervention effect, 0.68; 95% CI, 0.27 to 1.09; p transformational leadership skills (3.54 to 3.86) (intervention effect, 0.31; 95% CI, 0.02 to 0.40; ptransformational leadership framework for graduate leadership training. Future studies should incorporate time-latent post-tests, evaluating the stability of the behavioral performance increase. PMID:28841662

  5. The need for strong clinical leaders - Transformational and transactional leadership as a framework for resident leadership training.

    Science.gov (United States)

    Saravo, Barbara; Netzel, Janine; Kiesewetter, Jan

    2017-01-01

    For the purpose of providing excellent patient care, residents need to be strong, effective leaders. The lack of clinical leadership is alarming given the detrimental effects on patient safety. The objective of the study was to assess whether a leadership training addressing transactional and transformational leadership enhances leadership skills in residents. A volunteer sample of 57 residents from postgraduate year one to four was recruited across a range of medical specialties. The residents took part in an interventional controlled trial. The four-week IMPACT leadership training provided specific strategies for leadership in the clinical environment, addressing transactional (e.g. active control, contingent reward) and transformational leadership skills (e.g. appreciation, inspirational motivation). Transactional and transformational leadership skill performance was rated (1) on the Performance Scale by an external evaluator blinded to the study design and (2) self-assessed transformational and transactional leadership skills. Both measures contained items of the Multifactor Leadership Questionnaire, with higher scores indicating greater leadership skills. Both scores were significantly different between the IMPACT group and the control group. In the IMPACT group, the Performance Scale increased 15% in transactional leadership skill performance (2.10 to 2.86) (intervention effect, 0.76; 95% CI, 0.40 to 1.13; p transformational leadership skill performance (2.26 to 2.94) (intervention effect, 0.68; 95% CI, 0.27 to 1.09; p transformational leadership skills (3.54 to 3.86) (intervention effect, 0.31; 95% CI, 0.02 to 0.40; ptransformational leadership framework for graduate leadership training. Future studies should incorporate time-latent post-tests, evaluating the stability of the behavioral performance increase.

  6. Cross-Cultural Leadership

    Directory of Open Access Journals (Sweden)

    Inga Minelgaite Snaebjornsson

    2015-05-01

    Full Text Available Ongoing low participation of women in global leadership calls for more research in this field. In this article, we set out to include gendered expectations toward leader behavior as part of cross-cultural leadership theory. Building on an existing body of research, we focus on propositions about the effects of gendered expectations on the leader, from the followers’ standpoint. The consideration of gendered effects from the follower standpoint is an under-researched area in leadership literature, and it is even more rarely to be found in empirical data. In every culture, there are certain expectations toward leaders of the two genders that influence their behavior. In this article, we will attempt to answer the following question: How does perceived leader behavior and gendered behavior relate to national culture and actual leader behavior? We present a conceptual model that seeks to incorporate gendered expectations into cross-cultural leadership as an answer. Moreover, we provide a conceptual guideline toward operationalization of the model. The model includes the potential of dissonance between male expectations as a dominating leadership role and female leadership. This might serve as an explanation as to why in some cases women are not seen as successful as men when they adopt a masculine leadership style. The article seeks to advance cross-cultural leadership theory by focusing on expected gendered leadership behavior. Our ideas and model could eventually contribute to the advancement of leadership theory, as well as contributing to gender studies, cross-cultural leadership, and business communication.

  7. Longitudinal charge nurse leadership development and evaluation.

    Science.gov (United States)

    Krugman, Mary; Heggem, Laura; Kinney, Lisa Judd; Frueh, Margaret

    2013-09-01

    The study's aim was to examine longitudinal outcomes of a leadership program for permanent and relief charge nurse from 1996 to 2012 using action research and Kouzes and Posner's The Leadership Challenge conceptual frameworks. Charge nurses hold significant oversight of patient safety, quality, and team functioning. This study contributes knowledge regarding charge nurse leadership and organization outcomes associated with these essential roles over time. Data were collected over 6 time periods using Kouzes and Posner's The Leadership Practices Inventory (LPI) and internally developed action research tools. Surveys were aligned with leadership and work environment changes to examine outcomes. Charge nurse leadership LPI mean ratings improved. Relief charge nurses reached similar LPI outcomes by 2012, with no statistical differences in mean or domain scores. Action research methods facilitated executive decision making during change processes. Demographics shifted with younger charge nurses with less practice experience serving as charge nurses in the most recent years. Charge nurse leadership reported significant gains despite institutional changes and uneven delivery of educational interventions.

  8. Leadership and priority setting: the perspective of hospital CEOs.

    Science.gov (United States)

    Reeleder, David; Goel, Vivek; Singer, Peter A; Martin, Douglas K

    2006-11-01

    The role of leadership in health care priority setting remains largely unexplored. While the management leadership literature has grown rapidly, the growing literature on priority setting in health care has looked in other directions to improve priority setting practices--to health economics and ethical approaches. Consequently, potential for improvement in hospital priority setting practices may be overlooked. A qualitative study involving interviews with 46 Ontario hospital CEOs was done to describe the role of leadership in priority setting through the perspective of hospital leaders. For the first time, we report a framework of leadership domains including vision, alignment, relationships, values and process to facilitate priority setting practices in health services' organizations. We believe this fledgling framework forms the basis for the sharing of good leadership practices for health reform. It also provides a leadership guide for decision makers to improve the quality of their leadership, and in so doing, we believe, the fairness of their priority setting.

  9. Executive Energy Leadership Academy | NREL

    Science.gov (United States)

    Executive Energy Leadership Academy Executive Energy Leadership Academy NREL's Executive Energy Leadership Academy is a nationally renowned program that provides non-technical business, governmental, and foreground. Leadership Program The Leadership Program is designed for community and industry leaders with an

  10. Expanding the scope of leadership training in medicine.

    Science.gov (United States)

    Gabel, Stewart

    2014-06-01

    All physicians take a leadership role at some point in their career-some exert influence in their practices and communities as informal leaders, and others hold formal leadership roles to which they are appointed or elected. These formal leadership roles convey power to those individuals who hold such positions. Formal leadership, however, is limited in its influence unless it is accompanied by a series of personal and interpersonal competencies that characterize both formal and informal leaders.Many physicians who do not hold formal leadership roles will be called on to provide (or will wish to provide) informal leadership at various times in their careers. Both formal and informal leaders should be trained in the personal and interpersonal competencies necessary for effective leadership to advance the principles-driven and values-oriented goals inherent in the health care enterprise.In this article, the author defines leadership and describes the characteristics of formal and informal leaders, then discusses the types of leadership and the power derived from different leadership roles. He concludes by arguing in favor of expanding the scope of leadership training to include informal as well as formal leaders.

  11. Leadership Book Club: An Innovative Strategy to Incorporate Leadership Development Into Pharmacy Residency Programs.

    Science.gov (United States)

    Chappell, Alyssa; Dervay, Katelyn

    2016-09-01

    Purpose: To describe an innovative strategy for incorporating leadership training and development across multiple postgraduate year 2 (PGY2) pharmacy residency programs at a single institution. Background: Tampa General Hospital has 7 pharmacy residency positions: 4 postgraduate year 1 (PGY1) residents and a single resident for each of the 3 PGY2 programs (critical care, emergency medicine, and solid organ transplant). Administrative topics are incorporated across the PGY1 and PGY2 residency programs, with each PGY2 program having additional administrative topics specific to their specialty area. Summary: What began as an elective administrative topic discussion for the PGY2 emergency medicine resident has evolved over time into a longitudinal leadership book club. The leadership book club is utilized to meet the residency goals and objectives related to leadership development for all 3 PGY2 programs. Each year a single book is identified through the American Society of Health-System Pharmacists (ASHP) Leadership Academy book list or by participant suggestion. The book is then divided into 4 sections with corresponding hour-long discussions that occur quarterly throughout the residency year. The residency program directors (RPDs) and co-RPDs lead the initial discussion, and each PGY2 resident leads 1 of the subsequent 3 discussions. Based on resident feedback, the leadership book club is an innovative and effective strategy to incorporate leadership training and development into residency training. Conclusion: It is imperative to foster the development of leadership skills in pharmacy residency programs to prevent a future leadership gap in health system pharmacy. Leadership book club is a unique strategy to incorporate leadership training longitudinally across multiple PGY2 residency programs at a single institution.

  12. The Leadership Concept in The Babad Banyumas

    Directory of Open Access Journals (Sweden)

    Darmawan Edi Winoto

    2017-12-01

    Full Text Available This article focuses on the characteristics of leadership concepts in Babad Banyumas. The purpose of this study was to identify the concept of leadership in Babad Banyumas. The data were obtained through the Babad Banyumas itself. The text analysis technique was used in this research. The text analysis was done by structural analysis approach which focuses on the leadership concept. The study results show that the Babad Banyumas text presents a leadership model with different characteristics from that of Javanese leadership in general. Leadership Banyumas was analyzed through four components, namely charisma, authority, power, and dominance in a special sense. In term of charisma, a person becomes a king because besides the heredity, it is also due to the factor of hard work through tapa brata (meditating. Then, the authority component, the king is soft in interpretation any persuasion and tends to be democratic. In the concept of power, the king's leadership more emphasizes on moral orientation, not myth. Components of dominance in a special sense, emphasizing the mobilization of time or giving orders without sanctions, so that the command is done without any force.

  13. Leadership Training Program for Shared Leadership Based on Super Leadership at Cheo-Eum Korean Presbyterian Church: A Study of Christian Leadership

    Science.gov (United States)

    Youn, Houng Jin

    2013-01-01

    The purpose of this dissertation was to launch a leadership training program for shared leadership based on "super leadership." The constructs of the study were designed to study Bible leaders in shared leadership, leadership paradigm and types, transformational leadership, and, super leadership and shared leadership theory that are all…

  14. Leadership și management

    OpenAIRE

    Ioan LAZĂR

    2002-01-01

    This paper tries to highlight some concepts and approaches about the leadership process. Therefore the article presents the relationship between leadership and management. This relationship is based on concrete leadership which is functioning in the framework of human relation structures.

  15. Climate Leadership Awards and Conference

    Science.gov (United States)

    The seventh annual Climate Leadership Awards Dinner will be held during the 2018 Climate Leadership Conference; the event publicly recognize individuals and organizations for their outstanding leadership in reducing greenhouse gas emissions.

  16. Leadership Team | Water Power | NREL

    Science.gov (United States)

    Leadership Team Leadership Team Learn more about the expertise and technical skills of the water Initiative and provides leadership in the focus areas of high-fidelity modeling, wind power plant controls

  17. LEADERSHIP VERSUS MANAGEMENT

    OpenAIRE

    Marian-Aurelian Bârgău

    2015-01-01

    It is important to distinguish the difference between leadership and management, both of which are considered necessary. Leadership and management are often used interchangeably, but they are two distinctive and complementary processes. Organizations need strong leadership and strong management for optimal effectiveness. In today’s dynamic workplace, we need leaders to challenge the status quo and to inspire and persuade organization members. We also need managers to assist in developing and ...

  18. Technical Leadership Development Program

    Science.gov (United States)

    2010-12-13

    the traditional tenets of leadership and management , systems thinking, understanding SOS issues, and thinking and acting holistically. Our research...international element 2.0 Enterprise Leadership and Management UNCLASSIFIED Contract Number: H98230-08-D-0171 DO 002. TO002, RT 004 Report No...mechanisms for leadership of the overall technical effort, for systems engineering, for requirements, management , and for systems integration. o Develop

  19. Women And Leadership Roles

    OpenAIRE

    Parikh Indira J

    2003-01-01

    Women and Leadership Roles is culled from workshops conducted by Prof. Indira Parikh at the IIMA. From 1980 till date programmes exploring issues facing Women in Management are offered at the Institute. Issues surrounding leadership, work roles and authority are debated. The objectives are to explore the influence of the transformation of organisations on womens roles in the corporate world; to explore leadership roles and also individual life-spaces; to discover wholesome ways to actualise d...

  20. Leadership for product development

    DEFF Research Database (Denmark)

    Martensen, Anne; Dahlgaard, Jens Jørn

    1998-01-01

    by nonrecurring processes. Therefore, the general model requires an amplification and adjustment specific to this area. It will be discussed how the model can be suplemented with references to criterion parts and areas to address, especially relevant for a self-assessment of leadership in innovation. What should...... the criterion "leadership" comprise when the focus is on R and D? Eight new criterion parts will be discussed. It is believed, that the recommended approach will improve leadership for product development. Udgivelsesdato: JUL...

  1. Spiritual-based Leadership

    DEFF Research Database (Denmark)

    Pruzan, Peter

    2015-01-01

    Although far from mainstream, the concept of spiritual-based leadership is emerging as an inclusive and yet highly personal approach to leadership that integrates a leader’s inner perspectives on identity, purpose, responsibility and success with her or his decisions and actions in the outer world...... of business—and therefore it is also emerging as a significant framework for understanding, practicing, communicating and teaching the art and profession of leadership....

  2. Unified Leadership Development

    Science.gov (United States)

    2013-05-01

    leadership has failed when an Army Captain addresses her superior Brigadier General as “pappa panda sexy pants.”4 Given these examples of leadership...assessments by subordinates, peers, and senior leaders. The aspect of emotional intelligence bears on the leadership component of self-development and the...and manifests itself in devotion and “ bearing true faith and allegiance to the Constitution.”24 Leaders demonstrate loyalty to the Constitution

  3. Leadership theory and practice

    CERN Document Server

    Northouse, Peter G

    1997-01-01

    Leadership: Theory and Practice provides a description and analysis of a wide variety of different theoretical approaches to leadership, giving special attention to how each theory can be employed to improve leadership in real-world organizations. Written in a clear, concise manner, the first edition has been widely used in undergraduate and graduate courses in business, organizational communication, political science, public administration, training and development, and health services.

  4. JT Bachman Leadership Framework

    Science.gov (United States)

    2017-07-01

    DAHLGREN DIVISION NAVAL SURFACE WARFARE CENTER Dahlgren, Virginia 22448-5100 NSWCDD/MP-17/300 JT BACHMAN LEADERSHIP FRAMEWORK...REPORT TYPE Miscellaneous Publication 3. DATES COVERED (From - To) 27 Sept 2016 – 08 June 2017 4. TITLE AND SUBTITLE JT BACHMAN LEADERSHIP FRAMEWORK...distribution is unlimited. 13. SUPPLEMENTARY NOTES 14. ABSTRACT This document describes the leadership framework of a civil servant following

  5. Leadership at Antarctic Stations.

    Science.gov (United States)

    1987-03-01

    Claseification 6. No. Pegees LEADERSHIP AT ANTARTIC STATIONS hxIs i4 5, C =r~eta(C), 17 Rfs~W (R, Udusiied U)J 7. No Refs 8. Author(s) Edocumesnt I...whether there is a "best" approach to leadership at an Antartic Station and what leadership style may have the most to offer. 3~~ __ ___ Tipesis to be

  6. The nature of leadership

    OpenAIRE

    2012-01-01

    With contributions from leading authors in the most important areas of current research, this book provides insight into the streams that are driving leadership theory and practice today. The Nature of Leadership, Second Edition provides students with an updated and complete yet concise handbook that solidifies and integrates the vast and disparate leadership literature.Key Features of the Second Edition· Provides contributions from twenty-three subject-matter experts-ranging from the eminent...

  7. Developing Leadership Behaviour

    DEFF Research Database (Denmark)

    Sørensen, Peter

    Managers in the public sector act in a political context full of dilemmas. Nevertheless, they must show courage, efficiency, make difficult decisions, prioritize and produce results for the citizens. This seems to demand new and/or better ways of leading the public sector. Leadership development......, education and training are some of the tools, which are often used to renew, rethink and restructure leadership as well as management. The purpose of this dissertation is to examine the impact of formal leadership education on developing public leadership behaviour....

  8. Managing Leadership Stress

    CERN Document Server

    Bal, Vidula; McDowell-Larsen, Sharon

    2011-01-01

    Everyone experiences stress, and leaders face the additional stress brought about by the unique demands of leadership: having to make decisions with limited information, to manage conflict, to do more with less . . . and faster! The consequences of stress can include health problems and deteriorating relationships. Knowing what signs of stress to look for and having a strategy for increasing your resources will help you manage leadership stress and be more effective over a long career.Table of ContentsThe Stress of Leadership 7Why Is Leadership Stressful? 8Stress Assessment 13When Stress Is Wh

  9. Misconceiving medical leadership.

    Science.gov (United States)

    Parker, Malcolm

    2013-01-01

    Medical leadership and leadership education have recently emerged as subjects of an expanding though as yet uncritical literature. Considerable attention is being given to the development of courses and electives, together with some proposals for generalizing these offerings to all medical students and doctors. This article briefly sketches this development and its derivation from business and corporate leadership models and accompanying literature, and subjects its adoption by medicine to critical scrutiny. Putative motivations for these developments are discussed, and an alternative explanation is offered, tied to the loss of physician status. The nature of leadership as complex, emergent, and unpredictable has been ignored in the promotion of medical leadership and leadership training, and this is reflected in the false assumption that leadership in medicine is something that can be taught. Although the leadership literature is beginning to recognize these complex aspects of leadership, so far their implications have not been acknowledged. This article aims to stimulate further analytic discussion of this under-theorized aspect of medicine.

  10. Relationship Between Management and Leadership and Characteristics of Slovenian Managers

    Directory of Open Access Journals (Sweden)

    Milena Kramar Zupan

    2012-11-01

    Full Text Available For years, leadership was understood as a managerial function. A significant number of authors currently see leadership as replacing management, or as a different but overlapping function. In the first part of this article, the author supports her opinion of leadership as being one of the managerial functions, emphasizing that both leadership and management have developed over time. More emphasis is given to research (and its results among Slovenian managers showing that they are aware of the increasing importance of leadership compared to other managerial functions. The increased importance of leadership means that managers have to devote more time and attention to employees. Slovenian managers are still overly concerned with their reputation and promotion, and less with the satisfaction and achievements of their employees. Their loyalty to employees is weak, and they are more individualists than team workers. The characteristics of Slovenian managers (supported by research that led to the aforementioned conclusions are discussed in this article.

  11. Situational theory of leadership.

    Science.gov (United States)

    Waller, D J; Smith, S R; Warnock, J T

    1989-11-01

    The situational theory of leadership and the LEAD instruments for determining leadership style are explained, and the application of the situational leadership theory to the process of planning for and implementing organizational change is described. Early studies of leadership style identified two basic leadership styles: the task-oriented autocratic style and the relationship-oriented democratic style. Subsequent research found that most leaders exhibited one of four combinations of task and relationship behaviors. The situational leadership theory holds that the difference between the effectiveness and ineffectiveness of the four leadership styles is the appropriateness of the leader's behavior to the particular situation in which it is used. The task maturity of the individual or group being led must also be accounted for; follower readiness is defined in terms of the capacity to set high but attainable goals, willingness or ability to accept responsibility, and possession of the necessary education or experience for a specific task. A person's leadership style, range, and adaptability can be determined from the LEADSelf and LEADOther questionnaires. By applying the principles of the situational leadership theory and adapting their managerial styles to specific tasks and levels of follower maturity, the authors were successful in implementing 24-hour pharmacokinetic dosing services provided by staff pharmacists with little previous experience in clinical services. The situational leadership model enables a leader to identify a task, set goals, determine the task maturity of the individual or group, select an appropriate leadership style, and modify the style as change occurs. Pharmacy managers can use this model when implementing clinical pharmacy services.

  12. Educational Leadership in China: Contexts and Issues

    Institute of Scientific and Technical Information of China (English)

    John C. K. LEE,; Nicholas S. K. PANG

    2011-01-01

    Introduction Educational leaders serve as important anchors,providing guidance in times of change,and being responsible for the accomplishment of educational goals.Leaders and administrators occupy positions in which they are expected to exert leadership,a process of social influence (Gamage & Pang,2003).The primary importance of educational leadership for the success of any educational institution and educational reform is universally recognized.Why do some teams and schools,as well as policies and reforms,succeed while others fail? The credit or blame tends to be assigned to the principals,administrators,curriculum or educational leaders involved.Not surprisingly,educational leadership continues to be an important area in the field of education,attracting much attention.It has been the subject of a large number of publications in the West.Comparatively,educational leadership in the East including China has been largely neglected in English language publications.

  13. Ethical Challenges in Psychiatric Administration and Leadership.

    Science.gov (United States)

    Moffic, H Steven; Saeed, Sy Atezaz; Silver, Stuart; Koh, Steve

    2015-09-01

    As with all professional ethical principles, those in psychiatry have to evolve over time and societal changes. The current ethical challenges for psychiatric administration and leadership, especially regarding for-profit managed care, need updated solutions. One solution resides in the development by the American Association of Psychiatric Administrators (AAPA) of the first set of ethical principles designed specifically for psychiatric administrators. These principles build on prior Psychological Theories of leadership, such as those of Freud, Kernberg, and Kohut. Supplementing these theories are the actual real life models of psychiatrist leadership as depicted in the memoirs of various psychiatrists. Appreciating these principles, theories, and models may help emerging leaders to better recognize the importance of ethical challenges. A conclusion is that psychiatrists should have the potential to assume more successful leadership positions once again. In such positions, making the skills and well-being of all in the organization seems now to be the foremost ethical priority.

  14. Transitioning leadership and risk management

    OpenAIRE

    Coulson-Thomas, Colin

    2017-01-01

    One of the dilemmas faced by directors and other corporate leaders is the need to be entrepreneurial in ensuring the future success of a company which involves risk, while at the same time retaining prudent control. Transitioning leadership suggests a process of adjustment, adaptation, transformation or metamorphosis from one condition, situation or state to another, depending upon the extent of the internal or external change required to continue to operate and cope. The process also involve...

  15. Leadership Characteristics 1900-1982.

    Science.gov (United States)

    1983-04-01

    complex of factors associated with leadership status (Bass 1981), the entertainment of this premise by comtemporary researchers is viewed as unreliable...to direct their total energies in the formulation of a small business rather than support the missions of tradi- tional corporate or military...effort is directed toward the development and man- agement of personal sideline businesses . They eventually succeed in turning part-time sidelines

  16. Can Servant Leaders Fuel the Leadership Fire? The Relationship between Servant Leadership and Followers’ Leadership Avoidance

    OpenAIRE

    Martin Lacroix; Armin Pircher Verdorfer

    2017-01-01

    This study tested the effect of servant leadership on followers’ inclinations to strive for and, in contrast, to avoid leadership responsibility. Results from a study in the health care context, including two waves of data from 222 employees, revealed that servant leadership had a small but positive effect on followers’ leadership avoidance. This effect was influenced by followers’ implicit conception of an ideal leader. Specifically, servant leadership was found to reduce leadership avoidanc...

  17. The Influence of Leadership Development Approaches on Social Capital: A Mixed Methods Study

    Science.gov (United States)

    Burbaugh, Bradley James

    2015-01-01

    Leadership programs serve as a mechanism to develop the leadership capacity of individuals, groups, and organizations. Although considerable time and resources have been devoted to understanding the outcomes of leadership development, little time and effort has been dedicated to understanding the developmental approaches that influence the…

  18. Historic Leadership.

    Science.gov (United States)

    Johnsen, Ellen F; Pohlman, Katherine J

    2017-03-01

    School nursing practice establishes itself in the midst of both education and nursing philosophies, ethics, standards, laws, and regulations. Treading these two worlds is difficult at times and requires that a school nurse possess a strong foundational knowledge base, seek professional collaboration, and navigate conflicting professional demands in order to promote student and public safety. This article is Part 2 of a four-part series that recounts the inspiring story of a school nurse, Ellen Johnsen, who did just that back in the 1980s in Broken Arrow, Oklahoma. Part 2 describes how Ellen's actions led the Broken Arrow Public Schools to revise its unsafe and illegal medication administration policy, which brought the policy into partial compliance with the nurse practice act but culminated in Ellen losing her job. The purpose of this series is to enhance understanding of the legal parameters governing school nurse practice, provide examples of ethical decision making, and review the challenges associated with serving as a leader.

  19. Collaborating internationally on physician leadership development: why now?

    Science.gov (United States)

    Chan, Ming-Ka; de Camps Meschino, Diane; Dath, Deepak; Busari, Jamiu; Bohnen, Jordan David; Samson, Lindy Michelle; Matlow, Anne; Sánchez-Mendiola, Melchor

    2016-07-04

    Purpose This paper aims to highlight the importance of leadership development for all physicians within a competency-based medical education (CBME) framework. It describes the importance of timely international collaboration as a key strategy in promoting physician leadership development. Design/methodology/approach The paper explores published and Grey literature around physician leadership development and proposes that international collaboration will meet the expanding call for development of leadership competencies in postgraduate medical learners. Two grounding frameworks were used: complexity science supports adding physician leadership training to the current momentum of CBME adoption, and relational cultural theory supports the engagement of diverse stakeholders in multiple jurisdictions around the world to ensure inclusivity in leadership education development. Findings An international collaborative identified key insights regarding the need to frame physician leadership education within a competency-based model. Practical implications International collaboration can be a vehicle for developing a globally relevant, generalizable physician leadership curriculum. This model can be expanded to encourage innovation, scholarship and program evaluation. Originality/value A competency-based leadership development curriculum is being designed by an international collaborative. The curriculum is based on established leadership and education frameworks. The international collaboration model provides opportunities for ongoing sharing, networking and diversification.

  20. Implementation of lean leadership

    Directory of Open Access Journals (Sweden)

    Trenkner Małgorzata

    2016-12-01

    Full Text Available The Toyota case proves that lean leadership is of critical importance for the successful implementation and permanent functioning of Lean Production System. There is no ready formula for developing Toyota style lean leadership. However, one may gain inspiration from its experience.

  1. Conceptualizing leadership across cultures

    NARCIS (Netherlands)

    Dickson, M.W.; Castaño, N.; Magomaeva, A.; den Hartog, D.N.

    2012-01-01

    In this article, we summarize research on how the meaning of leadership varies systematically across cultures, and describe the conflict in the literature between the quest for universals and the identification of cultural contingencies in leadership theory. We review the literature on the

  2. Power and leadership

    DEFF Research Database (Denmark)

    Fogsgaard, Morten Kusk; Elmholdt, Claus Westergård

    2016-01-01

    of this contribution is to emphasize the dynamics of power and leadership relations in organizations. Power is traditionally defined as forms of influence based on the execution of control and sanctions (Hatch 2011; Fogsgaard and Elmholdt 2014). However, in relation to leadership, this definition is insufficient...

  3. Customer Innovation Process Leadership

    DEFF Research Database (Denmark)

    Lindgren, Peter; Jørgensen, Jacob Høj; Goduscheit, René Chester

    2007-01-01

    Innovation leadership has traditionally been focused on leading the companies' product development fast, cost effectively and with an optimal performance driven by technological inventions or by customers´ needs. To improve the efficiency of the product development process focus has been on diffe......Innovation leadership has traditionally been focused on leading the companies' product development fast, cost effectively and with an optimal performance driven by technological inventions or by customers´ needs. To improve the efficiency of the product development process focus has been...... on different types of organisational setup to the product development model and process. The globalization and enhanced competitive markets are however changing the innovation game and the challenge to innovation leadership Excellent product development innovation and leadership seems not any longer to enough...... another outlook to future innovation leadership - Customer Innovation Process Leadership - CIP-leadership. CIP-leadership moves the company's innovation process closer to the customer innovation process and discusses how companies can be involved and innovate in customers' future needs and lead...

