WorldWideScience

Sample records for strong innovative leadership

  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. 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...

  3. The impact of leadership styles on innovations

    DEFF Research Database (Denmark)

    Kesting, Peter; Ulhøi, John Parm; Song, Jiwen Lynda

    2015-01-01

    This paper reviews the insights that research offers on the impact of different leadership styles on innovation management. To do so, we develop a framework structuring existing insights into four generic dimensions: people, means, effects, and goals. Based on this framework, we review studies on......: directive and participative leadership, interactive leadership, charismatic leadership, transformational leadership, transactional & instrumental leadership, strategic & CEO leadership, and shared & distributed leadership. We find strong indications that different innovation stages and types raise different...... demands on leadership. Against this background, transformational leadership is not the only style to lead innovations, but different leadership styles fit differently well with different innovation types and stages. However, the specification of this fit is still very incomplete and the answer...

  4. 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...... to handle shorter and faster product life cycles. Continuously changing customer needs are pushing companies' competence of continuous innovation to a maximum - but still this seems not to be enough to stay competitive on the global market and reach the goals of growth. This article therefore suggests...... 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...

  5. 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...

  6. 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...

  7. The impact of leadership styles on innovation management

    Directory of Open Access Journals (Sweden)

    Łukowski Wojciech

    2017-06-01

    Full Text Available The article reviews research on the impact of different leadership styles on innovation management by setting out the organisational framework of the findings to date in four generic dimensions: people, measures, effects, and objectives. Using this framework, an overview has been provided of studies on directive and participative leadership, interactive leadership, charismatic leadership, transformational leadership, transactional and instrumental leadership, strategic and executive leadership, as well as shared and distributed leadership. There are strong signals that different stages and types of innovation raise different leadership requirements. Against this background, transformational leadership is not the only innovation management style and various leadership styles have their own, distinct ways of contributing to different types and stages of innovation. However, the determination of this allocation is still very incomplete and the answer to the question of how innovations should be managed remains unclear. The article also describes research needs and their practical implications.

  8. 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.

  9. Innovational Leadership in School Management

    OpenAIRE

    Mahmut Sagir

    2017-01-01

    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...

  10. Innovation Leadership in Danish SMEs

    DEFF Research Database (Denmark)

    Abdullah, Maizura Ailin; Lindgren, Peter

    2008-01-01

    The survivability of small- and medium-sized enterprises (SMEs) has been debated heavily for past decades.   Several growth theories have been introduced and have been doing well in guiding SMEs towards achieving their goals, until now. Globalization has rendered these theories moot, as they lack...... 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...

  11. 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…

  12. 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

  13. Teacher leadership and educational innovation

    Directory of Open Access Journals (Sweden)

    Frost David

    2010-01-01

    Full Text Available This national conference was arranged by the Ministry of Education to support the drive to modernize the education system as a whole. This paper is based on David Frost’s presentation which explored the links between a transformative view of education, the nature of innovation and the need to develop teacher leadership. It is argued that, in transformative education, learning centres on the cultivation of capacities and dispositions. These are exemplified and illustrated. Key concepts such as agency, meta-learning, self-regulation and their link to citizenship are explained. The distinction is drawn between implementation and innovation as a process which is both long and arduous. It is argued that such a process of innovation demands learning at all levels (students, teachers, the school, the system, but teacher leadership is where the most potential lies. Stories of teacher leadership are used to illustrate what can be achieved and claims are made as to the benefits of teacher leadership. It is claimed that teacher leadership can mobilise teachers’ capacity for leading change, improve quality in the system and build professional knowledge that teachers trust. The paper concludes by outlining the theory of teacher leadership promoted by the International Teacher Leadership project.

  14. The Impact of Entrepreneurial Leadership on Nurses' Innovation Behavior.

    Science.gov (United States)

    Bagheri, Afsaneh; Akbari, Morteza

    2018-01-01

    The purpose of this study was to examine the influence of entrepreneurial leadership on nurses' innovation work behavior and its dimensions. This cross-sectional study employed the 10-item Innovation Work Behavior Questionnaire and the 8-item Entrepreneurial Leadership Questionnaire to explore the impact of entrepreneurial leadership on the innovation work behavior of 273 nurses from public and private hospitals in Iran. Entrepreneurial leadership had a significant positive impact on nurses' innovation work behavior and most strongly improved idea exploration, followed by idea generation, idea implementation, and idea championing. Entrepreneurial leadership was effective in enhancing nurses' innovation work behavior. More attention needs to be focused on developing entrepreneurial leadership competencies and on developing nurse leaders. Healthcare policies and strategies are needed to facilitate the implementation of entrepreneurial leadership by providing healthcare leaders with the appropriate environment. © 2017 Sigma Theta Tau International.

  15. 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....

  16. Successful Innovations in Educational Leadership Preparation

    Science.gov (United States)

    Gordon, Stephen P.; Oliver, John; Solis, Rachel

    2016-01-01

    The purpose of this study was to identify and describe successful innovations in educational leadership preparation programs. Professors of educational leadership from across the nation nominated innovations of 12 programs. Based on review of descriptions of the innovations provided by nominees, further documentation on the innovations was…

  17. Innovative leadership: generating ideas.

    Science.gov (United States)

    Hodge, R H; Linney, B J

    1999-01-01

    One of the most challenging functions a physician executive performs is being an innovator--coming up with new ideas to keep ahead of the pack and to solve problems that need fresh solutions. Robert Hodge, MD, CPE, FACPE, and Barbara Linney interviewed Roger Schenke, Executive Vice President of the American College of Physician Executives, and gleaned seven pointers that you might consider to help generate a flow of new ideas or when you get "stuck." They are: (1) read voraciously and link unlike things together; (2) talk to people whose circle is bigger than yours; (3) stop thinking about the problem and focus on something else; (4) care enough to keep wrestling with a problem and not give up; (5) stay open to new ideas even if they are uncomfortable; (6) be willing to risk and take chances; and (7) find a place to carry out the ideas.

  18. Leadership in innovation: life beyond the hospital.

    Science.gov (United States)

    McDonagh, Kathryn J

    2009-01-01

    This article describes leadership in innovation opportunities for executive nurse leaders seeking a change from the traditional hospital setting. Concepts of disruptive innovation underlie the challenges in today's healthcare field. Recommendations for nurse leaders include developing a versatile portfolio of experience, establishing collegial partnerships, creating cultures of innovation, and being passionate about innovation to inspire others to a more creative approach to work. Many opportunities are available in healthcare for leaders committed to innovation.

  19. Assessing public leadership styles for innovation

    DEFF Research Database (Denmark)

    Ricard, Lykke Margot; Klijn, Erik Hans; Lewis, Jenny M.

    2017-01-01

    This article explores which leadership qualities public managers regard as important for public innovation. It is based on a survey of 365 senior public managers in Copenhagen, Rotterdam and Barcelona. Five perspectives on leadership were identified and tested using a number of items. Some...

  20. INNOVATION LEADERSHIP AS A KEY SKILL IN BUSINESS

    OpenAIRE

    Teodora Lazarova

    2014-01-01

    Innovation leadership is a key concept in modern business world. It consists of different leadership styles which are useful to influence people to be more creative, productive and to work better in teams. Innovation leadership can be properly used to support organization vision and mission. The leaders need innovation leadership for themselves as they are managing in unpredictable and uncertain circumstances. The current paper underlies the importance of innovation leadership and innovative ...

  1. Leadership in the Innovative Organization

    Directory of Open Access Journals (Sweden)

    Loveridge Ray

    2014-11-01

    Full Text Available In the context of the increasing globalisation of value chains the management of both manufacturing and service firms find themselves faced by contradictory pressures to reduce costs whilst at the same time engaging with customers and suppliers in product improvement and innovation. For advocates of lean production methods the answer is often to be found in a check-list approach to rationalising the present modes of value creation within any organization. Much can be gained by combining such approaches with modes of continuous improvement or kaizen. As Nonaka and Takeuchi (1995 have brilliantly illustrated, the most successful of Japanese firms have achieved their ability to adapt and to innovate through the uses of internal and external appropriation of tacit knowledge. For these authors this implied not only a 'bottom-up' structure of formal organization but also a means of listening and translating experiential knowledge into codifiable product and process designs. In the Japanese context this was seen as being brought about by the day-to-day integration of group decision making into operational management as well as the use of special project teams. The application of the methods has proved much more problematic for Western managers, although Japanese transplants have been relatively successful in the same Western context. In this paper I suggest that leadership styles and the formal organization of knowledge creation have to be seen as being congruent both in their aims and in the manner in which they are operationalised. Managers have also to begin by recognising the basis for the psychological contract held with outside customers, suppliers and other organizational members. Quality, especially in service fields, is often in the eye of the beholder!

  2. Conceptualising strategic innovation leadership for competitive survival and excellence

    DEFF Research Database (Denmark)

    Abdullah, Maizura Ailin; Lindgren, Peter

    2008-01-01

    )Network innovation leadership (upstream)Product innovation leadership (downstream)Customer innovation leadership (downstream) Our discussion chiefly concerns the challenges of innovation leadership while introducing our proposed framework. In the final manuscript, we will include practical suggestions on how...... the innovation process. Until recently, the literature has not dealt with the strategic (and combined) use of innovation and leadership in order for companies to be leaders in the industry- What we term as innovation leadership. The significance of innovation is widely acknowledged in a range of organizations......, societies and in global competition. Thus, it is important for companies to develop the ability to lead innovation and to understand what leadership of innovation is all about. Innovation is an ongoing, never-ending concept and process. Though literature exists on managing innovation, innovation management...

  3. Leadership and innovation in nursing seen through a historical lens.

    Science.gov (United States)

    Harris, Ruth; Bennett, Janette; Ross, Fiona

    2014-07-01

    To explore nurses' archived accounts of Matron Muriel Powell's management and leadership style and the impact of this on the implementation and sustainability of innovation in the workplace. In popular discourse, the matron has become an emblem of leadership. Although the title disappeared in the UK in the late 1960s as part of the re-organization recommended by the Salmon Report, it re-appeared in 2002 in an attempt to improve care standards by reasserting a strong nursing presence and clinical leadership role. Secondary data analysis using qualitative thematic analysis. This paper draws on interview data held in the 'Nurses Voices' archive. The interview transcripts of 132 nurses who trained or worked at St George's hospital in 1920-1980 were analysed in depth between March 2011-January 2012 and themes were generated inductively by grouping together emergent codes in the data with similar meaning. Looking back, the nurses recalled strong memories of the leadership of Matron Powell. Her presence emerged as a significant influence throughout the interviews. Two resonant themes were identified: innovation and open communication. Through her visibility and direct access with patients and staff, Dame Muriel Powell showed what we would now call transformative leadership qualities. Her leadership created a culture of open communication and innovation that initiated change in the organization and the nursing workforce. Looking back and learning from historical figures can deepen understanding and provide pointers for the nurse leaders of today. © 2013 John Wiley & Sons Ltd.

  4. The impact of leadership styles on innovation management

    OpenAIRE

    Łukowski Wojciech

    2017-01-01

    The article reviews research on the impact of different leadership styles on innovation management by setting out the organisational framework of the findings to date in four generic dimensions: people, measures, effects, and objectives. Using this framework, an overview has been provided of studies on directive and participative leadership, interactive leadership, charismatic leadership, transformational leadership, transactional and instrumental leadership, strategic and executive leadershi...

  5. Effectiveness of innovation leadership styles: a manager's influence on ecological innovation in construction projects

    OpenAIRE

    Bossink, B.A.G.

    2004-01-01

    This article presents four basic innovation leadership styles: charismatic, instrumental, strategic and interactive innovation leadership. The leadership styles and their characteristics relate to process and product innovations in construction projects. A theoretical framework - which synthesizes these relations enables explorative research into the effects of leadership on organizational innovativeness. Four case studies, observing the same manager in four comparable projects, explore the e...

  6. Emerging Researcher Awards encourages innovation and leadership

    International Development Research Centre (IDRC) Digital Library (Canada)

    2011-05-10

    EcoHealth Student: Emerging Researcher Awards encourages innovation and leadership. May 10, 2011. Ecosystems and Human Health. Addressing critical population health and environment issues through an ecohealth approach is a common vision shared by four individuals from vastly different parts of the world.

  7. Leadership, organisational citizenship and innovative work ...

    African Journals Online (AJOL)

    Although organisational citizenship behaviour (OCB) and innovative work behaviour (IWB) have attracted considerable attention in recent years, empirical studies on how leadership relates to each construct within the same research design in non-western environments are limited. Based on a sample of 100 participants in ...

  8. Distributed leadership agency and innovative behaviour:Motivational mediation in the relationship between distributed leadership and employee innovation

    OpenAIRE

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

    2017-01-01

    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.

  9. Exploring leadership styles for innovation: an exploratory factor analysis

    Directory of Open Access Journals (Sweden)

    Wipulanusat Warit

    2017-03-01

    Full Text Available Leadership plays a vital role in building the process, structures, and climate for an organisation to become innovative and to motivate team expectations toward innovations. This study explores the leadership styles that engineers regard as significant for innovation in the public sector. Exploratory factor analysis (EFA was conducted to identify the principal leadership styles influencing innovation in the Australian Public Service (APS, using survey data extracted from the 2014 APS employee census comprising 3 125 engineering professionals in Commonwealth of Australia departments. EFA returned a two-factor structure explaining 77.6% of the variance of the leadership for innovation construct. In this study, the results from the EFA provided a clear estimation of the factor structure of the measures for leadership for innovation. From the results, the two factors extracted were transformational leadership and consideration leadership. In transformational leadership, a leader values organisational objectives, inspires subordinates to perform, and motivates followers beyond expected levels of work standards. Consideration leadership refers to the degree to which a leader shows concern and expressions of support for subordinates, takes care of their welfare, treats members as equals, and displays warmth and approachability. These findings highlight the role of leadership as the most critical predictor when considering the degree to which subordinates strive for creativity and innovation. Both transformational and consideration leadership styles are recommended to be incorporated into management training and development programs. This study also recommends that Commonwealth departments recruit supervisors who have both of these leadership styles before implementing innovative projects.

  10. Strong leadership: the case for global connections.

    Science.gov (United States)

    Rosser, Elizabeth A; Scammell, Janet; Bevan, Ann; Hundley, Vanora A

    2017-04-01

    To identify how nurse leaders view and experience the opportunities offered by one of the largest global nursing organisations Sigma Theta Tau International. Worldwide, nursing leadership is challenged with addressing the complex issues impacting on care delivery. International nursing organisations are a means to bring together individuals to promote leadership and scholarship for nursing practice to promote patient safety and quality care. The newly established all-England chapter of Sigma Theta Tau International is a recent addition to the society in terms of nurse leadership in Europe, as such faces challenges as it establishes its identity and seeks to interpret the organisational vision: to advance world health through nursing leadership and scholarship. Moving forward, members views were sought on the goals of the chapter and how they may be enacted. In July 2013, all chapter members at that time had been nominated on the basis of achievement in nurse leadership; all were invited to participate in an online survey. The online questionnaire contained a series of closed and open questions. Most respondents joined because they believed in the vision and networking opportunities Sigma Theta Tau International provides. Three themes were extracted from the data: the value of networking and communication, leadership and the development of culturally sensitive organisations and the need for shared scholarship for nursing practice. Findings indicate the growth of effective leadership at all levels of nursing could be harnessed through successful collaboration and keen support for robust connections between practice and education to promote quality care. Whilst challenging, globalisation presents an opportunity for a nursing society such as Sigma Theta Tau International to work collaboratively to address healthcare issues. A nursing society that explores and resolves its own complex issues by actively promoting leadership and collaborative scholarship reveals a

  11. [Innovation, digital application and nursing leadership].

    Science.gov (United States)

    Lambert, Pascal

    2017-12-01

    The private practice nurse has her own particular holistic vision for helping patients to remain living in their home. With entry to the profession now requiring university level studies, advanced practice is based on the clinical aspect, the reflexive approach and the leadership necessary to initiate innovative projects aimed at improving the quality of the care provided by removing the barriers between the different players for the benefit notably of elderly people. Copyright © 2017 Elsevier Masson SAS. All rights reserved.

  12. Transformational leadership and innovative work behavior among nursing staff.

    Science.gov (United States)

    Masood, Mariam; Afsar, Bilal

    2017-10-01

    The importance of innovation within organizations has been demonstrated on numerous occasions, which has subsequently led to the identification of effective leadership as a potential catalyst. Most of us would acknowledge that effective leadership plays a pivotal role to engender innovativeness among nursing staff. Although research has identified some leadership styles to foster a nurse's innovative work behavior, a comprehensive model explaining the effect of transformational leadership on nurses' innovative work behavior is still unclear. This research built and tested a theoretical model linking transformational leadership and innovative work behavior via several intervening variables. Data were collected from 587 nurses and 164 doctors (nursing supervisors) through structured questionnaires from public sector hospitals in Pakistan. Results of the study indicated that, as anticipated, transformational leadership positively affected psychological empowerment of nurses, which in turn influenced both intrinsic motivation and knowledge sharing behavior. These latter two variables then had a positive influence on innovative work behavior. Empowerment role identity moderated the link between transformational leadership and psychological empowerment, whereas willingness to rely on leader (reliance-based trust) and willingness to share sensitive information with leader (disclosure-based trust) moderated the connection between knowledge sharing behavior and innovative work behavior. These results imply that transformational leadership through psychological empowerment, knowledge sharing, and intrinsic motivation fosters nurse's innovative work behavior. The results also show that the relationship between transformational leadership and innovative work behavior is stronger among nurses who frequently share their knowledge about best practices and mistakes with co-workers. © 2017 John Wiley & Sons Ltd.

  13. What is Climate Leadership: Spotlight on Innovative Partnerships Webinar

    Science.gov (United States)

    Innovative Partnerships category winners from the 2015 Climate Leadership Award recipients discuss their innovative and collaborative initiatives and achievements that allowed them to measure the successes of their greenhouse gas reduction goals.

  14. Leadership in Open and Distributed Innovation

    DEFF Research Database (Denmark)

    Haefliger, Stefan; Poetz, Marion

    in networks of innovators, such as platform businesses (Alexy et al., 2009; Gawer and Cusumano, 2008; Füller et al., 2016). However, one aspect that has so far received little attention, both in research and in business practice is the potentially conflicting role of traditional forms of leadership in open......, at a distance and up close (Jarvenpaa and Majchrzak, 2010; Faraj et al. 2011; Majchrzak and Jarvenpaa, 2015). This is because the fiat principle of hierarchy only sporadically applies to networks, communities or new forms of collaboration among firms such as e.g., incumbent firms collaborating with start......Creating innovation and capturing value from doing so have considerably changed over the last two decades. New technologies – specifically rapid advances in information and communication technologies – and their extensive use, higher labor mobility and new divisions of labor, increased customer...

  15. Understanding public sector innovations: the role of leadership activities for a climate for innovation

    NARCIS (Netherlands)

    Dorsman, S.J.; Tummers, L.G.; Thaens, M.