  4. The Romance of Leadership.

    Science.gov (United States)

    Meindl, James R.; And Others

    1985-01-01

    The attributional perspective on leadership, which suggests the social construction of organizational realities attributes to leadership the activities and outcomes of organizations, was supported by the results of three archival studies and a series of experimental studies. Tables, figures, and 64 references are provided. (DCS)

  5. Technical Leadership Development Program

    Science.gov (United States)

    2014-04-30

    will be focused on their view of the pros / cons of the ‘how’ they are going about their assigned task as opposed to ‘what’ they are proposing. As...Leadership Style (Y) M4.0 Simula on 1- Leadership Value Proposi on (Y) Some hidden (secret) mo va ons for roles in scenarios/vigne es Develop SWOT

  6. Synchronicity and Leadership

    NARCIS (Netherlands)

    Merry, Philip

    2017-01-01

    LAY SUMMARY SYNCHRONICITY AND LEADERSHIP TILBURG PHD DISSERTATION, PHILIP MERRY World’s First PhD to Research Synchronicity And Leadership Using Grounded Theory OUT OF THE BLUE COINCIDENCES: research topic Most people have had the experience of thinking of someone and then, almost magically have

  7. Leadership and Diversity

    Science.gov (United States)

    Coleman, Marianne

    2012-01-01

    As part of the special edition recognizing the 40th anniversary of "Educational Management Administration & Leadership" this article reviews the coverage of leadership and diversity issues in the journal. The majority of articles concerning diversity have focused on gender, with attention turning to the wider concept of diversity since the year…

  8. Push-Back Leadership.

    Science.gov (United States)

    Tetenbaum, Toby J.; Tetenbaum, Hilary

    2003-01-01

    Describes push-back leadership, a model of leadership based on the work of Ronald Heifetz and Martin Linksky. Argues that the two key roles of the leader are to give the work back to people and to keep them within a healthy range of disequilibrium that generates creativity and innovation to solve organizational problems. (Author/LRW)

  9. 2012 National Leadership Forum

    Science.gov (United States)

    Magnuson, Peter

    2012-01-01

    Two key themes emerged from the 2012 National Leadership Forum: Taking Business to School, which was hosted by the Career and Technical Education Foundation at the end of May. The first was that employers are looking for a workforce that is technologically savvy while having leadership and employability skills. The second is that the business…

  10. Attitude toward Visionary Leadership.

    Science.gov (United States)

    Lesourd, Sandra J.; And Others

    1992-01-01

    Formulates descriptive research findings into a utilitarian tool for principal leadership development programs. An instrument measuring attitude toward a (visionary) leadership ideal was developed, administered, and analyzed. Previous research findings were summarized. Results showed that the instrument would help assess individual acceptance of…

  11. Leadership and Followership

    Science.gov (United States)

    Frew, David R.

    1977-01-01

    Describes the Leadership and Followership Style Test, which resulted from diverse areas of management theory (including the question of autocratic versus democratic styles of leadership). In the form of a questionnaire, it has become a valuable training and learning device for supervisors to isolate their particular styles and approaches to…

  12. Comparing Educational Leadership Research

    Science.gov (United States)

    Moos, Lejf

    2013-01-01

    Educational leadership practice is embedded and shaped in its own context. However, contemporary policy makers are keen to use research findings from multiple educational systems to produce overall, generic models of best leadership practice. Therefore, research needs to encompass analyses of the political, societal, cultural, and institutional…

  13. Behavioral approach to leadership

    NARCIS (Netherlands)

    Piccolo, R.F.; Buengeler, C.; Griffin, R.W.

    2013-01-01

    After several decades of leadership research that attempted to identify the specific and unique traits characteristic of those in supervisory positions, academic research shifted to pursue the patterns of behavior exhibited by those who were influential in and around positions of formal leadership.

  14. Leadership in research

    Energy Technology Data Exchange (ETDEWEB)

    Lee, N.-J. E-mail: n.lee@salford.ac.uk; Gambling, T.G.; Hogg, P

    2004-02-01

    Research to underpin clinical activity in radiographic practice is rapidly becoming a requirement and not an option. Whilst it is recognised that the ability to undertake research demands suitable training in research itself, arguments have been given which indicate that without adequate leadership abilities the research activity may not develop or flourish. In the context of radiography this review paper initially argues a need for research leadership in the clinical (and academic) environment. The debate then moves to consider one method of leadership (transformational) that might be suitable. Transformational leadership is rapidly gaining popularity within the National Health Service. Finally, the debate focuses on the professional ('taught') doctorate as a means of acquiring both research and leadership training and education within one university course.

  15. Leadership set-up

    DEFF Research Database (Denmark)

    Thude, Bettina Ravnborg; Stenager, Egon; von Plessen, Christian

    2018-01-01

    . Findings: The study found that the leadership set-up did not have any clear influence on interdisciplinary cooperation, as all wards had a high degree of interdisciplinary cooperation independent of which leadership set-up they had. Instead, the authors found a relation between leadership set-up and leader...... could influence legitimacy. Originality/value: The study shows that leadership set-up is not the predominant factor that creates interdisciplinary cooperation; but rather, leader legitimacy also should be considered. Additionally, the study shows that leader legitimacy can be difficult to establish...... and that it cannot be taken for granted. This is something chief executive officers should bear in mind when they plan and implement new leadership structures. Therefore, it would also be useful to look more closely at how to achieve legitimacy in cases where the leader is from a different profession to the staff....

  16. Leadership in research

    International Nuclear Information System (INIS)

    Lee, N.-J.; Gambling, T.G.; Hogg, P.

    2004-01-01

    Research to underpin clinical activity in radiographic practice is rapidly becoming a requirement and not an option. Whilst it is recognised that the ability to undertake research demands suitable training in research itself, arguments have been given which indicate that without adequate leadership abilities the research activity may not develop or flourish. In the context of radiography this review paper initially argues a need for research leadership in the clinical (and academic) environment. The debate then moves to consider one method of leadership (transformational) that might be suitable. Transformational leadership is rapidly gaining popularity within the National Health Service. Finally, the debate focuses on the professional ('taught') doctorate as a means of acquiring both research and leadership training and education within one university course

  17. Towards Comparative Leadership

    DEFF Research Database (Denmark)

    Jensen, Merete Storgaard

    Globalization is the imitation and adaptation of knowledgesolutions or innovations, as they are diffused from one country to another” (Peter Jarvis 2007) Conducting comparative, educational research of school leadership that effects student achievement in an international perspective is of scient......Globalization is the imitation and adaptation of knowledgesolutions or innovations, as they are diffused from one country to another” (Peter Jarvis 2007) Conducting comparative, educational research of school leadership that effects student achievement in an international perspective...... is of scientific value in qualifying the international and national knowledgebase on effective school leadership. In a methodological perspective comparative analysis in an international setting creates specifically a scientific demand of comparability and a theory based leadership - framework to guide...... the empirical, qualitative research of effective leadership....

  18. Leadership Identity Development through an Interdisciplinary Leadership Minor

    Science.gov (United States)

    Sorensen, Tyson J.; McKim, Aaron J.; Velez, Jonathan J.

    2016-01-01

    Leadership development among postsecondary students can occur through a variety of experiences; one such experience is a leadership minor. The purpose of this descriptive interpretive study was to analyze students' experiences while enrolled in a leadership minor with a focus on exploring evidence of leadership identity development. By exploring…

  19. Informing Leadership Education by Connecting Curricular Experiences and Leadership Outcomes

    Science.gov (United States)

    McKim, Aaron J.; Velez, Jonathan J.

    2017-01-01

    Linking specific learning experiences to leadership development has the potential to enhance leadership education. In this study, we sought to link student growth in 13 leadership areas to specific learning experiences within a leadership development program. We measured development within the 13 areas by comparing the perceived needs of students…

  20. Assessing School Leadership Challenges in Ghana Using Leadership Practices Inventory

    Science.gov (United States)

    Edwards, Alexander Kyei; Aboagye, Samuel Kwadwo

    2015-01-01

    The Ghana Education Service (GES) is facing challenges in school leadership and hence a lot of criticisms on basic school performances. The issue is whether school leadership relates to school performances and that there is the need for transformation leadership. The purpose of this study was to discuss self-reported leadership practices…

  1. Historic Leadership.

    Science.gov (United States)

    Johnsen, Ellen F; Pohlman, Katherine J

    2017-01-01

    School nursing practice establishes itself in the midst of both education and nursing philosophies, ethics, standards, laws, and regulations. Treading these two worlds is difficult at times and requires that a school nurse possess a strong foundational knowledge base, seek professional collaboration, and navigate conflicting professional demands in order to promote student and public safety. This article is Part 1 of a four-part series that recounts the inspiring story of a school nurse, Ellen Johnsen, who did just that back in the 1980s in Broken Arrow, Oklahoma. Part 1 describes the upbringing and early career experiences that molded Ellen into a courageous and tenacious child advocate who rose to the challenge when she found herself in a school setting where tradition and policy were at odds with the nurse practice act and professional standards regarding medication administration. The purpose of this series is to enhance understanding of the legal parameters governing school nurse practice, provide examples of ethical decision making, and review the challenges associated with serving as a leader.

  2. Developing high-level change and innovation agents: competencies and challenges for executive leadership.

    Science.gov (United States)

    Malloch, Kathy; Melnyk, Bernadette Mazurek

    2013-01-01

    The work of health care reform and revolution requires leadership competencies that integrate the digital realities of time, space, and media. Leadership skills and behaviors of command, control, and directing from predigital times are no longer effective, given the impacts of the digital changes. Developing leadership competence in evidence-driven processes, facilitation, collaborative teamwork, and instilling a sense of urgency is the work of today's executive leaders. Ten competencies necessary for contemporary executive leadership are presented in this article.

  3. Factors supporting dentist leaders' retention in leadership.

    Science.gov (United States)

    Tuononen, T; Lammintakanen, J; Suominen, A L

    2017-12-01

    The aim was to study factors associated with staying in a dentist leadership position. We used an electronic questionnaire to gather data from 156 current or former Finnish dentist leaders in 2014. Principal component analysis categorized statements regarding time usage and opportunities in managerial work into five main components. Associations between these main component scores and the tendency to stay as a leader were analyzed with logistic regression. Out of the five main components, two were significantly associated with staying as a leader: 'career intentions', which represented intent to continue or to leave the leadership position; and 'work time control opportunities', which represented how leaders could control their own work time. Other factors that supported staying were leadership education, more work time available for leadership work, and lower age. The main component 'work pressure' decreased, although not significantly, the odds of continuing; it included lack of leadership work time, and pressure from superiors or subordinates. Leaders have important roles in health care, ensuring everyday operations as well as developing their organizations to meet future challenges. Knowledge of these supporting factors will enable dentist leaders and their organizations to improve working conditions in order to recruit and retain motivated and competent persons. In addition, well-designed education is important to inspire and encourage future leaders. Copyright© 2017 Dennis Barber Ltd.

  4. Health care leadership development and training: progress and pitfalls

    Science.gov (United States)

    Sonnino, Roberta E

    2016-01-01

    Formal training in the multifaceted components of leadership is now accepted as highly desirable for health care leaders. Despite natural leadership instincts, some core leadership competencies (“differentiating competencies”) must be formally taught or refined. Leadership development may begin at an early career stage. Despite the recognized need, the number of comprehensive leadership development opportunities is still limited. Leadership training programs in health care were started primarily as internal institutional curricula, with a limited scope, for the development of faculty or practitioners. More comprehensive national leadership programs were developed in response to the needs of specific cohorts of individuals, such as programs for women, which are designed to increase the ranks of senior women leaders in the health sciences. As some programs reach their 20th year of existence, outcomes research has shown that health care leadership training is most effective when it takes place over time, is comprehensive and interdisciplinary, and incorporates individual/institutional projects allowing participants immediate practical application of their newly acquired skills. The training should envelop all the traditional health care domains of clinical practice, education, and research, so the leader may understand all the activities taking place under his/her leadership. Early career leadership training helps to develop a pipeline of leaders for the future, setting the foundation for further development of those who may chose to pursue significant leadership opportunities later in their career. A combination of early and mid-to-late career development may represent the optimal training for effective leaders. More training programs are needed to make comprehensive leadership development widely accessible to a greater number of potential health care leaders. This paper addresses the skills that health care leaders should develop, the optimal leadership

  5. Leadership and the Church: The Impact of Shifting Leadership Constructs

    Directory of Open Access Journals (Sweden)

    Douglas Gautsch

    2016-01-01

    Full Text Available The idea of leadership has been examined for millennia. Examples of leadership in action go back to Moses from the Bible and Xenophón from Greek history.  One of the key theories in early leadership is that of charismatic leadership. Although most scholars agree that a key concept of charismatic leadership is that of follower attribution, defining boundaries for charismatic is as difficult as defining leadership itself. This difficulty is accentuated in this work because of the shifting organizational structures and follower perceptions. The case details follower attributed charismatic leadership traits, and then provides a robust discussion on the impact of shifting organizational constructs.

  6. Canadian Model of Military Leadership as a Successful Mixture of Civilian and Military Experiences

    Directory of Open Access Journals (Sweden)

    Piotr Malinowski

    2015-06-01

    Full Text Available The origins of military leadership are rooted in ancient times and its embodiment are great chieftains and commanders. However, since the moment when in organisation and management sciences the civil theories of leadership started to emerge, the military forces have incorporated their solutions to structure the assumptions of new, coherent and effective models of military leadership. A good example of such solutions is the Canadian model of military leadership, competently merging the civil theories with experience and needs of the military environment. This solution may be a perfect example of effective application of leadership theory to modify the existing national model of military leadership and construct a more efficient one.

  7. Leadership and safety culture. Leadership for safety

    International Nuclear Information System (INIS)

    Fischer, Erwin; Nithack, Eckhard

    2016-01-01

    The meaning of leadership for safety in the nuclear industry is pointed out. This topic has became an increasing rank since the German ''Energiewende''. Despite the phase-out of the German NPP's nuclear safety and the belonging safety culture needs to be well maintained. A challenge for the whole organisation. Following the challenge to operate nuclear power plants towards Operational Excellence a highly skilled and motivated organisation is needed. Therefore Leadership is a valuable success factor.

  8. Quality leadership skills Standards of Leadership Behavior

    CERN Document Server

    Leatherman, Richard W

    2008-01-01

    Would you like to really know how to empower employees to take greater charge over their careers? To teach employees how to take more responsibility for their performance appraisals? To delegate work to employees? You'll get clear direction in Quality Leadership - a practical manual that addresses today's need for quality performance and gives techniques for handling a wide array of employee problems. This how-to-do-it resource for new and future leaders explains basic leadership tasks in a simple, step-by-step manner. It is full of practical advice - not theories - and outlines clear standard

  9. Leadership and safety culture. Leadership for safety

    Energy Technology Data Exchange (ETDEWEB)

    Fischer, Erwin; Nithack, Eckhard [PreussenElektra GmbH, Hannover (Germany)

    2016-08-15

    The meaning of leadership for safety in the nuclear industry is pointed out. This topic has became an increasing rank since the German ''Energiewende''. Despite the phase-out of the German NPP's nuclear safety and the belonging safety culture needs to be well maintained. A challenge for the whole organisation. Following the challenge to operate nuclear power plants towards Operational Excellence a highly skilled and motivated organisation is needed. Therefore Leadership is a valuable success factor.

  10. Leadership of education psychological services: fit for purpose?

    Science.gov (United States)

    Booker, Roger

    2013-01-01

    At a time of great change for educational psychology services in England, this paper reviews current theories of leadership and proposes how an integration of key aspects of these can be applied to support a self review of leadership practice, both by individual leaders and by services. The message from current theory is that in the midst of complexity and rapid change, a primary focus on the head of service is outdated; there should instead be a focus to develop the leadership capacity of the service as a whole. Key constructs considered are systems thinking, social identity, authenticity, and leadership as social construction. PMID:26157196

  11. Leadership of education psychological services: fit for purpose?

    Science.gov (United States)

    Booker, Roger

    2013-06-01

    At a time of great change for educational psychology services in England, this paper reviews current theories of leadership and proposes how an integration of key aspects of these can be applied to support a self review of leadership practice, both by individual leaders and by services. The message from current theory is that in the midst of complexity and rapid change, a primary focus on the head of service is outdated; there should instead be a focus to develop the leadership capacity of the service as a whole. Key constructs considered are systems thinking, social identity, authenticity, and leadership as social construction.

  12. Network Leadership: An Emerging Practice

    Science.gov (United States)

    Tremblay, Christopher W.

    2012-01-01

    Network leadership is an emerging approach that can have an impact on change in education and in society. According to Merriam-Webster (2011), a network is "an interconnected or interrelated chain, group, or system." Intentional interconnectedness is what separates network leadership from other leadership theories. Network leadership has the…

  13. University of Maryland MRSEC - Leadership

    Science.gov (United States)

    . University of Maryland Materials Research Science and Engineering Center Home About Us Leadership MRSEC Templates Opportunities Search Home » About Us » Leadership Leadership Reutt-Robey photo Janice from the College of Arts and Humanities at UMD. Historical Leadership Ellen Williams MRSEC Director

  14. School Leadership: Constitution and Distribution

    Science.gov (United States)

    Vennebo, Kirsten Foshaug; Ottesen, Eli

    2012-01-01

    Leadership is currently viewed as a guarantee for educational quality and reforms, as a crucial component for schools' capacity building and as a major contributor to the transformation of practices. Although an array of leadership studies report on the need for leadership by demonstrating what leaders must do or how leadership practices should be…

  15. Development of managerial leadership skills

    OpenAIRE

    VEJVODOVÁ, Klára

    2013-01-01

    This work summarizes the most important theoretical approaches of leadership, describes the main styles leadership styles and task of managers in the organization, influences on the effectiveness of leadership, and how to develop leadership skills. The practical part applies this knowledge in practice and provides the particular company guidance of management development on the basis of data collected by questionnaire survey.

  16. Distributed Leadership: Friend or Foe?

    Science.gov (United States)

    Harris, Alma

    2013-01-01

    Distributed leadership is now widely known and variously enacted in schools and school systems. Distributed leadership implies a fundamental re-conceptualisation of leadership as practice and challenges conventional wisdom about the relationship between formal leadership and organisational performance. There has been much debate, speculation and…

  17. Leadership and Safety Culture: An INPO Perspective

    International Nuclear Information System (INIS)

    Williams, D.J.

    2016-01-01

    The mission of INPO is to foster a culture of safety and reliability in the nuclear industry and it has been supporting nuclear power plants for over 30 years. Although our industry is characterised by long-term success, plants sometime exhibit performance decline, often slowly, but in some cases, quickly. The link between the presence of effective leadership teams and high levels of sustainable performance is supported by numerous examples throughout our industry’s history. Unfortunately, at times, site and corporate leaders are either unaware of the declines or are slow to react to them. INPO has identified that weak leadership teams and weak organization cultures have continued to challenge industry performance and have been identified as key drivers of plant declines. After reviewing industry strengths and areas for improvement, interactions with high-performing organizations, and applicable research, nine leadership attributes and five team attributes were commonly associated with high performance. INPO has captured these attributes in the document “INPO 15-005, Leadership and Team Effectiveness Attributes” to help the industry more quickly identify weak leadership behaviors to help prevent plant performance declines. This presentation covers the rationale behind the development of INPO 15-005 and the contents of the model. It identifies the standards of effective leadership and teams within the framework of the commercial nuclear industry and describes observable attributes seen in effective organization. (author)

  18. The leadership concept in Iranian nursing.

    Science.gov (United States)

    Memarian, R; Ahmadi, F; Vaismoradi, M

    2008-03-01

    Although greater emphasis has been placed on leadership skills in nursing management in the last decade, the concepts are often confused or used erroneously by Iranian nurses. At the same time we have observed that wide variations in nurses' clinical practice appeared to be related to the presence or absence of leadership skills among senior nurses. To begin to identify the concepts used for expressing leadership in nursing within the Iranian cultural context. A qualitative approach was adopted using content analysis of semi-structured interviews carried out with 10 nurse managers from hospitals in Teheran. The data were analysed using the constant comparative method. Fifty-five primary codes were identified from the respondents' experiences and from these three main themes were abstracted for describing the leadership concept. These were 'personality traits', 'being a model', and 'being a spiritual guide for the nursing profession'. Implementing the culture of patient safety and dignity needs leadership. From Iranian nurse managers' perspectives a leader as a spiritual guide should empower nurses spiritually; it means he/she has a vision for nursing; has clear and explicit objectives; and has a commitment to nursing. Nurses who are confident about the underlying concepts of leadership in their culture can help to adapt nursing to an ever-changing healthcare environment.

  19. Complexity leadership: a healthcare imperative.

    Science.gov (United States)

    Weberg, Dan

    2012-01-01

    The healthcare system is plagued with increasing cost and poor quality outcomes. A major contributing factor for these issues is that outdated leadership practices, such as leader-centricity, linear thinking, and poor readiness for innovation, are being used in healthcare organizations. Complexity leadership theory provides a new framework with which healthcare leaders may practice leadership. Complexity leadership theory conceptualizes leadership as a continual process that stems from collaboration, complex systems thinking, and innovation mindsets. Compared to transactional and transformational leadership concepts, complexity leadership practices hold promise to improve cost and quality in health care. © 2012 Wiley Periodicals, Inc.

  20. An ethical leadership program for nursing unit managers.

    Science.gov (United States)

    Jeon, Sang Hee; Park, Mihyun; Choi, Kyungok; Kim, Mi Kyoung

    2018-03-01

    The aims of this study were to evaluate the effect of an ethical leadership program (ELP) on ethical leadership, organizational citizenship behavior (OCB), and job outcomes of nursing unit managers (UMs) and to examine changes in staff nurses' perception about UMs' EL, OCB, job outcomes, and ethical work environments (EWEs) post-ELP. A quasi-experimental (pre- and post-test design) study conducted six-month intervention (ELP) using self-reported UM survey (n=44), and staff nurses (n=158) were randomly extracted by two steps. The Korean version of Ethical Leadership at Work for UMs' self-ethical leadership, the Ethical Leadership Scale for staff nurses' perceived ethical leadership, a 19-item OCB scale, and six dimensions of the medium-sized Copenhagen Psychosocial Questionnaire II for job outcomes and EWEs were administered at baseline and post-intervention. UMs' ethical leadership scores differed significantly over time in people orientation (p=0.041) and concern for ethical leadership sustainability (p=0.002) adjusting for UM experience duration and nursing unit type. Total mean and level of power-sharing of ethical leadership among UMs with leadership, OCB, job outcomes, and EWEs, significant improvement over time appeared only in EWEs' work influence level (p=0.007). This study provides useful information for clinical ELP development and examining the program's effect on leadership skills and followers' outcomes. Program facilitation relies on practical training methods, participant motivation, and assessment outcome designs by controlling clinical confounding factors. Findings have implications as an attempt for intervention to promote competencies related to ethical leadership of nursing unit managers. Copyright © 2017 Elsevier Ltd. All rights reserved.

  1. DEBATING ABOUT SITUATIONAL LEADERSHIP

    Directory of Open Access Journals (Sweden)

    Carmen CÎRSTEA

    2012-01-01

    Full Text Available In this paper we analyzed the cirumstances of every day life which requires the need to adapt the leadership style. Leadership needs a lot of abilities and skills, including the capability to communicate. The paper deals with leader’s need of changing the style of leading as organizational circumstances change. The process is efficient only when the leaders and the followers have the right climate. The importance of this process is reflected in the productivity of the organization. As the economic climate changes the leadership style needs to be changed and also the style of communication throughout the leader coaches, coordinates, evaluates and supervises. Leadership is about organizing a group of people to achieve a goal. The leader may or may not have any formal authority. Students of leadership have produced theories involving traits, situational interaction, function, behavior, power, vision and values, charisma, and intelligence, among others. This paper describes the styles of leadership which the leaders must use and switch when is needed in comparison with what leadership is about.

  2. Transcollegial Leadership: A New Paradigm for Leadership

    Science.gov (United States)

    Burns, David J.; Mooney, Debra

    2018-01-01

    Purpose: The increasing complexity of higher education has led to the need for a different type of leader that transcends traditional boundaries and individual self-interest. The purpose of this paper is to propose an alternative form of leadership consistent with the unique challenges faced by institutions of higher education today.…

  3. Clinical leadership: Part 2. Transforming leadership.

    Science.gov (United States)

    Sheridan, Mary; Corney, Barbra

    2003-08-01

    The second article in a series of three focuses on group-driven approaches to tackling problems and shows how good leadership relies on teamwork and respect for colleagues, helping to enhance problem-solving and enabling you to build on your team's successes.

  4. Operational Leadership and Advancing Technology

    Science.gov (United States)

    2009-05-04

    leadership , most agree that leadership , especially military leadership , is not synonymous with “ management .” 9 Managers often focus solely on...FINAL 3. DATES COVERED (From - To) 9 Feb – 4 May 2009 4. TITLE AND SUBTITLE Operational Leadership and Advancing Technology 5a...operational leader must use his authority and leadership skills to get by in from all concerned to maximize technological advances. 15. SUBJECT TERMS

  5. Strategic Leadership Development: An Operation Domain Application

    National Research Council Canada - National Science Library

    Hatfield, Berlain

    1997-01-01

    .... The success or failure of these goals rests upon the leadership effectiveness. Understanding the identification and development of effective leadership skills and attributes maximize individual leadership effectiveness...

  6. Leadership For Dummies

    CERN Document Server

    Cole, Kris

    2012-01-01

    Created especially for the Australian customer! Improve your leadership skills and bring out the best in the people you lead People may join organisations, but they stay because of good leaders. Find out how inspiring and bringing out the best in the people you lead helps you fulfil your organisation's visions and key priorities. Leadership For Dummies, Australian and New Zealand Edition, quickly gets you up to speed on the latest leadership theories, providing practical strategies and surefire techniques to ensure you and your followers are working in the same direction. Discover how to: D

  7. Business Model Innovation Leadership

    DEFF Research Database (Denmark)

    Lindgren, Peter; Rasmussen, Ole Horn

    2012-01-01

    Leading business model (BM) strategizing through “the field of innovation” has not yet been covered in business model and innovation leadership literature. This is a bit peculiar considering that there has been an increased focus on BM innovation (BMI) by academics and industry since 2011......”. This emphasizes the importance of questioning. How is BM innovation leadership (BMIL) carried out in companies related to various BM(s) and BMI tasks and throughout their business model innovation process? And, how can innovation leadership be related to BMI? A framework model for BMIL based on case research...

  8. Leadership Styles Promote Teamwork

    Directory of Open Access Journals (Sweden)

    Khater Aldoshan

    2015-08-01

    Full Text Available This paper will evaluate the importance of learning leadership styles and the explanation of when and how each one is used in the workforce. In this paper many experts have been cited that are well-known in the field of leadership. Also this paper will concentrate on the importance of teamwork in the workforce and there are many examples of how teamwork is effective for creating the best possible outcomes for creativity and productivity. In the television industry creativity is an essential component of the job description and inspirational leadership that promotes teamwork is essential.

  9. MILITARY LEADERSHIP VISION

    Directory of Open Access Journals (Sweden)

    Gheorghe CALOPĂREANU

    2013-12-01

    Full Text Available The actual study is aimed at defining the place and the role of the concepts of authority, management and leadership and their connexions within the recognized military strategic systems. In addition to the above mentioned main objective, the following related aims will be achieved in the present work: - to analyze the command, management and leadership nexus; - to make suggestions for configuring an effective professional framework to address the armed forces leadership challenges and the visionary leader concept. Eventually, the present study will emphasize the need for the military leaders to lead not only the members of the organization but the military organizations themselves.

  10. The safety leadership.

    Science.gov (United States)

    Lees, Howard; Faulkner, Bruce

    2010-01-01

    In this paper the authors present a careful consideration about the role of leadership, the fundamental element for the success of Behavior-Based Safety (B-BS) programs within companies. Lees and Faulkner have been training, coaching and writing about Behavior-Based Safety for the last ten years. Considerable data has been gathered during this process and the paramount factor in its success is leadership. An effective leader can create many spectacular successes. The success stories are all predicated on good leadership, without that a good product, great processes and quality people are all wasted and often find themselves on the rocks of frustration.

  11. Consultant radiographer leadership - A discussion

    International Nuclear Information System (INIS)

    Hogg, Peter; Hogg, Dianne; Henwood, Suzanne

    2008-01-01

    Effective leadership can be defined in many ways and is an essential element of successful organisations; poor leadership can result in problems such as low staff morale, high staff turnover and reduced productivity. Effective leadership behaviours are well documented in the literature and various leadership models have been proposed that illustrate these behaviours. This discussion paper does not focus on any particular model. Instead it considers the 'Leadership Qualities Framework' which was developed specifically for use within the UK National Health Service. This framework draws upon a range of leadership models and as such it gives a broad indication of leadership behaviours. The framework comprises three components - 'personal qualities', 'setting direction' and 'delivering the service'. This paper commences with an argument as to why effective leadership is important in organisations generally, and specifically within healthcare organisations. Various examples of leadership are illustrated from within and outside the NHS in order to demonstrate effective leadership behaviours. The Leadership Qualities Framework is then examined, along with scenarios to illustrate effective leadership behaviours in context (i.e. within a healthcare organisation). Subsequent reflections on the scenarios aim to identify leadership behaviours that are explained within the framework. The final element of this paper draws on [limited] published evidence of where consultant radiographers have demonstrated effective leadership behaviours. In this section the published evidence is examined and reflected upon. At the end of the article we indicate additional reading for those who wish to further develop their theoretical and practical leadership skills

  12. Leadership trends in academic pediatric departments.

    Science.gov (United States)

    Stapleton, F Bruder; Jones, Douglas; Fiser, Debra H

    2005-08-01

    To examine recent turnover trends among chairs of academic pediatric departments. Membership data for the 150 institutions represented by the Association of Medical School Pediatric Department Chairs in the United States, Canada, and Puerto Rico were reviewed for the time period of 1993-2003. From 1993 to 2003, 278 individuals (250 men and 28 women) held the position of chair. The mean time of service was 5.58 +/- 3.2 years (median: 5 years). Twenty-nine individuals served continuously as chairs during the 11-year period. Seventy-two individuals served as interim chairs. Twenty-eight women were appointed either chairs or interim chairs during the 11 years. The number of female chairs decreased from 13 in 1993 to 11 in 2003. Female chairs were in office 3.42 +/- 2.72 years. A total of 123 departments had a change in leadership, with a mean annual turnover rate of 17% (range: 4.6-24%). Three departments had 5 different leaders as either interim chair or chair and 6 departments had 4 different leaders during this time period. Neonatology was the most common subspecialty represented by recent pediatric chairs, although nephrology was the subspecialty with the greatest proportional representation. Departments of pediatrics have high turnover of leadership. Women, in particular, serve for relatively short periods and appear to be under-represented within the leadership of pediatrics. Efforts should be made to ascertain personal qualities that allow sustained leadership and to attract more women into leadership positions.

  13. The Challenges of Leadership.

    Science.gov (United States)

    Myrtle, Robert C

    Perhaps in no other period in recent times have the challenges leaders face been so profound. In these times of uncertainty and turbulence, we look to leaders who create a sense of purpose, who generate feelings of trust and optimism, and who tap the passion, talent, and efforts of those so essential to the success of the organization and of the people it serves. Our research suggests that becoming the leader whom people look to and admire requires an active commitment to responding to 5 essential leadership challenges. These are (1) creating a sense of purpose, (2) devising means for aligning the actions of the followers with that sense of purpose, (3) establishing a context that enables others to behave in a way that is consistent with the vision and values of the organization, (4) ensuring that the work that is done provides meaning to those engaging in the work activities, and (5) adding to the sum of everyone's knowledge through learning through reflective actions. In this article, we describe these challenges and offer suggestions that you can take to become a more effective and respected leader.

  14. Leadership of Education Psychological Services: Fit for Purpose?

    Science.gov (United States)

    Booker, Roger

    2013-01-01

    At a time of great change for educational psychology services in England, this paper reviews current theories of leadership and proposes how an integration of key aspects of these can be applied to support a self review of leadership practice, both by individual leaders and by services. The message from current theory is that in the midst of…

  15. Exploring the Role of Leadership in Corporate Social Responsibility

    DEFF Research Database (Denmark)

    Strand, Robert

    2011-01-01

    Leadership as demonstrated by today's corporate leaders has been called into question. In the aftermath of corporate scandals and global financial crisis, many people today desire leadership that promotes the ideals of corporate social responsibility (CSR). At the present time there exists...

  16. Price leadership within a marketing channel: A cointegration study

    NARCIS (Netherlands)

    Kuiper, W.E.; Meulenberg, M.T.G.

    2004-01-01

    Building upon a multiple-product channel structure, this paper develops a model to test channel price leadership on the basis of time series observations on retail and wholesale prices and using absence of double marginalisation as a criterion for channel price leadership. The model studies

  17. Securing a (New) Seat at the Table: Distributed Leadership and School Psychologists

    Science.gov (United States)

    Enz, Ashley; McCullum, Charcelor

    2018-01-01

    In a time of greater demands on school systems and increased strain on human and material resources, the need for expanded leadership models is becoming increasingly apparent. As a result, educational stakeholders are investing in leadership roles beyond the traditional school administrators, engaging various educators' leadership capacities at…

  18. Building Turnaround Capacity for Urban School Improvement: The Role of Adaptive Leadership and Defined Autonomy

    Science.gov (United States)

    Conrad, Jill K.

    2013-01-01

    This dissertation examines the levels of and relationships between technical leadership, adaptive leadership, and defined autonomy among Denver school leaders along with their combined effects on school growth gains over time. Thirty principals provided complete responses to an online survey that included existing scales for technical leadership,…

  19. 'Apo Poimen Eis Paidagogos: From Pastor into Schoolmaster--A Study of Maturing Servant Leadership

    Science.gov (United States)

    Barber, Robert S.

    2009-01-01

    I have chosen to be a servant leader. Servant leadership is a style of leadership that encourages leaders to serve others by meeting needs. Many leaders are fortunate enough to adapt and maintain a particular leadership style over long periods of time because they stay in a particular field. Others have the opportunity to practice and test their…

  20. 75 FR 4402 - Notice of National Conversation on Public Health and Chemical Exposures Leadership Council...

    Science.gov (United States)

    2010-01-27

    ... National Conversation on Public Health and Chemical Exposures Leadership Council Conference Call Time and... the second meeting of the National Conversation on Public Health and Chemical Exposures Leadership... Leadership Council provides overall guidance to the National Conversation project and will be responsible for...

  1. Return on investment in healthcare leadership development programs.

    Science.gov (United States)

    Jeyaraman, Maya M; Qadar, Sheikh Muhammad Zeeshan; Wierzbowski, Aleksandra; Farshidfar, Farnaz; Lys, Justin; Dickson, Graham; Grimes, Kelly; Phillips, Leah A; Mitchell, Jonathan I; Van Aerde, John; Johnson, Dave; Krupka, Frank; Zarychanski, Ryan; Abou-Setta, Ahmed M

    2018-02-05

    Purpose Strong leadership has been shown to foster change, including loyalty, improved performance and decreased error rates, but there is a dearth of evidence on effectiveness of leadership development programs. To ensure a return on the huge investments made, evidence-based approaches are needed to assess the impact of leadership on health-care establishments. As a part of a pan-Canadian initiative to design an effective evaluative instrument, the purpose of this paper was to identify and summarize evidence on health-care outcomes/return on investment (ROI) indicators and metrics associated with leadership quality, leadership development programs and existing evaluative instruments. Design/methodology/approach The authors performed a scoping review using the Arksey and O'Malley framework, searching eight databases from 2006 through June 2016. Findings Of 11,868 citations screened, the authors included 223 studies reporting on health-care outcomes/ROI indicators and metrics associated with leadership quality (73 studies), leadership development programs (138 studies) and existing evaluative instruments (12 studies). The extracted ROI indicators and metrics have been summarized in detail. Originality/value This review provides a snapshot in time of the current evidence on ROI indicators and metrics associated with leadership. Summarized ROI indicators and metrics can be used to design an effective evaluative instrument to assess the impact of leadership on health-care organizations.

  2. Virtually teaching virtual leadership

    DEFF Research Database (Denmark)

    Henriksen, Thomas Duus; Nielsen, Rikke Kristine; Børgesen, Kenneth

    2017-01-01

    This paper seeks to investigate the challenges to virtual collaboration and leadership on basis of findings from a virtual course on collaboration and leadership. The course used for this experiment was designed as a practical approach, which allowed participants to experience curriculum phenomena....... This experimental course provided insights into the challenges involved in virtual processes, and those experiences where used for addressing the challenges that virtual leadership is confronted with. Emphasis was placed on the reduction of undesired virtual distance and its consequences through affinity building....... We found that student scepticism appeared when a breakdown resulted in increasing virtual distance, and raises questions on how leaders might translate or upgrade their understandings of leadership to handling such increased distance through affinity building....

  3. Educating for ethical leadership.

    Science.gov (United States)

    Gallagher, Ann; Tschudin, Verena

    2010-04-01

    In this article we consider the nature of ethical leadership in nursing. An appreciation of the basis of such leadership requires an understanding of responsibility and of key intellectual and ethical qualities or virtues. We examine some of the educational and practice strategies to promote ethical leadership. We argue that there are different levels of ethical leadership. All members of the nursing workforce are ethical leaders in so far as they demonstrate a commitment to ethical practice in their everyday work and act as ethical role models for others. Nurse managers are responsible for influencing their team and for acting as arbiters between organisational and professional values. Nurse educators are role models and ethical leaders as they ensure that the explicit and hidden curriculum demonstrate a commitment to professional values. Nurses who assume political roles have an obligation to lead on ethical agenda compatible with the values of nursing.

  4. Interdiscursive leadership communication

    DEFF Research Database (Denmark)

    Frimann, Søren; Broeng, Susanne

    2014-01-01

    Communication realized as discourses, positions, and stories are the stuff leadership primarily is made of and recreated by. Leadership and organizational communication in late capitalism and postmodernity are characterized by hybridity, interdicursivity, and subtle discursive forms of power. We...... Communication (AMOC). We draw on developments in theories of leadership, power, and paradigms within the field of organizational communication. These developments are related to their social and historical contexts. We claim that awareness of approaches, paradigms, forms of power, and positions, as well...... as their historical background, form an important background of knowledge. Such knowledge gives the possibility to learn, meta-reflect, and react and relate in different ways to leadership, communication, power, and the interpersonal relations in organizations. It also gives the possibility to change position...

  5. Leadership from Below

    DEFF Research Database (Denmark)

    Buhmann, Karin

    2017-01-01

    Addressing potential global as well as regional or local ‘leadership challenges that matter’, this paper outlines the background and prospects for a potential research agenda for ‘leadership from below’ in the evolution of norms of sustainable conduct and their implementation. The paper understands...... ‘leadership from below’ as the inclusion of individuals or groups who may not have or only with difficulty have access to actively join in conventional processes of evolving norms of conduct on sustainability concerns or drafting implementation strategies, but who possess as valid and relevant insights...... may be included in mainstream communicative processes through electronic communication platforms enabling ‘leadership from below’ through including local people’s sustainability related insights and views and the experience of African mobile phone firms....

  6. Chinese implicit leadership theory.

    Science.gov (United States)

    Ling, W; Chia, R C; Fang, L

    2000-12-01

    In a 1st attempt to identify an implicit theory of leadership among Chinese people, the authors developed the Chinese Implicit Leadership Scale (CILS) in Study 1. In Study 2, they administered the CILS to 622 Chinese participants from 5 occupation groups, to explore differences in perceptions of leadership. Factor analysis yielded 4 factors of leadership: Personal Morality, Goal Efficiency, Interpersonal Competence, and Versatility. Social groups differing in age, gender, education level, and occupation rated these factors. Results showed no significant gender differences, and the underlying cause for social group differences was education level. All groups gave the highest ratings to Interpersonal Competence, reflecting the enormous importance of this factor, which is consistent with Chinese collectivist values.

  7. Strategic Leadership Primer

    National Research Council Canada - National Science Library

    Magee, Roderick R., II

    1998-01-01

    ...) in the months prior to World War II. It is obvious from this comment that Marshall believed that his previous education, training, and experience had not adequately prepared him for the leadership role he had embarked upon...

  8. Leadership Is Everyone's Business.

    Science.gov (United States)

    Polglase, Kevin J.

    2003-01-01

    Evaluates the importance of mutual trust and understanding in the workplace, and presents practices that promote the sense of ownership and the steps necessary to instill an environment in which leadership is everyone's business. (Contains 11 references.) (Author/MLF)

  9. Personal Integrity and Leadership

    Directory of Open Access Journals (Sweden)

    Antonius Gea

    2016-07-01

    Full Text Available Generally, integrity is associated with leadership, especially in the organization or company. Integrity in leadership becomes a growing concern in business and organizations. The aim of this study was to find out the connection that could be shaped between personal integrity and the skill of leadership especially in the performance of work. This study used a library research, a literature study that done by using the available resources and relevant literature, related to the topic being discussed by the author. Books or journal articles related to topics were used as background reading to understand well about the problems of integrity and leadership, especially in the organization or company. This study finds out that the leader integrity is related to follower work role performance and that this effect is fully mediated through follower affective organizational commitment. 

  10. Developing Leadership Competencies.

    Science.gov (United States)

    Croft, Lucy; Seemiller, Corey

    2017-12-01

    This chapter provides an overview of leadership competencies including the history of emergence, contemporary uses, common frameworks, challenges, benefits, and future implications. © 2017 Wiley Periodicals, Inc., A Wiley Company.

  11. Developing Leadership Traits.

    Science.gov (United States)

    Hall, Susan King

    1980-01-01

    Defines six leadership traits that are necessary to and fostered by editing a college newspaper: delegating authority, developing subordinates, motivating others, being approachable, commanding respect, and bringing out optimum performances in others. (TJ)

  12. Self-determining medical leadership needs of occupational health physicians.

    Science.gov (United States)

    Giri, Prosenjit; Aylott, Jill; Kilner, Karen

    2017-10-02

    Purpose The purpose of this study was to explore which factors motivate doctors to engage in leadership roles and to frame an inquiry of self-assessment within Self-Determination Theory (SDT) to identify the extent to which a group of occupational health physicians (OHPs) was able to self-determine their leadership needs, using a National Health Service (NHS) England competency approach promoted by the NHS England Leadership Academy as a self-assessment leadership diagnostic. Medical leadership is seen as crucial to the transformation of health-care services, yet leadership programmes are often designed with a top-down and centrally commissioned "one-size-fits-all" approach. In the UK, the Smith Review (2015) concluded that more decentralised and locally designed leadership development programmes were needed to meet the health-care challenges of the future. However, there is an absence of empirical research to inform the design of effective strategies that will engage and motivate doctors to take up leadership roles, while at the same time, health-care organisations continue to develop formal leadership roles as a way to secure medical leadership engagement. The problem is further compounded by a lack of validated leadership qualities assessment instruments which support researching this problem. Design/Methodology/approach The analysis draws on a sample of about 25 per cent of the total population size of the Faculty of Occupational Medicine ( n = 1,000). The questionnaire used was the Leadership Qualities Framework tool as a form of online self-assessment ( NHS Leadership Academy, 2012 ). The data were analysed using descriptive statistics and simple inferential methods. Findings OHPs are open about reporting their leadership strengths and leadership development needs and recognise leadership learning as an ongoing development need regardless of their level of personal competence. This study found that the single most important factor to affect a doctor

  13. Building a leadership brand.

    Science.gov (United States)

    Ulrich, Dave; Smallwood, Norm

    2007-01-01

    How do some firms produce a pipeline of consistently excellent managers? Instead of concentrating merely on strengthening the skills of individuals, these companies focus on building a broad organizational leadership capability. It's what Ulrich and Smallwood--cofounders of the RBL Group, a leadership development consultancy--call a leadership brand. Organizations with leadership brands take an "outside-in" approach to executive development. They begin with a clear statement of what they want to be known for by customers and then link it with a required set of management skills. The Lexus division of Toyota, for instance, translates its tagline--"The pursuit of perfection"--into an expectation that its leaders excel at managing quality processes. The slogan of Bon Secours Health System is "Good help to those in need." It demands that its managers balance business skills with compassion and caring. The outside-in approach helps firms build a reputation for high-quality leaders whom customers trust to deliver on the company's promises. In examining 150 companies with strong leadership capabilities, the authors found that the organizations follow five strategies. First, make sure managers master the basics of leadership--for example, setting strategy and grooming talent. Second, ensure that leaders internalize customers' high expectations. Third, incorporate customer feedback into evaluations of executives. Fourth, invest in programs that help managers hone the right skills, by tapping customers to participate in such programs. Finally, track the success of efforts to build leadership bench strength over the long-term. The result is outstanding management that persists even when individual executives leave. In fact, companies with the strongest leadership brands often become "leader feeders"--firms that regularly graduate leaders who go on to head other companies.

  14. Leadership Competences Among Managers

    Directory of Open Access Journals (Sweden)

    Anna Baczynska

    2017-06-01

    Full Text Available Purpose: The aim of this paper is to present the results of a survey conducted among managers (N=38 in the framework of the project “Development of the Bounded Leadership Theory”. The research juxtaposes two types of variables: (1 leadership competencies outlined in Kozminski’s theory (i.e. anticipatory, visionary, value-creating, mobilizing, self-reflection with (2 three psychological predispositions of leaders, such as intelligence, personality and ability to influence others. The tested predispositions represented three groups: non-variable traits, or permanent characteristics (intelligence, partially variable characteristics (personality and variable characteristics (influence tactics. Methodology: A total of 38 middle and senior managers, students of the MBA programme at Kozminski University, took part in the survey. Participants flled out a preliminary version of the Leadership Competence Questionnaire, as well as tests pertaining to intelligence, personality and influence tactics. The hypotheses were tested using Spearman’s rho correlation. The research has brought interesting results relating to the correlation between the fve tested competencies and leadership predispositions. Findings: Permanent and partly stable characteristics do not correlate with leadership competencies, i.e. a high score in leadership competencies is not necessarily synonymous with high intelligence levels or positive personality traits. Correlations have been observed between mobilization skills and influence tactics in the surveyed sample, i.e. legitimacy and personal appeals that leaders have recourse to and, in the case of value-creating competencies, an interesting correlation with legitimacy. Originality: The study constitutes an important contribution to the extant literature, as – first and foremost – it represents a new approach to the understanding of leadership competencies. Secondly, it reveals correlations between complex skills, i

  15. Leadership styles and theories.

    Science.gov (United States)

    Giltinane, Charlotte Louise

    It is useful for healthcare professionals to be able to identify the leadership styles and theories relevant to their nursing practice. Being adept in recognising these styles enables nurses to develop their skills to become better leaders, as well as improving relationships with colleagues and other leaders, who have previously been challenging to work with. This article explores different leadership styles and theories, and explains how they relate to nursing practice.

  16. Transformational Leadership, Innovation & Creativity

    OpenAIRE

    Bista, Sashida; Bhattarai, Sandhya; Reza, Sakib; Ogot, Norine

    2016-01-01

    The aim of this research was basically to find the influence of transformational leadership in employees creativity and organizational innovation. In most of the business houses manager perceive that their leadership styles are best suited for the organization but their styles might have a different perspective from their subordinates point of view. So it is interesting to know and understand how management and the subordinates perceive the styles for generation of creativity and organization...

  17. Moving Beyond Accidental Leadership: A Graduate Medical Education Leadership Curriculum Needs Assessment.

    Science.gov (United States)

    Hartzell, Joshua D; Yu, Clifton E; Cohee, Brian M; Nelson, Michael R; Wilson, Ramey L

    2017-07-01

    Despite calls for greater physician leadership, few medical schools, and graduate medical education programs provide explicit training on the knowledge, skills, and attitudes necessary to be an effective physician leader. Rather, most leaders develop through what has been labeled "accidental leadership." A survey was conducted at Walter Reed to define the current status of leadership development and determine what learners and faculty perceived as key components of a leadership curriculum. A branching survey was developed for residents and faculty to assess the perceived need for a graduate medical education leadership curriculum. The questionnaire was designed using survey best practices and established validity through subject matter expert reviews and cognitive interviewing. The survey instrument assessed the presence of a current leadership curriculum being conducted by each department, the perceived need for a leadership curriculum for physician leaders, the topics that needed to be included, and the format and timing of the curriculum. Administered using an online/web-based survey format, all 2,041 house staff and educators at Walter Reed were invited to participate in the survey. Descriptive statistics were conducted using SPSS (version 22). The survey response rate was 20.6% (421/2,041). Only 17% (63/266) of respondents stated that their program had a formal leadership curriculum. Trainees ranked their current leadership abilities as slightly better than moderately effective (3.22 on a 5-point effectiveness scale). Trainee and faculty availability were ranked as the most likely barrier to implementation. Topics considered significantly important (on a 5-point effectiveness scale) were conflict resolution (4.1), how to motivate a subordinate (4.0), and how to implement change (4.0). Respondents ranked the following strategies highest in perceived effectiveness on a 5-point scale (with 3 representing moderate effectiveness): leadership case studies (3.3) and

  18. Distributed leadership in health care

    DEFF Research Database (Denmark)

    Günzel-Jensen, Franziska; Jain, Ajay K.; Kjeldsen, Anne Mette

    2018-01-01

    Management and health care literature is increasingly preoccupied with leadership as a collective social process, and related leadership concepts such as distributed leadership have therefore recently gained momentum. This paper investigates how formal, i.e. transformational, transactional...... and empowering, leadership styles affect employees’ perceived agency in distributed leadership, and whether these associations are mediated by employees’ perceived organizational efficacy. Based on large-scale survey data from a study at one of Scandinavia’s largest public hospitals (N = 1,147), our results show...... that all leadership styles had a significant positive impact on employees’ perceived agency in distributed leadership. Further, organizational efficacy related negatively to employees’ perceived agency in distributed leadership; however a mediatory impact of this on the formal leadership styles...

  19. Authentic leadership to the future

    Directory of Open Access Journals (Sweden)

    Dimovski Vlado

    2012-01-01

    Full Text Available Authentic leadership is the latest evolutionary stage in leadership development and emphasizes the leader's authenticity. The construct of authenticity was researched by ancient Greek philosophers as 'know thy-self ', and 'thy true self '. Authentic leadership began to develop after 2004. The main reason why the researchers place so much attention to authentic leadership is fact that authentic leadership reaches all of the employees in organizations. Authentic leaders must identify the strengths of their followers and help them with their development and integration towards a common goal, purpose, vision and identity of the organization. Authentic leadership is seen as the final stage in the development of leadership styles, properties of this leadership style, and the consequences of this style have not been fully explored. In our paper we will explore this new style of leadership and its implications.

  20. Learning for clinical leadership.

    Science.gov (United States)

    Cook, Michael J; Leathard, Helen L

    2004-11-01

    Clinical leadership has been acclaimed widely as a major factor influencing the quality of patient care but research has revealed a paucity of preparation for this significant role. Leadership literature has rarely addressed clinical leadership specifically or referred to the difficulties in characterizing effective clinical leaders. The research informing this paper focused on clinical leadership and identified five attributes of effective clinical leaders: creativity, highlighting, influencing, respecting, and supporting. Effective clinical leaders adopted a transformational leadership style and improved care, through others, by including transformational (soft) knowledge as an integral part of their effective practice repertoire. Phronesis is introduced as practical wisdom that is gained through immersion in relevant experience, and as an essential element of preparation for clinical nursing leadership practice. It is argued, that learning to transform care requires opportunities to work within an environment that engenders and supports aspiring leaders. The paper describes the research process, elucidates the attributes through illustrative examples from the research data, and discusses an emergent educational strategy for the development of these attributes by clinicians in their practice environments. The paper also describes the application of this research through an interdisciplinary programme for staff leading teams in both health and social services sectors.

  1. Safety leadership: application in construction site.

    Science.gov (United States)

    Cooper, Dominic

    2010-01-01

    The extant safety literature suggests that managerial Safety Leadership is vital to the success and maintenance of a behavioral safety process. The current paper explores the role of Managerial Safety Leadership behaviors in the success of a behavioral safety intervention in the Middle-East with 47,000 workers from multiple nationalities employed by fourteen sub-contractors and one main contractor. A quasi-experimental repeating ABABAB, within groups design was used. Measurement focused on managerial Safety Leadership and employee safety behaviors as well as Corrective Actions. Data was collected over 104 weeks. During this time, results show safety behavior improved by 30 percentage points from an average of 65% during baseline to an average of 95%. The site achieved 121 million man-hours free of lost-time injuries on the longest run. Stepwise multiple regression analyses indicated 86% of the variation in employee safety behavior was associated with senior, middle and front-line manager's Safety Leadership behaviors and the Corrective Action Rate. Approximately 38% of the variation in the Total Recordable Incident Rate (TRIR) was associated with the Observation rate, Corrective Action Rate and Observers Records of managerial safety leaders (Visible Ongoing Support). The results strongly suggest manager's Safety Leadership influences the success of Behavioral Safety processes.