    2015-01-01

    Innovations are considered to be crucial for the success of public organizations. However, it is not a foregone conclusion that public organizations are innovative. This study is based on the leadership and innovation literature to consider whether team level leadership activities could be

  16. Educational Leadership in Haiti: A Case Study of Innovative and Exemplary Leadership in a Fragile State

    Science.gov (United States)

    Sider, Steve; Jean-Marie, Gaëtane

    2014-01-01

    In this study, we consider three school leaders in Haiti who provide examples of innovative and exemplary leadership practices in the midst of challenging circumstances. Using a framework of innovative (Moolenaar, Daly, & Sleeger, 2010; Rogers, 2003) and exemplary leadership practices (Kouzes & Posner, 2006), we examine three themes that…

  17. The Influence of Primary School Principals´ Leadership Styles on Innovative Practices

    Directory of Open Access Journals (Sweden)

    Petra Heissenberger

    2017-12-01

    Full Text Available This qualitative research explored the relationship between school principals’ leadership styles and their innovative practices in schools. The Multifactor Leadership Questionnaire (MLQ; Avolio & Bass, 1995, was administered to 38 school principals in Lower Austria, who, based on their responses, were then categorized as leaders with stronger or weaker transformational leadership styles. Six of these principals were then interviewed: three with strong transformational leadership styles (Transformational – High and three with weaker transformational leadership styles (Transformational – Low. Interview data were coded qualitatively, and patterns and themes emerged relating to how these two groups viewed innovation in their school. The two groups of leaders were similar in that they both viewed requirements for innovation similarly. Both groups also believed that the results of innovation could lead to an improvement in collegial collaboration and relationship. However, leaders with stronger transformational leadership styles viewed innovation more positively and placed more importance on innovation than participants with their weaker transformational counterparts. Implications for practice are discussed.

  18. Leadership of Collaborative Innovation in the Public Sector

    DEFF Research Database (Denmark)

    Hansen, Jesper Rohr; Griggs, Steven

    2016-01-01

    The organizational phenomenon studied in this chapter is leadership of collaborative innovation. I approach this phenomenon of leadership by exploring the constructionist nature of leadership in a local-government setting. I explain how this perspective on leadership was inspired by a three......-year ethnographic study by means of engaged-scholarship ethnography. In particular, I illustrate the implications of using such an ethnography—namely, identifying uncertainty as the main explanation for leadership construction. The chapter is structured as follows. First I present the organizational phenomenon...... studied and subsequently describe my analytical approach. Next I explain the methodology used and give two empirical examples. Finally I reflect upon how the organizational ethnography deployed has contributed to existing knowledge of collaborative innovation leadership and touch briefly...

  19. Interdisciplinary Entrepreneurial Leadership Education and the Development of Agricultural Innovators

    Science.gov (United States)

    Mars, Matthew M.

    2015-01-01

    This article qualitatively explores the potential of entrepreneurial leadership curricula to encourage interdisciplinary interest in agricultural issues and prompt diverse student engagement in agricultural leadership and innovation. The study focuses specifically on the activities and perspectives of 15 undergraduate students who completed an…

  20. Entrepreneurial leadership practices and school innovativeness ...

    African Journals Online (AJOL)

    Entrepreneurial leadership, as a distinctive type of leadership required for dealing with challenges and crises of current organizational settings, has increasingly been applied to improve school performance. However, there is limited research on the impact of school leaders' entrepreneurial leadership practices on school ...

  1. Impacts of Leadership on Project-Based Organizational Innovation Performance: The Mediator of Knowledge Sharing and Moderator of Social Capital

    Directory of Open Access Journals (Sweden)

    Junwei Zheng

    2017-10-01

    Full Text Available With the increasing importance of leadership in project-based organizations, innovation is essential for the sustainable development of construction projects. Since few studies have explored the relationship between leadership and innovation in construction projects, this study fills this research gap and makes a significant theoretical contribution to the existing body of literature. Based on a knowledge-rated and resource-based view, this study aims to investigate various effects of different types of leadership on innovation performance in a construction project-based organization. Therefore, a theoretical model was constructed to explore the mediation mechanism and boundary condition of different types of leadership to improve innovation. The theoretical model was validated with empirical data covering project managers and engineers from the project-based organization in China via regression analysis and path analysis. The results show that transformational leadership and transactional leadership have some positively significant effects on knowledge sharing and innovation performance. Meanwhile, knowledge sharing partially mediates the relationship between transformational leadership and/or transactional leadership and innovation performance. Additionally, by considering different levels of social capital, transformational leadership is likely to have a strong positive impact on innovation performance through knowledge sharing. Our findings ensure a better understanding of the role of leadership, knowledge management, and social capital in the innovation process of construction projects. Therefore, project managers should promote a higher stimulation of a leadership behavior, encouraging knowledge management, and establishing the social capital, thus improving the innovation performance in the project-based organizations in construction projects.

  2. Leadership and innovation: relations between leadership, individual characteristics and the functioning of R&D teams.

    NARCIS (Netherlands)

    Stoker, Janka; Looise, JC; Fisscher, O.A.M.; De Jong, R.D.

    2001-01-01

    The main focus of this paper is the functioning of R&D teams, the role of the team leader and the characteristics of individual team members. After a brief overview of recent literature on leadership and innovation, some research results are presented from a study of leadership in self-managing

  3. Leadership, organisational citizenship and innovative work ...

    African Journals Online (AJOL)

    Frederick Iraki

    (2000:532), job attitudes, task variables and leadership behaviours had the strongest relationship with. OCBs than other antecedents. Of the many leadership ... Within electronic and telecommunications industry, Jung et al. (2003) ..... Bateman, T. S. & Organ, D. W. (1983) Job satisfaction and good soldier: the relationship.

  4. Neurosurgery resident leadership development: an innovative approach.

    Science.gov (United States)

    Pettit, Jeffrey E; Dahdaleh, Nader S; Albert, Gregory W; Greenlee, Jeremy D

    2011-02-01

    A great deal of time and resources go into the development and training of neurosurgeons. One area that has minimal literature and assessment is leadership development. Under the core competency of interpersonal and communication skills, the Accreditation Council for Graduate Medical Education has indicated that residents are expected to work effectively as a member or leader of a healthcare team. This article reveals how a structured leadership program was developed so that residents are better prepared for the role of chief resident and future leadership roles. Beginning in October 2006, residents attended a series of 1-hour workshops conducted monthly. Topics included leadership style, conflict management, effective feedback, team building, team leadership, motivation, and moving from peer to leader. A retrospective pretest was conducted at the end of the program. Residents reported a significant knowledge gain for the majority of topics. Resident comments indicated a greater awareness of the impact of leading and ways to improve their personal leadership. Quantitatively and qualitatively, residents and faculty reported that the leadership program made a significant impact on the development of future neurosurgical leaders.

  5. How innovation drivers, networking and leadership shape public sector innovation capacity

    DEFF Research Database (Denmark)

    Lewis, Jenny M; Ricard, Lykke Margot; Klijn, Erik Hans

    2017-01-01

    capacity of three European city governments – Barcelona, Copenhagen and Rotterdam – in regard to innovation drivers (structures, processes and contextual factors), external networking (levels of communication outside the municipality) and leadership qualities. Results from an online survey of senior...

  6. Creative Climate: A Leadership Lever for Innovation

    Science.gov (United States)

    Isaksen, Scott G.; Akkermans, Hans J.

    2011-01-01

    The working atmosphere within an organization has an important influence on its level of innovative productivity. Organizational leaders influence innovative productivity as well as the climate for creativity and innovation. This exploratory study included 140 respondents from 103 different organizations, 31 industries, and 10 countries, all of…

  7. Change and Innovation Leadership in an Industrial Digital Environment

    Directory of Open Access Journals (Sweden)

    Steude Dietrich H.

    2017-12-01

    Full Text Available With the high pace of digital innovation processes the risk of digital disruption increases for industrial companies. However, the progress in industrial digitalization accelerates the decision processes and relieves management from routine work. It gives room for creative management challenges like change and innovation processes. Team-oriented methods like Design Thinking are becoming a crucial part of the innovation culture. Industrial leadership must find current ways that are linked to creativity and to a coordinated human interaction. The article ties together the relevant literature and innovative ideas of digital tools, agile methodology and consequences for a flexible organizational structure.

  8. Transformational and transactional leadership and innovative behavior : The moderating role of psychological empowerment

    NARCIS (Netherlands)

    Pieterse, Anne Nederveen; van Knippenberg, Daan; Schippers, Michaela; Stam, Daan

    Innovative behavior is increasingly important for organizations' survival. Transformational leadership, in contrast to transactional leadership, has been argued to be particularly effective in engendering follower innovative behavior. However, empirical evidence for this relationship is scarce and

  9. 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.

  10. The Role of Organizational Learning in Transformational Leadership and Organizational Innovation

    Science.gov (United States)

    Hsiao, Hsi-Chi; Chang, Jen-Chia

    2011-01-01

    Leadership is an important factor affecting organizational innovation. Many studies show that transformational leadership has positive and significant influence on organizational innovation. Based on a literature review and previous work, this study aims to investigate the influence of transformational leadership on organizational innovation and…

  11. Innovation in top management teams : Minority dissent, transformational leadership, and radical innovations

    NARCIS (Netherlands)

    Nijstad, Bernard A.; Berger-Selman, Floor; De Dreu, Carsten K. W.

    2014-01-01

    Research among lower level teams suggests that minority dissent stimulates team innovation. We consider the role of CEO transformational leadership in the dissent-innovation relation and study this in Top Management Teams (TMTs). We propose that transformational leaders create a psychologically safe

  12. Innovation in top management teams: minority dissent, transformational leadership, and radical innovations

    NARCIS (Netherlands)

    Nijstad, B.A.; Berger-Selman, F.; de Dreu, C.K.W.

    2014-01-01

    Research among lower level teams suggests that minority dissent stimulates team innovation. We consider the role of CEO transformational leadership in the dissent-innovation relation and study this in Top Management Teams (TMTs). We propose that transformational leaders create a psychologically safe

  13. Implementation of Innovation to Improving Leadership Skill of TVET Student

    Science.gov (United States)

    Hassan, Nur Farha; Sanusi, Amanina binti Muhamad

    2015-01-01

    Leadership is influencing activities, directing ability, the ability to create, process, influencing, directing effort, power relationships, ability to convince, persuade art, the way a person has influence and get someone else to do something. The innovative systems, tools, and thinking are essential for organizational health and future…

  14. Intended R&D Knowledge Spillover - Strategy for Innovation Leadership

    DEFF Research Database (Denmark)

    Harryson, Sigvald; Søberg, Peder Veng

    2009-01-01

    , inhibit companies striving for innovation leadership. In our enquiry into R&D knowledge spillover effects on innovation, we develop case studies from Fastcar and Bigpack. The resulting theoretical framework, built on selected networking and knowledge creation theories, is illustrated through the two case...... studies and useful for further analysis of positive R&D knowledge spillover effects. By proactively facilitating knowledge sharing with relevant parts of the surrounding environment, the company enables itself to feed knowledge into its surrounding environment - thereby developing the innovation potential...

  15. 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 leadership skill performance (2.26 to 2.94) (intervention effect, 0.68; 95% CI, 0.27 to 1.09; p transactional skills revealed a 4% increase (3.83 to 4.03) (intervention effect, 0.20; 95% CI, 0.08 to 0.33; p leadership skills (3.54 to 3.86) (intervention effect, 0.31; 95% CI, 0.02 to 0.40; ptransactional and transformational leadership framework for graduate leadership training. Future studies should incorporate time-latent post-tests, evaluating the stability of the behavioral performance increase.

  16. 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 leadership skill performance (2.26 to 2.94) (intervention effect, 0.68; 95% CI, 0.27 to 1.09; p transactional skills revealed a 4% increase (3.83 to 4.03) (intervention effect, 0.20; 95% CI, 0.08 to 0.33; p leadership skills (3.54 to 3.86) (intervention effect, 0.31; 95% CI, 0.02 to 0.40; ptransactional and transformational leadership framework for graduate leadership training. Future studies should incorporate time-latent post-tests, evaluating the stability of the behavioral performance increase. PMID:28841662

  17. Trust in Leadership for Sustaining Innovations: How Leaders Enact on Showing Trustworthiness

    Directory of Open Access Journals (Sweden)

    Savolainen Taina

    2014-11-01

    Full Text Available In the environment of continuous change today, trust is needed more in most organizations but is enacted less. This paper discusses trust in leadership. Trust is the essence of leadership forming a foundation for functioning relationships and co-operation. Trust is intangible asset, a managerial skill, and an influencing power for leaders. Leadership by trust emphasizes trustful behavior towards employees. It can be defined as an interactive way of leading organizations for effectiveness and profitability. In this paper, we suggest that, it is trustworthiness in leader behavior that matters. Showing trustworthiness by competence, integrity, benevolence, and credibility makes a difference in daily leadership work and sustaining innovations. This paper focuses on how leaders enact on trust by showing trustworthiness to subordinates. Real life case examples are presented and their implications are discussed. In conclusion, leadership by trust matters in building innovative work environment. As to untrustworthy leader behavior, it is worth noting that building and sustaining trust is reciprocal in nature. A practical implication for leaders is that the development of an awareness of trustworthiness and skills for demonstrating it should be a top priority in the current business environment, which demands strong interaction, cooperation, and communication abilities.

  18. Occupying the principal position: Examining relationships between transformational leadership, social network position, and schools’ innovative climate

    NARCIS (Netherlands)

    Moolenaar, N.M.; Daly, A.J.; Sleegers, P.J.C.

    2010-01-01

    Throughout the world, educational policy makers, practitioners, and scholars have acknowledged the importance of principal leadership in the generation and implementation of innovations. In many studies, transformational leadership has emerged as a promising approach in response to increasing

  19. The mediating effects of self-leadership on perceived entrepreneurial orientation and innovative work behavior in the banking sector.

    Science.gov (United States)

    Kör, Burcu

    2016-01-01

    Innovative work behavior has been one of the essential attribute of high performing firms, and the roles of entrepreneurial orientation and self-leadership have been important for promoting innovative work behavior. This study advances research on innovative work behavior by examining the mediating role of self-leadership in the relationship between perceived entrepreneurial orientation and innovative work behavior. Structural equation modelling is employed to analyze data from a survey of 404 employees in banking sector. The results of reliability measures and confirmatory factor analysis strongly support the scale of the study. The results from an empirical survey study in the deposit banks reveal that participants' perceptions about high levels of entrepreneurial orientation have a positive impact on innovative work behavior. The results also provide support for the full mediating role of self-leadership in the relationship between participants' perceptions of entrepreneurial orientation and innovative work behavior. Additionally, this study provides some implications for practitioners in the banking sector to facilitate innovative work behavior through entrepreneurial orientation and self- leadership.

  20. INNOVATIVE LEADERSHIP STYLES AND THE INFLUENCE OF EMOTIONAL INTELLIGENCE

    Directory of Open Access Journals (Sweden)

    Camelia\tBĂEȘU

    2015-06-01

    Full Text Available This paper argues a set of solutions to be applied by leaders in order to make their work with the employees more effective. We consider that the innovative approach we bring is a specific approach regarding the emotional intelligence influence on leadership styles. Throughout this paper we present a comparative analysis of interdependencies and connections between emotional intelligence skills and different leadership styles. We present a mixture of the conceptual approach and practice evidences regarding the relevance, the reflection and the impact of certain emotional intelligence skills of leaders in the knowledge economy. Throughout the paper we describe the most relevant aspects/layers of the emotional intelligence and the way they may lead to positive or negative results for leaders. We also approach the theories about effective leadership styles and thus we propose innovative strategies to enhance these. The paper bases on a thorough study of the domain and presents a series of research results that could represent a solid base for any other academic work or managerial training.

  1. Integral Innovation The Long Term Warrant for Competitiveness, Success and Leadership

    Directory of Open Access Journals (Sweden)

    George Teodorescu

    2016-08-01

    Full Text Available We are living in a steadily changing world and what is not getting ahead is falling behind, getting obsolete. Therefore Innovation is an existential task for anyone, for the economy and for humanity as a whole. A steady creative input for challenging the routine, means maintaining leadership and competitiveness, as the context, the acceptance and even the addressed problems are subject of changing steadily too. The economy is crossing for a while a critical phase and a major creative effort is needed now for avoiding the following steep slope. There is a strong need for genuine Creative Power and strong flow of game changing concepts, revving up the economy growth.

  2. 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

    Full Text Available 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 < .001, eta2 = 0.31 and 14% in transformational leadership skill performance (2.26 to 2.94 (intervention effect, 0.68; 95% CI, 0.27 to 1.09; p < .001, eta2 = 0.22. The self-assessed transactional skills revealed a 4% increase (3.83 to 4.03 (intervention effect, 0.20; 95% CI, 0.08 to 0.33; p < .001, eta2 = 0.18 and a 6% increase in transformational leadership skills (3.54 to 3.86 (intervention effect, 0.31; 95% CI, 0.02 to 0.40; p< .001, eta2 = 0.53.These findings support the use of the transactional and transformational leadership framework

  3. Servant Leadership, Africanization, and Disruptive Innovation as Conditions for Effective Leadership at UNISA

    Science.gov (United States)

    Williams, Clayton; Gardner, J. Clark

    2012-01-01

    This article discusses effective leadership in educational environments and in particular focuses on the current situation at the University of South Africa (UNISA). The end of Apartheid in South Africa has brought many opportunities but also some challenges especially in education. Three conditions that contribute to ensuring strong distance…

  4. Exploring the impact of transformational leadership on nurse innovation behaviour: a cross-sectional study.

    Science.gov (United States)

    Weng, Rhay-Hung; Huang, Ching-Yuan; Chen, Li-Mei; Chang, Li-Yu

    2015-05-01

    This study explored the influences of transformational leadership on nurse innovation behaviour and the mediating role of organisational climate. Recently, global nursing experts have been aggressively encouraging nurses to pursue innovation in nursing in order to improve nursing outcomes. Nursing innovation, in turn, is affected by nursing leadership. We employed a questionnaire survey to collect data, and selected a sample of nurses from hospitals in Taiwan. A total of 439 valid surveys were obtained. Hierarchical multiple regression model analysis was conducted to test the study hypothesis. The mean values of agreement of nurse innovation behaviour and transformational leadership were 3.40 and 3.78, respectively. Patient safety climate and innovation climate were found to have full mediating effects on the relationship between transformational leadership and innovation behaviour. Organisational climate has a significant impact on innovation behaviour. Transformational leadership has indirect effects on innovation behaviour via the mediation of patient safety climate and innovation climate. Hospitals should enhance transformational leadership by designing leadership training programmes and establishing transformational culture. In addition, nursing managers should foster nursing innovation through improvements in organisational climate. © 2013 John Wiley & Sons Ltd.

  5. Occupying the Principal Position: Examining Relationships between Transformational Leadership, Social Network Position, and Schools' Innovative Climate

    Science.gov (United States)

    Moolenaar, Nienke M.; Daly, Alan J.; Sleegers, Peter J. C.

    2010-01-01

    Throughout the world, educational policy makers, practitioners, and scholars have acknowledged the importance of principal leadership in the generation and implementation of innovations. In many studies, transformational leadership has emerged as a promising approach in response to increasing demands to develop and implement innovations in…

  6. Transformational Leadership, Transactional Contingent Reward, and Organizational Identification: The Mediating Effect of Perceived Innovation and Goal Culture Orientations

    Science.gov (United States)

    Xenikou, Athena

    2017-01-01

    Purpose: The aim of this research was to investigate the effect of transformational leadership and transactional contingent reward as complementary, but distinct, forms of leadership on facets of organizational identification via the perception of innovation and goal organizational values. Design/Methodology/Approach: Three studies were carried out implementing either a measurement of mediation or experimental-causal-chain design to test for the hypothesized effects. Findings: The measurement of mediation study showed that transformational leadership had a positive direct and indirect effect, via innovation value orientation, on cognitive identification, whereas transactional contingent reward was more strongly related to affective, rather than cognitive, identification, and goal orientation was a mediator of their link. The findings of the two experimental-causal-chain studies further supported the hypothesized effects. Transformational leadership was found to lead subordinates to perceive the culture as more innovative compared to transactional contingent reward, whereas transactional contingent reward led employees to perceive the culture as more goal, than innovation, oriented. Finally, innovation, compared to goal, value orientation increased cognitive identification, while goal orientation facilitated affective, rather than cognitive, identification. Implications: The practical implications involve the development of strategies organizations can apply, such as leadership training programs, to strengthen their ties with their employees, which, in turn, may have a positive impact on in-role, as well as extra-role, behaviors. Originality/Value: The originality of this research concerns the identification of distinct mechanisms explaining the effect of transformational leadership and transactional contingent reward on cognitive and affective identification applying an organizational culture perspective and a combination of measurement and causal mediation designs

  7. Transformational Leadership, Transactional Contingent Reward, and Organizational Identification: The Mediating Effect of Perceived Innovation and Goal Culture Orientations.