  2. Health care leadership development and training: progress and pitfalls

    Directory of Open Access Journals (Sweden)

    Sonnino RE

    2016-02-01

    Full Text Available Roberta E Sonnino1,2 1Department of Surgery, Division of Pediatric Surgery, Wayne State University School of Medicine, Detroit, MI, USA; 2RES Coaching LLC, Locust Hill, VA, USA Abstract: Formal training in the multifaceted components of leadership is now accepted as highly desirable for health care leaders. Despite natural leadership instincts, some core leadership competencies (“differentiating competencies” must be formally taught or refined. Leadership development may begin at an early career stage. Despite the recognized need, the number of comprehensive leadership development opportunities is still limited. Leadership training programs in health care were started primarily as internal institutional curricula, with a limited scope, for the development of faculty or practitioners. More comprehensive national leadership programs were developed in response to the needs of specific cohorts of individuals, such as programs for women, which are designed to increase the ranks of senior women leaders in the health sciences. As some programs reach their 20th year of existence, outcomes research has shown that health care leadership training is most effective when it takes place over time, is comprehensive and interdisciplinary, and incorporates individual/institutional projects allowing participants immediate practical application of their newly acquired skills. The training should envelop all the traditional health care domains of clinical practice, education, and research, so the leader may understand all the activities taking place under his/her leadership. Early career leadership training helps to develop a pipeline of leaders for the future, setting the foundation for further development of those who may chose to pursue significant leadership opportunities later in their career. A combination of early and mid-to-late career development may represent the optimal training for effective leaders. More training programs are needed to make

  3. Educational Leadership ? understanding and developing practice

    DEFF Research Database (Denmark)

    Hargreaves, Andy; Fink, Dean; Southworth, Geoff

    institutions. Different stakeholders bring different interests into policy debate, practice and research on leadership.The articles in this book explore and discuss the theme of 'Educational leadership: Understanding and developing practice' from the following perspectives.- Leadership and change- Leadership...

  4. Leadership, cohesion and groupthink

    Directory of Open Access Journals (Sweden)

    Iurchevici Iulia

    2016-09-01

    Full Text Available The Groupthink Phenomenon refers to the tendency of the members of a group to reach solidarity and cohesion, the trend that makes to bypass any questions which would lead to disputes. In such cases, if the members expect counter-arguments regarding a certain issue, they avoid to raise the matter. If it is believed that a question cannot be answered – it isn’t asked. Originally, Janis the author of the term, explains this process through the environment that has been established within groups that are in the leading position, but later, puts a strong emphasis towards the tendency to maintain the unanimity of the decision of the group. As preceding conditions of this decision-making process are listed the following: the high cohesion of the group, its isolation from other external sources of information, the lack of an impartial leadership, lack of appropriate legal framework and procedures in the decision - making process, and also “homogeneity of members, background and their ideology”. The Groupthink is manifested by: Illusion of Invulnerability, Collective Rationalization, Illusion of morality, Out – Group Stereotypes, Strong pressures towards conformism, Self – Censorship, Illusions of unanimity, and the presence of “Mind Guards”. In order to understand the decisions of a group, it is important that some analysis of Groupthink to be done, because in this way, can be controlled or eliminated the communicational distortion that occurs at a time among members forming these groups.

  5. Teaching leadership: the medical student society model.

    Science.gov (United States)

    Matthews, Jacob H; Morley, Gabriella L; Crossley, Eleanor; Bhanderi, Shivam

    2018-04-01

    All health care professionals in the UK are expected to have the medical leadership and management (MLM) skills necessary for improving patient care, as stipulated by the UK General Medical Council (GMC). Newly graduated doctors reported insufficient knowledge about leadership and quality improvement skills, despite all UK medical schools reporting that MLM is taught within their curriculum. A medical student society organised a series of extracurricular educational events focusing on leadership topics. The society recognised that the events needed to be useful and interesting to attract audiences. Therefore, clinical leaders in exciting fields were invited to talk about their experiences and case studies of personal leadership challenges. The emphasis on personal stories, from respected leaders, was a deliberate strategy to attract students and enhance learning. Evaluation data were collected from the audiences to improve the quality of the events and to support a business case for an intercalated degree in MLM. When leadership and management concepts are taught through personal stories, students find it interesting and are prepared to give up their leisure time to engage with the subject. Students appear to recognise the importance of MLM knowledge to their future careers, and are able to organise their own, and their peers', learning and development. Organising these events and collecting feedback can provide students with opportunities to practise leadership, management and quality improvement skills. These extracurricular events, delivered through a student society, allow for subjects to be discussed in more depth and can complement an already crowded undergraduate curriculum. Newly graduated doctors reported insufficient knowledge about leadership and quality improvement skills. © 2017 John Wiley & Sons Ltd and The Association for the Study of Medical Education.

  6. Leadership as an Emergent Feature in Social Organizations: Insights from A Laboratory Simulation Experiment.

    Science.gov (United States)

    Curral, Luis; Marques-Quinteiro, Pedro; Gomes, Catarina; Lind, Pedro G

    2016-01-01

    Recent theoretical contributions have suggested a theory of leadership that is grounded in complexity theory, hence regarding leadership as a complex process (i.e., nonlinear; emergent). This article tests if complexity leadership theory promotes efficiency in work groups. 40 groups of five participants each had to complete four decision making tasks using the city simulation game SimCity4. Before engaging in the four decision making tasks, participants received information regarding what sort of leadership behaviors were more adequate to help them perform better. Results suggest that if complexity leadership theory is applied, groups can achieve higher efficiency over time, when compared with other groups where complexity leadership is not applied. This study goes beyond traditional views of leadership as a centralized form of control, and presents new evidence suggesting that leadership is a collective and emergent phenomenon, anchored in simple rules of behavior.

  7. Constructing leadership identities through stories

    DEFF Research Database (Denmark)

    Frimann, Søren; Hersted, Lone

    2016-01-01

    This article analyzes the construction of leadership identities through stories found in four narrative interviews from a qualitative study and leadership development project based on social constructionism and action learning. We argue that leadership development and the construction of leadership...... that the concept of coauthoring is useful in developing leadership and leadership identities through reflexive dialogs and emerging stories....... identities in a postmodern paradigm are based on the negotiation and co-construction of meanings, relationships, and stories. The following questions are investigated: What happens when a group of leaders from different organizations construct, deconstruct, and reconstruct their identity as leaders through...

  8. Leadership Challenges in Music Education

    OpenAIRE

    Grahn, Margaretha; Öfverström, Christel

    2009-01-01

    This is an article about leadership in general, classroom leadership and leadership challenges in music education. The method that we have used is literature studies. One classical question is if leadership comes naturally or if it can be learned? Many authors mean that it is both. Lahdenpäre (2008) says that leadership is a social construction. It is not a quality in a person but how we can relate to other people. We have used ”The Leadership Diamond” by Koestenbaum (1991) that consists of f...

  9. Exploring the learnings derived from catalytic experiences in a leadership context

    Directory of Open Access Journals (Sweden)

    Daphna S. Horowitz

    2015-06-01

    Full Text Available Orientation: Personal leadership comprises self-awareness, authenticity, inspiration and passion. The concept of personal leadership was explored together with its relationship with leadership-related learnings derived from a catalytic experience. Research purpose: The objective of the study was to explore the leadership-related learnings derived from a catalytic experience and any connection between these learnings, personal leadership and leadership in an organisational context. Motivation for the study: Measurement of leaders’ performance remains largely focused on the results achieved. The importance of personal leadership in the corporate environment is often ignored and even questioned. Recognising that there is a relationship between personal leadership and professional leadership enables leaders to connect who they are being and what they are doing. This can enhance their leadership. Research design, approach and method: The study was conducted using a qualitative approach, specifically narrative enquiry. The sample comprised seven leaders who have had catalytic experiences in their lives. In-depth interviews were conducted and thematic analysis was used to identify themes on the leadership-related learnings gained from the leaders’catalytic experiences. Main findings: Elements of personal leadership and the processes involved in the development of personal leadership were identified. It was furthermore shown that challenging experiences serve as learning opportunities and that time for reflection is essential in this learning process. Practical/managerial implications: Leadership lessons are best learnt through experience.Using challenging experiences as learning opportunities may assist leaders in their growth and development. Contribution: Leadership effectiveness and organisational effectiveness may be enhanced by a more holistic view of leadership that includes elements of personal leadership.

  10. The Education Leadership in Global Perspective

    OpenAIRE

    Adifatoni, Yuswo

    2016-01-01

    This article looks closely on the deep identification of the global theoretical perspectives in educational leadership and Javanese culture leadership as the main sources of Indonesian leadership models. The discussion focuses on the definition of leadership, various leadership styles, leadership approaches, concept of power, as well as the issue of gender and leadership. At the end of discussion will give understanding on the quality of school principal leadership not only theoretical ideas ...

  11. The need for strong clinical leaders - Transformational and transactional leadership as a framework for resident leadership training.

    Directory of Open Access Journals (Sweden)

    Barbara Saravo

    for graduate leadership training. Future studies should incorporate time-latent post-tests, evaluating the stability of the behavioral performance increase.

  12. Authentic leadership: application to women leaders.

    Science.gov (United States)

    Hopkins, Margaret M; O'Neil, Deborah A

    2015-01-01

    The purpose of this perspective article is to present the argument that authentic leadership is a gendered representation of leadership. We first provide a brief history of leadership theories and definitions of authentic leadership. We then critique authentic leadership and offer arguments to support the premise that authentic leadership is not gender-neutral and is especially challenging for women.

  13. Authentic leadership: application to women leaders

    OpenAIRE

    Hopkins, Margaret M.; O?Neil, Deborah A.

    2015-01-01

    The purpose of this perspective article is to present the argument that authentic leadership is a gendered representation of leadership. We first provide a brief history of leadership theories and definitions of authentic leadership. We then critique authentic leadership and offer arguments to support the premise that authentic leadership is not gender-neutral and is especially challenging for women.

  14. Competencies and leadership effectiveness: Which skills predict effective leadership?

    OpenAIRE

    Vaculík Martin; Procházka Jakub; Smutný Petr

    2014-01-01

    This study explores the relationship between leadership effectiveness and generic and stable competencies. Task- related, people-related and self-related competencies were examined as predictors of leadership effectiveness as measured by four different criteria: group performance, leader effectiveness, leadership emergence and leadership self–efficacy. 134 top managers were evaluated by 2,482 subordinates after a four-month management simulation game. Task-related competencies were shown to b...

  15. ETHICS OF LEADERSHIP IN SPORTS MANAGEMENT

    Directory of Open Access Journals (Sweden)

    Radovan Čokorilo

    2013-07-01

    Full Text Available Leadership is the most important factor of the structure and dynamics of each organised group. In the broadest sense of the word it is studied as an interactive process which affects individuals and groups in terms of implementation of the set goals. Leadership affects orientation of a group, exchange of information, decision making, establishment of interpersonal relations, people’s motivation, etc. One should make a difference between a leader and a manager who is primarily in charge of planning, organisation, budget, assistant personnel etc. Even though leaders some¬times have the same obligations, leadership involves the skill of vision embodi¬ment and not only a specific style of behaviour. The paper begins with an analyses of four approaches to leadership (character, behavioural, interactive, multidimensional. This is followed by an analysis of theoretical aspects of ethical theories on personal traits and leader behaviour. Special emphasis is put on the phenomenon of influence of each leader on his followers, which includes a huge ethical responsibility. Results of our analysis indicate that ethics of leadership in sports management is primarily important to the leader himself, however, due to the nature of influence as a process, it is equally important for organisational values and motivation of followers in implementation of common goals.

  16. The influence of trait-emotional intelligence on authentic leadership

    Directory of Open Access Journals (Sweden)

    Martina Kotzé

    2015-11-01

    Full Text Available Orientation: Authentic leadership is a relatively new construct that has recently gained increasing attention resulting from challenges faced by organisations relating to ethical meltdowns, corruption and fraud. Research purpose: This study seeks to explore the relationship between components of emotional intelligence and authentic leadership. Motivation for the study: Several authors called for more empirical investigations into the antecedents of authentic leadership. Despite the important role that emotions play in leadership, empirical studies were lacking about the influence of different components of emotional intelligence to authentic leadership. Research design, approach and method: Data were collected, using questionnaires obtained from 341 full-time employed applicants to MBA and leadership programmes in a South African Business School. Relationships between variables were analysed, using Pearson product-moment correlations and stepwise multiple regression. Main findings: The results indicated that emotional intelligence has positive statistically significant associations with authentic leadership. Specifically, those who scored high on all the emotional intelligence components also scored high on authentic leadership. In addition, the emotional intelligence component of empathy was a statistically significant predictor of authentic leadership. Practical/managerial implications: Initial findings suggest the potential value of recognising and developing the emotional intelligence of leaders to enable them to lead their organisations authentically to desired, successful outcomes. As empathy has been shown to be the most important emotional intelligence predictor of authentic leadership, leaders need to understand when subordinates perceive a leader as displaying empathic emotion. Contribution: This study contributes to the literature and empirical research on the antecedents of authentic leadership.

  17. Identifying Inputs to Leadership Development within an Interdisciplinary Leadership Minor

    Science.gov (United States)

    McKim, Aaron J.; Sorensen, Tyson J.; Velez, Jonathan J.

    2015-01-01

    Researchers conducted a qualitative analysis of students' experiences while enrolled in an interdisciplinary leadership minor with the intent to determine programmatic inputs that spur leadership development. Based on students' reflections, three domains of programmatic inputs for leadership development within the minor were identified. These…

  18. Emerging Leadership Experiences: A Study of Lived Leadership Origins

    Science.gov (United States)

    Burgett, Michael J.

    2012-01-01

    This phenomenological study of the lived experience of leadership emergence was initiated to answer the question, "Where does leadership come from?" Leadership emergence was explored as the result of a nexus of contextual and structural influences. In response to these questions, a sample of leaders from a metropolitan area in a…

  19. Improving School Leadership. Volume 2: Case Studies on System Leadership

    Science.gov (United States)

    Hopkins, David, Ed.; Nusche, Deborah, Ed.; Pont, Beatriz, Ed.

    2008-01-01

    This book explores what specialists are saying about system leadership for school improvement. Case studies examine innovative approaches to sharing leadership across schools in Belgium (Flanders), Finland and the United Kingdom (England) and leadership development programmes for system improvement in Australia and Austria. As these are emerging…

  20. The Sound of Leadership: Transformational Leadership in Music

    Science.gov (United States)

    Hall, John L.

    2008-01-01

    Leadership and music are two topics that are rarely mentioned together. However, their universal, intriguing, and complex nature allows a unique framework for helping individuals learn leadership concepts. In this paper several songs have been selected from various music genres. Each demonstrates elements of leadership. Aspects of popular culture…

  1. Leadership Redefined: An Evocative Context for Teacher Leadership

    Science.gov (United States)

    Lambert, Linda

    2003-01-01

    Teacher leadership has been shackled by archaic definitions of leadership and timeworn assumptions about who can lead. Such ideas have situated leadership in the hands of a few formal leaders. Teachers have not seen themselves reflected in these prevailing notions, nor invited into the process. This article argues that a new definition of…

  2. The Levels of Leadership and Transcendent Servant Leadership Development

    Science.gov (United States)

    McClellan, Jeffrey L.

    2009-01-01

    This paper addresses the challenges associated with defining and conceptualizing leadership amidst the plethora of theoretical constructs and definitions of leadership and proposes a model for developing transcendent servant-leaders. Based on a review of the literature, three categorical levels of leadership are outlined and discussed that…

  3. Transformational Leadership, Integrity, and Power

    Science.gov (United States)

    Harrison, Laura M.

    2011-01-01

    Transformational leadership enjoys widespread appeal among student affairs professionals. National Association of Student Personnel Administrators (NASPA) and American College Personnel Association (ACPA) conferences frequently feature speakers who promote transformational leadership's two primary tenets: (1) change is the central purpose of…

  4. Climate Leadership Awards Frequent Questions

    Science.gov (United States)

    Provides answers to frequently asked questions regarding the Climate Leadership Awards, sponsored by EPA's Center for Corporate Climate Leadership with co-sponsorship from the Center for Climate and Energy Solutions and The Climate Registry.

  5. The Being of Leadership

    Directory of Open Access Journals (Sweden)

    Souba Wiley W

    2011-02-01

    Full Text Available Abstract The ethical foundation of the medical profession, which values service above reward and holds the doctor-patient relationship as inviolable, continues to be challenged by the commercialization of health care. This article contends that a realigned leadership framework - one that distinguishes being a leader as the ontological basis for what leaders know, have, and do - is central to safeguarding medicine's ethical foundation. Four ontological pillars of leadership - awareness, commitment, integrity, and authenticity - are proposed as fundamental elements that anchor this foundation and the basic tenets of professionalism. Ontological leadership is shaped by and accessible through language; what health care leaders create in language "uses" them by providing a point of view (a context within and from which they orient their conversations, decisions, and conduct such that they are ethically aligned and grounded. This contextual leadership framework exposes for us the limitations imposed by our mental maps, creating new opportunity sets for being and action (previously unavailable that embody medicine's charter on professionalism. While this leadership methodology contrasts with the conventional results-oriented model where leading is generally equated with a successful clinical practice, a distinguished research program, or a promotion, it is not a replacement for it; indeed, results are essential for performance. Rather, being and action are interrelated and their correlated nature equips leaders with a framework for tackling health care's most complex problems in a manner that preserves medicine's venerable ethical heritage.

  6. Building Trust Through Servant Leadership

    Science.gov (United States)

    2016-06-10

    expand on their individual leadership styles and compare them with the principals of Servant Leadership . All three portions of the Literature Review...legitimize the theory of Servant Leadership , but also to develop it as a viable style . To expand upon this, it has been narrowed down to three basic...current leadership style . 43 Phillip Bryant, “Enthusiastic Skepticism: The Role of SLTP in advancing

  7. Good leadership for good quality

    OpenAIRE

    Franzon, Vilma Maria

    2016-01-01

    Good leadership is important if you like to have high quality in the results. My experience in the production of the television industry is that conditions for good leadership is insufficient. Therefore, I have tried to get answers for those two questions in my exam report: What are the characteristics of good leadership? What are the prerequisites for good leadership out of production? The method I used is a literature study and observation. I have read a number of books and research studies...

  8. Spirituality and leadership through transcendence

    OpenAIRE

    2015-01-01

    M. Phil. (Personal, Interpersonal and Professional Leadership) Orientation: Personal experience of the phenomenon of transcendence and a preliminary literature review indicates that the phenomenon of transcendence can be better integrated within the Personal, Interpersonal and Professional Leadership (PPL) framework as well as within other leadership theories. Research purpose: The aim of the study is to conceptualise transcendence within PPL and leadership in general using auto-ethnograph...

  9. The National Institute for Health Research Leadership Programme

    Science.gov (United States)

    Jones, Molly Morgan; Wamae, Watu; Fry, Caroline Viola; Kennie, Tom; Chataway, Joanna

    2012-01-01

    Abstract RAND Europe evaluated the National Institute for Health Research (NIHR) Leadership Programme in an effort to help the English Department of Health consider the extent to which the programme has helped to foster NIHR's aims, extract lessons for the future, and develop plans for the next phase of the leadership programme. Successful delivery of high-quality health research requires not only an effective research base, but also a system of leadership supporting it. However, research leaders are not often given the opportunity, nor do they have the time, to attend formal leadership or management training programmes. This is unfortunate because research has shown that leadership training can have a hugely beneficial effect on an organisation. Therefore, the evaluation has a particular interest in understanding the role of the programme as a science policy intervention and will use its expertise in science policy analysis to consider this element alongside other, more traditional, measures of evaluation. PMID:28083231

  10. Spiritual leadership at the workplace: Perspectives and theories.

    Science.gov (United States)

    Meng, Yishuang

    2016-10-01

    Leadership has always been an area of interest since time immemorial. Nevertheless, scientific theories regarding leadership started to appear only from the beginning of the 20th century. Modern theories of leadership such as strategic leadership theory emerged as early as the 1980s when outdated theories of behavioral contingency were questioned, resulting in the beginning of a shift in focus leading to the emergence of modern theories hypothesizing the importance of vision, motivation and value-based control of clan and culture. Value-driven clan control emphasizes the importance of the role played by employees in a rapidly changing work environment. Therefore, the 21st century marked the rise of the need to establish a culture driven by values, inspiring the workforce to struggle and strongly seek a shared vision. This can be accomplished by an effective and motivating leadership.

  11. Towards Transformative Leadership in Education

    Science.gov (United States)

    van Oord, Lodewijk

    2013-01-01

    This article argues that an educational organization's type of leadership will to a very large extent determine the quality of personal transformation it instigates among its stakeholders. Focusing on the importance of transformative leadership, such leadership will be viewed as a critical and collaborative process in which school-based…

  12. Congruent leadership: values in action.

    Science.gov (United States)

    Stanley, David

    2008-07-01

    To discuss the significance of an appropriate leadership theory in order to develop an understanding of clinical leadership. Leadership theories developed from management and related paradigms, particularly transformational leadership, may be ineffective in supporting nurses to gain insights into clinical leadership or to develop and implement clinical leadership skills. Instead, congruent leadership theory, based on a match between the clinical leaders' actions and their values and beliefs about care and nursing, may offer a more firm theoretical foundation on which clinical nurses can build an understanding of and capacity to implement clinical leadership or become clinical leaders. Evaluation The information used is drawn from the contemporary literature and a study conducted by the author. Leadership can be better understood when an appropriate theoretical foundation is employed. With regard to clinical leadership, congruent leadership is proposed as the most appropriate theory. It is important to recognize that leadership theories based on a management paradigm may not be appropriate for all clinical applications. Education should be aimed specifically at clinical leaders, recognizing that clinical leaders are followed not for their vision or creativity (even if they demonstrate these), but because they translate their values and beliefs about care into action.

  13. The Significance of Leadership Style.

    Science.gov (United States)

    Goldman, Elise

    1998-01-01

    In a learning environment, leadership style reflects a leader's deeply held educational beliefs, which are mirrored in the school's culture. Case studies illustrate how the leadership styles of three principals affect school ambience. Good leadership practice means acknowledging each person's differing gifts, strengths, and concerns, and utilizing…

  14. Leadership development - trial by fire

    Science.gov (United States)

    James Saveland

    2011-01-01

    The postmodern world is still struggling to blossom and flower. Organizations and their leaders often seem to be locked into Newtonian-Cartesian mechanistic worldviews, first wave behaviorism, and positivism. The theory and practice of servant-leadership, resilient leadership and adaptive leadership informed by psychology provide a way to address increasing levels of...

  15. On School Educational Technology Leadership

    Science.gov (United States)

    Davies, Patricia M.

    2010-01-01

    This analysis of the literatures on school educational technology leadership addresses definitions of school technology leaders and leadership, their role in educational change, and why schools are now changing as a result of 21st century advancements in technology. The literatures disagree over the definition of educational technology leadership.…

  16. Leadership, Personal Transformation, and Management

    Science.gov (United States)

    Workman, Tim; Cleveland-Innes, M.

    2012-01-01

    Definitions of leadership abound! For the purposes of this discussion, the authors use Secretan's (2004) work which provides a perspective on how leadership should impact on other people, and identifies the need to inspire, not simply motivate. The more one examines modern ideas about "leadership," the more it seems that most are simply techniques…

  17. A Typology of Black Leadership.

    Science.gov (United States)

    Tryman, Donald L.

    1977-01-01

    A leadership typology is developed which describes the relationship of Black leadership styles to the Black masses. The role that such leadership plays in the political integration of Blacks as an ethnic group is analyzed. Four authority types are discussed: traditional brokerage, cultural nationalist, religious nationalist, and faddist…

  18. Leadership Practices of School Counselors

    Science.gov (United States)

    Mason, E. C. M.; McMahon, H. George

    2009-01-01

    Leadership is a vital skill called for by the school counseling profession. However, limited research has been done to examine how leadership is characterized by practicing school counselors. The purpose of the exploratory study in this article was to assess leadership practices of school counselors, and to analyze the relationships among…

  19. Stop researching transformational leadership! Now!

    OpenAIRE

    Tummers, Lars

    2013-01-01

    markdownabstract__Intro__ Researchers all over the world, stop with your research on transformational leadership! Now! This could be the provocative conclusion after reading the recent article of Profs. Daan van Knippenberg and Sim Sitkin in The Academy of Management Annals (2013). These leadership professors write about the problems surrounding transformational leadership.

  20. Fostering Leadership through Organizational Structure

    Science.gov (United States)

    Willett, Brantley P.

    2012-01-01

    This case study discusses the postindustrial paradigm of leadership and its influence on the field of leadership and also the higher education leadership literature. Furthermore, this case study examines the structure of one university honor society to discuss how the structure allows for the development of multiple leaders within the…

  1. Mathematics difficulties & classroom leadership

    DEFF Research Database (Denmark)

    Schmidt, Maria Christina Secher

    2016-01-01

    This article investigates possible links between inclusion, students, for whom mathematics is extensively difficult, and classroom leadership through a case study on teaching strategies and student participation in four classrooms at two different primary schools in Denmark. Three sets of results...... are presented: 1) descriptions of the teachers’ classroom leadership to include all their students in the learning community, 2) the learning community produced by stated and practiced rules for teaching and learning behavior, 3) the classroom behavior of students who experience difficulties with mathematics....... The findings suggest that the teachers’ pedagogical choices and actions support an active learning environment for students in diverse learning needs, and that the teachers practise dimensions of inclusive classroom leadership that are known to be successful for teaching mathematics to all students. Despite...

  2. LEADERSHIP STRATEGIES FOR NIGERIA

    Directory of Open Access Journals (Sweden)

    Mary Gloria C. Njoku

    2013-10-01

    Full Text Available Exploring the state of Nigerian leadership, there is a clear indication that the nation is in distress and therefore needs a leader who would be able to get the best out of Nigerian followers and lead the nation to stability. This leader must be trustworthy, emotionally intelligent, firm, willing to suffer for the nation, focused on breaking down ethnic divide, and inspiring hope in the people. The leader must be capable of taking in varied information and solving complex problems effectively and efficiently. This paper adopts the concept of leadership as one that involves a social influence process, a leader/leaders and followers. This perspective is impacted by social psychological principles of social influence and clinical psychology socioemotional intelligence and will therefore discuss leadership for Nigeria from these perspectives.

  3. Personal branding through leadership

    Directory of Open Access Journals (Sweden)

    Milovanović Svetislav

    2015-01-01

    Full Text Available The main idea of this study is to demonstrate that leadership is increasingly becoming an important and current global phenomenon known as personal branding. Leadership is of utmost importance for each human activity, and even for the entire progress of humanity which has always moved forward thanks to people and, naturally, great endeavors of great people. Leadership is what makes the world go round. Although a personal branding investigated in terms of defining, describing various practices and the growing importance of the use of these techniques, there is still a gap in the scientific literature regarding how technology advancement in the business to take advantage of the positioning of the individual in the global market. Therefore, the primary objective of this paper provide new insights into the personal branding that will be useful for the academic community and provide conclusions for its practical application in entrepreneurship.

  4. Cooperation for Development, Brazilian Regional Leadership and Global Protagonism

    Directory of Open Access Journals (Sweden)

    Leticia Pinheiro

    2014-08-01

    Full Text Available This article aims to analyze Brazil’s policy towards South America during Luiz Inácio "Lula" da Silva’s government by discussing what kind of leadership the country was able to perform in the region during this time. The authors examine the role played by the policy of International Cooperation for Development on such regional leadership. The central argument is that although Brazil has performed the role of a regional leader, there is a need for distinguishing leadership for regional matters – inwards regional leadership – from leadership for global issues – outwards regional leadership. We argue that inwards regional leadership was in fact successfully performed by Brazil in South America, mainly due to its role as a Development Leader. On the other hand, we also verified that such leadership for regional matters did not always allow Brazil to act on behalf of the entire region on the global arena. Nevertheless, we argue that Brazilian diplomacy left behind the belief that, in order to have global protagonism, the country should use South America as a regional launching platform. Instead, Brazil has been making use of global coalitions such as IBSA and BRICS to boost its global role.