    Science.gov (United States)

    Xenikou, Athena

    2017-01-01

    Purpose: The aim of this research was to investigate the effect of transformational leadership and transactional contingent reward as complementary, but distinct, forms of leadership on facets of organizational identification via the perception of innovation and goal organizational values. Design/Methodology/Approach: Three studies were carried out implementing either a measurement of mediation or experimental-causal-chain design to test for the hypothesized effects. Findings: The measurement of mediation study showed that transformational leadership had a positive direct and indirect effect, via innovation value orientation, on cognitive identification, whereas transactional contingent reward was more strongly related to affective, rather than cognitive, identification, and goal orientation was a mediator of their link. The findings of the two experimental-causal-chain studies further supported the hypothesized effects. Transformational leadership was found to lead subordinates to perceive the culture as more innovative compared to transactional contingent reward, whereas transactional contingent reward led employees to perceive the culture as more goal, than innovation, oriented. Finally, innovation, compared to goal, value orientation increased cognitive identification, while goal orientation facilitated affective, rather than cognitive, identification. Implications: The practical implications involve the development of strategies organizations can apply, such as leadership training programs, to strengthen their ties with their employees, which, in turn, may have a positive impact on in-role, as well as extra-role, behaviors. Originality/Value: The originality of this research concerns the identification of distinct mechanisms explaining the effect of transformational leadership and transactional contingent reward on cognitive and affective identification applying an organizational culture perspective and a combination of measurement and causal mediation designs.

  8. A study on effects of leadership style on innovation: A case study from automaker industry

    Directory of Open Access Journals (Sweden)

    Jamal Abdolmaleki

    2013-07-01

    Full Text Available Leadership is one of the most important components of management in any business unit. An organization with good leadership tends to have a better chance to survive in todays’ competitive environment. This paper considers the effects of leadership style on innovation in one of the biggest automakers in Iran named Iran Khodro. The proposed study of this paper designs a questionnaire and distributes it among a sample of 278 regular employees and 61 middle level managers of this firm. The results of the survey indicate that there is a meaningful difference between leadership style and standard leadership style among middle level managers when the level of significance is five percent. In addition, there is a meaningful difference between innovation and its components with standards among regular employees. Finally, leadership has positive and meaningful impact on employees’ innovation.

  9. The relationship between leadership styles, innovation and organisational performance: A systematic review

    Directory of Open Access Journals (Sweden)

    Tebogo Gilbert Sethibe

    2015-08-01

    Full Text Available This paper is an attempt to consolidate the published scientific knowledge about the impact of leadership styles on the relationship between innovation and organisational performance. Concepts, statements and conceptual frameworks were used as structure to analyse the body of scientific knowledge. After consulting 31 major research databases using the systematic literature review methodology, only seven journals articles that examined the link between leadership, innovation and organisational performance were identified. The synthesis of the journal articles revealed (a that consensus exists among researchers as far as the relevant concepts are concerned; (b that most agree on the definition of leadership and innovation but that a uniform understanding of what constitutes organisational performance is lacking; and (c that conceptual models are too simplistic and do not consider mediator variables or multiple financial criteria measures. The findings further reveal that innovation is significantly and positively related to superior organisational performance, and that, although transformational leadership style is significantly and positively related to innovation, transactional leadership style is more appropriate when the aim is to instil a culture of innovation. Transformational leadership style, by contrast, is mostly associated with organisational performance. In addition, the findings further reveal that none of the studies investigate the mediating effect of the nature of innovation (incremental and radical on the relationship between leadership and organisational performance, and that none of the studies use the objective measures of financial performance such as ROA, ROE, price/earnings (P/E and Tobin’s Q calculated from annual financial reports.

  10. The Role of Strategic Leadership in Creating Change for Construction Innovation: A North Cyprus Perspective

    OpenAIRE

    Yitman, İbrahim; Taneri, Cem

    2006-01-01

    Driving forces in construction industry indicate that the ability to innovate is quickly becoming a competitive necessity. However construction industry has been generally slow to embrace innovation and radical changes as fundamental changes in construction processes require shifts in the conservative management perspectives of construction contractors. Thus the strategic leadership has a crucial role in change initiatives for innovation in construction contractors. Our researc...

  11. Ambidextrous Leadership and Employees' Self-reported Innovative Performance: The Role of Exploration and Exploitation Behaviors

    Science.gov (United States)

    Zacher, Hannes; Robinson, Alecia J.; Rosing, Kathrin

    2016-01-01

    The ambidexterity theory of leadership for innovation proposes that leaders' opening and closing behaviors positively predict employees' exploration and exploitation behaviors, respectively. The interaction of exploration and exploitation behaviors, in turn, is assumed to influence employee innovative performance, such that innovative performance…

  12. Pengaruh Leadership Style Terhadap Financial Performance Melalui Employee Job Satisfaction Dan Innovation Pada Perusahaan Retail Di Surabaya

    OpenAIRE

    Ocsakawati, Serley

    2016-01-01

    This study aimed to examine the direct and significant affect of leadership style to financial performance, leadership style to employee's job satisfaction, leadership style to innovation, employee's job satisfaction to innovation , employee's job satisfaction to financial performace, and innovation to financial performace on retail firms in Surabaya. This study also aimed to examine the indirect and significant affect of leadership style to financial performance through employee's job satisf...

  13. Modeling the leadership attributes of top management in green innovation implementation

    Science.gov (United States)

    Ishak, Noormaizatul Akmar; Ramli, Mohammad Fadzli

    2015-05-01

    The implementation of green innovation in the companies is the interest of the governments all over the world. This has been the main focus of the Copenhagen Protocol and Kyoto Protocol that require all governments to preserve the nature through green initiatives. This paper proposes a mathematical model on the leadership attributes of the top management in ensuring green innovation implementation in their companies' strategies to reduce operational cost. With green innovation implementation in the Government-Linked Companies (GLCs), we identify the leadership attributes are tied up to the leadership style of the top managers in the companies. Through this model we have proved that green type leadership always contributes better in cost saving, therefore it is a more efficient leadership attribute for the GLCs especially.

  14. Employability and Social Innovation: The Importance of and Interplay between Transformational Leadership and Personality

    NARCIS (Netherlands)

    Heijde, C.M. van der; Heijden, B.I.J.M. van der; Bondarouk, T.; Olivas-Luján, M.R.

    2014-01-01

    - Purpose - The purpose of this chapter is to draw attention to employability being an important social innovation that potentially thrives with transformational leadership, partly depending on certain personal characteristics such as managerial role and personality. - Methodology/Approach - The

  15. Assessing Public Leadership Styles for Innovation: A Comparison of Copenhagen, Rotterdam and Barcelona

    NARCIS (Netherlands)

    L.M. Ricard (Lykke Margot); E-H. Klijn (Erik-Hans); J.M. Lewis (Jenny M.); T. Ysa (Tamyko)

    2017-01-01

    textabstractThis article explores which leadership qualities public managers regard as important for public innovation. It is based on a survey of 365 senior public managers in Copenhagen, Rotterdam and Barcelona. Five perspectives on leadership were identified and tested using a number of items.

  16. Assessing public leadership styles for innovation: A comparison of Copenhagen, Rotterdam and Barcelona

    DEFF Research Database (Denmark)

    Ricard, Lykke Margot; Lewis, Jenny M; Klijn, Erik Hans

    2017-01-01

    This article explores which leadership qualities public managers regard as important for public innovation. It is based on a survey of 365 senior public managers in Copenhagen, Rotterdam and Barcelona. Five perspectives on leadership were identified and tested using a number of items. Some...

  17. The New Leadership Model of University Management for Innovation and Entrepreneurship

    Science.gov (United States)

    Sart, Gamze

    2014-01-01

    Problem Statement: Today's ever-changing educational environment has created a need for new leadership styles that encourage positive change and improvement. In Turkish universities, the most commonly used leadership models are the classic and/or traditional ones, which lead to stagnation in innovation and entrepreneurship. Only a limited number…

  18. The role of knowledge-oriented leadership in knowledge management and innovation

    Directory of Open Access Journals (Sweden)

    Abdolreza Sadeghi

    2018-03-01

    Full Text Available Therefore, improving innovative performance is critical for creating com-petitive advantage. On the other hand, availability of information and knowledge can be defined as one the best ways to increase the innovation ability of organizations. Many theorists as well as practitioners emphasize on knowledge management as an enabler in enhancing organizational inno-vation. Hence, This study is carried out in the Fars governor in Iran during the year of 2017 to in-vestigate the relationship between the knowledge-based leadership and knowledge management and innovation performance. This study is descriptive / survey and the data collection is a cross-sectional and data questionnaire is used to collect the required data. Data analysis and hypotheses testing have indicated a significant relationship between knowledge-based leadership and knowledge management and innovation performance in Fars governor. The results also suggest a relationship between knowledge-based leadership and the knowledge management activities with a coefficient of 0.97. In addition, There is also a positive and meaningful relationship between knowledge management and innovation performance with a coefficient of 0.73 and between knowledge-based leadership and innovation performance with a coefficient of 0.73. The results al-so led to the existence of a relationship between knowledge based leadership, knowledge manage-ment practices and innovation performance with a coefficient of 0.7081.

  19. DEVELOPMENT OF INNOVATIVE LEADERSHIP POTENTIAL IN EDUCATION SYSTEM

    Directory of Open Access Journals (Sweden)

    A. Y. Ogorodnikov

    2014-01-01

    Full Text Available The aim of the research is to reveal the educational formation mechanisms of manager personality, including the ability to operate the intellectual capital at all levels of activities, to disclose innovative competence in dealingwith special problems as the regulation of social and organizational processes, to apply knowledge on the management factors efficiency, human needs, attitudes, and modern management techniques. Methods. The research outcomes include the methods of social control organization in the innovation sphere, based on the design of the value system that integrates the intellectual activities of employees into a unified semantic informational space, which promotes the socio-cultural development of various social groups and institutions. Sociological methods of the expert survey in the form of in-depth interviews are applied as an empirical basis of the present study. Cognitive modeling method is used in the course of interpretation and data analysis. The author draws the conclusion using the method of dialectical opposition unity. Results. The research findings demonstrate the characteristics of managers who are good at effective mobilizing the intellectual resources while encouraging the staff members’ capabilities of self-development and self-training. The article deals with the integral indicators of management entity engagement including the arrangement of conditions and interaction system that sustain innovative values updating in some organizations in order to improve organization efficiency in accordance with the stated objectives.Scientific novelty. The author summarizes the theoretical basis of modern means and methods of social institutions management, including educational institutions. General management mechanisms of innovative leadership potential realization are presented in the form of the hierarchic unity. It is shown that intellectualcapital integration into innovative processes of an organization

  20. Experience of Tecnatom in Developing a Strong Leadership for Safety and Performance

    International Nuclear Information System (INIS)

    González, F.; Villadóniga, J. I.

    2016-01-01

    This paper presents experience and insights of Tecnatom in the support of internal and external clients to develop a strong Leadership for Safety. Several cases are presented briefly: (a) The leadership and culture change activities for a utility, a radwaste company, and for Tecnatom itself. One important characteristic of the work performed is the detailed consideration of the underlying organizational culture that underpins the safety culture. Measurable improvements have been achieved and some of the key insights are shared in this paper. (b) The development and implementation of a leadership model with 17 competencies, including safety explicitly. One benefit of this model is that allows to perform a quantitative assessment of leadership effectiveness, something vital to be able to ensure that leadership development actions are truly supporting safety. The model uses an approach to development oriented to strengths and the use of companion competencies to further develop leadership. Moreover it aims to produce significant improvements on safety but also on performance, since both are not competing goals when the proper leadership model is selected. The training material prepared was shortlisted in the 2014 Nuclear Training Awards. (c) The design and implementation of a training development program on Safety Culture, and required competencies of Leadership, for Top Managers of the nuclear industry, as part of the project NUSHARE of the European Commission’s 7th research framework program. The program is sensible to the reduced time availability of Top Managers and uses a combination of learning approaches (webinars, micro-elearnings, web meetings) that provide higher flexibility for the learner, but complemented with other proven methods (group dialog, journaling, mentoring, etc.) to ensure that the program is effective. All these experiences reveal that to improve the organizational Safety Culture we need to enhance Leadership for Safety and Performance

  1. The Relationship between Transformational and Transactional Leadership Styles and Innovation Commitment and Output at Commercial Software Companies

    Science.gov (United States)

    Golla, Eric James

    2012-01-01

    The purpose of this quantitative study was to discover whether relationships exist between leadership styles and innovation commitment and innovation output at commercial software companies. The leadership styles included transformational and transactional, and the innovation variables included (a) the percentage of expenses allocated to…

  2. The Effects of Principal's Leadership Style on Support for Innovation: Evidence from Korean Vocational High School Change

    Science.gov (United States)

    Park, Joo-Ho

    2012-01-01

    A climate of innovation and principal leadership in schools are regarded as significant factors in successfully implementing school change or innovation. Nevertheless, the relationship between the school climate supportive of innovation and the principal's leadership has rarely been addressed to determine whether schools successfully perform their…

  3. The Influence of Principals’ Leadership Styles on School Innovation in Jambi (Case Study in Several Senior High Schools in Jambi)

    OpenAIRE

    Samsu Samsu; Rusmini Rusmini

    2016-01-01

    School leadership styles that affect school innovation is essential to bring schools’ changes. This study aimed to determine school leadership styles and its effect on school innovation at the senior high school level in Jambi city. This study uses ten leadership styles, they are participative, laissez faire, authoritarian, democratic, charismatic, transformational, situational, trust, grid, and three-dimensional leaderships. The framework of the research are developed by associating ten lead...

  4. Transformational leadership as a prerequisite for organizational innovations during turbulent socio-economic circumstances

    Directory of Open Access Journals (Sweden)

    Stevanović Ana

    2014-01-01

    Full Text Available Currently, many organizations are operating in turbulent socio-economic circumstances which do not represent a matter of certain time, but the only certainty and consistency. There is a necessity for an adequate organizational response to changes so that organizations can remain competitive. The paper highlights the importance of new forms of management and leadership in managing organizations. Transformational leadership represents a form of leadership that encourages and nurtures employee creativity at all levels within the organization - individual, group and organizational, which implies the generating and establishment of organizational innovation. Due to the fact that creativity is a necessary condition for organizational innovation, this paper points out that transformational leadership is essential for the induction of organizational innovations and their management which further results in organizational changes that contribute to the survival and competitiveness of organizations and business systems on the market.

  5. Servant leadership: a case study of a Canadian health care innovator

    Directory of Open Access Journals (Sweden)

    Vanderpyl TH

    2012-02-01

    Full Text Available Tim H VanderpylSchool of Global Leadership, Regent University, Virginia Beach, VA, USAAbstract: Both servant leadership and innovation are easier to theorize than to actually implement in practice. This article presents a case study of a Canadian health care executive who led a remarkable turnaround of St Michael's Health Centre, a floundering and almost bankrupt nursing home. In less than 7 years, Kevin Cowan turned around the finances and changed numerous broken relationships into strategic alliances. Under his leadership, St Michael's Health Centre went from being one of the most underperforming health care organizations in Canada, to one of the most innovative. This article describes some of Cowan's strategies and argues that a servant leadership approach has a direct impact on an organization's ability to innovate. As far as the author is aware, this is the first published article on this specific change effort, which presents a unique perspective on the topics of servant leadership and innovation.Keywords: servant leadership, innovation, Canada, health care, case study

  6. Conceptualizing strategic business model innovation leadership for business survival and business model innovation excellence

    DEFF Research Database (Denmark)

    Lindgren, Peter; Abdullah, Maizura Ailin

    2013-01-01

    Too many businesses are being marginalized by blind "business model innovations (BMIs)" and simple "BMIs". As documented in previous research (Markides 2008, Lindgren 2012), most businesses perform BMIs at a reactive level i.e. perceiving what the market, customers and network partners might want......) in a proactive way - and more importantly, as some examples of first level BMIL. The overall aim of the BMIL is to prevent businesses from being marginalized by the BMI and thereby to optimize the business’s total BMI investment. The literature research and case research we studied gave us some important...... rather than what they actually demand. Few businesses have the ability to proactively lead BMIs and on a strategic level lead BMIs to something that fits the business’s long term perspective (Hamel 2011). Apple, Ryanair, Facebook, Zappo are some businesses that have shown BMI Leadership (BMIL...

  7. Personal Leadership in Practice: A Critical Approach to Instructional Design Innovation Work

    Science.gov (United States)

    Ashbaugh, Marcia L.

    2013-01-01

    An argument is made in this article for a link between leadership and innovation, when innovation is an outcome of the work approaches and practices that underpin an educational technologist's academic course designs. The practice of instructional design (ID) is continually being challenged to rethink its conceptualization of academic course…

  8. Transformational Leadership and Innovation: A Comparison Study between Iraq's Public and Private Higher Education

    Science.gov (United States)

    Al-Husseini, Sawasn; Elbeltagi, Ibrahim

    2016-01-01

    With globalisation and a rapidly changing environment, the higher education sector in developing countries is facing challenges that require extraordinary leaders. Innovation is important for organisations, particularly in learning environments. Transformational leadership (TL) has been found to have an important influence on innovation, leading…

  9. The Influence of Principals’ Leadership Styles on School Innovation in Jambi (Case Study in Several Senior High Schools in Jambi

    Directory of Open Access Journals (Sweden)

    Samsu Samsu

    2016-02-01

    Full Text Available School leadership styles that affect school innovation is essential to bring schools’ changes. This study aimed to determine school leadership styles and its effect on school innovation at the senior high school level in Jambi city. This study uses ten leadership styles, they are participative, laissez faire, authoritarian, democratic, charismatic, transformational, situational, trust, grid, and three-dimensional leaderships. The framework of the research are developed by associating ten leadership styles with school innovations including (1 the principal's role in doing innovation in the schools, (2 the forms of innovation implemented in the areas of academic achievement, (3 the form of innovations carried out in the field sports and (4 the form of innovations implemented in the institutional field, and (5 the forms of innovation undertaken in the field of school’ culture. There are 32 teachers and 32 principals were taken as samples. This study used mixed methods research. Data were analyzed using mean, standard deviation, and correlation. The results showed that the overall principal's leadership style is not sufficient to affect senior high school innovation in Jambi city, this is evidenced by there are only three of those ten leadership styles have positive relationship when they are doing school’s innovations in Jambi city. Thus, the principals should give attention to all the leadership styles to do innovation at senior high school in Jambi city to improve the quality of schools.

  10. THE IMPACT OF TRANSFORMATIONAL LEADERSHIP AND CONTINGENT REWARD LEADERSHIP STYLES ON INNOVATIVE BEHAVIOUR: MEDIATING ROLE OF LEADER-MEMBER EXCHANGE QUALITY

    OpenAIRE

    TURUNC, Omer; CELIK, Mazlum; TABAK, Akif; KABAK, Mehmet

    2010-01-01

    Innovation is utmost factor of organizational success during the period of unbelievable global competition. Innovation is generally triggered by leader’s strategic behaviors and leadership styles are decisive in organizations’ vision and mission nowadays. Employee’s innovation perception and also innovative behavior have an important role at the execution process of innovation. From this aspect, determination of factors which effect innovative behavior is an important research area. The paper...

  11. Educational Innovation from Distributed Leadership: Case Study Spanish Public School

    Science.gov (United States)

    García, Ingrid

    2017-01-01

    The purpose of the communication is to present a case study of distributed leadership practices and the performances of the Principal of a public school in Madrid. Educational leadership can be considered one of the most important elements of the education system to be effective, achieve quality results, and develop processes of change and…

  12. A structural model of treatment program and individual counselor leadership in innovation transfer.

    Science.gov (United States)

    Joe, George W; Becan, Jennifer E; Knight, Danica K; Flynn, Patrick M

    2017-03-23

    A number of program-level and counselor-level factors are known to impact the adoption of treatment innovations. While program leadership is considered a primary factor, the importance of leadership among clinical staff to innovation transfer is less known. Objectives included explore (1) the influence of two leadership roles, program director and individual counselor, on recent training activity and (2) the relationship of counselor attributes on training endorsement. The sample included 301 clinical staff in 49 treatment programs. A structural equation model was evaluated for key hypothesized relationships between exogenous and endogenous variables related to the two leadership roles. The importance of organizational leadership, climate, and counselor attributes (particularly counseling innovation interest and influence) to recent training activity was supported. In a subset of 68 counselors who attended a developer-led training on a new intervention, it was found that training endorsement was higher among those with high innovation interest and influence. The findings suggest that each leadership level impacts the organization in different ways, yet both can promote or impede technology transfer.

  13. Intangible factors leading to success in research: strategy, innovation and leadership.

    Science.gov (United States)

    Hecker, Louise; Birla, Ravi K

    2008-03-01

    At the heart of research is the scientific process, which includes identifying a knowledge gap, execution of experiments, and finally, presentation of scientific data. Identifying a systematic way to undertake research is important; however, equally important are intangible factors, including strategy, innovation and leadership, in determining the outcome of any research project. These intangible factors, although often unspoken, are the essence of success in research. Strategy determines the direction of research and the ability to respond to acute changes in the field to ensure a competitive advantage. Innovation involves generating novel ideas, and at the heart of innovation is the ability to create a positive work environment. Leadership is the ability to exercise influence so as to create change; empowerment and the ability to create leaders at every level are central to effective leadership. Collectively, defining and implementing aspects of these intangible factors will strengthen any research endeavor.

  14. Transformational Leadership and Innovative Climate: An Examination of the Mediating Effect of Psychological Empowerment

    OpenAIRE

    Sağnak, Mesut; Kuruöz, Mehmet; Polat, Betül; Soylu, Ayşe

    2015-01-01

    Problem Statement: The most important characteristic of today’s organizations is too much change. The demand of organizations to fulfill objectives within dynamic environmental aspects has required strong leadership. Organizations’ accommodation to changes, generating new ideas, adapting these ideas to organizations, and also the individual and intellectual development of employees have revealed the transformational leadership concept. Transformational leaders empower participants independent...

  15. Building interdisciplinary leadership skills among health practitioners in the 21st century: an innovative training model

    Directory of Open Access Journals (Sweden)

    Preeti eNegandhi

    2015-10-01

    Full Text Available Transformational learning is the focus of 21st century global educational reforms. In India there is a need to amalgamate the skills and knowledge of medical, nursing and public health practitioners and to develop robust leadership competencies among them. This initiative proposed to identify interdisciplinary leadership competencies among Indian health practitioners, and to develop a training program for interdisciplinary leadership skills through an Innovation Collaborative. Medical, nursing and public health institutions partnered in this endeavour. An exhaustive literature search was undertaken to identify leadership competencies in these three professions. Published evidence was utilized in searching for the need for interdisciplinary training of health practitioners, including current scenarios in inter-professional health education and the key competencies required. The interdisciplinary leadership competencies identified were: self-awareness, vision, self-regulation, motivation, decisiveness, integrity, interpersonal communication skills, strategic planning, team-building, innovation and being an effective change agent. Subsequently, a training program was developed and three training sessions were piloted with 66 participants. Each cohort comprised of a mix of participants from different disciplines. The pilot training guided the development of a training model for building interdisciplinary leadership skills and organizing interdisciplinary leadership workshops. The need for interdisciplinary leadership competencies is recognized. The long-term objective of the training model is integration into the regular medical, nursing and public health curricula, with the aim of developing interdisciplinary leadership skills among them. Although challenging, formal incorporation of leadership skills into health professional education is possible within the interdisciplinary classroom setting using principles of transformative learning.

  16. Strengthening political leadership and policy innovation through the expansion of collaborative forms of governance

    DEFF Research Database (Denmark)

    Torfing, Jacob; Ansell, Christopher

    2017-01-01

    This article explores how political leadership and policy innovation can be enhanced through collaborative governance. The main findings are that while wicked and unruly problems create an urgent need for policy innovation, politicians are badly positioned to initiate, drive and lead...... this innovation. They are either locked into a dependency on policy advice from senior civil servants or locked out of more inclusive policy networks. In either case, they are insulated from fresh ideas and ultimately reduced to ‘policy-takers’ with limited engagement in policy innovation. Collaborative policy...

  17. An Empirical Study Regarding Radical Innovation, Research and Development Management, and Leadership

    Directory of Open Access Journals (Sweden)

    Isada Fumihiko

    2017-06-01

    Full Text Available The objective of this research is to empirically compare the management that is most suitable for radical innovation with that needed for incremental innovation. The relationship between the results of research and development and management styles was surveyed using a questionnaire. Respondents included research and development leaders in Japanese manufacturing, with special attention given to the differences between radical innovation and incremental innovation. Results verified, in an integrated way, the management and leadership factors, taking into consideration the differences arising from the object under analysis and the environmental factors.

  18. The Crisis and Opportunities in Library Leadership.

    Science.gov (United States)

    Riggs, Donald E.

    2001-01-01

    Discusses the need for strong leadership in libraries. Topics include the distinction between management and leadership; myths about leadership; leading change; expected qualities of effective leaders, including creativity, innovation and entrepreneurship, planning, and communicating; and librarian's opportunities for leadership development. (LRW)

  19. The Impact of Leadership, Creativity, and Innovation on Competitive Advantage: Proposing a Comprehensive Framework for a Better Indonesia

    Directory of Open Access Journals (Sweden)

    Hendry Hartono

    2013-11-01

    Full Text Available This paper contributes to the existing literature by exploring the relationship of creativity, leadership, and innovation on competitive advantage; and explores the connection between creativity, leadership, and innovation. Research used literature review method as a systematic search of published works to find out what is already known about the intended research. Every company that wants to survive in the global market must have vehicles, like creativity and innovation. Beside, managing effectively to create sustainable competitive advantage needs leadership because leaders are central to the process of creating culture, systems, and structure that foster creativity and innovation.

  20. 78 FR 37431 - Expanding America's Leadership in Wireless Innovation

    Science.gov (United States)

    2013-06-20

    ... A combination of American entrepreneurship and innovation, private investment, and smart policy has... most effectively meet its mission requirements, in light of potential alternative approaches and all...

  1. Innovations in coaching and mentoring: implications for nurse leadership development.

    Science.gov (United States)

    Fielden, Sandra L; Davidson, Marilyn J; Sutherland, Valerie J

    2009-05-01

    This longitudinal study sought to examine ways in which coaching and mentoring relationships impact on the professional development of nurses in terms of career and leadership behaviours, and evaluating the differences and similarities between those coaching and mentoring relationships. According to the UK government, leadership in nursing is essential to the improvement of service delivery, and the development and training of all nurses is vital in achieving effective change. A coaching and mentoring programme was used to explore the comparative advantages of these two approaches for the leadership development of nurses in acute, primary care and mental health settings. A longitudinal in-depth study was conducted to measure differences and similarities between the mentoring and coaching process as a result of a six-month coaching/mentoring programme. Five nurses from six UK Health Care Trusts were allocated to a coaching group (n = 15) or a mentoring group (n = 15), these were coached or mentored by a member of the senior directorate from their own Trust. Qualitative and quantitative data were collected at three time points (T1 = baseline, T2 = 4 months and T3 = 9 months) using semi-structured interviews and questionnaires. While mentoring was perceived to be 'support' and coaching was described as 'action', descriptions of the actual process and content were quite similar. However, while both groups reported significant development in terms of career development, leadership skills and capabilities, mentees reported the highest level of development with significantly higher scores in eight areas of leadership and management and in three areas of career impact. Implications for nurses and health services are discussed.

  2. Principal Leadership and the Colorado Innovation Schools Act of 2008

    Science.gov (United States)

    Walsh, Margaret A.

    2012-01-01

    The purpose of this phenomenological study was to explore the experiences and perceptions of principals whose schools were granted innovation status in accordance with the "Colorado Innovation Schools Act of 2008" (CISA). The CISA created a statewide system that allowed individual schools and entire districts to increase autonomy and…

  3. Distributed leadership - Strenghtening the condition for continious innovation in primary health organizations

    DEFF Research Database (Denmark)

    Günzel-Jensen, Franziska; Ulhøi, John Parm

    Public hospitals need to change and innovate to handle the challenges of increasing demands for more, faster, better and cheaper health provision. Practicing leadership does not occur in a sterile context but in a highly contextual and social setting. This in turn invites for focussing...... on distributed leadership as a means to influence resource availability, decision making and goal setting in an organizational setting. The overall RQ guiding this research is: how does DL need to be enacted to enable change and continuous innovation in healthcare. We first introduce a theory developing case...... study of four units within a Danish hospital with about 4500 employees. Our findings identify a mix of emergent and contextualized leadership which needs time to be enacted. Furthermore, we find that resource allocation, social capital accumulation, collaborative work culture, and legitimacy building...

  4. The Relationship among Principals' Technology Leadership, Teaching Innovation, and Students' Academic Optimism in Elementary Schools

    Science.gov (United States)

    Hsieh, Chuan-Chung; Yen, Hung-Chin; Kuan, Liu-Yen

    2014-01-01

    This study empirically investigates the relationships among principals' technology leadership, teaching innovations, and students' academic optimism by surveying elementary school educators across Taiwan. Of the total 1,080 questionnaires distributed, 755 valid surveys were returned for a 69.90% return rate. Teachers were asked to indicate the…

  5. iPrincipals: Innovative Themes, Strategies, and Recommendations of Ten Online University Educational Leadership Programs

    Science.gov (United States)

    Marcos, Teri A.; Loose, William V.

    2015-01-01

    This report, the second in a series, provides comparative empirical data on current state and national university trends around the thematic strategies and constructs ten fully online Educational Leadership programs engage within their innovative designs. Our 2014 iPrincipals report provided information on how one California University…

  6. Innovative Teaching and Learning Strategies for Leadership in Context: A Rural Example

    Science.gov (United States)

    Johnson, Jerry; Reynolds, Sharon

    2011-01-01

    The paper describes a graduate course deploying innovative instructional materials (e.g., the use of novels to provide context for theoretical constructs) and learning activities (e.g., community asset mapping) to engage issues of leadership in rural settings. Prior to describing the course itself, the paper develops a rationale for the importance…

  7. Principal Empowering Leadership and Teacher Innovative Behavior: A Moderated Mediation Model

    Science.gov (United States)

    Gkorezis, Panagiotis

    2016-01-01

    Purpose: The purpose of this paper is to contribute to extant literature by linking principal empowering leadership to teachers' innovative work behavior. By doing so, the author attempts to provide a more nuanced understanding of this relationship by examining a moderated mediation model which encompasses exploration as a mediator and role…

  8. Characteristics of Leadership Effectiveness: Implementing Change and Driving Innovation in Organizations

    Science.gov (United States)

    Gilley, Ann; Dixon, Pamela; Gilley, Jerry W.

    2008-01-01

    Research indicates that numerous variables impact a leader's effectiveness. In this study, the authors explore leadership effectiveness in driving change and innovation, along with the precursory skills necessary to do so. The findings confirm previously identified low rates of organizational success with change and point to skill deficiencies as…

  9. Brand leadership and product innovation as firm strategies in global food markets

    NARCIS (Netherlands)

    Gehlhar, M.; Regmi, A.; Stefanou, S.E.; Zoumas, B.

    2009-01-01

    This paper aims to understand the motivations for product innovation and brand leadership using a series of case studies focusing on firms with leading market positions of different types. Design/methodology/approach - A qualitative study is presented of three leading food sector firms of different

  10. Leaderships in Urban Contexts of Diversity and Innovation: The Porto Maravilha Case

    Directory of Open Access Journals (Sweden)

    Fatima Bayma de Oliveira

    2015-07-01

    Full Text Available This article investigates the role and ways of action of leaderships in urban contexts characterized by urban revitalization processes (RJ/Brazil. Adopting as its theoretical basis the bibliographical review of the literature on leadership and public area requalification processes, as well as research conducted by Jacobs (2011 on diversity and innovation, the present research may be characterized as qualitative in nature (case study. Results indicate that the Porto Maravilha project has transposed business concepts to public administration. Today, the keynote lies in the attraction of new enterprises and in the construction of urban revitalization projects for the city’s makeover. With regard to the leadership, although public leadership has apparently adopted management instruments for decentralizing management and for public participation, these measures were not enough to achieve an effectively shared leadership that would reflect the multiple interests of different actors (as the theory of relational leadership presupposes. Thus, a set of contradictions and dilemmas for the leaders is apparent, among them: how to build an effectively-shared leadership, as every urban transformation project depends on the negotiation and complex interaction between different social actors?

  11. Nurse manager residency program: an innovative leadership succession plan.

    Science.gov (United States)

    Watkins, Amy; Wagner, Jennifer; Martin, Christina; Grant, Brandy; Maule, Katrina; Resh, Kimberly; King, Lisa; Eaton, Holly; Fetter, Katrina; King, Stacey L; Thompson, Elizabeth J

    2014-01-01

    To ensure succession planning within the ranks of nurse managers meet current and projected nursing management needs and organizational goals, we developed and implemented a nurse manager residency program at our hospital. By identifying, supporting, and mentoring clinical experts who express a desire and display an aptitude for nursing leadership, we are graduating individuals who can transition to a nurse manager position with greater ease and competence.

  12. INNOVATION MANAGEMENT: THE IMPORTANCE OF LEADERSHIP AND TEAMWORK IN BUSINESS ORGANIZATIONS

    Directory of Open Access Journals (Sweden)

    Ludmila BILAS

    2017-10-01

    Full Text Available The current economic, technologic, social, and cultural changes in the global world influence the importance of the innovation management development. In the conditions of the increasing competition on the global as well as national markets, every company that strives to survive and stay competitive tries to avoid stagnating and preserving “status quo” in its business. This article analyses the important issues of innovation management. The primary focus is on the significance of leadership and team building for successful innovations. The conclusions and suggestions for the cross-functional team organization are based on the recently conducted study.

  13. Toward Culturally Sustaining Leadership: Innovation beyond ‘School Improvement’ Promoting Equity in Diverse Contexts

    Directory of Open Access Journals (Sweden)

    Lorri J. Santamaría

    2016-09-01

    Full Text Available Whilst school principals and educational leaders are increasingly constrained by standardized assessment results and student achievement, persistent achievement gaps continue to separate poor and historically underserved students from their wealthier mainstream peers in the United States (US and similar countries. Unprecedented levels of cultural, linguistic, ethnic, racial, and gender school diversity underscore these phenomena. As a result, leadership for ‘school improvement’ has become the norm and as evidenced by chronic academic disparities, ineffective. This review article considers culturally sustaining leadership as an innovative practice to promote and advance equity in schools.

  14. Eco-innovation, Responsible Leadership and Organizational Change for Corporate Sustainability

    Directory of Open Access Journals (Sweden)

    Dorel Mihai Paraschiv

    2012-06-01

    Full Text Available Creating a sustainable development strategy is essential for organizations that seek to reduce risks associated with tightening legislation, increased energy prices and natural resources and growing customer demands. Sustainability requires the full integration of social and environmental aspects into the vision, culture and operations of an organization, a profound process of organizational change being essential. The purpose of this paper is to present the main drivers of corporate sustainability, illustrating – after a thorough literature review – the link between the following elements: corporate sustainability – a necessity in the current global context; eco-innovation – as a way to implement sustainability in an organization; responsible leadership – as the art of building and maintaining strong and moral relationships with all stakeholders; organizational culture and organizational change – the basic elements through which organizations continuously renew their processes and products, adapting them to the new context. Furthermore, the paper provides an overview of organizations active in Romania in terms of sustainability practices, in general, and the ecological component of sustainable development, in particular, by presenting the results of an exploratory questionnaire-based research. The research reflects the importance of visionary management in adopting and implementing sustainability in the responding organizations.

  15. Leadership in inter-organisational network-based innovation projects

    DEFF Research Database (Denmark)

    Goduscheit, René Chester

    2009-01-01

    The aim of this paper is to contribute to the understanding of interorganisational innovation projects and interorganisational settings as an arena for marketing. The literature review identifies a need to elaborate on the strategic challenges facing an organisation which is seeking to establish ...... a number of findings regarding the involvement of potential partners in the project, intra- and interorganisational anchorage, profile of project managers and management of customer relations within an interorganisational setting.......The aim of this paper is to contribute to the understanding of interorganisational innovation projects and interorganisational settings as an arena for marketing. The literature review identifies a need to elaborate on the strategic challenges facing an organisation which is seeking to establish...

  16. Innovative Pedagogy: What Are the Best Practices of Professors in STEM, Leadership, or Professional Programs Who Integrate Literature?

    Science.gov (United States)

    Cal, Anita Marie

    2017-01-01

    This phenomenological study examines innovative pedagogy and the integration of literature by professors in STEM, leadership, and professional programs to foster leadership. The study probes university professors' personal experiences integrating literature, focusing on pedagogical strategies and practices. Many studies exist on the use of…

  17. Mentoring Top Leadership Promotes Organizational Innovativeness through Psychological Safety and Is Moderated by Cognitive Adaptability

    Science.gov (United States)

    Moore, James H.; Wang, Zhongming

    2017-01-01

    Mentoring continues to build momentum among startups and established enterprises due to its positive impact on individuals and organizations. Unlike previous studies, this research focuses on mentoring higher level leadership, such as the CEO, and demonstrates its unique relationship to organizational innovativeness. Our sample included 200 mentored executives and entrepreneurs who personally identify and exploit opportunities. Our findings confirm that mentoring top leaders positively relates to their perceived innovativeness of the organization and that the relationship is mediated by these leaders’ perception of psychological safety within the organization. Our findings also confirm that the relationship is negatively moderated by these leaders’ cognitive adaptability. The reliability and validity of the results have been proved by using confirmatory factor analysis and advanced regression analytics. As a result, this work demonstrates the value of mentoring top leadership and advocates the importance of establishing a psychologically safe environment to inspire not only top leadership to try new avenues but also for all those within the organization to speak up and speak out. Additionally, our findings encourage organizations to proactively and selectively prioritize mentoring among top leadership, taking into account their differing levels of cognitive adaptability. Finally, further research could focus on how to provide greater support for mentors of higher level leaders. PMID:28303114

  18. Mentoring Top Leadership Promotes Organizational Innovativeness through Psychological Safety and Is Moderated by Cognitive Adaptability.