  5. Evaluation of a clinical leadership programme for nurse leaders.

    Science.gov (United States)

    Martin, Jacqueline S; McCormack, Brendan; Fitzsimons, Donna; Spirig, Rebecca

    2012-01-01

    This is an evaluation study of the impact of the adapted RCN Clinical Leadership Programme on the development of leadership competencies of nurse leaders in Switzerland. Transformational leadership competencies are essential for delivering high-quality care within health-care organizations. However, many countries have identified a lack of leadership skills in nurse leaders. Consequently, the development of leadership competencies is a major objective for health-care centres. This article describes the quantitative results of a mixed methods study. A one-group pre-test-post-test quasi-experimental design was used. A convenience sample of 14 ward leaders were assessed three times using the Leadership Practices Inventory (LPI). Descriptive and inferential data analysis techniques were employed. In total 420 observer-assessment questionnaires and 42 self-assessment questionnaires were distributed. Our main finding was that nurse leaders following the programme, demonstrated significant improvement in two subscales of the LPI -'inspiring a shared vision' and 'challenging the process'. This study showed improvement in two leadership practices of nurse leaders following a programme that has been adapted to Swiss health care. Findings concur with others studies that suggest that investments in educational programs to facilitate leadership skills in nurse leaders are justified. © 2011 Blackwell Publishing Ltd.

  6. Learning about self: leadership skills for public health

    Directory of Open Access Journals (Sweden)

    Rob Moodie

    2016-04-01

    Full Text Available As public health practitioners and as clinicians we are taught to care for our patients, and for our community members. But how much do we teach and learn about how to lead, manage and care for our colleagues, our team members and ourselves? This paper emphasizes the need for leadership learning and teaching to become an essential element of the practice of public health. The paper presents the author’s perspective on the leadership skills required for public health and describes a five-day intensive course designed to enable participants to develop these skills over time. The paper briefly covers leadership definitions, styles and types and key leadership skills. It mainly focuses on the design and ethos of the course, skills self-assessment, group interaction and methods for developing and refining leadership skills. The course uses a collaborative learning approach where the power differential between teachers, facilitators, guests and participants is minimized. It is based on creating an environment where any participant can reveal his or her stories, successes, failures, preferences and dislikes in a safe manner. It encourages continual, constructive individual reflection, self-assessment and group interaction. The course is aimed at the practice of public health leadership, with a particular emphasis on the leadership of self, of knowing oneself, and of knowing and understanding colleagues retrospectively as well as prospectively. The most important outcome is the design and implementation of participants’ own plans for developing and nurturing their leadership skills.

  7. In their own words: describing Canadian physician leadership.

    Science.gov (United States)

    Snell, Anita J; Dickson, Graham; Wirtzfeld, Debrah; Van Aerde, John

    2016-07-04

    Purpose This is the first study to compile statistical data to describe the functions and responsibilities of physicians in formal and informal leadership roles in the Canadian health system. This mixed-methods research study offers baseline data relative to this purpose, and also describes physician leaders' views on fundamental aspects of their leadership responsibility. Design/methodology/approach A survey with both quantitative and qualitative fields yielded 689 valid responses from physician leaders. Data from the survey were utilized in the development of a semi-structured interview guide; 15 physician leaders were interviewed. Findings A profile of Canadian physician leadership has been compiled, including demographics; an outline of roles, responsibilities, time commitments and related compensation; and personal factors that support, engage and deter physicians when considering taking on leadership roles. The role of health-care organizations in encouraging and supporting physician leadership is explicated. Practical implications The baseline data on Canadian physician leaders create the opportunity to determine potential steps for improving the state of physician leadership in Canada; and health-care organizations are provided with a wealth of information on how to encourage and support physician leaders. Using the data as a benchmark, comparisons can also be made with physician leadership as practiced in other nations. Originality/value There are no other research studies available that provide the depth and breadth of detail on Canadian physician leadership, and the embedded recommendations to health-care organizations are informed by this in-depth knowledge.

  8. Comparing Three of the Leadership Theories: Leader- Member Exchange Theory,transformational Leadership and Team Leadership

    Institute of Scientific and Technical Information of China (English)

    王子涵

    2013-01-01

    Leadership is a complex process.It is one of the most researched areas around the world.It has gained importance in every walk of life from politics to business and from education to social organizations.According to the study of"Leadership in Adult Education Venues",here has a much more clear recognition of leadership:leadership is a process whereby an individual influences a group of individuals to achieve a common goal.There are many approaches of leadership throughout the study of this class,the three theories of leadership I choose to describe in this paper are:Leader-Member Exchange(LMX)Theory,Transformational Leadership,and Team Leadership.

  9. Can Servant Leaders Fuel the Leadership Fire? The Relationship between Servant Leadership and Followers’ Leadership Avoidance

    Directory of Open Access Journals (Sweden)

    Martin Lacroix

    2017-02-01

    Full Text Available This study tested the effect of servant leadership on followers’ inclinations to strive for and, in contrast, to avoid leadership responsibility. Results from a study in the health care context, including two waves of data from 222 employees, revealed that servant leadership had a small but positive effect on followers’ leadership avoidance. This effect was influenced by followers’ implicit conception of an ideal leader. Specifically, servant leadership was found to reduce leadership avoidance when the congruence with the followers’ ideal leader prototype was high. Furthermore, followers’ core self-evaluations and affective motivation to lead mediated the relationship between servant leadership and reduced leadership avoidance. Implications of these patterns for theory and practice and avenues for future research are discussed.

  10. The Leader Ship Is Sinking: A Temporal Investigation of Narcissistic Leadership.

    Science.gov (United States)

    Ong, Chin Wei; Roberts, Ross; Arthur, Calum A; Woodman, Tim; Akehurst, Sally

    2016-04-01

    Individuals higher in narcissism have leader emergent tendencies. The characteristics of their personality suggest, however, that their leadership qualities will decrease over time as a function of group acquaintance. We present data from two studies that provide the first empirical support for this theoretical position within a transformational leadership framework. In Study 1 (N = 112), we tested narcissistic leadership qualities in groups of unacquainted individuals over a 12-week period. In Study 2 (N = 152), we adopted the same protocol with groups of acquainted individuals. In Study 1, narcissism was positively associated with peer-rated leadership during initial group formation but not later. In Study 2, narcissism was not significantly associated with peer-rated leadership during initial group formation and was negatively associated with peer-rated leadership later. In Study 1, transformational leadership mediated the relationship between narcissism and leadership initially but not later on. In Study 2, transformational leadership failed to mediate the relationship between narcissism and leadership throughout the study. Despite enjoying a honeymoon period of leadership, the appeal and attractiveness of the narcissistic leader rapidly wane. This decline is explained in part by their changing transformational leadership qualities. © 2014 Wiley Periodicals, Inc.

  11. Nature vs nurture: are leaders born or made? A behavior genetic investigation of leadership style.

    Science.gov (United States)

    Johnson, A M; Vernon, P A; McCarthy, J M; Molson, M; Harris, J A; Jang, K L

    1998-12-01

    With the recent resurgence in popularity of trait theories of leadership, it is timely to consider the genetic determination of the multiple factors comprising the leadership construct. Individual differences in personality traits have been found to be moderately to highly heritable, and so it follows that if there are reliable personality trait differences between leaders and non-leaders, then there may be a heritable component to these individual differences. Despite this connection between leadership and personality traits, however, there are no studies of the genetic basis of leadership using modern behavior genetic methodology. The present study proposes to address the lack of research in this area by examining the heritability of leadership style, as measured by self-report psychometric inventories. The Multifactor Leadership Questionnaire (MLQ), the Leadership Ability Evaluation, and the Adjective Checklist were completed by 247 adult twin pairs (183 monozygotic and 64 same-sex dizygotic). Results indicated that most of the leadership dimensions examined in this study are heritable, as are two higher level factors (resembling transactional and transformational leadership) derived from an obliquely rotated principal components factors analysis of the MLQ. Univariate analyses suggested that 48% of the variance in transactional leadership may be explained by additive heritability, and 59% of the variance in transformational leadership may be explained by non-additive (dominance) heritability. Multivariate analyses indicated that most of the variables studied shared substantial genetic covariance, suggesting a large overlap in the underlying genes responsible for the leadership dimensions.

  12. Trust and Leadership

    DEFF Research Database (Denmark)

    Bordum, Anders

    2005-01-01

    The concept and phenomenon of trust and its relation to leadership has recently come into focus. What role does trust play? Can trust be created strategically? Questions like these are often raised. How we conceive of and conceptualize trust is not as often discussed. Among those conceptualizations...... flexibility of form for example, the idea that one with leadership tools can consciously bring forth trust. In the conclusion, the question about trust communication is addressed. In this section I argue that trust is positively value-laden, becausesincerity is a functional and pragmatic condition...

  13. Rupert Murdoch' s Leadership

    Institute of Scientific and Technical Information of China (English)

    Lian Hohuizi

    2011-01-01

    Rupert Murdoch, a legendary mogul who has long been listed as one of the most influential people in the world, leads and processes the second - largest media empire in the world. With forty years of con- tinuous effort, he exhibits exceptional business sense and superb ad- ministrative capabilities in the media industry. He moves quickly in ex- panding his business and adopts unique management approach to lead followers. By exploring his background and experience, this paper will detect his unique traits and leadership behaviors that underlie his suc- cessful achievement in leading News Corporation, and how can his leadership style be applied to hospitality industry.

  14. Leadership -- Analysis and Comment

    Science.gov (United States)

    1991-02-18

    perfection: rather, put in wnat needs r; ~e por in to get the organizacIon moving. The return on pertecv~or s extra effort Is going to oe far more expensive...Department of the Army, Field Manual 25-100. Traininq The Force, pp. 1-5. 4. U.S. Department of the Army, Field Manual 22-103. Leadership and Commana at Senior...4. U.S. Department of the Army, Field Manual 22-103, Leadership and Command at Senior Levels, pp. 60-66. 5. Bennis, p. 22. 6. Michael P. W. Stone

  15. Leadership Styles Promote Teamwork

    OpenAIRE

    Khater Aldoshan

    2015-01-01

    This paper will evaluate the importance of learning leadership styles and the explanation of when and how each one is used in the workforce. In this paper many experts have been cited that are well-known in the field of leadership. Also this paper will concentrate on the importance of teamwork in the workforce and there are many examples of how teamwork is effective for creating the best possible outcomes for creativity and productivity. In the television industry creativity is an essential c...

  16. Leading from the heart: caring, love, peace, and values guiding leadership.

    Science.gov (United States)

    Turkel, Marian C

    2014-04-01

    Contemporary transformational leadership focuses on authentic leadership styles, relational caring, meaningful recognition, creativity, building trust, relationships, participative decision making, dialogue with time for reflection, and innovation. The purpose of this paper is to illuminate how concepts from the unitary transformative paradigm and caring science can be integrated within nursing leadership practice, to invite nurse leaders to make these concepts explicit in their own transformational leadership journey, and to offer ways of reframing traditional organizational language. Practice exemplars are presented to highlight how tenets from caring theory are guiding the practice of nursing leadership.

  17. Intelligent leadership and leadership competencies : developing a leadership framework for intelligent organizations

    OpenAIRE

    Sydänmaanlakka, Pentti

    2003-01-01

    The purpose of this study was to develop a leadership framework for intelligent organizations. This was done by analyzing the future working environment of managers, leadership as a phenomenon and as a process and leadership competencies. How leadership is typically learned and trained and how we could improve these activities, was also studied. One of the contentions of this thesis is that as the world is shifting from an industrial paradigm to a post-industrial paradigm, it is necessary tha...

  18. Combining a leadership course and multi-source feedback has no effect on leadership skills of leaders in postgraduate medical education. An intervention study with a control group

    DEFF Research Database (Denmark)

    Malling, Bente; Mortensen, Lene; Bonderup, Thomas

    2009-01-01

    regarding development of leadership skills over time. METHODS: Study participants were consultants responsible for postgraduate medical education at clinical departments. STUDY DESIGN: pre-post measures with an intervention and control group. The intervention was participation in a seven-day leadership...... of variances. RESULTS: There were no differences in multi-source feedback scores at one year follow up compared to baseline measurements, either in the intervention or in the control group (p = 0.149). CONCLUSION: The study indicates that a leadership course following a MSF procedure compared to MSF alone does...... not improve leadership skills of consultants responsible for education in clinical departments. Developing leadership skills takes time and the time frame of one year might have been too short to show improvement in leadership skills of consultants responsible for education. Further studies are needed...

  19. Consultant radiographer leadership - A discussion

    Energy Technology Data Exchange (ETDEWEB)

    Hogg, Peter [Directorate of Radiography, University of Salford, Allerton Building, Frederick Road, Salford, Greater Manchester M6 6PU (United Kingdom)], E-mail: p.hogg@salford.ac.uk; Hogg, Dianne [Henwood Associates (South East) Ltd, Company Number: 513796, Registered Office: 2 Lakeview Stables, Lower St Clere, Kemsing, Kent, TN15 6NL (United Kingdom); Henwood, Suzanne [East Lancashire Primary Care Trust, Linden Business Centre, Linden Road, Colne. BB8 9BA (United Kingdom)

    2008-12-15

    Effective leadership can be defined in many ways and is an essential element of successful organisations; poor leadership can result in problems such as low staff morale, high staff turnover and reduced productivity. Effective leadership behaviours are well documented in the literature and various leadership models have been proposed that illustrate these behaviours. This discussion paper does not focus on any particular model. Instead it considers the 'Leadership Qualities Framework' which was developed specifically for use within the UK National Health Service. This framework draws upon a range of leadership models and as such it gives a broad indication of leadership behaviours. The framework comprises three components - 'personal qualities', 'setting direction' and 'delivering the service'. This paper commences with an argument as to why effective leadership is important in organisations generally, and specifically within healthcare organisations. Various examples of leadership are illustrated from within and outside the NHS in order to demonstrate effective leadership behaviours. The Leadership Qualities Framework is then examined, along with scenarios to illustrate effective leadership behaviours in context (i.e. within a healthcare organisation). Subsequent reflections on the scenarios aim to identify leadership behaviours that are explained within the framework. The final element of this paper draws on [limited] published evidence of where consultant radiographers have demonstrated effective leadership behaviours. In this section the published evidence is examined and reflected upon. At the end of the article we indicate additional reading for those who wish to further develop their theoretical and practical leadership skills.

  20. Leadership = Communication? The Relations of Leaders' Communication Styles with Leadership Styles, Knowledge Sharing and Leadership Outcomes.

    Science.gov (United States)

    de Vries, Reinout E; Bakker-Pieper, Angelique; Oostenveld, Wyneke

    2010-09-01

    PURPOSE: The purpose of this study was to investigate the relations between leaders' communication styles and charismatic leadership, human-oriented leadership (leader's consideration), task-oriented leadership (leader's initiating structure), and leadership outcomes. METHODOLOGY: A survey was conducted among 279 employees of a governmental organization. The following six main communication styles were operationalized: verbal aggressiveness, expressiveness, preciseness, assuredness, supportiveness, and argumentativeness. Regression analyses were employed to test three main hypotheses. FINDINGS: In line with expectations, the study showed that charismatic and human-oriented leadership are mainly communicative, while task-oriented leadership is significantly less communicative. The communication styles were strongly and differentially related to knowledge sharing behaviors, perceived leader performance, satisfaction with the leader, and subordinate's team commitment. Multiple regression analyses showed that the leadership styles mediated the relations between the communication styles and leadership outcomes. However, leader's preciseness explained variance in perceived leader performance and satisfaction with the leader above and beyond the leadership style variables. IMPLICATIONS: This study offers potentially invaluable input for leadership training programs by showing the importance of leader's supportiveness, assuredness, and preciseness when communicating with subordinates. ORIGINALITY/VALUE: Although one of the core elements of leadership is interpersonal communication, this study is one of the first to use a comprehensive communication styles instrument in the study of leadership.

  1. Ethical aspects of transformational leadership.

    Science.gov (United States)

    Cassidy, V R; Koroll, C J

    1994-10-01

    The requirements of leadership in the current environment of health care reform necessitate a clear distinction between leadership and management, an alteration in traditional leadership roles, and an evaluation of the knowledge and skills needed to address the ethical issues that arise from such reform. Transformational leadership is well suited to the current climate in health care because of the manner in which it actively embraces and encourages innovation and change. The article explores the elements of transformational leadership, describes the need for transformational leaders to be cognizant of the ethical aspects of their roles, and outlines the responsibilities of transformational leaders as moral agents.

  2. Leadership Training in Otolaryngology Residency.

    Science.gov (United States)

    Bent, John P; Fried, Marvin P; Smith, Richard V; Hsueh, Wayne; Choi, Karen

    2017-06-01

    Although residency training offers numerous leadership opportunities, most residents are not exposed to scripted leadership instruction. To explore one program's attitudes about leadership training, a group of otolaryngology faculty (n = 14) and residents (n = 17) was polled about their attitudes. In terms of self-perception, more faculty (10 of 14, 71.4%) than residents (9 of 17, 52.9%; P = .461) considered themselves good leaders. The majority of faculty and residents (27 of 31) thought that adults could be taught leadership ability. Given attitudes about leadership ability and the potential for improvement through instruction, consideration should be given to including such training in otolaryngology residency.

  3. Just-in-Time Employees: UPS and the Knowledge Supply Chain. Tomorrow's Workplace Today: Profiles of Excellence in Business Leadership, Volume 1, Number 1.

    Science.gov (United States)

    Alden, John

    All businesses are grappling with knowledge networks--finding the right employees at the right time with the right knowledge and skills. The National Alliance of Business, MIT, and others have been working on an intriguing way to look at labor supply and demand issues called knowledge supply chain management. UPS (United Parcel Service) manages…

  4. Leadership and Project Success in Development Sector

    Directory of Open Access Journals (Sweden)

    Saghir Ahmed

    2017-10-01

    Full Text Available Aim/purpose - The study aims to investigate the relationship among the leadership, operational efficiency and project success in general and the impact of transformational leadership and operational efficiency on project success in particular. Design/methodology/approach - Mean comparison from descriptive statistics and multiple linear regression from inferential statistics was used to determine the association between variables and further impact of the transformational leadership and operational efficiency on project success in the development sector. The paper presents the results of a survey conducted among 200 employees from the top, middle & lower management levels of various national & international development organizations working in Pakistan like Microfinance Banks and other Rural Support Programs. Statistical Package for Social Sciences (SPSS was used to process data. Findings - The result shows positive association among transformational leadership, operational efficiency and project success. In addition, it was found that transformational leadership and operational efficiency have a positive and statistically significant impact on the project success. It is concluded that both transformational leadership and operational efficiency are vital to achieving the optimum level of success in any project, especially in the development sector. Research implications/limitations - The integral limitation of the study was the respondents because most of the development organizations have their operations in rural areas where access was difficult because of limited time and resources. In addition, such organizations are always reluctant to provide survey feedback. Originality/value/contribution - The paper contribution is in the theoretical and practical knowledge of the project success factors in the development sector which is still a somehow unexplored area. Regulators of the development sector may be benefited from this study.

  5. Leadership: Wisdom in Action

    African Journals Online (AJOL)

    Christopher R Stones

    Indo-Pacific Journal of Phenomenology ... This work is licensed to the publisher under the Creative Commons Attributions License 3.0 ... The purpose of this paper is to reveal how the thinking of leadership is always in 'play' ...... international community of health professional researchers who annually meet in Indianapolis.

  6. Crucibles of Leadership.

    Science.gov (United States)

    Bennis, Warren G.; Thomas, Robert J.

    2002-01-01

    Often, a traumatic event that forces a profound redefinition of the self forges leadership. The stories of a diverse group of business leaders and the "crucible experiences" that shaped them reveal four essential skills: ability to engage others in shared meanings, compelling voice, integrity, and adaptive capacity (applied creativity). (SK)

  7. Transformational Leadership Plans

    Science.gov (United States)

    Aguas, Pedro P.; Zapata, Liliana Valle; Arellano, Danilsa Lorduy

    2017-01-01

    Higher education institutions are aware of the need to incorporate learning-driven assessment artifacts into their doctoral programs to ensure successful leadership development. However, in attempting to integrate learning into students' future performance, it appears that there is no general agreement upon the most effective assignments. The…

  8. Diversity in Leadership

    Science.gov (United States)

    Beer, Janet

    2015-01-01

    This paper presents a lecture given at the 17th Annual Lecture of the Association of University Administrators (AUA). The subject of the lecture is equality and diversity in higher education (HE) leadership, or possibly the absence of equality and diversity. The author focuses on what can be done to ensure that capable women enter HE leadership…

  9. Total Quality Leadership

    Science.gov (United States)

    1991-01-01

    More than 750 NASA, government, contractor, and academic representatives attended the Seventh Annual NASA/Contractors Conference on Quality and Productivity. The panel presentations and Keynote speeches revolving around the theme of total quality leadership provided a solid base of understanding of the importance, benefits, and principles of total quality management (TQM). The presentations from the conference are summarized.

  10. Women Deans: Leadership Becoming

    Science.gov (United States)

    Isaac, Carol A.; Behar-Horenstein, Linda S.; Koro-Ljungberg, Mirka

    2009-01-01

    The term "leadership" metaphorically embodies a gendered hierarchy of labour. In this study women deans' values were found to be incongruent with the masculine discourse creating inner conflicts and alternative discourses. Data collected from 10 women deans from both male-dominated and female-dominated colleges were used to deconstruct leadership…

  11. The Cultural in Leadership

    NARCIS (Netherlands)

    Kolsteeg, Johan

    2018-01-01

    This contribution discusses how the political and the artistic fields share the desire to realise a common meeting place where politicians and artists can address societal issues. This common space is approached in top-down EU discourses; and in bottom-up artistic critical leadership. These

  12. Natural leadership in sport

    NARCIS (Netherlands)

    van Dalfsen, Gerco; van Hoecke, Jo; Westerbeek, Hans

    2012-01-01

    This research is part of a comprehensive PhD research project that focuses on the existence and development of leadership in sport management practices. The underpinning factors that are associated with successfully leading top teams in sport are often used as an example in regard to being

  13. Business Model Innovation Leadership

    DEFF Research Database (Denmark)

    Lindgren, Peter

    2012-01-01

    When SME´s practice business model (BM) innovation (BMI), leading strategically BMs through the innovation process can be the difference between success and failure to a BM. Business Model Innovation Leadership (BMIL) is however extremely complex to carry out especially to small and medium size...

  14. Ward leadership styles.

    Science.gov (United States)

    Bowman, G

    1989-01-01

    The purpose of this study was to devise a leadership style scale based in the authoritarian/democratic concept of leadership and to test it with a group of nurses. The working hypothesis was that nurses, working by primary nursing methods, would have a more democratic attitude to leadership than those nurses working in a traditional task allocation system. Recent papers such as that of Henry & Tuxill (1) plead for the caring professions to take on board the concept of the 'person'. Not only is the traditional model of nursing care seen as bad for the patient; it is seen also as harmful to the nurses. Fretwell (2) describes the task system as essentially an industrial model rather than a professional one which tends to satisfy the needs of the doctor rather than the patient or nurse. Kinston (3) describes nursing decision-making and work as Level I work (tradesmen). Current models of care that individualize the nurse's response to work and decision-making become Level II type (professional). Primary nursing fulfils the need for professionalizing nursing and meeting the need for more independence as well as respecting the patient as a 'person' with the organisation there to facilitate interaction between qualified nurse and patient. Changes in attitude and relationships are essential if work is to change from task to person-centred. Styles of leadership in nurses need to alter as our orientation to care issues change (4).(ABSTRACT TRUNCATED AT 250 WORDS)

  15. Dilemmas and Discarded Leadership

    Science.gov (United States)

    Dana, Joyce A.

    2009-01-01

    Women are challenged most by cultural norms, particularly sex-role norms, religious and political ideologies, and gender-structured opportunities that favor men. Although some stereotypes have loosened a bit, dilemmas remain for women who aspire to fill school district leadership positions. The author's predicament is not unique. It is something…

  16. English Leadership Quarterly, 1993.

    Science.gov (United States)

    Strickland, James, Ed.

    1993-01-01

    These four issues of the English Leadership Quarterly represent those published during 1993. Articles in number 1 deal with parent involvement and participation, and include: "Opening the Doors to Open House" (Jolene A. Borgese); "Parent/Teacher Conferences: Avoiding the Collision Course" (Robert Perrin); "Expanding Human…

  17. Educational Leadership or Followership?

    Science.gov (United States)

    Gabbard, David

    2013-01-01

    Opponents of the neoliberal privatization of schools must be cautious in formulating their opposition so as not to situate themselves as the defenders of an otherwise indefensible status quo. Though we might expect professors in traditional university-based educational-leadership programs to protect their institutional self-interests and their…

  18. Developing Leadership Behaviour

    DEFF Research Database (Denmark)

    Sørensen, Peter

    Managers in the public sector act in a political context full of dilemmas. Nevertheless, they must show courage, efficiency, make difficult decisions, prioritize and produce results for the citizens. This seems to demand new and/or better ways of leading the public sector. Leadership development...

  19. Leadership for Distributed Teams

    NARCIS (Netherlands)

    De Rooij, J.P.G.

    2009-01-01

    The aim of this dissertation was to study the little examined, yet important issue of leadership for distributed teams. Distributed teams are defined as: “teams of which members are geographically distributed and are therefore working predominantly via mediated communication means on an

  20. Tensions in Distributed Leadership

    Science.gov (United States)

    Ho, Jeanne; Ng, David

    2017-01-01

    Purpose: This article proposes the utility of using activity theory as an analytical lens to examine the theoretical construct of distributed leadership, specifically to illuminate tensions encountered by leaders and how they resolved these tensions. Research Method: The study adopted the naturalistic inquiry approach of a case study of an…

  1. Leadership from the inside Out: Student Leadership Development within Authentic Leadership and Servant Leadership Frameworks

    Science.gov (United States)

    Kiersch, Christa; Peters, Janet

    2017-01-01

    Developing undergraduate student leaders who are authentic in their leadership and who have a drive to serve and support those around them is not only good for the students and their host schools, but arguably good for students' future employers and even the future of our society. Our goal is to determine how such student leaders could be…

  2. Where Is Leadership Heading?

    Science.gov (United States)

    Lytle, James H.

    2012-01-01

    A consensus is emerging about how school leaders affect school performance, and how important principals are to improved student learning. Yet the national reform policies--No Child Left Behind and Race to the Top (RTT)--incorporate assumptions about school and district leadership that are very much at odds with this research. NCLB and RTT call…

  3. Leadership in Educational Technology

    Science.gov (United States)

    Puckett, Rhonda

    2014-01-01

    In life, one will come across diverse types of leaders. While each leadership type has positive and negative qualities, each style fits appropriately in distinct situations. Supervisors must determine how to manage their staff in constructive ways, engaging and motivating them to learn more and do more within their specific professional area. The…

  4. Leadership and Occupational Stress

    Science.gov (United States)

    Stickle, Fred E.; Scott, Kelly

    2016-01-01

    In a leadership position, it is important to understand what stress is and how it affects others. In an occupational setting, stressors vary according to personality types, gender, and occupational rank. The purpose of this manuscript is to review the foundations of stress and to explore how personality characteristics influence stress.…

  5. The development of training based on the PM leadership theory

    Energy Technology Data Exchange (ETDEWEB)

    Yoshida, Michio [Kumamoto Univ. (Japan). Faculty of Education; Misumi, Jyuji; Yamada, Akira; Misumi, Emiko; Sakurai, Yukihiro; Kinjo, Akira; Matsuda, Ryosuke; Matsuo, Hidehisa; Tokudome, Eiji

    1995-09-01

    The PM leadership theory developed by Misumi, et al., basically identifies leadership behavior in terms of two dimensions, i.e., P(Performance) behavior and M(Maintenance) behavior, and divides it into four types, PM, M, P and pm, depending on the degree to which each of them performs its behavior. Thus, it has been verified that the differences between these types have an effect on various variables, such as subordinates` morale, productivity and reduced incidence of accidents. To be more concrete, it has been consistently found as a result of a number of studies that what brings about the most desirable results in the eyes of organizations is the PM type, followed by M, P and pm in the order mentioned. The most basic premise for the PM theory is that leadership lies not in the leader`s personal traits but in his behavior. Consequently, any leadership type is not `carved in stone`, and it can change according to the leader`s behavior. From this, it follows that leadership can be improved and upgraded. As the PM leadership theory has become well-established, the development research and implementation of leadership training aimed at improving and upgrading leadership was launched. In this paper, the leadership training that is now in progress will be discussed, with particular reference to its purpose, current status of its overall progress and its typical training schedule. That done, the history of development of the leadership training will be reviewed, and at the same time, its effects will be examined on the basis of some empirical data. Also some proposals will be presented concerning the relationship between organizational development and training as well as some problems to be addressed in the future. (author)

  6. The development of training based on the PM leadership theory

    International Nuclear Information System (INIS)

    Yoshida, Michio; Misumi, Jyuji; Yamada, Akira; Misumi, Emiko; Sakurai, Yukihiro; Kinjo, Akira; Matsuda, Ryosuke; Matsuo, Hidehisa; Tokudome, Eiji.

    1995-01-01

    The PM leadership theory developed by Misumi, et al., basically identifies leadership behavior in terms of two dimensions, i.e., P(Performance) behavior and M(Maintenance) behavior, and divides it into four types, PM, M, P and pm, depending on the degree to which each of them performs its behavior. Thus, it has been verified that the differences between these types have an effect on various variables, such as subordinates' morale, productivity and reduced incidence of accidents. To be more concrete, it has been consistently found as a result of a number of studies that what brings about the most desirable results in the eyes of organizations is the PM type, followed by M, P and pm in the order mentioned. The most basic premise for the PM theory is that leadership lies not in the leader's personal traits but in his behavior. Consequently, any leadership type is not 'carved in stone', and it can change according to the leader's behavior. From this, it follows that leadership can be improved and upgraded. As the PM leadership theory has become well-established, the development research and implementation of leadership training aimed at improving and upgrading leadership was launched. In this paper, the leadership training that is now in progress will be discussed, with particular reference to its purpose, current status of its overall progress and its typical training schedule. That done, the history of development of the leadership training will be reviewed, and at the same time, its effects will be examined on the basis of some empirical data. Also some proposals will be presented concerning the relationship between organizational development and training as well as some problems to be addressed in the future. (author)

  7. Leadership in rural medicine: the organization on thin ice?

    Science.gov (United States)

    Hana, Jan; Rudebeck, Carl Edvard

    2011-06-01

    OBJECTIVE. To explore the personal experiences of and conceptions regarding leading rural primary care in Northern Norway. DESIGN. Qualitative content analysis of focus-group interviews. SETTING. Lead primary care physicians in the three northernmost counties. Subjects. Four groups with 22 out of 88 municipal lead physicians in the region. RESULTS. Three main categories were developed and bound together by an implicit theme. Demands and challenges included the wide leadership span of clinical services and public health, placed in a merged line/board position. Constraints of human resources and time and the ever changing organizational context added to the experience of strain. Personal qualifications indicates the lack of leadership motivation and training, which was partly compensated for by a leader role developed through clinical undergraduate training and then through the responsibilities and experiences of clinical work. In Exercising the leadership, the participants described a vision of a coaching and coordinating leadership and, in practice, a display of communication skills, decision-making ability, result focusing, and ad hoc solutions. Leadership was made easier by the features of the small, rural organization, such as overview, close contact with cooperating partners, and a supportive environment. There was incongruence between demands and described qualifications, and between desired and executed leadership, but nevertheless the organization was running. Leadership demonstrated a "working inadequacy". CONCLUSION. Under resource constraints, leadership based on clinical skills favours management by exception which, in the long run, appears to make the leadership less effective. Leadership training which takes into account the prominent features of rural and decentralized primary care is strongly needed.

  8. Leadership in rural medicine: The organization on thin ice?

    Science.gov (United States)

    Hana, Jan; Rudebeck, Carl Edvard

    2011-01-01

    Objective To explore the personal experiences of and conceptions regarding leading rural primary care in Northern Norway. Design Qualitative content analysis of focus-group interviews. Setting Lead primary care physicians in the three northernmost counties. Subjects Four groups with 22 out of 88 municipal lead physicians in the region. Results Three main categories were developed and bound together by an implicit theme. Demands and challenges included the wide leadership span of clinical services and public health, placed in a merged line/board position. Constraints of human resources and time and the ever changing organizational context added to the experience of strain. Personal qualifications indicates the lack of leadership motivation and training, which was partly compensated for by a leader role developed through clinical undergraduate training and then through the responsibilities and experiences of clinical work. In Exercising the leadership, the participants described a vision of a coaching and coordinating leadership and, in practice, a display of communication skills, decision-making ability, result focusing, and ad hoc solutions. Leadership was made easier by the features of the small, rural organization, such as overview, close contact with cooperating partners, and a supportive environment. There was incongruence between demands and described qualifications, and between desired and executed leadership, but nevertheless the organization was running. Leadership demonstrated a “working inadequacy”. Conclusion Under resource constraints, leadership based on clinical skills favours management by exception which, in the long run, appears to make the leadership less effective. Leadership training which takes into account the prominent features of rural and decentralized primary care is strongly needed. PMID:21526921

  9. The Innovation of Management Thought of Leadership in Intellectual Economic Times%知识经济时代领导管理思维的更新

    Institute of Scientific and Technical Information of China (English)

    何志成; 苏国同

    2001-01-01

    This article probe into the innovation of administrative management in the intellectual economic times. The renewal aspects involve: ①the theories and thoughts of management ;②the program of management;③the methodology of management.%本文对知识经济时代领导管理思维的更新进行了探讨。在知识经济时代应更新的问题如下:①管理理念和思维;②管理程序;③管理手段。

  10. A logo-leadership intervention: Implications for leadership development

    Directory of Open Access Journals (Sweden)

    Frances Scholtz

    2015-08-01

    Full Text Available Orientation: Logo-leadership development challenges leaders to move beyond financial or individual gain to accepting leadership as a calling. Research purpose: The objective of the study was to ascertain whether an intervention embedded in the life and teachings of logo-therapist Viktor Frankl affects the way aspiring leaders construct leadership in terms of meaning (logo-leadership. Motivation for the study: A consideration of Frankl’s life gives rise to the question of whether aspiring leaders can learn from and use his life teachings as an inspiration in the discovery of meaning for themselves as leaders. Research approach, design and method: Participants comprised 20 students registered for an MCom degree at a South African metropolitan university. The research process involved three phases: (1 a pre-intervention questionnaire, (2 an appreciative inquiry intervention and (3 a post-intervention questionnaire. Framework analysis and a comparative method were used to analyse the data. Main findings: A meaning-centred leadership development intervention may impact the leadership role orientation of aspiring leaders, changing it from a predominantly career orientation to a calling. However, this effect largely occurred on an explicit (extrinsic level. Managerial implications: Organisations that wish to develop logo-leadership may consider using the life teachings and work of Frankl as a development tool. Contribution/value-add: This study contributes theoretically to a relatively new development within the field of Frankl’s logotherapy, leadership with meaning (logo-leadership. On apractical level, this study introduced the concept of logo-leadership for leadership development and suggests that leadership may be influenced by exposure to a leadership intervention.

  11. Analysing leadership traits in establishing effective leadership at Eskom

    Directory of Open Access Journals (Sweden)

    J. Lekganyane

    2006-12-01

    Full Text Available Purpose: Leadership is one of the crucial modern topics in the field of management. A leadership trait is one of the three components to be considered in establishing leadership success. The other two components not assessed in this research are ideal leadership behaviour and situational factors. Managers must act as leaders as they have a critical role to play to ensure effective change. This paper explores the leadership traits relevant to middle managers acting as leaders at Eskom. Design/Methodology/Approach: A theoretical analysis of literature in the field of leadership is conducted with a further focus on leadership traits. Quantitative research is done within Eskom by means of an e-mail survey to a random sample of employees on middle management level. Areas of possible improvement and leadership traits excellence are identified. Recommendations are made regarding leadership traits. Findings: The broad leadership trait categories tested include: intelligence; flexibility; sensitivity to others; stability; dominance; high energy; integrity (honesty and ethics; and finally locus of control. The most dominant traits based on the perception of the respondents are that they possess integrity, intelligence, high energy and the ability to act as leaders. Leadership traits that require great attention and are not as dominant are sensitivity to others, flexibility and to some extent stability. Implications: Managers must have the leadership ability and trait to influence employees in order to communicate, direct, negotiate and motivate with success. Teamwork and a relationship of trust are required in the modern and changing organisation in order to be successful in achieving organisational goals. Originality / Value: South Africa as well as Southern Africa could face an energy crisis in the near future. As Eskom is currently facing growing demand for services and is experiencing limitations to provide this continuous increase in demand, managers

  12. Worldwide open access: UK leadership?

    Directory of Open Access Journals (Sweden)

    Stevan Harnad

    2013-03-01

    Full Text Available The web is destined to become humankind's cognitive commons, where digital knowledge is jointly created and freely shared. The UK has been a leader in the global movement toward open access (OA to research but recently its leadership has been derailed by the joint influence of the publishing industry lobby from without and well-intentioned but premature and unhelpful over-reaching from within the OA movement itself. The result has been the extremely counterproductive ‘Finch Report’ followed by a new draft of the Research Councils UK (RCUK OA mandate, downgrading the role of cost-free OA self-archiving of research publications (‘green OA’ in favor of paying subscription publishers over and above subscriptions, out of scarce research funds, in exchange for making single articles OA (‘hybrid gold OA’. The motivation of the new policy is to reform publication and to gain certain re-use rights (CC-BY, but the likely effect would be researcher resistance, very little OA and a waste of research funds. There is still time to fix the RCUK mandate and restore the UK's leadership by taking a few very specific steps to clarify and strengthen the green component by adding a mechanism for monitoring and verifying compliance, with consequences for non-compliance, along lines also being adopted in the EC and the US.

  13. The Where-How of Leadership Emergence (WHOLE) Landscape: Charting Emergent Collective Leadership

    OpenAIRE

    Johnson, Norman; Watkins, Jennifer H

    2008-01-01

    Leadership resources are constantly adapting to the challenge of the dynamic and complex systems in which they must function. To understand the changing leadership types and to better guide the development of new leadership resources, we propose a two-dimensional leadership landscape that provides a perspective into past leadership resources and identifies new frontiers of leadership. In the Where-How of Leadership Emergence (WHOLE) Landscape, one dimension is where leadership occurs – rangi...

  14. Distributed leadership agency and innovative behaviour

    DEFF Research Database (Denmark)

    Ottsen, Christina L.; Jønsson, Thomas Faurholt; Kähler, Helena Grøn

    Distributed leadership agency (DLA) is a specific form of employee agency, in which employees participate actively in undertaking leadership tasks in different domains. The present study assumes a distributed leadership paradigm that focuses on employees as potential leadership agents per se. We ...... propose that this approach to leadership may provide a substantial understanding of employees’ engagement in innovation at work.......Distributed leadership agency (DLA) is a specific form of employee agency, in which employees participate actively in undertaking leadership tasks in different domains. The present study assumes a distributed leadership paradigm that focuses on employees as potential leadership agents per se. We...

  15. A Video Analysis of Intra- and Interprofessional Leadership Behaviors Within "The Burns Suite": Identifying Key Leadership Models.

    Science.gov (United States)

    Sadideen, Hazim; Weldon, Sharon-Marie; Saadeddin, Munir; Loon, Mark; Kneebone, Roger

    2016-01-01

    Leadership is particularly important in complex highly interprofessional health care contexts involving a number of staff, some from the same specialty (intraprofessional), and others from different specialties (interprofessional). The authors recently published the concept of "The Burns Suite" (TBS) as a novel simulation tool to deliver interprofessional and teamwork training. It is unclear which leadership behaviors are the most important in an interprofessional burns resuscitation scenario, and whether they can be modeled on to current leadership theory. The purpose of this study was to perform a comprehensive video analysis of leadership behaviors within TBS. A total of 3 burns resuscitation simulations within TBS were recorded. The video analysis was grounded-theory inspired. Using predefined criteria, actions/interactions deemed as leadership behaviors were identified. Using an inductive iterative process, 8 main leadership behaviors were identified. Cohen's κ coefficient was used to measure inter-rater agreement and calculated as κ = 0.7 (substantial agreement). Each video was watched 4 times, focusing on 1 of the 4 team members per viewing (senior surgeon, senior nurse, trainee surgeon, and trainee nurse). The frequency and types of leadership behavior of each of the 4 team members were recorded. Statistical significance to assess any differences was assessed using analysis of variance, whereby a p Leadership behaviors were triangulated with verbal cues and actions from the videos. All 3 scenarios were successfully completed. The mean scenario length was 22 minutes. A total of 362 leadership behaviors were recorded from the 12 participants. The most evident leadership behaviors of all team members were adhering to guidelines (which effectively equates to following Advanced Trauma and Life Support/Emergency Management of Severe Burns resuscitation guidelines and hence "maintaining standards"), followed by making decisions. Although in terms of total

  16. Promoting Transformational Leadership Through Air Force Culture

    Science.gov (United States)

    2013-03-01

    transformational leadership styles . Transformational leaders lead through social exchange, help followers grow, and empower their organization by aligning goals...Transformational leadership will truly allow the USAF to do more with less, as it improves productivity. This paper examines leadership styles and...analyzing and evaluating the effectiveness of various leadership styles , the transformational leadership theory is quickly becoming a choice approach.10

  17. Using Aha! Moments to Understand Leadership Theory

    Science.gov (United States)

    Moore, Lori L.; Lewis, Lauren J.

    2012-01-01

    As Huber (2002) noted, striving to understand how leadership is taught and learned is both a challenge and an opportunity facing leadership educators. This article describes the "Leadership Aha! Moment" assignment used in a leadership theory course to help students recognize the intersection of leadership theories and their daily lives while…

  18. Leadership Pedagogy: Putting Theory to Practice

    Science.gov (United States)

    Rosch, David M.; Anthony, Michael D.

    2012-01-01

    Building leadership capacity in college students is both an art and a science. Knowledge of college student development and specifically college leadership development, as well as research in leadership theory and practices, can help college leadership educators become more effective. International Leadership Association (ILA) Guiding Questions…

  19. Leadership: Why Gender and Culture Matter

    Science.gov (United States)

    Ayman, Roya; Korabik, Karen

    2010-01-01

    For decades, understanding of leadership has been largely based on the results of studies carried out on White men in the United States. We review major theories and models of leadership as they pertain to either gender or culture. We focus on 3 approaches to leadership: trait (including leadership categorization or implicit leadership theory),…

  20. Women and Leadership: A Developmental Paradox?

    Science.gov (United States)

    Levitt, Dana Heller

    2010-01-01

    In this article, the author explores the nature of leadership from a gendered perspective, specifically addressing leadership challenges for women. Leadership challenges, gender stereotypes, and definitions of leadership are discussed. Recommendations for professional redefinition of leadership within the counseling profession and strategies for…

  1. The art, history, and geoscience of hindustan whetstone gravestones in Indiana

    Science.gov (United States)

    Kvale, E.P.; Powell, R.L.; McNerney, M.J.

    2000-01-01

    Cemeteries can be intriguing places to people, in part because of a fascination with death but also because of the quiet solitude and artistic beauty found there. Many grave monuments are really works of art and can be appreciated on that basis alone. Cemeteries can also serve as teaching laboratories for geologists. Monument types, carving styles, ornamentation, and durability are all related, to some extent, to the type of rock used. The older the monument dates the more variability one can see in the character of the stones. Pioneer cemeteries in southern Indiana, some of which date back to the early 1800s, can be used to teach concepts in mineralogy, depositional environments, and paleoastronomy. This can be very useful to someone teaching some of the basic concepts of geology.

  2. Leadership in Academic Health Centers: Transactional and Transformational Leadership.

    Science.gov (United States)

    Smith, Patrick O

    2015-12-01

    Leadership is a crucial component to the success of academic health science centers (AHCs) within the shifting U.S. healthcare environment. Leadership talent acquisition and development within AHCs is immature and approaches to leadership and its evolution will be inevitable to refine operations to accomplish the critical missions of clinical service delivery, the medical education continuum, and innovations toward discovery. To reach higher organizational outcomes in AHCs requires a reflection on what leadership approaches are in place and how they can better support these missions. Transactional leadership approaches are traditionally used in AHCs and this commentary suggests that movement toward a transformational approach is a performance improvement opportunity for AHC leaders. This commentary describes the transactional and transformational approaches, how they complement each other, and how to access the transformational approach. Drawing on behavioral sciences, suggestions are made on how a transactional leader can change her cognitions to align with the four dimensions of the transformational leadership approach.

  3. Leadership and adolescent girls: a qualitative study of leadership development.

    Science.gov (United States)

    Hoyt, Michael A; Kennedy, Cara L

    2008-12-01

    This research investigated youth leadership experiences of adolescent girls who participated in a comprehensive feminist-based leadership program. This qualitative study utilized a grounded theory approach to understand changes that occurred in 10 female adolescent participants. The words of the participants revealed that initially they viewed leadership in traditional terms and were hesitant to identify themselves as leaders or to see themselves included within their concepts of leadership. Following the program their view of leadership expanded and diversified in a manner that allowed for inclusion of themselves within it. They spoke with greater strength and confidence and felt better positioned and inspired to act as leaders. Participants identified having examples of women leaders, adopting multiple concepts of leadership, and participating in an environment of mutual respect and trust as factors that contributed to their expanded conceptualization.

  4. Servant leadership and affective commitment in the Chinese public sector: the mediating role of perceived organizational support.

    Science.gov (United States)

    Zhou, Yingying; Miao, Qing

    2014-10-01

    This study examined a possible mediating mechanism between servant leadership and the affective commitment in Chinese employees. Servant leadership, perceived organizational support, and affective commitment was assessed among 239 full-time employees in the Chinese public sector in three rounds of surveys. Servant leadership influenced affective commitment through perceived organizational support. The effect of servant leadership exists in Chinese culture as well as Western cultures.

  5. Effects of RN Age and Experience on Transformational Leadership Practices.

    Science.gov (United States)

    Herman, Susan; Gish, Mary; Rosenblum, Ruth; Herman, Michael

    2017-06-01

    This study reported the evolution of transformational leadership (TL) practices and behaviors across years of age, management experience, and professional nursing practice within a professional nursing leadership organization. Recent studies of CNO TL found valuations peak near age 60 years. This study reported on a wider range of management positions, correlating years of RN practice and management experience and age to TL metrics. This study used Kouzes and Posner's Leadership Practices Inventory-Self-Assessment (LPI-S) to survey a nursing leadership organization, the Association of California Nurse Leaders (ACNL). Anonymous responses were analyzed to identify leadership trends in age and years of professional service. On average, LPI-S metrics of leadership skills advance through years of management, RN experience, and age. The TL scores are statistically higher in most LPI-S categories for those with more than 30 years of RN or management experience. Decade-averaged LPI-S TL metrics in the ACNL survey evolve linearly throughout age before peaking in the decade from age 60 to 69 years. A similar evolution of TL metrics is seen in decades of either years of management experience or years of RN experience. Transformational leadership increased with nursing maturity particularly for LPI-S categories of "inspire a shared vision," "challenge the process," and "enable others to act." In the ACNL population studied, decade-averaged leadership metrics advanced. Leadership evolution with age in the broader RN population peaked in age bracket 60 to 69 years. The LPI-S averages declined when older than 70 years, coinciding with a shift from full-time work toward retirement and part-time employment.

  6. Commentary: Recommendations and remaining questions for health care leadership training programs.

    Science.gov (United States)

    Stoller, James K

    2013-01-01

    Effective leadership is critical for optimizing cost, access, and quality in health care. Creating a pipeline of effective health care leaders requires developing leadership competencies that differ from the usual criteria of clinical and scientific excellence by which physicians have traditionally been promoted to leadership positions. Specific competencies that differentiate effective leaders from average leaders, especially emotional intelligence and its component abilities, are essential for effective leadership.Adopting a long-standing practice from successful corporations, some health care institutions, medical societies, and business schools now offer leadership programs that address these differentiating leadership competencies. The author draws on experience with such programs through the Cleveland Clinic Academy to provide recommendations for health care leadership training and to identify unanswered questions about such programs.The author recommends that such training should be broadly available to all health care leadership communities (i.e., nurses, administrators, and physicians). A progressive curriculum, starting with foundational concepts and extending to coaching and feedback opportunities through experiential learning, recognizes the challenge of becoming an effective leader and the long time line needed to do so. Linking leadership courses to continuing medical education and to graduate credit opportunities is appealing to participants. Other recommendations focus on the importance of current leaders' involvement in nominating emerging leaders for participation, embedding leadership development discussions in faculty's professional reviews, and blending discussion of frameworks and theory with practical, experiential lessons. The author identifies questions about the benefits of formal health care leadership training that remain to be answered.

  7. The Responsive Leadership Intervention: Improving leadership and individualized care in long-term care.

    Science.gov (United States)

    Caspar, Sienna; Le, Anne; McGilton, Katherine S

    The Responsive Leadership Intervention (RLI) is a multi-faceted intervention. We evaluated the influence of the RLI on i) responsive leadership practices by team leaders; ii) health care aides' (HCAs) self-determination; iii) HCAs' perceived ability to provide individualized care. A quasi-experimental repeated measures non-equivalent control group design was used to assess participant outcomes in four long-term care facilities (two control, two intervention) across four time periods. Change from baseline to 1-month post-intervention was greater in the intervention group than control group for Individualized Care (IC) (p = 0.001), but not for Self Determination (p = 0.26). Perceived levels of responsive leadership was greater following the intervention among participants with baseline measures that were less than the median (p = 0.007), but not if greater. At 3-months post-intervention, the intervention group retained 32% of the difference from control in IC, and 49% of the difference from control in responsive leadership; at 6-months post-intervention, 35% and 28%, respectively. The RLI is a feasible method for improving responsive leadership practices and individualized care. Copyright © 2017 Elsevier Inc. All rights reserved.

  8. [Ir]responsible leadership: addressing management and leadership curricula biases

    OpenAIRE

    Martins, Lola-Peach; De Four-Babb, Joyanne; Lazzarin, Maria de Lourdes; Pawlik, Joanna

    2016-01-01

    Irresponsible leadership (IL) research vis-a-vis curricular development in management education receives a modicum of attention, particularly in comparison to responsible leadership (RL). At best, IL is embedded in topics such as leadership and management development, corporate social responsibility (CSR) or business ethics. \\ud \\ud The report problematizes IL embeddedness and examines irresponsible leader behaviors and practices, particularly through the lens of multinational corporations (M...

  9. Combining a leadership course and multi-source feedback has no effect on leadership skills of leaders in postgraduate medical education. An intervention study with a control group

    Directory of Open Access Journals (Sweden)

    Scherpbier Albert

    2009-12-01

    Full Text Available Abstract Background Leadership courses and multi-source feedback are widely used developmental tools for leaders in health care. On this background we aimed to study the additional effect of a leadership course following a multi-source feedback procedure compared to multi-source feedback alone especially regarding development of leadership skills over time. Methods Study participants were consultants responsible for postgraduate medical education at clinical departments. Study design: pre-post measures with an intervention and control group. The intervention was participation in a seven-day leadership course. Scores of multi-source feedback from the consultants responsible for education and respondents (heads of department, consultants and doctors in specialist training were collected before and one year after the intervention and analysed using Mann-Whitney's U-test and Multivariate analysis of variances. Results There were no differences in multi-source feedback scores at one year follow up compared to baseline measurements, either in the intervention or in the control group (p = 0.149. Conclusion The study indicates that a leadership course following a MSF procedure compared to MSF alone does not improve leadership skills of consultants responsible for education in clinical departments. Developing leadership skills takes time and the time frame of one year might have been too short to show improvement in leadership skills of consultants responsible for education. Further studies are needed to investigate if other combination of initiatives to develop leadership might have more impact in the clinical setting.

  10. Combining a leadership course and multi-source feedback has no effect on leadership skills of leaders in postgraduate medical education. An intervention study with a control group.

    Science.gov (United States)

    Malling, Bente; Mortensen, Lene; Bonderup, Thomas; Scherpbier, Albert; Ringsted, Charlotte

    2009-12-10

    Leadership courses and multi-source feedback are widely used developmental tools for leaders in health care. On this background we aimed to study the additional effect of a leadership course following a multi-source feedback procedure compared to multi-source feedback alone especially regarding development of leadership skills over time. Study participants were consultants responsible for postgraduate medical education at clinical departments. pre-post measures with an intervention and control group. The intervention was participation in a seven-day leadership course. Scores of multi-source feedback from the consultants responsible for education and respondents (heads of department, consultants and doctors in specialist training) were collected before and one year after the intervention and analysed using Mann-Whitney's U-test and Multivariate analysis of variances. There were no differences in multi-source feedback scores at one year follow up compared to baseline measurements, either in the intervention or in the control group (p = 0.149). The study indicates that a leadership course following a MSF procedure compared to MSF alone does not improve leadership skills of consultants responsible for education in clinical departments. Developing leadership skills takes time and the time frame of one year might have been too short to show improvement in leadership skills of consultants responsible for education. Further studies are needed to investigate if other combination of initiatives to develop leadership might have more impact in the clinical setting.