    Science.gov (United States)

    Moore, James H; Wang, Zhongming

    2017-01-01

    Mentoring continues to build momentum among startups and established enterprises due to its positive impact on individuals and organizations. Unlike previous studies, this research focuses on mentoring higher level leadership, such as the CEO, and demonstrates its unique relationship to organizational innovativeness. Our sample included 200 mentored executives and entrepreneurs who personally identify and exploit opportunities. Our findings confirm that mentoring top leaders positively relates to their perceived innovativeness of the organization and that the relationship is mediated by these leaders' perception of psychological safety within the organization. Our findings also confirm that the relationship is negatively moderated by these leaders' cognitive adaptability. The reliability and validity of the results have been proved by using confirmatory factor analysis and advanced regression analytics. As a result, this work demonstrates the value of mentoring top leadership and advocates the importance of establishing a psychologically safe environment to inspire not only top leadership to try new avenues but also for all those within the organization to speak up and speak out. Additionally, our findings encourage organizations to proactively and selectively prioritize mentoring among top leadership, taking into account their differing levels of cognitive adaptability. Finally, further research could focus on how to provide greater support for mentors of higher level leaders.

  19. The relationship between servant leadership and employee empowerment, commitment, trust and innovative behaviour: A project management perspective

    OpenAIRE

    Camilla L. Krog; Krishna Govender

    2015-01-01

    Orientation: Understanding the relationship between a project sponsor’s servant leadership traits and employee commitment, trust and innovative behaviour.Research purpose: This study aimed to understand the relationship, if any, between a project sponsor’s servant leadership traits of altruistic calling, emotional healing, wisdom, persuasive mapping and organisational stewardship and a project team’s empowerment, commitment, trust and innovative behaviour.Motivation of the study: Most project...

  20. Impacts of Leadership on Project-Based Organizational Innovation Performance: The Mediator of Knowledge Sharing and Moderator of Social Capital

    OpenAIRE

    Junwei Zheng; Guangdong Wu; Hongtao Xie

    2017-01-01

    With the increasing importance of leadership in project-based organizations, innovation is essential for the sustainable development of construction projects. Since few studies have explored the relationship between leadership and innovation in construction projects, this study fills this research gap and makes a significant theoretical contribution to the existing body of literature. Based on a knowledge-rated and resource-based view, this study aims to investigate various effects of differe...

  1. Building Interdisciplinary Leadership Skills among Health Practitioners in the Twenty-First Century: An Innovative Training Model.

    Science.gov (United States)

    Negandhi, Preeti; Negandhi, Himanshu; Tiwari, Ritika; Sharma, Kavya; Zodpey, Sanjay P; Quazi, Zahiruddin; Gaidhane, Abhay; Jayalakshmi N; Gijare, Meenakshi; Yeravdekar, Rajiv

    2015-01-01

    Transformational learning is the focus of twenty-first century global educational reforms. In India, there is a need to amalgamate the skills and knowledge of medical, nursing, and public health practitioners and to develop robust leadership competencies among them. This initiative proposed to identify interdisciplinary leadership competencies among Indian health practitioners and to develop a training program for interdisciplinary leadership skills through an Innovation Collaborative. Medical, nursing, and public health institutions partnered in this endeavor. An exhaustive literature search was undertaken to identify leadership competencies in these three professions. Published evidence was utilized in searching for the need for interdisciplinary training of health practitioners, including current scenarios in interprofessional health education and the key competencies required. The interdisciplinary leadership competencies identified were self-awareness, vision, self-regulation, motivation, decisiveness, integrity, interpersonal communication skills, strategic planning, team building, innovation, and being an effective change agent. Subsequently, a training program was developed, and three training sessions were piloted with 66 participants. Each cohort comprised a mix of participants from different disciplines. The pilot training guided the development of a training model for building interdisciplinary leadership skills and organizing interdisciplinary leadership workshops. The need for interdisciplinary leadership competencies is recognized. The long-term objective of the training model is integration into the regular medical, nursing, and public health curricula, with the aim of developing interdisciplinary leadership skills among them. Although challenging, formal incorporation of leadership skills into health professional education is possible within the interdisciplinary classroom setting using principles of transformative learning.

  2. Library leadership: Innovative options for designing training programmes to build leadership competencies in the digital age

    Directory of Open Access Journals (Sweden)

    Ann-Louise de Boer

    2013-03-01

    Full Text Available Library leaders may not be fully equipped to deal with the demands and rigours of the digital age and its consumers. Theadvent of the internet, search engines and social media require a paradigm shift in the development of these leaders.Whilst much has been written about the required competencies, there seems to be no clear guiding principle on how thedevelopment should take place. The authors propose that the development of library leaders is a process, best illustratedthrough movement through Drotter’s Leadership Pipeline. The importance of thinking preferences, based on Herrmann’sWhole Brain Model, is highlighted and it is shown how these often clog development through this Pipeline. Utilising datafrom the Herrmann Brain Dominance Instrument (HBDI assessments of the 120 participants in six of the Centre forAfrican Library Leadership (CALL development programmes, the authors show how the thinking preferences of theselibrary leaders could enable or detract from their readiness to develop the appropriate competencies in the digital age.Recommendations are made on how best to overcome this to prepare library leaders to deal with the requirements of thedigital age consumer.

  3. Transformational Leadership and Innovative Climate: An Examination of the Mediating Effect of Psychological Empowerment

    Science.gov (United States)

    Sagnak, Mesut; Kuruoz, Mehmet; Polat, Betül; Soylu, Ayse

    2015-01-01

    Problem Statement: The most important characteristic of today's organizations is too much change. The demand of organizations to fulfill objectives within dynamic environmental aspects has required strong leadership. Organizations' accommodation to changes, generating new ideas, adapting these ideas to organizations, and also the individual and…

  4. Innovative Pathways for Effective E-Governance in Africa: The Imperative of Authentic Leadership

    Directory of Open Access Journals (Sweden)

    Godwyns Agbude

    2015-12-01

    Full Text Available The evolving concept of e-governance has become one of the leading praxis of the 21st Century. This again reinforces, not just the importance of governance in human societies, but the need to redefine, reappraise, reinvent and redirect the path of governance towards effective and efficient service delivery. The paradigm of Science and Technology therefore presents the leading edge in our contemporary world thereby validating the viability of Information and Communication Technology (ICT in governance at diverse levels of operations. This paper, employs secondary data and presents the position that in the light of the fact that e-governance covers areas such as government, citizens and businesses/interest groups, the central place of leadership that will authenticate trust and confidence in the effective delivery of the e-governance protocols therefore becomes an imperative. In the gamut of literature on leadership, this paper identifies authentic leadership as a necessary condition that will facilitate effectiveness and efficiency of e-governance. This paper concludes that since there is a human dimension to the process of e-governance, creating innovative pathways for its effectiveness in Africa calls for authentic leadership which emphasizes constructive and developmental interactions between leaders and followers.

  5. Strong leadership and teamwork drive culture and performance change: Ohio State University Medical Center 2000-2006.

    Science.gov (United States)

    Sanfilippo, Fred; Bendapudi, Neeli; Rucci, Anthony; Schlesinger, Leonard

    2008-09-01

    Several characteristics of academic health centers have the potential to create high levels of internal conflict and misalignment that can pose significant leadership challenges. In September 2000, the positions of Ohio State University (OSU) senior vice president for health sciences, dean of the medical school, and the newly created position of chief executive officer of the OSU Medical Center (OSUMC) were combined under a single leader to oversee the OSUMC. This mandate from the president and trustees was modeled after top institutions with similar structures. The leader who assumed the role was tasked with improving OSUMC's academic, clinical, and financial performance. To achieve this goal, the senior vice president and his team employed the service value chain model of improving performance, based on the premise that leadership behavior/culture drives employee engagement/satisfaction, leading to customer satisfaction and improved organizational performance. Implementing this approach was a seven-step process: (1) selecting the right leadership team, (2) assessing the challenges and opportunities, (3) setting expectations for performance and leadership behavior, (4) aligning structures and functions, (5) engaging constituents, (6) developing leadership skills, and (7) defining strategies and tracking goals. The OSUMC setting during this period provides an observational case study to examine how these stepwise changes, instituted by strong leadership and teamwork, were able to make and implement sound decisions that drove substantial and measurable improvements in the engagement and satisfaction of faculty and staff; the satisfaction of students and patients; and academic, clinical, and financial performance.

  6. Addressing Gaps in Mental Health and Addictions Nursing Leadership: An Innovative Professional Development Initiative.

    Science.gov (United States)

    Gehrs, Margaret; Strudwick, Gillian; Ling, Sara; Reisdorfer, Emilene; Cleverley, Kristin

    2017-01-01

    Mental health and addictions services are integral to Canada's healthcare system, and yet it is difficult to recruit experienced nurse leaders with advanced practice, management or clinical informatics expertise in this field. Master's-level graduates, aspiring to be mental health nurse leaders, often lack the confidence and experience required to lead quality improvement, advancements in clinical care, service design and technology innovations for improved patient care. This paper describes an initiative that develops nursing leaders through a unique scholarship, internship and mentorship model, which aims to foster confidence, critical thinking and leadership competency development in the mental health and addictions context. The "Mutual Benefits Model" framework was applied in the design and evaluation of the initiative. It outlines how mentee, mentor and organizational needs can drive strategic planning of resource investment, mentorship networks and relevant leadership competency-based learning plans to optimize outcomes. Five-year individual and organizational outcomes are described. © 2017 Longwoods Publishing.

  7. Putting our differences to work the fastest way to innovation, leadership, and high performance

    CERN Document Server

    Kennedy, Debbe

    2008-01-01

    In this rapidly changing world, organisations of every type are finding that putting our differences to work is the most powerful accelerator for generating new levels of innovation, energy, leadership and employee engagement needed for high performance. This new book is a practical guide to the strategies and steps needed to make differences the drivers of success. Debbe Kennedy shows that leveraging all the dimensions of difference -- from thinking styles, perspectives, experience, position, goals, competencies, work habits, culture and management style to traditional diversity rubrics such as gender, race, ethnicity, physical abilities, sexual orientation and age -- can accelerate teams' and organisations' performance. Kennedy's book is a practical guide for leaders at all levels that begins with a compelling invitation to pioneer a new era leadership history. It establishes the need for change, sets the course of action, offers proof points and defines five distinctive qualities all leaders need to add to...

  8. Creating a culture of innovation in nursing education through shared vision, leadership, interdisciplinary partnerships, and positive deviance.

    Science.gov (United States)

    Melnyk, Bernadette Mazurek; Davidson, Sandra

    2009-01-01

    Although innovation is typically viewed by healthcare and academic institutions, business leaders, entrepreneurs, and private corporations as necessary for continuous improvement, high-quality care, and scientific advancement, barriers in creating and sustaining innovative academic environments abound and require effective leadership to overcome them. Therefore, the purpose of this article is to describe the major barriers and facilitators to innovation in colleges of nursing and healthcare professions along with recommendations for creating a culture of innovation in these academic environments. In addition, key strategies for educational innovation are discussed. Innovations launched by the Arizona State University College of Nursing & Healthcare Innovation are highlighted to provide examples of how a college that established innovation as a top priority in 2005 in its strategic plan created an innovative culture that has led to several successful outcomes.

  9. Fundamentals and Catalytic Innovation: The Statistical and Data Management Center of the Antibacterial Resistance Leadership Group.

    Science.gov (United States)

    Huvane, Jacqueline; Komarow, Lauren; Hill, Carol; Tran, Thuy Tien T; Pereira, Carol; Rosenkranz, Susan L; Finnemeyer, Matt; Earley, Michelle; Jiang, Hongyu Jeanne; Wang, Rui; Lok, Judith; Evans, Scott R

    2017-03-15

    The Statistical and Data Management Center (SDMC) provides the Antibacterial Resistance Leadership Group (ARLG) with statistical and data management expertise to advance the ARLG research agenda. The SDMC is active at all stages of a study, including design; data collection and monitoring; data analyses and archival; and publication of study results. The SDMC enhances the scientific integrity of ARLG studies through the development and implementation of innovative and practical statistical methodologies and by educating research colleagues regarding the application of clinical trial fundamentals. This article summarizes the challenges and roles, as well as the innovative contributions in the design, monitoring, and analyses of clinical trials and diagnostic studies, of the ARLG SDMC. © The Author 2017. Published by Oxford University Press for the Infectious Diseases Society of America. All rights reserved. For permissions, e-mail: journals.permissions@oup.com.

  10. High-Trust Leadership and Blended Learning in the Age of Disruptive Innovation: Strategic Thinking for Colleges and Schools of Education

    Science.gov (United States)

    Holland, Denise D.; Piper, Randy T.

    2016-01-01

    We introduce diverse definitions of leadership and its evolutionary history and then we integrate this idea network: strategic thinking, high-trust leadership, blended learning, and disruptive innovation. Following the lead of Marx's (2014) model of Teaching Leadership and Strategy and Rehm's (2014) model of High School Student Leadership…

  11. The development, implementation, and assessment of an innovative faculty mentoring leadership program.

    Science.gov (United States)

    Tsen, Lawrence C; Borus, Jonathan F; Nadelson, Carol C; Seely, Ellen W; Haas, Audrey; Fuhlbrigge, Anne L

    2012-12-01

    Effective mentoring is an important component of academic success. Few programs exist to both improve the effectiveness of established mentors and cultivate a multispecialty mentoring community. In 2008, in response to a faculty survey on mentoring, leaders at Brigham and Women's Hospital developed the Faculty Mentoring Leadership Program as a peer learning experience for midcareer and senior faculty physician and scientist mentors to enhance their skills and leadership in mentoring and create a supportive community of mentors. A planning group representing key administrative, educational, clinical, and research mentorship constituencies designed the nine-month course.Participants met monthly for an hour and a half during lunchtime. Two cofacilitators engaged the diverse group of 16 participants in interactive discussions about cases based on the participants' experiences. While the cofacilitators discussed with the participants the dyadic mentor-mentee relationship, they specifically emphasized the value of engaging multiple mentors and establishing mentoring networks. In response to postsession and postcourse (both immediately and after six months) self-assessments, participants reported substantive gains in their mentoring confidence and effectiveness, experienced a renewed sense of enthusiasm for mentoring, and took initial steps to build a diverse network of mentoring relationships.In this article, the authors describe the rationale, design, implementation, assessment, and ongoing impact of this innovative faculty mentoring leadership program. They also share lessons learned for other institutions that are contemplating developing a similar faculty mentoring program.

  12. Palliative Care Leadership Centers Are Key To The Diffusion Of Palliative Care Innovation.

    Science.gov (United States)

    Cassel, J Brian; Bowman, Brynn; Rogers, Maggie; Spragens, Lynn H; Meier, Diane E

    2018-02-01

    Between 2000 and 2015 the proportion of US hospitals with more than fifty beds that had palliative care programs tripled, from 25 percent to 75 percent. The rapid adoption of this high-value program, which is voluntary and runs counter to the dominant culture in US hospitals, was catalyzed by tens of millions of dollars in philanthropic support for innovation, dissemination, and professionalization in the palliative care field. We describe the dissemination strategies of the Center to Advance Palliative Care in the context of the principles of social entrepreneurship, and we provide an in-depth look at its hallmark training initiative, Palliative Care Leadership Centers. Over 1,240 hospital palliative care teams have trained at the Leadership Centers to date, with 80 percent of them instituting palliative care services within two years. We conclude with lessons learned about the role of purposeful technical assistance in promoting the rapid diffusion of high-value health care innovation.

  13. Is Strategic Proactivity a Driver of an Environmental Strategy? Effects of Innovation and Internationalization Leadership

    Directory of Open Access Journals (Sweden)

    Ines Suarez-Perales

    2017-10-01

    Full Text Available This study analyses strategic proactivity as a driving factor in the implementation of an advanced environmental strategy in a firm. Strategic proactivity is defined as a firm’s tendency to initiate voluntary changes instead of reacting to events in the environment and according to previous literature, can be interpreted as a combination of internal factors that characterise a firm’s business strategy as that of a prospector firm. In this study, we measured this through innovation, with two variables related to the firm’s entire production cycle: R&D expenditure and patents. However, we also considered two more strategic proactivity indicators: innovation proactivity and internationalisation proactivity. These two proactivity variables take into account the innovative and international actions of the firms, going beyond the actions usually taken by firms in the same sector. Using panel data methodology, we obtained results that show that firms who invest in R&D and patent their innovations achieve more advanced positions in their environmental strategies. Empirical evidence also shows that firms with a greater innovation effort throughout the production cycle (product, process, organisation and marketing than their competitors also attain more advanced positions (proactivity in environmental matters. In other words, innovation proactivity is a driver of environmental strategy. In relation to internationalization, the results also showed that firms that operate in a larger geographical area than their competitors adapt to the most demanding environmental legislation, placing them in a position of environmental leadership in their respective sectors. The inclusion of internationalization as an indicator of strategic proactivity, the measurement of proactivity variables and the correction of firms’ specific unobserved aspects are some of this paper’s contributions.

  14. THE EFFECT OF COMPETENCE, LEADERSHIP, AND MANAGEMENT INNOVATION OVER THE PERFORMANCE OF STRUCTURAL OFFICIAL OF ECHELON IVB

    Directory of Open Access Journals (Sweden)

    Bedjo Sujanto

    2017-07-01

    Full Text Available The aim of this research was to analyze the effect of competency, leadership, and innovations management on structural office holder of echelon IVB performance.This research was conducted at the One Stop Service Agency of Province of DKI Jakarta, using the method of path analysis in hypothesis testing. The sample in this research is of 75 people with simple random sampling. The results of this study are: (1 Competency positive direct effect on structural office holder echelon IVB performance. (2 Leadership positive direct effect on structural office holder echelon IVB performance. (3 Management of Innovation positive direct effect on structural office holder echelon IVB performance. (4 Competency positive direct effect on Management of Innovation, and (5 Leadership positive direct effect on Management of Innovation.The results of this research has implications for the effect of competency, leadership, and innovations management which can support on the structural office holder of echelon IVB performance One Stop Service Agency of Province of Jakarta Special Capital Region.

  15. Leadership

    Science.gov (United States)

    2003-04-07

    forecasting capability as the most critical concern. Senior managers selected a leadership style of honestly and integrity, followed by a long-term...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

  16. 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...

  17. Advanced Practice Nursing Committee on Process Improvement in Trauma: An Innovative Application of the Strong Model.

    Science.gov (United States)

    West, Sarah Katherine

    2016-01-01

    This article aims to summarize the successes and future implications for a nurse practitioner-driven committee on process improvement in trauma. The trauma nurse practitioner is uniquely positioned to recognize the need for clinical process improvement and enact change within the clinical setting. Application of the Strong Model of Advanced Practice proves to actively engage the trauma nurse practitioner in process improvement initiatives. Through enhancing nurse practitioner professional engagement, the committee aims to improve health care delivery to the traumatically injured patient. A retrospective review of the committee's first year reveals trauma nurse practitioner success in the domains of direct comprehensive care, support of systems, education, and leadership. The need for increased trauma nurse practitioner involvement has been identified for the domains of research and publication.

  18. An Innovative Method for Evaluating Strategic Goals in a Public Agency: Conservation Leadership in the U.S. Forest Service

    Science.gov (United States)

    David N. Bengston; David P. Fan

    1999-01-01

    This article presents an innovative methodology for evaluating strategic planning goals in a public agency. Computer-coded content analysis was used to evaluate attitudes expressed in about 28,000 on-line news media stories about the U.S. Department of Agriculture Forest Service and its strategic goal of conservation leadership. Three dimensions of conservation...

  19. Leadership for Sustaining Pedagogical Innovations in ICT Implementation: A Case Study of a Taiwanese Vocational High School

    Science.gov (United States)

    Chen, Yih-Shyuan; Chen, Yu-Horng; Wu, Shun-Jyh; Tang, Fang-Kai

    2013-01-01

    This paper is a case study of a vocational high school in Taiwan. The main purpose of the present study is to investigate the key determinants of a school's success in initiating and sustaining pedagogical innovations in Information and Communications Technology (ICT) implementation, with a specific focus on the effect of leadership approaches in…

  20. Indigenous Australian Women's Leadership: Stayin' Strong against the Post-Colonial Tide

    Science.gov (United States)

    White, Nereda

    2010-01-01

    In this article, I reflect on my experiences as an Indigenous woman researcher coming to grips with colonialism through a post-colonialism lens. I also discuss a study which examines the leadership journey of a group of Indigenous Australian women. The research, which includes an auto-ethnographic approach, was guided by an Indigenous worldview…

  1. The relationship between servant leadership and employee empowerment, commitment, trust and innovative behaviour: A project management perspective

    Directory of Open Access Journals (Sweden)

    Camilla L. Krog

    2015-10-01

    Full Text Available Orientation: Understanding the relationship between a project sponsor’s servant leadership traits and employee commitment, trust and innovative behaviour. Research purpose: This study aimed to understand the relationship, if any, between a project sponsor’s servant leadership traits of altruistic calling, emotional healing, wisdom, persuasive mapping and organisational stewardship and a project team’s empowerment, commitment, trust and innovative behaviour. Motivation of the study: Most project leadership studies focus on understanding the role and power position of the project manager, with very little research being dedicated to understanding the effect the leadership style has on the project team and project success. Research approach: A survey was conducted amongst a non-probability sample of 48 project team members from amongst a population of 257, comprising project managers, business analysts and IT staff of a medium sized fleet management organisation that is in the process of implementing an entirely new enterprise resource planning system. Main findings: Through inferential statistical analysis, using structural equation modelling and path analysis, it was determined that persuasive mapping has the strongest impact on employee innovative behaviour, followed by employee commitment and trust via the mediator of employee perceived empowerment. Wisdom and organisational stewardship had a negative impact on employee perceived empowerment. Practical/managerial implications: Project sponsors need to exhibit persuasive mapping, altruistic calling and emotional healing traits due to the significant influence that these have on employee innovative behaviour, commitment and trust, albeit through their perceived empowerment. Contribution/value-add: This study contributes to knowledge of leadership, more especially servant leadership and its significance in project management, which knowledge may contribute to project success

  2. 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.

  3. Clinical leadership development in accelerated baccalaureate nursing students: an education innovation.

    Science.gov (United States)

    Lekan, Deborah A; Corazzini, Kirsten N; Gilliss, Catherine L; Bailey, Donald E

    2011-01-01

    Nursing faculty members are responsible for assuring competence and safety in the preparation of prelicensure students who are preparing to deliver care in diverse settings. The growing complexity of care and the rapid expansion of knowledge have challenged the adequacy of traditional educational approaches. Proposed solutions have encouraged closer integration of classroom and clinical teaching. This article describes an integrated instructional approach to developing clinical leadership competencies in a cohort of accelerated, second-degree, baccalaureate nursing students. Fifty-six students completed an intensive clinical experience in long-term care settings in which they used evidence on improving care for persons with heart failure to practice the principles of delegation and supervision with nursing staff. The pre- and postassessments indicated improvement in heart failure knowledge and increased readiness for delegation and supervision of certified nursing assistants. As one component of the learning experience, the students completed reflection journals. The entries in the students' journals revealed five themes: (a) low leadership self-efficacy, (b) managing the credibility gap, (c) flexibility in communication strategies, (d) RN accountability in delegation and supervision, and (e) knowledge dissemination with diverse nursing staff. Students and faculty judged the learning experience to be successful and supported the experience for future cohorts of students. This report is one example of how innovative learning experiences could be developed to increase the "real-world" aspects of clinical care within a multidisciplinary team context for the entry-level learner. Copyright © 2011 Elsevier Inc. All rights reserved.

  4. Undergraduate Leadership Students' Self-Perceived Level of Moral Imagination: An Innovative Foundation for Morality-Based Leadership Curricula

    Science.gov (United States)

    Odom, Summer F.; Andenoro, Anthony C.; Sandlin, M'Randa R.; Jones, Jaron L.

    2015-01-01

    Leadership educators are faced with the challenge of preparing students to serve organizations and people in dynamic and ever changing contexts. The purpose of this study was to examine undergraduate leadership students' self-perceived level of moral imagination to make recommendations for moral imagination curricula. Moral imagination is the…

  5. THE U.S. NATIONAL INTEREST REDEFINITION AND THE FUTURE OF ITS LEADERSHIP IN CRITICAL REGIONS. STRONG AND SUSTAINABLE AMERICAN LEADERSHIP?

    Directory of Open Access Journals (Sweden)

    Iñigo ARBIOL OÑATE

    2016-06-01

    Full Text Available In the last half of the 20th century, the United States provided a strong centripetal leadership that brought the country to form an economy that remains the bedrock of the global financial system. America’s military superiority remains unrivaled. While far from perfect, the U.S. has the oldest democratic constitutional regime, as well as strong institutions and rule of law to accompany it, as Americans continue to enjoy an unmatched quality of life. In general the U.S. enjoys still a privileged position in the world today. For the last one hundred years, American foreign policy has rested on a commitment to use its power. Nevertheless, many criticize that over the last two decades, the U.S. has scaled down its presence, ambitions and promises in the world. Is the U.S. abnegating its leadership? Are U.S. national interests changing and refocusing towards home affairs? Or will the 21st century, due to fragile alternative powers (EU, China, Russia, … be again an American century?

  6. 77 FR 33203 - Notice of Submission for OMB Review; Office of Innovation and Improvement; School Leadership...

    Science.gov (United States)

    2012-06-05

    ...; School Leadership Program (SLP) Annual Performance Report SUMMARY: The School Leadership Program (SLP... to this notice will be considered public records. Title of Collection: School Leadership Program (SLP... Leadership Program. There are two GPRA performance objectives and six performance measures for SLP grantees...

  7. Educational leadership during a decade of medical curricular innovation and renewal.

    Science.gov (United States)

    Pinder, Karen E; Shabbits, Jennifer A

    2018-03-05

    The past decade has witnessed successful expansion, distribution and curricular renewal at the University of British Columbia (UBC) medical school. The expansion and distribution of the medical program doubled enrollment and established the first North American medical school training students across multiple geographical locations. The more recent competency-based curriculum renewal demonstrates sustained innovation within UBC medicine. This paper describes that a significant contributor to these successes has been a team of teaching faculty whose exclusive roles have been providing curricular support. Over the past decade, this group has evolved into a vital component of the day-to-day operations and performance of the distributed medical curriculum; they now provide continuity in leadership and innovation across multiple educational facets of the program. This paper reports on the evolution and significance of these faculty members. The descriptions establish the success of an investment in teaching faculty and underscore the importance of engaging faculty whose primary commitments are to teaching, educational pedagogy, and student support. This efficacious model of supporting and advancing a complex distributed medical program over more than a decade of pivotal change will be of interest to faculties and programs that are contemplating or navigating similar pursuits.

  8. 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.

  9. Fostering Innovation-to-Adoption Cycles: Multimedia Case Studies to Build Leadership Tacit Knowledge

    Science.gov (United States)

    Janson, Annick; Janson, Robin; Janson, Stephane

    2011-01-01

    This research aimed to test a novel methodology to help raise awareness amongst one target audience (women in the New Zealand dairy sector) about the importance of coming forward for leadership positions and being inspired to develop their leadership. In so doing, tacit knowledge gained by leaders involving their leadership achievements was mined…

  10. Digital Leadership

    OpenAIRE

    Zupanzic, Tadeja; Verbeke, Johan; Achten, Henri; Herneoja, Aulikki

    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 imp...

  11. Engineering and technology talent for innovation and knowledge-based economies competencies, leadership, and a roadmap for implementation

    CERN Document Server

    Abdulwahed, Mahmoud

    2017-01-01

    This book introduces and analyzes the models for engineering leadership and competency skills, as well as frameworks for industry-academia collaboration and is appropriate for students, researchers, and professionals interested in continuous professional development. The authors look at the organizational structures of engineering education in knowledge-based economies and examine the role of innovation and how it is encouraged in schools. It also provides a methodological framework and toolkit for investigating the needs of engineering and technology skills in national contexts. A detailed empirical case study is included that examines the leadership competencies that are needed in knowledge-based economies and how one university encourages these in their program. The book concludes with conceptual modeling and proposals of specific organizational structures for implementation in engineering schools, in order to enable the development of necessary skills for future engineering graduates.

  12. INFLUENCE OF TRANSFORMATIONAL LEADERSHIP, TRUST AND EMPLOYEE EMPOWERMENT ON CORPORATE PERFORMANCE THROUGH INNOVATION AND REPUTATION IN MEDIUM AND LARGE ENTERPRISES

    Directory of Open Access Journals (Sweden)

    Fathurrahim

    2018-02-01

    Full Text Available This study aims to develop an understanding of the influence of transformational leadership, trust and empowerment of employees on corporate performance through innovation and reputation in medium and large companies of West Lombok Regency, Indonesia. The sample used in this study is 153 company managers in West Lombok Regency analyzed using GSCA (Generalized Structured Component Analysis. The findings of this study contribute to the development of human resource management. Moreover, the practical contribution for the middle and big enterprise managers in West Lombok district is to improve corporate performance through transformational leadership style by taking into account the trust of employees and continuous employees empowerment. Further research may include organizational and reward culture variables to expand and clarify this study.

  13. Leadership and Innovation – the Catalyst of IT&C Industry. A Case Study of BlackBerry Company

    Directory of Open Access Journals (Sweden)

    Silviu Cojocaru

    2013-05-01

    Full Text Available IT&C companies need to adapt themselves to an environment featuring a high level of competition. Innovation stays as the main vector of the domain, while the renewal rate of new technologies grows in speed (there are cases where new technologies emerge and replace the older ones in months. With this series of research we aim to analyse several local or global companies within the IT&C field, as well as the importance of leadership for their development. This first article will focus on leadership within a company called Research In Motion – RIM (currently named BlackBerry and on the main problems that have arisen within the company after the organisation was left without support from the leaders that created its worldwide brand.

  14. Diffusion of innovation: a social network and organizational learning approach to governance of a districtwide leadership team

    Directory of Open Access Journals (Sweden)

    Yi-Hwa Liou

    2016-04-01

    Full Text Available District and school leaders play particularly important roles in leading districtwide improvement, as they are increasingly held accountable for bringing about change and improvement for educational innovation and excellence.  While conventional districtwide governance places much of its focus on technical and administrative matters such as policy development, supervision, and monitoring progress. This technical focus often overlooks the fundamental aspect that drives the progress of improvement—the social infrastructure shaped by interpersonal relationship. Responding to recent scholarships that calls for a networked approach to governance, this study examined the change effort of a districtwide leadership team over three points in time drawing on social network theory and analysis focused on district governance.  Specifically, we focused on the type of interpersonal relationship in which leaders engaged with each other in sharing and exchanging innovative ideas as these efforts may support better governance. Additionally, we explored organizational learning as a way to examine climate in support of districtwide innovative efforts during change process. Our findings from leaders indicated increased innovative behaviors and perceived climate on organizational learning over time. The findings suggested that leaders increased connections around risk taking, regardless of their work level over time. This increased connectedness around innovation was coupled with an increase in leaders’ perception of the district’s learning climate, suggesting a cohesive approach to governance and improvement.

  15. The Relationships among Leadership, Entrepreneurial Mindset, Innovation and Competitive Advantage (A Conceptual Model of Logistics Service Industry

    Directory of Open Access Journals (Sweden)

    Darjat Sudrajat

    2015-11-01

    Full Text Available Nowadays, improvement of competitive advantage is an important and urgent issue facing logistics service companies in Indonesia. Some previous researches showed that to improve the competitive advantage could be conducted through improvement of leadership, entrepreneurial mindset and innovation variables. This research intended to recognize relationships among the variables. The research used causal-explanatory method. The results of research encompass a conceptual model, status of each variable and hypotheses. The conceptual model could be further verified through verification research. 

  16. A daily diary study on ambidextrous leadership and self-reported employee innovation

    NARCIS (Netherlands)

    Zacher, Hannes; Wilden, Ruth G.

    2014-01-01

    Ambidextrous leadership involves a combination of behaviours that stimulate employee exploration (opening behaviour') and behaviours that facilitate exploitation of ideas (closing behaviour'). We hypothesized that the interaction between leaders' daily opening and closing behaviours (i.e.,

  17. The Development, Implementation, and Assessment of an Innovative Faculty Mentoring Leadership Program

    OpenAIRE

    Tsen, Lawrence C.; Borus, Jonathan F.; Nadelson, Carol C.; Seely, Ellen W.; Haas, Audrey; Fuhlbrigge, Anne L.

    2012-01-01

    Effective mentoring is an important component of academic success. Few programs exist to both improve the effectiveness of established mentors and cultivate a multi-specialty mentoring community. In 2008, in response to a faculty survey on mentoring, leaders at Brigham and Women’s Hospital developed the Faculty Mentoring Leadership Program (FMLP) as a peer-learning experience for mid-career and senior faculty physician and scientist mentors to enhance their skills and leadership in mentoring ...

  18. Hubungan antara Knowledge-Technology-Innovation (KTI, Commitment, Competence, Leadership, Government Policy, Human Capital, dan Competitive Advantage

    Directory of Open Access Journals (Sweden)

    Darjat Sudrajat

    2014-05-01

    Full Text Available In current tight competitive situation, companies always try to create differentiation anytime to achieve better and sustainable performance. Rapid and unpredictable changes insist the companies should always be innovative, so that aspects of globalization, e-business, technology innovation, creativity, global competition, knowledge creation, diffusion of new technologies and knowledge revolution should be sources of performance and competitiveness improvement. Therefore, tomaintain core competencies and competitive advantage, the companies should develop continuous innovation, technologylearning, and knowledge management. Knowledge-Technology-Innovation (KTI can be a driver for country’s development and growth. Japan, South Korea, and Singapore are the countries that have limited natural and human resources, but able to achieve sustainable economic development. KTI is not only to be practiced at individual and organizational level, but also can be implemented at the community, national, or state level. KTI, therefore, can encourage expected competitive advantage creation and become a decisive factor for a country to achieve stable and sustainable economic growth. This research intends to analyze relationships of KTI, competitive advantage, commitment, leadership, human capital, government policy,and competence. This research used correlational method and literature study approach. The result of this research is a relationship model of each of these aspects that can be used as a framework for further research. The relationships model isas follows: Leadership, competence, and human capital (as independent variables have direct relationship (influence oncompetitive advantage (dependent variable or indirectly (through KTI as an intervening variable; KTI has direct relationship (effect on competitive advantage; Government policy and commitment are moderator variables for relationshipof KTI and competitive advantage.

  19. Leadership and innovation in the public sector: studying the organizational, team and individual level

    NARCIS (Netherlands)

    S.J. Dorsman (Stephan)

    2017-01-01

    markdownabstractPublic sector organizations throughout the world are facing unprecedented challenges. Given these challenges and demands, fostering innovation could obviously be a very useful strategy for public organizations. As proposed by scholars, increased innovativeness is of key importance

  20. 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....

  1. Making Headway: Developing Principals' Leadership Skills through Innovative Postgraduate Programs

    Science.gov (United States)

    Simon, Susan; Christie, Michael; Heck, Deborah; Graham, Wayne; Call, Kairen

    2018-01-01

    Effective school leadership preparation has been regarded as desirable if not mandatory in Australia and globally for decades. Schools and school systems, higher education institutions and education jurisdictions have attempted with varying degrees of success to encourage teachers aspiring to become principals to prepare well for the complex role…

  2. Developing Collaborative and Innovative Leadership: Practices for Fostering a New Mindset

    Science.gov (United States)

    Paxton, Doug; Van Stralen, Suzanne

    2015-01-01

    "We live at a hinge time in history, a threshold time when societies and cultures are being recomposed. We are learning that the way life used to work--or the way we thought it should-- doesn't work any longer" (Parks, 2009, p. 15). This article is about learning, culture change, practice and leadership. Many wise minds have articulated…

  3. The State of City Leadership for Children and Families: Innovations and Trends in Education

    Science.gov (United States)

    National League of Cities Institute for Youth, Education and Families (NJ1), 2009

    2009-01-01

    The Institute for Youth, Education, and Families (YEF Institute) is a special entity within the National League of Cities (NLC). The YEF Institute helps municipal leaders take action on behalf of the children, youth, and families in their communities. The YEF Institute's first-ever report on The State of City Leadership for Children and Families…

  4. Feasibility of an innovative third-year chief resident system: an internal medicine residency leadership study.

    Science.gov (United States)

    Kolade, Victor O; Staton, Lisa J; Jayarajan, Ramesh; Bentley, Nanette K; Huang, Xiangke

    2014-01-01

    The role of the internal medicine chief resident includes various administrative, academic, social, and educational responsibilities, fulfillment of which prepares residents for further leadership tasks. However, the chief resident position has historically only been held by a few residents. As fourth-year chief residents are becoming less common, we considered a new model for rotating third-year residents as the chief resident. Online surveys were given to all 29 internal medicine residents in a single university-based program after implementation of a leadership curriculum and specific job description for the third-year chief resident. Chief residents evaluated themselves on various aspects of leadership. Participation was voluntary. Descriptive statistics were generated using SPSS version 21. Thirteen junior (first- or second-year) resident responses reported that the chief residents elicited input from others (mean rating 6.8), were committed to the team (6.8), resolved conflict (6.7), ensured efficiency, organization and productivity of the team (6.7), participated actively (7.0), and managed resources (6.6). Responses from senior residents averaged 1 point higher for each item; this pattern repeated itself in teaching evaluations. Chief resident self-evaluators were more comfortable running a morning report (8.4) than with being chief resident (5.8). The feasibility of preparing internal medicine residents for leadership roles through a rotating PGY-3 (postgraduate year) chief residency curriculum was explored at a small internal medicine residency, and we suggest extending the study to include other programs.

  5. Feasibility of an innovative third-year chief resident system: an internal medicine residency leadership study

    Directory of Open Access Journals (Sweden)

    Victor O. Kolade

    2014-07-01

    Full Text Available Introduction: The role of the internal medicine chief resident includes various administrative, academic, social, and educational responsibilities, fulfillment of which prepares residents for further leadership tasks. However, the chief resident position has historically only been held by a few residents. As fourth-year chief residents are becoming less common, we considered a new model for rotating third-year residents as the chief resident. Methods: Online surveys were given to all 29 internal medicine residents in a single university-based program after implementation of a leadership curriculum and specific job description for the third-year chief resident. Chief residents evaluated themselves on various aspects of leadership. Participation was voluntary. Descriptive statistics were generated using SPSS version 21. Results: Thirteen junior (first- or second-year resident responses reported that the chief residents elicited input from others (mean rating 6.8, were committed to the team (6.8, resolved conflict (6.7, ensured efficiency, organization and productivity of the team (6.7, participated actively (7.0, and managed resources (6.6. Responses from senior residents averaged 1 point higher for each item; this pattern repeated itself in teaching evaluations. Chief resident self-evaluators were more comfortable running a morning report (8.4 than with being chief resident (5.8. Conclusion: The feasibility of preparing internal medicine residents for leadership roles through a rotating PGY-3 (postgraduate year chief residency curriculum was explored at a small internal medicine residency, and we suggest extending the study to include other programs.