  11. Transformational Leadership Type in Public and Private Organizations

    Directory of Open Access Journals (Sweden)

    Mihaela Rus

    2012-05-01

    Full Text Available The issue concerning leadership is a very complex one, that is why taking into the account theplurity of styles already existent many times it was asked the questions: „What type of leadership isnecessary?”. By asking this question, we are thinking of a person responsible with organizing or coordinatingwork or the ones hired to do this, to think of what people want, to solve the management problems in group.This study is intended as a comparison of the two types of leadership (transformational vs. transactional interms of employee performance in public and private organizations. To measure performance and chose twoindicators: satisfaction and productivity. This study falls into the category of research studies the type ofdriving through subordinates with both theoretical and practical implications. The efficiency of this type ofleadership has been demonstrated by studies especially in the political and military and very few studies havebeen made in industrial .Type of transformational leadership is better than transactional perceived astransformational leaders are closer to the needs of employees and continuously investigate these necessities.This paper presents a practical validity as advising managers to develop a transformational type of leadership,both public and private organizations, leads to better performance. Also open new avenues of research,among which we can mention: study the impact of organizational culture on the adoption of transformationaltype vs transactional type; decision-making mechanisms in the type of transformational leadership; initiatetraining programs to develop a transformational type of leadership.

  12. Investigating and profiling the leadership behaviours of Jordanian nursing leaders.

    Science.gov (United States)

    Mrayyan, Majd; Khasawneh, Israa

    Leadership' is a social process in which a member or members of a group influence the interpretation of events, choice of goals/outcomes, organization of work activities, motivation, abilities, power relations, and shared orientations. This study identifies leadership behaviours of Jordanian nursing leaders. A descriptive comparative design was used to collect data from four governmental and three private hospitals. Data were collected during April 2005. The total number of recruited nursing leaders was 140 with a 70% response rate. T-tests and chi-squares were performed to compare the phenomenon of interest. The mean reported leadership behaviours were slightly higher in private hospitals than those in governmental hospitals. However, more than half of the time, leaders in both types of hospitals used supportive leadership behaviours. There were significant differences between governmental and private hospitals in most demographics of the sample. Based on types of hospitals and gender, differences in leadership behaviours were advantageous for nursing leaders in private hospitals, while differences based on units and wards were advantageous for nursing leaders in governmental hospitals. In general, Jordanian nursing leaders used supportive leadership behaviours. Differences in leadership behaviours have implications for nursing practice, research, and education.

  13. Functional results-oriented healthcare leadership: a novel leadership model.

    Science.gov (United States)

    Al-Touby, Salem Said

    2012-03-01

    This article modifies the traditional functional leadership model to accommodate contemporary needs in healthcare leadership based on two findings. First, the article argues that it is important that the ideal healthcare leadership emphasizes the outcomes of the patient care more than processes and structures used to deliver such care; and secondly, that the leadership must strive to attain effectiveness of their care provision and not merely targeting the attractive option of efficient operations. Based on these premises, the paper reviews the traditional Functional Leadership Model and the three elements that define the type of leadership an organization has namely, the tasks, the individuals, and the team. The article argues that concentrating on any one of these elements is not ideal and proposes adding a new element to the model to construct a novel Functional Result-Oriented healthcare leadership model. The recommended Functional-Results Oriented leadership model embosses the results element on top of the other three elements so that every effort on healthcare leadership is directed towards attaining excellent patient outcomes.

  14. Leadership in school nursing.

    Science.gov (United States)

    Harshberger, Lorri A; Katrancha, Elizabeth D

    2009-03-01

    Whether you are new to school nursing or have been practicing for years, you must be aware that the title of school nurse puts you in a position of leadership. You lead students, faculty and staff in your school; you lead the community in which you live and work. You guide people toward health. They request information when faced with a health crisis. You take control in emergencies. School nurses are at the forefront of developing school health policies and procedures. Do you have the qualities of a leader? "The 21 Indispensable Qualities of a Leader" (Maxwell, 1999) expounds the characteristics of a good leader. This book helps the school nurse in the quest toward leadership. The following is a discussion of the main points of this book and their application to school nursing.

  15. Developing nurses' transformational leadership skills.

    Science.gov (United States)

    Fischer, Shelly Ann

    2017-08-16

    Healthcare is a complex area with significant potential for service improvement despite the effects of increasing economic and social pressures on the quality and safety of patient care. As the largest group of healthcare professionals in direct contact with patients, nurses are well positioned to contribute to improvements in healthcare services and to the development of new policies. To influence healthcare improvements and policies effectively, nurses require leadership skills. Historically, it was thought that only nurses in management roles required leadership skills; however, the ability to influence change is a requirement at all levels of clinical practice. Transformational leadership competencies provide nurses with the skills to contribute to improvements in the quality and safety of patient care, while enhancing their career satisfaction. This article examines how nurses can apply transformational leadership to their practice. It also informs nurses how to conduct an initial self-assessment of their leadership skills and to formulate a transformational leadership development plan.

  16. Managerial Leadership - A Theoretical Approach

    Directory of Open Access Journals (Sweden)

    Felicia Cornelia MACARIE

    2007-06-01

    Full Text Available The paper endeavors to offer an overview of the major theories on leadership and the way in which it influences the management of contemporary organizations. Numerous scholars highlight that there are numerous overlaps between the concepts of management and leadership. This is the reason why the first section of the paper focuses on providing an extensive overview of the literature regarding the meaning of the two aforementioned concepts. The second section addresses more in depth the concept of leadership and managerial leadership and focuses on the ideal profile of the leader. The last section of the paper critically discusses various types of leadership and more specifically modern approaches to the concept and practices of leadership.

  17. Science Teacher Leadership: Learning from a Three-Year Leadership Program

    Science.gov (United States)

    Luft, Julie A.; Dubois, Shannon L.; Kaufmann, Janey; Plank, Larry

    2016-01-01

    Teachers are professional learners and leaders. They seek to understand how their students learn, and they participate in programs that provide new instructional skills, curricular materials, and ways to become involved in their community. This study follows a science teacher leadership program over a three-year period of time. There were…

  18. An Entrepreneurial Approach to Educational Leadership: A Comparative Analysis of Educational and Corporate Leadership Skills

    Science.gov (United States)

    Nettles, Larry

    2013-01-01

    John Maxwell once wrote, "True leadership cannot be awarded, appointed, or assigned. It comes only from influence, and that cannot be mandated. It must be earned. The only thing a title can buy is a little time-either to increase your level of influence with others or to undermine it." There is a plethora of theories and models available…

  19. Theorizing Women's Political Leadership: Cross-National Comparison

    OpenAIRE

    Minjeoung Kim

    2014-01-01

    Since women obtained the right to vote in 1893 for the first time in New Zealand, they have tried to participate actively into politics but still the world has a few women in political leadership. The article asks which factors might influence the appearance of women leadership in politics. The article investigates two factors such as political context, personal factors. Countries where economic development is stable and political democracy is consolidated have a tendency of appearance of wom...

  20. Leadership of Cyber Warriors: Enduring Principles and New Directions

    Science.gov (United States)

    2011-07-11

    technologists across networks (right) [6,7]. 4 smallwarsjournal.com song of conducting unethical or illegal activities, particularly as one‟s skills...analysis course. The best leaders will adapt to the characteristics and needs of their people. The cyber warrior is a different animal than the...Subordinates In this section we present leadership principles tailored to leading the cyber warrior. We‟ve included some of the 11 time- tested leadership

  1. Leadership and Human Resource Management in Project Circumstances

    OpenAIRE

    Fadjar, Adnan

    2008-01-01

    Leadership is a very important issue in any organizations. The complexity of a project makes the role of the project manager as the leader even more challenging because he/she has to work in an organization which has relatively short time period and dealing with many people who come from various backgrounds. This paper discusses various theories of leadership and proposes their application in project circumstances. As It is often said that the project management is effective if it can manage ...

  2. PARTICIPATORY MANAGEMENT AND LEADERSHIP

    OpenAIRE

    Mirela PUSCASU; Radu SILAGHI

    2013-01-01

    Participatory management and leadership can enhance an organization's effectiveness and capacity by the fact that the only asset a manager has are the people. If people show loyalty, and are willing to work at full capacity and to make extra efforts, if they trust their leaders and feel safe, then the results and efficiency will be increased. The more one can delegate the decision-making and responsibilities, the more loyalty and trust one will have from the employees.

  3. Learning facilitating leadership

    DEFF Research Database (Denmark)

    Rasmussen, Lauge Baungaard; Hansen, Mette Sanne

    2016-01-01

    This paper explains how engineering students at a Danish university acquired the necessary skills to become emergent facilitators of organisational development. The implications of this approach are discussed and related to relevant viewpoints and findings in the literature. The methodology deplo....... By connecting the literature, the authors’ and engineering students’ reflections on facilitator skills, this paper adds value to existing academic and practical discussions on learning facilitating leadership....

  4. Diversity and Leadership

    Science.gov (United States)

    Chin, Jean Lau; Sanchez-Hucles, Janis

    2007-01-01

    Comments on the six articles contained in the special issue of the American Psychologist (January 2007) devoted to leadership, written by W. Bennis (see record 2006-23492-002); S. J. Zaccaro (see record 2006-23492-003); V. H. Vroom and A. G. Yago (see record 2006-23492-004); B. J. Avolio (see record 2006-23492-005); R. J. Sternberg (see record…

  5. Market Leadership Through Technology

    DEFF Research Database (Denmark)

    Claussen, Jörg; Kretschmer, Tobias; Spengler, Thomas

    .S. market for handheld game consoles, we show that backward compatibility lets incumbents transfer network effects from the old generation to the new to some extent but that it also reduces supply of new software. We examine the tradeoff between technological progress and backward compatibility and find...... that backward compatibility matters less if there is a large technological leap between two generations. We subsequently use our results to assess the role of backward compatibility as a strategy to sustain market leadership....

  6. Leadership and Attachment Theory

    Science.gov (United States)

    Bresnahan, Christopher G.; Mitroff, Ian I.

    2007-01-01

    Comments on the six articles contained in the special issue of the American Psychologist (January 2007) devoted to leadership, written by W. Bennis (see record 2006-23492-002); S. J. Zaccaro (see record 2006-23492-003); V. H. Vroom and A. G. Yago (see record 2006-23492-004); B. J. Avolio (see record 2006-23492-005); R. J. Sternberg (see record…

  7. Leadership and delegation

    OpenAIRE

    Holubová, Kateřina

    2015-01-01

    This bachelor thesis deals with the topic of leadership and delegation, more specifically with the application of theoretical concepts of the delegation to the chosen leaders in a particular company. The purpose of this work was to explore the way of understaning of selected leaders towards delegating and how they use it. The other objective was to compare the process of delegation from different perspective of superiors and subordinates workers. This paper is divided into three main chapters...

  8. Leadership and Creativity

    Directory of Open Access Journals (Sweden)

    Adela Coman

    2014-05-01

    Full Text Available This paper provides a review of old and new research examining contextual factors that can foster or hinder creativity at the individual and organizational level. In particular, we examine the role of leadership and the use of different human resource practices for developing a work context that is supportive of creativity. In the end, we discuss practical implications for managers and highlight some directions and areas for future research.

  9. MILITARY LEADERSHIP DEVELOPMENT: THE FIVE POINT STAR ...

    African Journals Online (AJOL)

    Erasmus

    Frederik Uys, School of Public Leadership, Stellenbosch. University .... (also not included in this article) included classical descriptions of leadership (Plato, ..... manual on the SA Army's leadership, command and management principles to be.

  10. Developing Critical Thinking through Leadership Education

    Science.gov (United States)

    Jenkins, Daniel M.; Andenoro, Anthony C.

    2016-01-01

    This chapter provides the critical leadership logic model as a tool to help educators develop leadership-learning opportunities. This proactive logic model includes curricular and co-curricular educational experiences to ensure critical thinking through leadership education.

  11. Leadership, Leaders, and Leading (Part One).

    Science.gov (United States)

    Dean, Peter J.

    2002-01-01

    Presents an historical overview of the leadership literature. Highlights include "great man" theories; studies of leaders' traits; studies of leaders' behavioral style; studies of leadership functions; and studies of the situational aspects of leadership. (LRW)

  12. Impact of conference attendance on librarians' leadership ...

    African Journals Online (AJOL)

    ... attendance to leadership developments hows approximately 0.370.m Conference attendance was highly recommended as a means of enhancing leadership development of academic librarians. Keywords: Experiential learning, self efficacy, attitude, Conference, Impact, Leadership, Teamwork, development, brainstorm, ...

  13. LEADERSHIP IN RURAL CONGREGATIONS AND COMMUNITIES ...

    African Journals Online (AJOL)

    unemployment. Congregations in rural communities and their leadership cannot ..... for all leadership styles, definitions and preferences, namely leadership influences the ... Irrespective of whether a leader prefers an autocratic, bureaucratic ...

  14. Professional and organisational socialisation during leadership ...

    African Journals Online (AJOL)

    Leadership studies on principal succession show that new principals are required to address numerous .... cipal?”; “How do you describe your leadership style?”; “What ..... Democracy in schools: are educators ready for teacher leadership?

  15. Advancing Democratic Leadership through Critical Theory.

    Science.gov (United States)

    Lees, Kimberly A.

    1995-01-01

    Examines how the concepts advanced by critical theorists exemplify democratic leadership. The concept of democratic leadership is explored as a moral imperative of human issues, and the implications of leadership behavior that emulate the principles of democracy are discussed. (SLD)

  16. Authentic Leadership: Application to Women Leaders

    Directory of Open Access Journals (Sweden)

    Margaret M. Hopkins

    2015-07-01

    Full Text Available This article provides an overview and critique of authentic leadership, with particular arguments given to support the premise that authentic leadership is a gendered representation of leadership.

  17. Leadership and Total Quality Management

    Science.gov (United States)

    1992-04-15

    leadership and management skills yields increased productivity. This paper will focus on the skills required of senior level leaders (leaders at the...publication until it has been cleared by the appropriate mii..-, service or government agency. Leadership and Total Quality Management An Individual Study...llty Codes fAvti1 and/or DltISpecial Abstract AUTHOR: Harry D. Gatanas, LTC, USA TITLE: Leadership and Total Quality Management FORMAT- Individual

  18. Leadership in the control room

    International Nuclear Information System (INIS)

    McDougall, S.J.

    2006-01-01

    This paper discusses the importance of leadership within the control rooms at nuclear power facilities. the leadership capability of control room staff has a significant influence over the improvement of human performance and the development of an 'event free' culture within the business. The development of leadership competency in the control room must be an important part of any nuclear power utility business improvement plan. (author)

  19. Leadership Training for Our Leaders

    International Nuclear Information System (INIS)

    Sowagi, J.

    2016-01-01

    Full text: Leadership development is key to business success. Organizations that invest in leadership development programmes realize improved business results and respond rapidly to changing conditions. This session will examine how the CANDU Owners Group members have engaged in Leadership training development programmes and what impact it has made on the individual, the team and the organization. The focus of these programmes are to build lasting organizational changes through individual growth, effective communication, motivational coaching and team building. (author

  20. Transformational leadership in nursing practice

    OpenAIRE

    Doody, Owen; Doody, Catriona M.

    2012-01-01

    peer-reviewed Traditionally, nurses have been over-managed and led inadequately, yet today they face unprecedented challenges and opportunities. Organisations constantly face changes that require an increasingly adaptive and flexible leadership. This type of adaptive leadership is referred to as ???transformational???; under it, environments of shared responsibilities that influence new ways of knowing are created. Transformational leadership motivates followers by appealing to higher i...

  1. Leadership in the control room

    Energy Technology Data Exchange (ETDEWEB)

    McDougall, S.J. [Bruce Power, Bruce B Operations Div., Tiverton, Ontario (Canada)

    2006-07-01

    This paper discusses the importance of leadership within the control rooms at nuclear power facilities. the leadership capability of control room staff has a significant influence over the improvement of human performance and the development of an 'event free' culture within the business. The development of leadership competency in the control room must be an important part of any nuclear power utility business improvement plan. (author)

  2. Black and White Women's Leadership

    OpenAIRE

    Showunmi, Victoria; Atewologun, Doyin

    2013-01-01

    This paper contributes to literature on ethnic identity and experiences in the workplace leadership and identity by examining how race, gender and class may confer disadvantage or bestow privilege in accessing leadership positions and enacting the role of leader. We interviewed 130 white and BME women leaders in public and private sector organisations in the UK to gather their reflections on how they defined leadership, how their identities as leaders had developed and their experiences of en...

  3. STUDENTS’ POTENTIAL FOR AUTHENTIC LEADERSHIP

    OpenAIRE

    Djurdja Solesa-Grijak; Dragan Solesa; Nedjo Kojic

    2015-01-01

    To know yourself and to act accordingly has been seen as a moral imperative throughout history. The aim of this research was to determine potential of students for authentic leadership and relation between their authentic personality and potential for authentic leadership. The sample consisted of students (N=133) from Serbia (male – 59% and female – 41%). The average age of students was M=21.9. Instruments used were Authenticity Scale (Wood et al., 2008) and Authentic Leadership Self-Assessme...

  4. Leadership in Higher Education

    Directory of Open Access Journals (Sweden)

    Drugus D.

    2014-12-01

    Full Text Available “The conduct” of an academic institution has suffered a permanent change under external pressure and criticism for its failure to adapt to current social and economic requirements. The degradation of quality in the Romanian education system is a current affairs subject. Successive and rather incoherent reforms suggest the lack of a long-term vision, as well as that of a political consensus on the role and place of education within the Romanian economy and society. The reference points identified as a result of the needs analysis and the student opinion polls have indicated the necessity to focus the academic teaching and learning activities on the student, on their level of development, using active-participative strategies, using a specific academic group management and applying various evaluation techniques focused on the student’s performance and his acquired competences. All of these elements signal, at the level of institutional strategic decisions, a direction towards the improvement of professional development of the teaching staff, one concentrated on education quality and performance. The modern school of leadership is based on applied methods, the delegation of responsibilities, regulation of centralized-decentralized relations, research and creativity development and the reinforcement of psychological and social aspects. Unlike management, considered to be a formal and institutionalized type of leadership, leadership is perceived as a process carried out at an informal group level, while the leader as a boss is someone who leads this group.

  5. Blue ocean leadership.

    Science.gov (United States)

    Kim, W Chan; Mauborgne, Renée

    2014-05-01

    Ten years ago, two INSEAD professors broke ground by introducing "blue ocean strategy," a new model for discovering uncontested markets that are ripe for growth. In this article, they apply their concepts and tools to what is perhaps the greatest challenge of leadership: closing the gulf between the potential and the realized talent and energy of employees. Research indicates that this gulf is vast: According to Gallup, 70% of workers are disengaged from their jobs. If companies could find a way to convert them into engaged employees, the results could be transformative. The trouble is, managers lack a clear understanding of what changes they could make to bring out the best in everyone. Here, Kim and Mauborgne offer a solution to that problem: a systematic approach to uncovering, at each level of the organization, which leadership acts and activities will inspire employees to give their all, and a process for getting managers throughout the company to start doing them. Blue ocean leadership works because the managers' "customers"-that is, the people managers oversee and report to-are involved in identifying what's effective and what isn't. Moreover, the approach doesn't require leaders to alter who they are, just to undertake a different set of tasks. And that kind of change is much easier to implement and track than changes to values and mind-sets.

  6. Leadership training in health care action teams: a systematic review.

    Science.gov (United States)

    Rosenman, Elizabeth D; Shandro, Jamie R; Ilgen, Jonathan S; Harper, Amy L; Fernandez, Rosemarie

    2014-09-01

    To identify and describe the design, implementation, and evidence of effectiveness of leadership training interventions for health care action (HCA) teams, defined as interdisciplinary teams whose members coordinate their actions in time-pressured, unstable situations. The authors conducted a systematic search of the PubMed/MEDLINE, CINAHL, ERIC, EMBASE, PsycINFO, and Web of Science databases, key journals, and review articles published through March 2012. They identified peer-reviewed English-language articles describing leadership training interventions targeting HCA teams, at all levels of training and across all health care professions. Reviewers, working in duplicate, abstracted training characteristics and outcome data. Methodological quality was evaluated using the Medical Education Research Study Quality Instrument (MERSQI). Of the 52 included studies, 5 (10%) focused primarily on leadership training, whereas the remainder included leadership training as part of a larger teamwork curriculum. Few studies reported using a team leadership model (2; 4%) or a theoretical framework (9; 17%) to support their curricular design. Only 15 studies (29%) specified the leadership behaviors targeted by training. Forty-five studies (87%) reported an assessment component; of those, 31 (69%) provided objective outcome measures including assessment of knowledge or skills (21; 47%), behavior change (8; 18%), and patient- or system-level metrics (8; 18%). The mean MERSQI score was 11.4 (SD 2.9). Leadership training targeting HCA teams has become more prevalent. Determining best practices in leadership training is confounded by variability in leadership definitions, absence of supporting frameworks, and a paucity of robust assessments.

  7. Innovation Leadership in Danish SMEs

    DEFF Research Database (Denmark)

    Abdullah, Maizura Ailin; Lindgren, Peter

    2008-01-01

    to reflect upon today's developments in innovation.  For this, we propose SMEs to "lead" innovation, i.e. innovation leadership, in order to succeed in today's volatile business environment.  Innovation leadership is a strategic way of thinking and practice innovation that is applicable to all organizations......, but especially in SMEs. This is because SMEs are flexible, lightly-structured and thus can adapt to the requirements of the innovation leadership model. Unfortunately SMEs also lack multiple resources that are needed in order to lead innovation. This paper discusses the potential of innovation leadership in SMEs...

  8. Moral Leadership A Business Imperative

    OpenAIRE

    Goh, Alex Shaw Peng

    2003-01-01

    The above Enron-centric quotations serve to set the stage for the spirit of this research. While care should be accorded to ensure that one does not generalize on the current leadership situation from this one high profile case of business failure, it is fair to note that the level of trust on current business leadership is being questioned and that business schools are beginning to focus on the softer aspects of the business leadership program. Moral leadership in business is about doing the...

  9. Leadership Development: A Supervisory Responsibility

    National Research Council Canada - National Science Library

    French, David

    2000-01-01

    .... This is a recurring theme found throughout leadership literature and speeches. The US Air Force clearly establishes subordinate development as a supervisory responsibility in top-level doctrine...

  10. Lean leadership: an ethnographic study.

    Science.gov (United States)

    Aij, Kjeld Harald; Visse, Merel; Widdershoven, Guy A M

    2015-01-01

    The purpose of this study is to provide a critical analysis of contemporary Lean leadership in the context of a healthcare practice. The Lean leadership model supports professionals with a leading role in implementing Lean. This article presents a case study focusing specifically on leadership behaviours and issues that were experienced, observed and reported in a Dutch university medical centre. This ethnographic case study provides auto-ethnographic accounts based on experiences, participant observation, interviews and document analysis. Characteristics of Lean leadership were identified to establish an understanding of how to achieve successful Lean transformation. This study emphasizes the importance for Lean leaders to go to the gemba, to see the situation for one's own self, empower health-care employees and be modest. All of these are critical attributes in defining the Lean leadership mindset. In this case study, Lean leadership is specifically related to healthcare, but certain common leadership characteristics are relevant across all fields. This article shows the value of an auto-ethnographic view on management learning for the analysis of Lean leadership. The knowledge acquired through this research is based on the first author's experiences in fulfilling his role as a health-care leader. This may help the reader examining his/her own role and reflecting on what matters most in the field of Lean leadership.

  11. Competency Based Future Leadership Requirements

    National Research Council Canada - National Science Library

    Horey, Jeffrey

    2004-01-01

    .... A competency framework that is used consistently throughout the force and that focuses on the functions of leadership will help align training, development, and performance management processes...

  12. Understanding leadership in the environmental sciences

    OpenAIRE

    Evans, L.; Hicks, C.; Cohen, P.; Case, P.; Prideaux, M.; Mills, D.

    2015-01-01

    Leadership is often assumed, intuitively, to be an important driver of sustainable development. To understand how leadership is conceptualised and analysed in the environmental sciences and to discover what this research says about leadership outcomes, we conducted a review of environmental leadership research over the last ten years. We find that much of the environmental leadership literature we reviewed focuses on a few key individuals and desirable leadership competencies. It also reports...

  13. Deepening system leadership : teachers leading from below

    OpenAIRE

    Boylan, Mark

    2013-01-01

    The increasing importance of educational collaborations and networks that blur organizational boundaries requires conceptual developments in leadership theory. One approach to both theorizing and promoting such phenomena is through the idea of system leadership. Three different meanings of the term are identified: interschool leadership; a systemic leadership orientation and identity; and leadership of the school system as a whole. Previous descriptions of system leadership, and policy initia...

  14. Thinking about ... leadership. Warts and all.

    Science.gov (United States)

    Kellerman, Barbara

    2004-01-01

    Does using Tyco's funds to purchase a $6,000 shower curtain and a $15,000 dog-shaped umbrella stand make Dennis Kozlowski a bad leader? Is Martha Stewart's career any less instructive because she may have sold some shares on the basis of a tip-off? Is leadership synonymous with moral leadership? Before 1970, the answer from most leadership theorists would certainly have been no. Look at Hitler, Stalin, Pol Pot, Mao Tsetung--great leaders all, but hardly good men. In fact, capricious, murderous, high-handed, corrupt, and evil leaders are effective and commonplace. Machiavelli celebrated them; the U.S. constitution built in safeguards against them. Everywhere, power goes hand in hand with corruption--everywhere, that is, except in the literature of business leadership. To read Tom Peters, Jay Conger, John Kotter, and most of their colleagues, leaders are, as Warren Bennis puts it, individuals who create shared meaning, have a distinctive voice, have the capacity to adapt, and have integrity. According to today's business literature, to be a leader is, by definition, to be benevolent. But leadership is not a moral concept, and it is high time we acknowledge that fact. We have as much to learn from those we would regard as bad examples as we do from the far fewer good examples we're presented with these days. Leaders are like the rest of us: trustworthy and deceitful, cowardly and brave, greedy and generous. To assume that all good leaders are good people is to be willfully blind to the reality of the human condition, and it severely limits our ability to become better leaders. Worse, it may cause senior executives to think that, because they are leaders, they are never deceitful, cowardly, or greedy. That way lies disaster.