  6. CSR, environment-friendly investments and innovations - the three elements necessary to build a modern and strong coal mining company?

    Directory of Open Access Journals (Sweden)

    Hałasik Katarzyna

    2016-01-01

    Full Text Available Currently, strongly increasing globalization forces companies around the world to search new ways to build competitive advantage and achieving goals. Society having wider access to information and products, began to pay attention not only to the attractiveness of the goods, but also to the credibility of the environmental and social of functioning companies. This makes, that the concept of corporate social responsibility and the green revolution, which are strongly associated with innovations, in last years become widely discussed in the literature, as well as popular in the activities of enterprises. This article is an attempt to answer the question, whether the combination of these three elements is a guarantee for the creations of a positive image, and thus the value of a modern and strong company. The research literature aims to identify the current approach to these three factors and their characteristics. In contrast, the analysis of Polish hard coal mining sector indicates the role of innovation, environmental protection and CSR in the industry - whether the actions in this area are present and to what extent. In addition, it will be presented to outline the current state of Polish hard coal mining sector

  7. Innovation

    Science.gov (United States)

    EPA frames innovation as critical to the protection of human health and the environment through initiatives such as sustainable practices, innovative research, prize competitions, innovation awards, partnerships, and community activities.

  8. Training the next generation of physician-executives: an innovative residency pathway in management and leadership.

    Science.gov (United States)

    Ackerly, D Clay; Sangvai, Devdutta G; Udayakumar, Krishna; Shah, Bimal R; Kalman, Noah S; Cho, Alex H; Schulman, Kevin A; Fulkerson, William J; Dzau, Victor J

    2011-05-01

    The rapidly changing field of medicine demands that future physician-leaders excel not only in clinical medicine but also in the management of complex health care enterprises. However, many physicians have become leaders "by accident," and the active cultivation of future leaders is required. Addressing this need will require multiple approaches, targeting trainees at various stages of their careers, such as degree-granting programs, residency and fellowship training, and career and leadership development programs. Here, the authors describe a first-of-its-kind graduate medical education pathway at Duke Medicine, the Management and Leadership Pathway for Residents (MLPR). This program was developed for residents with both a medical degree and management training. Created in 2009, with its first cohort enrolled in the summer of 2010, the MLPR is intended to help catalyze the emergence of a new generation of physician-leaders. The program will provide physicians-in-training with rigorous clinical exposure along with mentorship and rotational opportunities in management to accelerate the development of critical leadership and management skills in all facets of medicine, including care delivery, research, and education. To achieve this, the MLPR includes 15 to 18 months of project-based rotations under the guidance of senior leaders in many disciplines including finance, patient safety, health system operations, strategy, and others. Developing both clinical and management skill sets during graduate medical education holds the promise of engaging future leaders of health care at an early career stage, keeping more MD-MBA graduates within health care, and creating a bench of talented future physician-executives. Copyright © by the Association of American medical Colleges.

  9. Supply Networks and Value Creation in High Innovation and Strong Network Externalities Industry

    Directory of Open Access Journals (Sweden)

    Fernando Claro Tomaselli

    2013-12-01

    Full Text Available The rapid developing product and service markets and developments in information technologies have accelerated growth in outsourcing of peripheral activities and critical business as well, enhancing the importance of network supply chain management. This paper analyzes the dynamics of supply chain management and the creation of value in an industry with strong network effects and constantly introduction of disruptive technologies, the videogame industry. This industry evolves at a high velocity, with a lifecycle of five to six years for consoles, which features a new generation of consoles, where new companies and technologies appear and disappear at each generation.

  10. Strong Cation Exchange Chromatography in Analysis of Posttranslational Modifications: Innovations and Perspectives

    Science.gov (United States)

    Edelmann, Mariola J.

    2011-01-01

    Strong cation exchange (SCX) chromatography has been utilized as an excellent separation technique that can be combined with reversed-phase (RP) chromatography, which is frequently used in peptide mass spectrometry. Although SCX is valuable as the second component of such two-dimensional separation methods, its application goes far beyond efficient fractionation of complex peptide mixtures. Here I describe how SCX facilitates mapping of the protein posttranslational modifications (PTMs), specifically phosphorylation and N-terminal acetylation. The SCX chromatography has been mainly used for enrichment of these two PTMs, but it might also be beneficial for high-throughput analysis of other modifications that alter the net charge of a peptide. PMID:22174558

  11. 75 FR 6007 - Office of Innovation and Improvement; Overview Information; School Leadership Grant Program...

    Science.gov (United States)

    2010-02-05

    ... DEPARTMENT OF EDUCATION Office of Innovation and Improvement; Overview Information; School... increase the number of students who graduate prepared for success in college and their careers. Principals..., 2004. Despite their importance, school leaders are often denied the autonomy, resources, or support...

  12. Cities, Networks, and Global Environmental Governance - Spaces of Innovation, Places of Leadership

    NARCIS (Netherlands)

    Bouteligier, S.

    2012-01-01

    As a result of global dynamics—the increasing interconnection of people and places—innovations in global environmental governance haved altered the role of cities in shaping the future of the planet. This book is a timely study of the importance of these social transformations in our increasingly

  13. Innovative Approaches to Building Comprehensive Talent Pipelines: Helping to Grow a Strong and Diverse Professional Workforce

    Directory of Open Access Journals (Sweden)

    R. Cherinka

    2015-10-01

    Full Text Available The world today is constantly changing requiring organizations to adapt quickly and seek expertise to help meet the demands on their business. There are many workforce challenges that organizations seek to overcome, and one of the hardest things to do in modern corporations is to keep the talent pool young and vibrant. Early career hires tend to bring new and exciting ideas into play that may not even be considered by their more seasoned peers. The challenge with early career hires, especially in the Science, Technology, Engineeringand Math (STEM career fields, is the extreme difficulty in finding candidates who, not only have book knowledge, but also have hands-on, real world experience. Statistics show that this is a real concern to professional workforce employers. In this presentation, we highlight a model aimed at adopting new approaches for seeking and evaluating high quality candidates for on-boarding, conducting interviews and hiring to build a corporate talent pipeline. We discuss the model as it relates to recruiting, training, competition-based interviewing and providing hands-on work experience toward helping to build strong professionals in an organization. We conclude by highlighting several examples of successful approaches and their outcomes.

  14. Culture diversity/a mobile workforce command creative leadership, new partnerships, and innovative approaches to integration.

    Science.gov (United States)

    Foley, Regina; Wurmser, Theresa A

    2004-01-01

    Today's healthcare environment requires that nursing leaders meet the needs of a growing multicultural workforce and patient population. Cultural factors may be overlooked as healthcare delivery becomes increasingly dominated by technological, economic, and social changes. Through creative leadership, the chief nurse executive (CNE) can encourage staff to pay closer attention to cultural factors that will impact on patient, staff, and hospital outcomes. The CNE can begin by enhancing his/her own multicultural competency, building these competencies in his/her staff, and then empowering staff to respect and accommodate cultural differences. An understanding to transcultural nursing theory can enhance the development and maintenance of a multicultural perspective. The use of Madeline Leininger's Culture Care modalities can assist staff in making culturally competent decisions and in implementing actions. This article will provide an overview of one community hospital's experiences in integrating a multicultural perspective to better meet the needs of specific patient populations.

  15. INNOVATION MANAGEMENT: THE IMPORTANCE OF LEADERSHIP AND TEAMWORK IN BUSINESS ORGANIZATIONS

    OpenAIRE

    Ludmila BILAS; Masadeh ADEEB

    2017-01-01

    The current economic, technologic, social, and cultural changes in the global world influence the importance of the innovation management development. In the conditions of the increasing competition on the global as well as national markets, every company that strives to survive and stay competitive tries to avoid stagnating and preserving “status quo” in its business. This article analyses the important issues of inno...

  16. "Innovation" institutes in academic health centers: enhancing value through leadership, education, engagement, and scholarship.

    Science.gov (United States)

    Pines, Jesse M; Farmer, Steven A; Akman, Jeffrey S

    2014-09-01

    In the next decade, the biggest change in medicine in the United States will be the organizational transformation of the delivery system. Organizations-including academic health centers-able to achieve better outcomes for less will be the financial winners as new payment models become more prevalent. For medical educators, the question is how to prepare the next generation of physicians for these changes. One solution is the development of new "innovation" or "value" institutes. Around the nation, many of these new institutes are focused on surmounting barriers to value-based care in academic health centers, educating faculty, house staff, and medical students in discussions of cost-conscious care. Innovation institutes can also lead discussions about how value-based care may impact education in environments where there may be less autonomy and more standardization. Quality metrics will play a larger role at academic health centers as metrics focus more on outcomes than processes. Optimizing outcomes will require that medical educators both learn and teach the principles of patient safety and quality improvement. Innovation institutes can also facilitate cross-institutional discussions to compare data on utilization and outcomes, and share best practices that maximize value. Another barrier to cost-conscious care is defensive medicine, which is highly engrained in U.S. medicine and culture. Innovation institutes may not be able to overcome all the barriers to making medical care more cost-conscious, but they can be critical in enabling academic health centers to optimize their teaching and research missions while remaining financially competitive.

  17. A Comparative Analysis of the Organizational Culture and Employee’s Motivation of Selected Cities in CALABARZON: Basis for Employee’s Motivation, Leadership and Innovative Management

    Directory of Open Access Journals (Sweden)

    Dr. Francis Kayode Ashipaoloye

    2014-10-01

    Full Text Available Organizational culture is ultimately defined and practiced according to assumptions, attitudes, beliefs and values of the larger society it is imbedded. Organizational culture varies from one organization to the other. Thus, a closer look at the Philippine public administration shows that the Filipino culture is a special kind of environment. The reason being that there are three major traits that showcase the Filipino behavior and decision-making: personalism, familism, and particularism or popularism. The city governments of Batangas, Lipa and Tanauan like any other City Government have their own unique culture. This distinctness is based on many factors such as: events, history, past leadership as well as current leadership that results in routines or the way things are done in their respective institution. This paper presents a comparative analysis of organizational culture and employee’s motivation of selected cities in CALABARZON: Basis for Employee’s Motivation, Leadership and Innovative Management. The descriptive correlation method of research was used to gather the needed information. The result revealed that the three cities all agreed as to the organizational culture and levels of motivation. Overall, working relationship was found to be the best predictor among the organizational culture. While the best motivator among employees, was their need for achievement. Lastly, a proposed program to further boost employee’s motivation/morale, leadership, and innovative management was tabled based on the significance of the findings of the research.

  18. Innovation

    DEFF Research Database (Denmark)

    Nielsen, Janni; Yaganeh, Suzanne; Bloch Rasmussen, Leif

    2013-01-01

    This paper contributes to a theoretical discussion of creation of innovation with participants in, or outside, organisations. We address the creation of innovation with a complex theoretical understanding drawing on the Scandinavian and the Participatory Design tradition introducing two approaches...... to the processes of innovation. We ask if innovation can be initiated and enhanced looking at two collaborative approaches; participatory innovation (PIN) and cooperative innovation (COIN). We invite to dialogue and reflections on PIN’s conflict and creative frictions on one side and COIN’s complexity......, complementarity in diversity and the didactic scaffolding of the innovation process on the other side. Our contribution focuses on the methods and practices for facilitation of co-creating activities between different groups leading to cooperation, and innovation in thinking....

  19. Leadership and Lattices: New Pathways across the Teaching Profession. Ask the Team

    Science.gov (United States)

    Doyle, Daniela

    2013-01-01

    Teachers need career pathways that provide new challenges and sustained opportunities for leadership without leaving the classroom. Better opportunities for leadership and innovative pathways help to increase the retention of strong teachers. Although few such programs existed several years ago, a growing number of states, districts, charter…

  20. Unpacking 'Give Back Box': A Social Enterprise at the Intersection of Leadership, Innovation, and Sustainability

    Directory of Open Access Journals (Sweden)

    Eduardo Barrientos

    2016-04-01

    Full Text Available Once the domain of government agencies and non-profit organizations, a social enterprise integrates social benefits such as employment and sustainability into a for-profit firm’s mission.  The social enterprise (SE bottom line includes both economic and social value, reflecting an intersection of the Jesuit leadership tradition with commercial business enterprise.  This case study describes the start-up of Give Back Box (GBB, a Chicago-based social enterprise that supports recycling and repurposing.  GBB’s business model involves providing a convenient, no-cost opportunity to follow up an online purchase by recycling the shipping box to forward unneeded items to charities.  GBB was founded in 2012 by two entrepreneurs with expertise in global business as well as online retailing. Thus, this case also addresses the entrepreneurial dimension of SE by illustrating the close link between social enterprise and social entrepreneurship.  Following its initial pilot phase, GBB has grown steadily, receiving impressive media coverage that has included articles in Forbes, Fast Company, and a feature on NBC’s ‘Today’ show.  In 2013 another partner joined GBB: a Colombian engineer with an MBA from a U.S. Jesuit business school who has sought to apply business principles and Jesuit values in his work as a GBB partner.  This case study describes the start-up’s inception, its mission and business plan, and its achievements to date, together with recommendations for other SE start-ups.

  1. How Peer Pressure Shapes Consensus, Leadership, and Innovations in Social Groups

    Science.gov (United States)

    Estrada, Ernesto; Vargas-Estrada, Eusebio

    2013-10-01

    What is the effect of the combined direct and indirect social influences--peer pressure (PP)--on a social group's collective decisions? We present a model that captures PP as a function of the socio-cultural distance between individuals in a social group. Using this model and empirical data from 15 real-world social networks we found that the PP level determines how fast a social group reaches consensus. More importantly, the levels of PP determine the leaders who can achieve full control of their social groups. PP can overcome barriers imposed upon a consensus by the existence of tightly connected communities with local leaders or the existence of leaders with poor cohesiveness of opinions. A moderate level of PP is also necessary to explain the rate at which innovations diffuse through a variety of social groups.

  2. How peer pressure shapes consensus, leadership, and innovations in social groups.

    Science.gov (United States)

    Estrada, Ernesto; Vargas-Estrada, Eusebio

    2013-10-09

    What is the effect of the combined direct and indirect social influences--peer pressure (PP)--on a social group's collective decisions? We present a model that captures PP as a function of the socio-cultural distance between individuals in a social group. Using this model and empirical data from 15 real-world social networks we found that the PP level determines how fast a social group reaches consensus. More importantly, the levels of PP determine the leaders who can achieve full control of their social groups. PP can overcome barriers imposed upon a consensus by the existence of tightly connected communities with local leaders or the existence of leaders with poor cohesiveness of opinions. A moderate level of PP is also necessary to explain the rate at which innovations diffuse through a variety of social groups.

  3. EPA Leadership on Science, Innovation, and Decision Support Tools for Addressing Current and Future Challenges.

    Science.gov (United States)

    Hecht, Alan D; Ferster, Aaron; Summers, Kevin

    2017-10-16

    When the U.S. Environmental Protection Agency (EPA) was established nearly 50 years ago, the nation faced serious threats to its air, land, and water, which in turn impacted human health. These threats were effectively addressed by the creation of EPA (in 1970) and many subsequent landmark environmental legislations which in turn significantly reduced threats to the Nation's environment and public health. A key element of historic legislation is research aimed at dealing with current and future problems. Today we face national and global challenges that go beyond classic media-specific (air, land, water) environmental legislation and require an integrated paradigm of action and engagement based on (1) innovation based on science and technology, (2) stakeholder engagement and collaboration, and (3) public education and support. This three-pronged approach recognizes that current environmental problems, include social as well as physical and environmental factors, are best addressed through collaborative problem solving, the application of innovation in science and technology, and multiple stakeholder engagement. To achieve that goal, EPA's Office of Research and Development (ORD) is working directly with states and local communities to develop and apply a suite of accessible decision support tools (DST) that aim to improve environmental conditions, protect human health, enhance economic opportunity, and advance a resilient and sustainability society. This paper showcases joint EPA and state actions to develop tools and approaches that not only meet current environmental and public health challenges, but do so in a way that advances sustainable, healthy, and resilient communities well into the future. EPA's future plans should build on current work but aim to effectively respond to growing external pressures. Growing pressures from megatrends are a major challenge for the new Administration and for cities and states across the country. The recent hurricanes hitting

  4. Global Health Security Demands a Strong International Health Regulations Treaty and Leadership From a Highly Resourced World Health Organization.

    Science.gov (United States)

    Burkle, Frederick M

    2015-10-01

    If the Ebola tragedy of West Africa has taught us anything, it should be that the 2005 International Health Regulations (IHR) Treaty, which gave unprecedented authority to the World Health Organization (WHO) to provide global public health security during public health emergencies of international concern, has fallen severely short of its original goal. After encouraging successes with the 2003 severe acute respiratory syndrome (SARS) pandemic, the intent of the legally binding Treaty to improve the capacity of all countries to detect, assess, notify, and respond to public health threats has shamefully lapsed. Despite the granting of 2-year extensions in 2012 to countries to meet core surveillance and response requirements, less than 20% of countries have complied. Today it is not realistic to expect that these gaps will be solved or narrowed in the foreseeable future by the IHR or the WHO alone under current provisions. The unfortunate failures that culminated in an inadequate response to the Ebola epidemic in West Africa are multifactorial, including funding, staffing, and poor leadership decisions, but all are reversible. A rush by the Global Health Security Agenda partners to fill critical gaps in administrative and operational areas has been crucial in the short term, but questions remain as to the real priorities of the G20 as time elapses and critical gaps in public health protections and infrastructure take precedence over the economic and security needs of the developed world. The response from the Global Outbreak Alert and Response Network and foreign medical teams to Ebola proved indispensable to global health security, but both deserve stronger strategic capacity support and institutional status under the WHO leadership granted by the IHR Treaty. Treaties are the most successful means the world has in preventing, preparing for, and controlling epidemics in an increasingly globalized world. Other options are not sustainable. Given the gravity of ongoing

  5. 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.

  6. The meta-leadership summit for preparedness initiative: an innovative model to advance public health preparedness and response.

    Science.gov (United States)

    Sobelson, Robyn K; Young, Andrea C; Marcus, Leonard J; Dorn, Barry C; Neslund, Verla S; McNulty, Eric J

    2013-12-01

    This article reports on the design, evaluation framework, and results from the Meta-Leadership Summit for Preparedness Initiative. The Meta-Leadership Summit for Preparedness was a 5-year initiative based on the premise that national preparedness and emergency response is not solely the responsibility of government. From 2006 to 2011, 36 Meta-Leadership Summits were delivered in communities across the country. Summits were customized, 10-hour leadership development, networking, and community action planning events. They included participation from targeted federal, state, local, nonprofit/philanthropic, and private sector leaders who are directly involved in decision making during a major community or state-wide emergency. A total of 4,971 government, nonprofit, and business leaders attended Meta-Leadership Summits; distribution of attendees by sector was balanced. Ninety-three percent of respondents reported the summit was a valuable use of time, 91% reported the overall quality as "good" or "outstanding," and 91% would recommend the summit to their colleagues. In addition, approximately 6 months after attending a summit, 80% of respondents reported that they had used meta-leadership concepts or principles. Of these, 93% reported that using meta-leadership concepts or principles had made a positive difference for them and their organizations. The Meta-Leadership Summit for Preparedness Initiative was a value-added opportunity for communities, providing the venue for learning the concepts and practice of meta-leadership, multisector collaboration, and resource sharing with the intent of substantively improving preparedness, response, and recovery efforts.