  15. Leadership communication in times of crisis

    NARCIS (Netherlands)

    D.A. Stam (Daan)

    2017-01-01

    textabstractWhat happens when your new research yields the opposite of what your previous research had predicted? This happened to Daan Stam, associate professor of innovation management at Rotterdam School of Management, when he and his colleagues expanded their previous research on communication

  16. Healthcare leadership's diversity paradox.

    Science.gov (United States)

    Silver, Reginald

    2017-02-06

    Purpose The purpose of this research study was to obtain healthcare executives' perspectives on diversity in executive healthcare leadership. The study focused on identifying perspectives about diversity and its potential impact on the access of healthcare services by people of color. The study also identified perspectives about factors that influence the attainment of executive healthcare roles by people of color. Design/methodology/approach A convenience sample of healthcare executives was obtained. The executives identified themselves as belonging to one of two subgroups, White healthcare executives or executives of color. Participants were interviewed telephonically in a semi-structured format. The interviews were transcribed and entered into a qualitative software application. The data were codified and important themes were identified. Findings The majority of the study participants perceive that diversity of the executive healthcare leadership team is important. There were differences in perspective among the subgroups as it relates to solutions to improve access to healthcare by people of color. There were also differences in perspective among the subgroups, as it relates to explaining the underrepresentation of people of color in executive healthcare leadership roles. Research limitations/implications This research effort benefited from the subject matter expertise of 24 healthcare executives from two states. Expansion of the number of survey participants and broadening the geographical spread of where participants were located may have yielded more convergence and/or more divergence in perspectives about key topics. Practical implications The findings from this research study serve to add to the existing body of literature on diversity in executive healthcare leadership. The findings expand on the importance of key elements in contemporary literature such as diversity, cultural competency and perspectives about the need for representation of people of

  17. THE EDUCATION LEADERSHIP IN GLOBAL PERSPECTIVE

    Directory of Open Access Journals (Sweden)

    Yuswo Adifatoni

    2016-09-01

    Full Text Available This article looks closely on the deep identification of the global theoretical perspectives in educational leadership and Javanese culture leadership as the main sources of Indonesian leadership models. The discussion focuses on the definition of leadership, various leadership styles, leadership approaches, concept of power, as well as the issue of gender and leadership. At the end of discussion will give understanding on the quality of school principal leadership not only theoretical ideas but also the practical one for the Indonesian school

  18. Leadership and positive human functioning: a triphasic proposal

    OpenAIRE

    Gomes, António Rui

    2014-01-01

    This chapter addresses the topic of leadership by proposing the Triphasic Model of Leadership Efficacy. The model explains leadership efficacy by suggesting that the best results achieved by the leaders result from a congruent hypothesis that congregates a conceptual cycle of leadership (that includes the elements of leadership philosophy, leadership practice, and leadership criteria) and a practical cycle of leadership (that includes the elements of leadership philosophy, leadership in pract...

  19. Leadership for the 1970s. Organizational Leadership Tasks for Army Leadership Training

    Science.gov (United States)

    1977-05-01

    principles theory of learning for the soft skills area, we are not faced with the necessity to list ever task implicit in the leadership / management domain...nine skill components (dimensions) of the leadership role: Communication, Human Relations, Counseling, Super- vision, Technical Expertise, Management ...environment, training and development efforts in the leadership / management field become extremely complicated. It is a most difficult--perhaps fruitless

  20. Naval Leadership: A Study of Views on Leadership Competencies and Methods to Reinforce Leadership Skills

    Science.gov (United States)

    1990-12-01

    stated these problems -- racism , sexism , drug and alcohol abuse -- were a result of the poor leadership ability in Navymiddle management [Ref. 3... The HRM program instituted a formal course of instruction to teach leadership theories . The leadership training of the Human Resource Management...management practices based on the guidelines developed by W. E. Demming [Ref. 14]. The TQL practice involves integrating management and statistical methods to

  1. Transformational Leadership: The Nexus between Faith and Classroom Leadership

    Science.gov (United States)

    White, Bobbie Ann Adair; Pearson, Kerri; Bledsoe, Christie; Hendricks, Randy

    2017-01-01

    Transformational leadership is well documented in organizational and business literature. Classroom and faith-based applications are more recent phenomena. The authors of this mixed-methods study explored professor behaviors and characteristics perceived as transformational in students' faith and focused on transformational leadership in the…

  2. The Leadership Conundrum: Leadership Development Perspectives in Higher Education.

    Science.gov (United States)

    Walker, David A.

    This paper presents the views of three leaders in the field of higher education on various aspects of the role of leadership in today's colleges and universities. Dave Ambler of the University of Kansas notes that the traditional leadership style, which he refers to as the "plastic president," produces leaders who become combinations of…

  3. Holistic School Leadership: Systems Thinking as an Instructional Leadership Enabler

    Science.gov (United States)

    Shaked, Haim; Schechter, Chen

    2016-01-01

    As instructional leadership involves attempts to understand and improve complex systems, this study explored principals' perceptions regarding possible contributions of systems thinking to instructional leadership. Based on a qualitative analysis, systems thinking was perceived by middle and high school principals to contribute to the following…

  4. Analysis of the Relationship between Shared Leadership and Distributed Leadership

    Science.gov (United States)

    Goksoy, Suleyman

    2016-01-01

    Problem Statement: The current study's purpose is: First, to examine the relationship between shared leadership and distributed leadership, which, despite having many similar aspects in theory and practice, are defined as separate concepts. Second, to compare the two approaches and dissipate the theoretical contradictions. In this sense, the main…

  5. Practical Strategies for School Counsellor Leadership: The Leadership Challenge Model

    Science.gov (United States)

    Shillingford, Margaret

    2013-01-01

    It is crucial to the progression of the school counselling profession that counsellors-in-training receive the training, knowledge, and practice in leadership that they need to counter systemic challenges that they may face. Effective leadership practices have been shown in research to be instrumental in promoting program delivery success in the…

  6. Leadership with a Conscience: Educational Leadership as a Moral Science

    Science.gov (United States)

    Palestini, Robert

    2011-01-01

    Leaders and aspiring leaders are constantly searching for role models who are successful in placing leadership theory into effective practice. This book identifies ten such role models whose heroic leadership behavior is analyzed in order to reveal what particular abilities and skills made them successful and how those attributes can be applied to…

  7. Coaching Leadership: Building Educational Leadership Capacity through Partnership. Second Edition

    Science.gov (United States)

    Robertson, Jan

    2016-01-01

    "Coaching Leadership" is about building leadership capacity in individuals, and in institutions, through enhancing professional relationships. It is based on the importance of maximising potential, and harnessing the ongoing commitment and energy needed to meet personal and professional goals. This book is for anyone interested in…

  8. ABOUT EMOTIONAL INTELLIGENCE AND LEADERSHIP

    Directory of Open Access Journals (Sweden)

    RADULESCU Corina Michaela

    2012-12-01

    Full Text Available This article is, because of its topic of study, a part of management and includes details regarding the important role of emotional intelligence in management and leadership. The importance of this problem is related to the fact that, in Romanian management, this concept (being of a psycho-management nature, is poorly understood. Emotional intelligence is still a highly publicized concept in the West, subject to many controversies between recognized experts in various fields: organizational management, leadership, psychology, sociology. The target of the article is to highlight the fact that there are few management or recruitment consulting firms in Romania that support emotional intelligence development programs, and fewer are the organizations that realize the impact it has in running a business. Since 1995, from the first publication of Daniel Goleman's book, "Emotional intelligence", EQ has become one of the most debated concepts in U.S management. The content of the article calls for a new business climate, ensuring professional excellence. We want this to be "a guide" in cultivating emotional intelligence in individuals, groups and organizations, through leadership, trying to validate the scientific aspect. Because we live in a time when future projects depend increasingly more on self-control and on the art with which we know to maintain interpersonal relationships, such guidelines are necessary to prevent future challenges. The contribution of the authors brings to the forefront the debate about management, behavior management, the concept of emotional intelligence and the importance of understanding, knowing its substance, and the manner in which the management process has to be adopted in order to achieve positive results in an organization, as a system. Businessmen with a preemptive mind will encourage and support such an education in business, not only to improve the quality of management in their organization but also for the

  9. Toward an Evolving Conceptualization of Instructional Leadership as Leadership for Learning: Meta-narrative Review of 109 Quantitative Studies across 25 Years

    Science.gov (United States)

    Boyce, Jared; Bowers, Alex J.

    2018-01-01

    Purpose: Instructional leadership has been an active area of educational administration research over the past 30 years. However, there has been significant divergence in how instructional leadership has been conceptualized over time. The purpose of this paper is to present a comprehensive review of 25 years of quantitative instructional…

  10. Temporal and contextual consistency of leadership in homing pigeon flocks.

    Directory of Open Access Journals (Sweden)

    Carlos D Santos

    Full Text Available Organized flight of homing pigeons (Columba livia was previously shown to rely on simple leadership rules between flock mates, yet the stability of this social structuring over time and across different contexts remains unclear. We quantified the repeatability of leadership-based flock structures within a flight and across multiple flights conducted with the same animals. We compared two contexts of flock composition: flocks of birds of the same age and flight experience; and, flocks of birds of different ages and flight experience. All flocks displayed consistent leadership-based structures over time, showing that individuals have stable roles in the navigational decisions of the flock. However, flocks of balanced age and flight experience exhibited reduced leadership stability, indicating that these factors promote flock structuring. Our study empirically demonstrates that leadership and followership are consistent behaviours in homing pigeon flocks, but such consistency is affected by the heterogeneity of individual flight experiences and/or age. Similar evidence from other species suggests leadership as an important mechanism for coordinated motion in small groups of animals with strong social bonds.

  11. Engaging dental professionals in NHS leadership - the challenges, the opportunities and the risks.

    Science.gov (United States)

    Ford, J

    2014-09-01

    Leadership training in dentistry and the wider NHS is often overlooked or seen as an unnecessary distraction from front line duties. Dentists themselves are often reluctant to adopt formal leadership learning due to the way work is structured and rewarded. So, what is it like for a dentist to undertake leadership training and how can the gap be bridged between the need for highly trained leaders in dentistry and the reticence of front line professionals to take time away from practice?

  12. VIRTUAL LEADERSHIP AT DISTANCE EDUCATION TEAMS

    Directory of Open Access Journals (Sweden)

    Meltem KUSCU

    2016-07-01

    Full Text Available Globalization being one of the most popular terms of recent years is considered as a factor changing the operation styles of the companies. Companies and universities opened up to the world with the globalization and as a result of it, they had the opportunity of being a world brand. Now, some companies have affiliated companies in almost every country. Well, if we think about time and place difference how do these companies lead the affiliated companies in various locations of the world? This question resulted in the new leadership approach, virtual leadership. The process of distance learning beginning with newspaper advertisement appears as virtual learning now. A number of companies and universities provide distance learning classes and in-service training in virtual platform via Internet. These trainings provided independently from time and space are conducted in a country and worldwide sometimes. If we consider individuals in different time and environments as virtual teams, dealing with these virtual teams is the duty of virtual leader. The purpose of this study is to examine virtual leadership perception of distance learning teams. Three trivets are in question for distance learning teams. The first one is the academicians lecturing the second one is the students and the third one is coordinator and technical support team. Perceptions of virtual leader of the said three groups were examined individually in this study.

  13. [Situational leadership in nursing in a health institution in Bucaramanga, Colombia].

    Science.gov (United States)

    Torres-Contreras, Claudia Consuelo

    2013-01-01

    In nursing, it is crucial to know the leadership style required in each situation to act as a leader. The clinical nurse must have an effective leadership style that suits the situations presented during the performance of their functions, in order to achieve the objectives in the care of the patient and family. To describe the situational leadership styles present in nurses in hospital departments, including intensive care, according to the theory of Hersey and Blanchard and to determine the relationship between leadership styles and occupational variables. A cross-sectional descriptive study was conducted on a sample population of 107nurses working in clinical areas of hospital and intensive care in two health institutions. The Dr. Herman Bachenheimer situational leadership tool was applied to nursing staff. The nurses at the hospital area (61) and intensive care (46) have mainly a guide-leadership style (35.4%), followed by a participative style (33.9%) and manager-style (27.9%). Delegation leadership style (2.8%) was not present in clinical nurses. There is no significant relationship between leadership styles and the time working in the institution. A statistically significant relationship was found between leadership styles and length of management experience in the clinical area (P=.011). The predominant leadership style of hospital nurses is to guide, and for intensive care nurses it is participatory. Copyright © 2012 Elsevier España, S.L. All rights reserved.

  14. Transformational leadership in the South African public service after the April 2009 national elections

    Directory of Open Access Journals (Sweden)

    Manasseh M. Mokgolo

    2012-04-01

    Full Text Available Orientation: The implementation of transformational leadership in public services after national elections has been well recorded in other parts of the world. However, this is not the case in South Africa. Research purpose: The purpose of the study is to determine whether transformational leadership has a beneficial relationship with subordinate leadership acceptance, job performance and job satisfaction. Motivation for the study: Leadership is a critical issue that the public sector needs to address in order to survive and succeed in today’s unstable environment. According to Groenewald and Ashfield (2008, transformational leadership could reduce the effects of uncertainty and change that comes with new leaders and help employees to achieve their objectives. Research design, approach and method: The sample comprised 1050 full-time employees in the public sector based in head offices. The measuring instruments included the Multifactor Leadership Questionnaire (MLQ, the Leadership Acceptance Scale (LAS, the Job Satisfaction Survey (JSS and the Job Performance Survey (JPS. Main findings: Transformational leadership had a positive correlation with subordinate leadership acceptance, performance and job satisfaction. Practical/managerial implications: Managers can train public sector leaders to be transformational leaders because of the adverse effect lack of transformation can have on employees’ attitudes in areas like satisfaction, performance and commitment. Contribution/value-add: This study makes an important contribution to our understanding of transformational leadership processes and to how the public service can improve its practices in order to render quality service to South Africans.

  15. Fast-tracking authentic leadership development by means of a programme

    Directory of Open Access Journals (Sweden)

    Tineke Wulffers

    2016-09-01

    Full Text Available Orientation: While there is considerable literature on the definition and impact of authentic leadership (AL, there is a research gap regarding the effectiveness of AL programmes. Research purpose: The focus of this article is on the proximal programme effect of an AL development programme on executive leaders within a period of 3 months. Motivation for the study: AL has been identified not only as the root construct of positive forms of leadership but also equates to the highest level of leadership effectiveness. Leadership authenticity can take a life time to develop, and organisations need positive and ethical leadership now. An appropriate AL programme could considerably shorten the development period of a such leadership Research design, approach and method: A longitudinal qualitative programme evaluation approach was used. The participants comprised a primary group of a 10-member executive leadership team who were the AL programme participants and their respective secondary (senior, peer and subordinate participants who provided pre- and post-programme data on the leadership authenticity of the primary participants. Main findings: The outline of the AL programme is presented with an indication of how it adhered to specific guidelines offered for development of such programmes. Findings indicate that the programme had a proximal effect of increasing AL; starting with the development of personal followed by interpersonal and professional leadership. Practical/managerial implications: An appropriate and effective AL programme could thus considerably shorten the development period of such leadership.

  16. INTELLIGENCE AND LEADERSHIP IN EDUCATION

    Directory of Open Access Journals (Sweden)

    Paul Marinescu

    2011-01-01

    Full Text Available The paper suggests that the following types of intelligence: emotional, social andappreciative, combined with a qualitative leadership, can contribute to increasing theorganizational performance. In the case study, we highlight the way in which intelligenceand leadership become catalysts in both curricular and extracurricular activities at theFaculty of Business Administration from the University of Bucharest.

  17. Instructional Leadership Practices in Singapore

    Science.gov (United States)

    Ng, Foo Seong David; Nguyen, Thanh Dong; Wong, Koon Siak Benjamin; Choy, Kim Weng William

    2015-01-01

    This paper presents a review of the literature on principal instructional leadership in Singapore. The authors investigated the dimensions of instructional leadership in the practices of Singapore principals and highlighted the strategies these leaders adopt to enact their instructional roles. Singapore principals were found to play an active role…

  18. Leadership Online: Expanding the Horizon

    Science.gov (United States)

    Phelps, Kirstin

    2012-01-01

    With an increase of online teaching, social media, and use of classroom technology by both location-bound and distance students, how do educators teach and learn leadership through online tools? The International Leadership Association (ILA, 2009) guidelines, specifically the overarching questions for teaching and learning, provide direction in…

  19. Leadership That Settled the Frontier

    Science.gov (United States)

    Boyd, Barry L.

    2014-01-01

    This idea brief explores the leadership lessons displayed by the characters of Louis L'Amour's western novels. Western fiction can be a powerful tool to engage students and demonstrate many leadership theories and models. This brief examines how L'Amour's characters can be used to illustrate Kouzes and Posner's Five Practices of Exemplary Leaders.…

  20. Appreciative Leadership: Supporting Education Innovation

    Science.gov (United States)

    Orr, Tracy; Cleveland-Innes, Marti

    2015-01-01

    Appreciative Leadership is unique among leadership theories both past and present. This uniqueness includes its strength-based practice, search for the positive in people and organizations, and the role this plays in organizational innovation and transformation. What follows is a summary of Appreciative Inquiry and the five main principles on…

  1. Ambidextrous leadership and team innovation

    NARCIS (Netherlands)

    Zacher, Hannes; Rosing, Kathrin

    2015-01-01

    Purpose - The purpose of this paper is to report the first empirical test of the recently proposed ambidexterity theory of leadership for innovation (Rosing et al., 2011). This theory proposes that the interaction between two complementary leadership behaviors - opening and closing - predicts team

  2. Leadership in a Democratic School

    Science.gov (United States)

    McCormick, Paul R.

    2017-01-01

    The purpose of this study is to examine the experiences of a democratic school leader and understand how his conception of leadership is congruent or incongruent with notions of democracy and democratic leadership. This small, participant-observer case study follows a democratic school leader and his staff for a year and examines those challenges…

  3. Evolutionary Game Theory and Leadership

    Science.gov (United States)

    Guastello, Stephen J.

    2009-01-01

    Comments on the article Leadership, followership, and evolution: Some lessons from the past by Van Vugt, Hogan, and Kaiser. This article offers a fresh perspective on leaders, followers, and their possible origins in nonhuman and primitive human behavior patterns. The connections between group coordination, leadership, and game theory have some…

  4. Conceptual perspectives on school leadership

    NARCIS (Netherlands)

    Krüger, Meta; Scheerens, Jaap; Scheerens, J

    2012-01-01

    Leadership has become a concept of increasing importance in the education literature. Stacks of books and articles have been written about leadership—about how to define the concept, what it should comprise and what effects it has. Despite the many researchers and the many definitions of leadership

  5. Lean leadership: an ethnographic study

    NARCIS (Netherlands)

    Aij, K.H.; Visse, M.A.; Widdershoven, G.A.M.

    2015-01-01

    Purpose – The purpose of this study is to provide a critical analysis of contemporary Lean leadership in the context of a healthcare practice. The Lean leadership model supports professionals with a leading rolein implementing Lean.This article presents a case study focusing specifcally on

  6. Teacher Leadership: Federal Policy Recommendations

    Science.gov (United States)

    Gran, Jackie; Young, Margaret; Broin, Alexandra

    2015-01-01

    This policy brief was developed specifically for federal policymakers, and builds upon the policy recommendations included in "Leading from Every Seat: Empowering Principals to Cultivate Teacher Leadership for School Improvement." The recommendations in this report include the following: (1) Uncover New Leadership Ideas and Seed…

  7. Advancing leadership capacity in nursing.

    Science.gov (United States)

    Scott, Elaine S; Miles, Jane

    2013-01-01

    To address the potential shortage of nurse leaders, the profession must evaluate current strategies in both education and practice. While many new graduates dream of becoming a nurse practitioner or nurse anesthetist, few transition into practice with the goal of becoming a nurse leader. To increase the number of nurses capable of leadership, the profession must address 2 critical issues. First, effort must be made to augment faculty and students' conceptualization of nursing such that leadership is seen as a dimension of practice for all nurses, not just those in formal leadership roles. In so doing, leadership identity development would be seen as a part of becoming an expert nurse. Second, a comprehensive conceptual framework for lifelong leadership development of nurses needs to be designed. This framework should allow for baseline leadership capacity building in all nurses and advanced leadership development for those in formal administrative and advanced practice roles. The knowledge and skill requirements for quality improvement and patient safety have been explored and recommendations made for Quality and Safety Education for Nurses, but parallel work needs to be done to outline educational content, objectives, and effective pedagogy for advancing leadership development in nursing students at all levels.

  8. AUTHENTIC LEADERSHIP IN EDUCATIONAL INSTITUTIONS

    Directory of Open Access Journals (Sweden)

    Nebojsa Pavlovic

    2015-06-01

    Full Text Available This work investigates authentic leadership models in the organizational culture of a school. The aim of this quantitative research is to define the factors of authentic leadership in educational institutions in order to provide answers to the questions related to the existence of specific authentic leadership in a school. The sample included 227 randomly selected directors of secondary and primary schools in the former Yugoslav republics: Serbia, Montenegro, and the Republic Srpska. The research included the use of an ALQ questionnaire for the estimation of leadership behavior. The components of authentic leadership are defined using factor analysis and other statistics techniques. The findings developed in this research indicated the fact that directors in educational institutions have a specific authentic leadership style. We suggest the concept of authentic leadership based on the four following factors: Communication-conformist, self-consciousness, self-discovery, and self-concept. Supporting these factors provides the directors with the possibility of obtaining a high level of authentic leadership.

  9. THE LEADERSHIP WITHIN PUBLIC ORGANIZATIONS

    Directory of Open Access Journals (Sweden)

    BENTE CRISTIAN

    2010-09-01

    Full Text Available The main purpose of this article is to demonstrate the important role played by leadership in the managementof public organizations. Organizational culture can help to the clarification of many phenomena that appearin the organizations, can operate as brake or incentive for organizational effectiveness and the leadership playthe main role in the creation and the development of organizational culture.

  10. Authority, Power and Distributed Leadership

    Science.gov (United States)

    Woods, Philip A.

    2016-01-01

    A much greater understanding is needed of power in the practice of distributed leadership. This article explores how the concept of social authority might be helpful in achieving this. It suggests that the practice of distributed leadership is characterized by multiple authorities which are constructed in the interactions between people. Rather…

  11. Enhancing Leadership Skills in Volunteers

    Science.gov (United States)

    Lockett, Landry L.; Boyd, Barry

    2012-01-01

    This article describes how professionals leading volunteers can purposefully work toward developing the "leadership identity" of individual volunteers. These concepts and the application of them are presented in the context of Cooperative Extension volunteer groups. Specific methods of developing the leadership identity and capacity of individual…

  12. Home Grown Female Leadership Models

    Science.gov (United States)

    Mahmood, Abaida

    2015-01-01

    Leadership is less about our needs, and more about the needs of the people around us and the organization we are leading. Leadership styles are not something to be tried on like so many suits, to see which fits. Rather, they should be adapted to the particular demands of the situation, the particular requirements of the people involved and the…

  13. Leadership in a Humane Organization

    Science.gov (United States)

    Dimitrov, Danielle

    2015-01-01

    Purpose: The purpose of this paper is to explore the way leadership influences an organization to become humane through its features and behaviors; as well as the organizational circumstances in which humane leadership can be nurtured. The first empirical case study, in the fields of Human Resource Development (HRD) and hospitality management, to…

  14. Toxic Leadership in Educational Organizations

    Science.gov (United States)

    Green, James E.

    2014-01-01

    While research on the traits and skills of effective leaders is plentiful, only recently has the phenomenon of toxic leadership begun to be investigated. This research report focuses on toxic leadership in educational organizations--its prevalence, as well as the characteristics and early indicators. Using mixed methods, the study found four…

  15. Leadership Training for Cultural Diversity.

    Science.gov (United States)

    Smith, Searetha

    1996-01-01

    Addresses leadership in a diverse society, especially in schools and the workplace, and examines one school administrator's success at getting a resistant faculty and principal to incorporate multicultural education into the school environment and curriculum. A 10-day multicultural leadership training program is described. (GR)

  16. Corporatised Leadership in English Schools

    Science.gov (United States)

    Courtney, Steven J.

    2015-01-01

    Corporatised leadership in schools in England is being promoted through new actors and new types of school, these latter with corporate structures, values, regulatory freedoms and contractual arrangements with staff. Corporatised leadership is characterised "inter alia" by the promotion of the interests of business through the…

  17. International Women's Leadership Conference Proceedings.

    Science.gov (United States)

    Journal of Dental Education, 1999

    1999-01-01

    Presents proceedings of the American Association of Dental Schools' International Women's Leadership Conference. Addresses, panel presentations, and general-sessions topics included leadership training and promotion for women in dental education, women's health issues and research, the glass ceiling, infrastructures for research and training,…

  18. The leadership journey.

    Science.gov (United States)

    Schaeffer, Leonard D

    2002-10-01

    It isn't always easy to change leadership hats or to alter the way you assess a business problem. Under pressure, most executives fall back on the management style or approach that worked in the last crisis they faced. But old approaches rarely work in new and demanding situations. Just ask Leonard Schaeffer, chairman and CEO of WellPoint Health Networks, one of the country's largest and most successful managed-care companies. In this account, he describes how he consciously adopted three very different styles of leadership at critical points during his 30-year career, depending on the business challenges at hand. Schaeffer headed up the U.S. Health Care Finance Administration during the Carter years--and led the charge toward more efficient work practices at that agency. Then he transformed Blue Cross of California from a floundering bureaucracy losing close to $1 million each day into a strong public company, WellPoint. The dire circumstances at Blue Cross had dictated that Schaeffer initially be an autocratic leader, which he considers the managerial equivalent of being an emergency room surgeon--forced to do whatever it takes to save a patient's life. But as the company rebounded, the CEO shed that "any decision is better than no decision" style. He has become a participative, hands-off leader-setting strategies and goals from above but letting WellPoint's line managers and executives figure out how best to achieve those goals. Most recently, Schaeffer has turned into a reformer--a leader who works with one foot outside the company to spur changes in health care and society. There are pitfalls in switching leadership styles, Schaeffer admits, but this flexibility is necessary for realizing corporate- and personal-success.

  19. Leadership and Safety Culture: Leadership for Safety

    International Nuclear Information System (INIS)

    Fischer, E.

    2016-01-01

    Following the challenge to operate Nuclear Power Plants towards operational excellence, a highly skilled and motivated organization is needed. Therefore, leadership is a valuable success factor. On the other hand a well-engineered safety orientated design of NPP’s is necessary. Once built, an NPP constantly requires maintenance, ageing management and lifetime modifications. E.ON tries to keep the nuclear units as close as possible to the state of the art of science and technology. Not at least a requirement followed by our German regulation. As a consequence of this we are continuously challenged to improve our units and the working processes using national and international operational experiences too. A lot of modifications are driven by our self and by regulators. That why these institutions — authorities and independent examiners—contribute significantly to the safety success. Not that it is easy all the day. The relationship between the regulatory body, examiners and the utilities should be challenging but also cooperative and trustful within a permanent dialog. To reach the common goal of highest standards regarding nuclear safety all parties have to secure a living safety culture. Without this attitude there is a higher risk that safety relevant aspects may stay undetected and room for improvement is not used. Nuclear operators should always be sensitized and follow each single deviation. Leaders in an NPP-organization are challenged to create a safety-, working-, and performance culture based on clear common values and behaviours, repeated and lived along all of our days to create a least a strong identity in the staffs mind to the value of safety, common culture and overall performance. (author)

  20. Leadership and Organizational Culture

    Institute of Scientific and Technical Information of China (English)

    宋丽娜

    2015-01-01

    This essay attempts to explore the relationship between leaders, organizational culture, and national culture. Leaders cre⁃ate“climate of the organization”with six mechanisms. Furthermore, leaders style of management is considerably influenced by their national culture based on Hofstede’s organizational culture theory. Varieties of examples and cases are analyzed to illustrate that leadership beliefs and practices have direct relationship with organizational culture and shape their individualistic communica⁃tion styles and goals that influence to a significant degree in establishing shared values, beliefs and practices among employees within an organization.