  7. Innovation

    OpenAIRE

    2009-01-01

    Il s’agit du second ouvrage paru dans le cadre du projet « Innovation und Recht », financé par la Fondation Volkswagen. D’approche interdisciplinaire, celui-ci a pour ambition de dé­terminer l’impact du droit existant sur l’innovation en vue de le faire évoluer. Au regard du droit de la concurrence et de la régulation sectorielle actuels, les auteurs se consacrent aux possibilités offertes par une orientation accrue vers l’innovation, notamment dans le secteur prometteur des télécommunication...

  8. Creating a New Approach to Principal Leadership: The National Institute of School Leadership has Borrowed from the Leadership Practices of Other Professions to Build an Innovative Program for Principals

    Science.gov (United States)

    Hughes, Robert C.

    2005-01-01

    The author describes a principal training program resulting from a study that found disconnects between education leadership programs and what principals need to know and be able to do to guide improved instruction. The National Institute for School Leadership program focuses on practicing principals but also has applications for aspiring…

  9. Innovation

    DEFF Research Database (Denmark)

    Helms, Niels Henrik

    2012-01-01

    Kravet om innovation og kreativitet er på flere måder en stor og en ny udfordring for voksenuddannelserne. Det udfordrer det didaktiske dilemma, det at vi skal gøres til kompetente og frie mennesker gennem pædagogiske handlinger, som netop pålægger os en ufrihed. – Men hvor denne ufrihed...... innovative, netop er det, vi endnu ikke kender...

  10. Pengaruh Servant Leadership terhadap Perilaku Inovatif Karyawan

    OpenAIRE

    Syarah, Try May

    2016-01-01

    The purpose of this study was to determine the effect of servant leadership toward innovative behavior. This study used quantitative approach. This study used 65 employees of PT. Telkom Divisi Regional I Sumatera. Innovative behavior was measured using a innovative behavior scale and servant leadership was measured using servant leadership scale. The study were analyzed using simple regression method and the results showed that there is a positive effect of servant leadership to innovative be...

  11. Landmark lecture on cardiology: the quest for the ultimate team in health care - what we can learn from musicians about leadership, innovation, and teambuilding?

    Science.gov (United States)

    Penny, Daniel J

    2017-12-01

    The importance of teamwork is being increasingly recognised in healthcare. Nonetheless, it is equally recognised that teamwork is difficult. In this article, I explore whether we can learn lessons from musicians, orchestras, and conductors as we build our teams. The evolution of the role of the conductor provides useful lessons on leadership and the evolving role of the members of the orchestra on how team members can contribute to a shared outcome. The uncertainty of jazz provides useful lessons for innovation in an increasingly turbulent healthcare environment.

  12. The Meta-Leadership Summit for Preparedness Initiative: An Innovative Model to Advance Public Health Preparedness and Response

    Science.gov (United States)

    Sobelson, Robyn K.; Young, Andrea C.; Marcus, Leonard J.; Dorn, Barry C.; Neslund, Verla S.; McNulty, Eric J.

    2017-01-01

    This article reports on the design, evaluation framework, and results from the Meta-Leadership Summit for Preparedness Initiative. The Meta-Leadership Summit for Preparedness was a 5-year initiative based on the premise that national preparedness and emergency response is not solely the responsibility of government. From 2006 to 2011, 36 Meta-Leadership Summits were delivered in communities across the country. Summits were customized, 10-hour leadership development, networking, and community action planning events. They included participation from targeted federal, state, local, nonprofit/philanthropic, and private sector leaders who are directly involved in decision making during a major community or state-wide emergency. A total of 4,971 government, nonprofit, and business leaders attended Meta-Leadership Summits; distribution of attendees by sector was balanced. Ninety-three percent of respondents reported the summit was a valuable use of time, 91% reported the overall quality as “good” or “outstanding,” and 91% would recommend the summit to their colleagues. In addition, approximately 6 months after attending a summit, 80% of respondents reported that they had used meta-leadership concepts or principles. Of these, 93% reported that using meta-leadership concepts or principles had made a positive difference for them and their organizations. The Meta-Leadership Summit for Preparedness Initiative was a value-added opportunity for communities, providing the venue for learning the concepts and practice of meta-leadership, multisector collaboration, and resource sharing with the intent of substantively improving preparedness, response, and recovery efforts. PMID:24251597

  13. Innovation

    OpenAIRE

    2008-01-01

    Voilà deux approches complémentaires de la problématique de l’innovation et des pôles de compétitivité. L’innovation, facteur-clef de compétitivité, y est considérée sous deux angles. D’un côté, celui de la politique industrielle et de sa mise en œuvre à l’échelon territorial via la création de pôles de compétitivité et des partenariats institutionnels que cela implique. D’un autre côté, l’angle des systèmes nationaux d’innovation et de leur comparaison internationale ; ces systèmes sont cons...

  14. Innovation

    DEFF Research Database (Denmark)

    Torfing, Jacob; Ricard, Lykke Margot

    2017-01-01

    Innovation i krydsfeltet mellem forskellige styringsparadigmer i offentlige organisationer. New Public Governance gør det muligt at skabe offentlig værdi på nye måder. Men NPG er ingen trylledrik, der fra den ene dag til den anden skaber balance mellem borgernes store forventninger og en trængt...

  15. Innovation

    African Journals Online (AJOL)

    ... libraries as support for the reading intervention is also an important part of the project. The focus of this article is on the use of family literacy workshops to introduce the reading programme and the fledgling school libraries to parents and the potential role of the school library in supporting reading activities. Innovation Vol.

  16. Innovation

    African Journals Online (AJOL)

    In order to gain experience in scanning of diverse media, projects have deliberately been kept small. It has been found that management of scanned images is as important as the process of scanning. Adequate planning, correct storage procedures and accurate metadata are essential to the success of a project. Innovation ...

  17. Innovation

    African Journals Online (AJOL)

    The purpose of Innovation journal of appropriate librarianship and information work in Southern Africa is to publish material on libraries, information supply and other related matters in South and Southern Africa. Vol 45 (2012). DOWNLOAD FULL TEXT Open Access DOWNLOAD FULL TEXT Subscription or Fee Access ...

  18. INNOVATION

    DEFF Research Database (Denmark)

    Helms, Niels Henrik

    2012-01-01

    Kravet om innovation og kreativitet er på flere måder en stor og en ny udfordring for voksenuddannelserne. Det udfordrer det didaktiske dilemma, det at vi skal gøres til kompetente og frie mennesker gennem pædagogiske handlinger, som netop pålægger os en ufrihed. – Men hvor denne ufrihed tidligere...... kunne begrundes med, at skolen eller uddannelsen vidste bedre, så er det ikke længere tilfældet. Skolen skal sørge for, at vi lærer noget – og ikke noget andet. Men det kan ikke længere med bestemthed afgøres, hvad det er vi skal lære i skolen, fordi det nye, det kreative og ikke mindst innovative...

  19. Innovation

    OpenAIRE

    2012-01-01

    Présenté par FutuRIS, plate-forme prospective sur la recherche, l’innovation et la société animée par l’Association Nationale de la Recherche et de la Technologie, ce volume livre un panorama du système français de recherche et d’innovation dans son environnement européen. Sont abordés dans une première partie les champs décisionnels concernés, les politiques nationales menées en matière de R&D, les relations entre enseignement supérieur et recherche et l’Espace européen de la recherche à l’h...

  20. Leadership in the library and information science professions theory and practice

    CERN Document Server

    Winston, Mark

    2013-01-01

    Safely guide your library into the new millennium!Like so much else in the information professions, leadership styles are being forced to change to meet the demands of technological innovation. Leadership in the Library and Information Science Professions is among the first books to focus on this increasingly important job qualification. It offers practical advice for developing strong, flexible, and creative leadership skills in yourself and your staff.This fascinating volume stresses the leadership needed to manage change. The essential skills taught here will help you update library service

  1. Innovation

    OpenAIRE

    2011-01-01

    Cette publication biennale, dont voici le septième volume, recense les tendances et les grandes orientations scientifiques, technologiques et industrielles, dans l’ensemble de la zone OCDE, ainsi que dans les grandes économies non membres. Outre les notes par pays en matière de recherche et d’innovation, le rapport présente l’évolution des politiques nationales et leur évaluation en termes de « dosage ». Comme l’OCDE célèbre cette année son 50e anniversaire, cette édition 2010 comporte égalem...

  2. Administrative and Leadership Innovation in the 21st Century: A Secondary School Sub-Sector Perspective in Kenya

    Science.gov (United States)

    Kaume-Mwinzi, Regina K.

    2016-01-01

    Studies have indicated that in education, the traditional management paradigm maintains an inward focus with the aim of cutting costs, upholding rules and division of labour. However, the 21st century has ushered in a new revolution in education leadership structures which are less hierarchical, more flattened and more fluid organizations. The…

  3. A Study of the Innovation, Creativity, and Leadership Skills Associated with the College-Level Millennial Generation

    Science.gov (United States)

    Lester, Melinda

    2011-01-01

    As the economy has become increasingly global, organizations whose employees are more creative and innovative compete at a higher level than those who do not. And, organizations that incorporate multi-generations into their workforce will realize more creativity and innovation within their organizations. Now, and in the future, leaders will…

  4. 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...

  5. Innovation

    OpenAIRE

    2008-01-01

    A l’heure où le gouvernement fédéral accroît ses dépenses de R&D de 7 % pour réaliser l’objectif de Lisbonne des 3 % de R&D dans le PIB à l’horizon 2010, cette étude publiée par la Fondation Hans Böckler du DGB tombe à point nommé. Ses auteurs passent en revue pour les évaluer les politiques d’innovation technologique menée par 9 Länder, dont bien entendu la Bavière et le Bade-Wurtemberg, mais aussi la Saxe ou la Sarre. (ib)

  6. Leading Antibacterial Laboratory Research by Integrating Conventional and Innovative Approaches: The Laboratory Center of the Antibacterial Resistance Leadership Group.

    Science.gov (United States)

    Manca, Claudia; Hill, Carol; Hujer, Andrea M; Patel, Robin; Evans, Scott R; Bonomo, Robert A; Kreiswirth, Barry N

    2017-03-15

    The Antibacterial Resistance Leadership Group (ARLG) Laboratory Center (LC) leads the evaluation, development, and implementation of laboratory-based research by providing scientific leadership and supporting standard/specialized laboratory services. The LC has developed a physical biorepository and a virtual biorepository. The physical biorepository contains bacterial isolates from ARLG-funded studies located in a centralized laboratory and they are available to ARLG investigators. The Web-based virtual biorepository strain catalogue includes well-characterized gram-positive and gram-negative bacterial strains published by ARLG investigators. The LC, in collaboration with the ARLG Leadership and Operations Center, developed procedures for review and approval of strain requests, guidance during the selection process, and for shipping strains from the distributing laboratories to the requesting investigators. ARLG strains and scientific and/or technical guidance have been provided to basic research laboratories and diagnostic companies for research and development, facilitating collaboration between diagnostic companies and the ARLG Master Protocol for Evaluating Multiple Infection Diagnostics (MASTERMIND) initiative for evaluation of multiple diagnostic devices from a single patient sampling event. In addition, the LC has completed several laboratory-based studies designed to help evaluate new rapid molecular diagnostics by developing, testing, and applying a MASTERMIND approach using purified bacterial strains. In collaboration with the ARLG's Statistical and Data Management Center (SDMC), the LC has developed novel analytical strategies that integrate microbiologic and genetic data for improved and accurate identification of antimicrobial resistance. These novel approaches will aid in the design of future ARLG studies and help correlate pathogenic markers with clinical outcomes. The LC's accomplishments are the result of a successful collaboration with the ARLG

  7. Fashion opinion leadership, innovativeness, and attitude toward advertising among Portuguese consumers//Liderazgo de opinión, innovación y actitud de los consumidores de moda portugueses

    Directory of Open Access Journals (Sweden)

    Paulo Ribeiro Cardoso

    2016-07-01

    Full Text Available In the context of the fashion market, this study aims to analyze opinion leadership and, specifically, to verify the correlation that may exist between opinion leadership, fashion innovativeness and attitude towards fashion advertising. It is also intended to identify two different consumer groups: opinion leaders and fashion followers based on “opinion leadership” construct. Data collection was done through a self-administered questionnaire with a convenience sample of 203 graduate and post-graduate students of two universities of Porto, the second major city of Portugal. Results show a positive correlation between fashion innovativeness, fashion opinion leadership, and attitude towards fashion advertising, which supports previous studies that presented opinion leaders as incorporating innovators traits and a predisposition to consume fashion information and media. It was possible to identify two groups of consumers: fashion influencers exhibit a moderate sense of innovativeness and a positive attitude towards fashion advertising; and fashion followerswho don’t consider themselves neither innovators nor opinion leaders, but have a moderate positive attitude towards fashion advertising. This research contributes to a better understanding of the profile of fashion opinion leaders, giving empirical support to the idea that this group can be a strategic target of advertising communication in fashion sector.

  8. 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 ...

  9. 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....

  10. A new model of educational innovation : Exploring the nexus of organizational learning, distributed leadership, and digital technologies

    NARCIS (Netherlands)

    Rikkerink, Marleen; Verbeeten, Henk; Simons, Robert Jan; Ritzen, Henk

    2016-01-01

    This study presents the development process of a new model of educational innovation, that involves the use of digital technologies. The model is based on a broad theoretical framework together with research involving this long-term case study. The backbone of the model consists of a fundamental

  11. A New Model of Educational Innovation: Exploring the Nexus of Organizational Learning, Distributed Leadership, and Digital Technologies

    Science.gov (United States)

    Rikkerink, Marleen; Verbeeten, Henk; Simons, Robert-Jan; Ritzen, Henk

    2016-01-01

    This study presents the development process of a new model of educational innovation, that involves the use of digital technologies. The model is based on a broad theoretical framework together with research involving this long-term case study. The backbone of the model consists of a fundamental revision of a multi-level Organizational Learning…

  12. Five Key Leadership Actions Needed to Redesign Family Medicine Residencies.

    Science.gov (United States)

    Kozakowski, Stanley M; Eiff, M Patrice; Green, Larry A; Pugno, Perry A; Waller, Elaine; Jones, Samuel M; Fetter, Gerald; Carney, Patricia A

    2015-06-01

    New skills are needed to properly prepare the next generation of physicians and health professionals to practice in medical homes. Transforming residency training to address these new skills requires strong leadership. We sought to increase the understanding of leadership skills useful in residency programs that plan to undertake meaningful change. The Preparing the Personal Physician for Practice (P4) project (2007-2014) was a comparative case study of 14 family medicine residencies that engaged in innovative training redesign, including altering the scope, content, sequence, length, and location of training to align resident education with requirements of the patient-centered medical home. In 2012, each P4 residency team submitted a final summary report of innovations implemented, overall insights, and dissemination activities during the study. Six investigators conducted independent narrative analyses of these reports. A consensus meeting held in September 2012 was used to identify key leadership actions associated with successful educational redesign. Five leadership actions were associated with successful implementation of innovations and residency transformation: (1) manage change; (2) develop financial acumen; (3) adapt best evidence educational strategies to the local environment; (4) create and sustain a vision that engages stakeholders; and (5) demonstrate courage and resilience. Residency programs are expected to change to better prepare their graduates for a changing delivery system. Insights about effective leadership skills can provide guidance for faculty to develop the skills needed to face practical realities while guiding transformation.

  13. 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…

  14. Integrating leadership: The Leadership Circumplex

    NARCIS (Netherlands)

    Redeker, M.; de Vries, R.E.; Rouckhout, D.; Vermeren, P.; de Fruyt, F.

    2014-01-01

    The present study aims to integrate leadership conceptualizations into one overarching model, using a "leadership circumplex". Two studies describe the construction and examine the psychometric characteristics of an operationalization of the leadership circumplex, the Circumplex Leadership Scan

  15. Barriers and enablers to academic health leadership.

    Science.gov (United States)

    Bharwani, Aleem; Kline, Theresa; Patterson, Margaret; Craighead, Peter

    2017-02-06

    Purpose This study sought to identify the barriers and enablers to leadership enactment in academic health-care settings. Design/methodology/approach Semi-structured interviews ( n = 77) with programme stakeholders (medical school trainees, university leaders, clinical leaders, medical scientists and directors external to the medical school) were conducted, and the responses content-analysed. Findings Both contextual and individual factors were identified as playing a role in affecting academic health leadership enactment that has an impact on programme development, success and maintenance. Contextual factors included sufficient resources allocated to the programme, opportunities for learners to practise leadership skills, a competent team around the leader once that person is in place, clear expectations for the leader and a culture that fosters open communication. Contextual barriers included highly bureaucratic structures, fear-of-failure and non-trusting cultures and inappropriate performance systems. Programmes were advised to select participants based on self-awareness, strong communication skills and an innovative thinking style. Filling specific knowledge and skill gaps, particularly for those not trained in medical school, was viewed as essential. Ineffective decision-making styles and tendencies to get involved in day-to-day activities were barriers to the development of academic health leaders. Originality/value Programmes designed to develop academic health-care leaders will be most effective if they develop leadership at all levels; ensure that the organisation's culture, structure and processes reinforce positive leadership practices; and recognise the critical role of teams in supporting its leaders.

  16. Leadership for knowledge organizations

    OpenAIRE

    Amar, A.; Hlupic, V.

    2016-01-01

    Purpose – The purpose of this paper is to give some theoretical foundation to leadership function and style for managing knowledge workers whose work, by definition, is non-routine, thrives on innovation, and places a special demand on autonomy for its execution. Design/methodology/approach – Extant search of literature to look for evidence supporting successful leadership theories and practices that are shown to improve performance of knowledge workers. Synthesis of findings to structure a f...

  17. China's Innovation Paradox

    Science.gov (United States)

    Chan, Jeremy

    2015-01-01

    China aims to become an innovation-led nation by 2020, but its leadership is generally sceptical--and oftentimes hostile--to the market forces, open exchange of ideas, and creative destruction that have unlocked innovation in other countries. Instead, Beijing hopes to promote innovation in China through a massive expansion in higher education,…

  18. Leadership and management in the aged care sector: a narrative synthesis.

    Science.gov (United States)

    Jeon, Yun-Hee; Merlyn, Teri; Chenoweth, Lynn

    2010-06-01

    The aim of this study is to examine the issues and the progress being made in leadership and management with relevance for the residential aged care workforce. A systematic review was conducted using scientific journal databases, hand searching of specialist journals, Google, snowballing and suggestions from experts. After a seven-tiered culling process, we conducted a detailed review of 153 papers relevant to leadership and management development in aged care. Strong, effective leadership and management promotes staff job satisfaction and retention, high care quality and the well-being of care recipients, and reduces associated costs. Good leadership and effective management also play a key role in bringing about a successful change to a positive workplace culture through innovative programs and research projects. Organisational investment in improving leadership and management skills and capabilities can only improve outcomes for staff stability and productivity, care quality and budgets, and better prepare the aged care sector.

  19. Innovative Educational Program: A New Edge of Education

    Science.gov (United States)

    Chong, L. L.; Lai, M. M.; Ong, H. B.; Tan, S. H.; Lan, N. T. P.

    Quality education program is always expected in order to produce competent and knowledgeable graduate to meet the demand from the employers` market. Despite the popularized of online education, in-class education programs are still remained as the core of the mode of education in present days. This study focuses on the learning outcome of innovative education programs and assesses the competitive advantages of those degrees as perceived by the employers. To define innovation education, it is best described as an innovative way of teaching in expanding students` critical thinking skills, personal leadership and entrepreneurial skills in building a pool of knowledge workers. Present findings indicate that with better technological skills, critical thinking and strong leadership, the prospect of these graduates are believed aplenty. Nevertheless, the efforts set up by higher education to train such graduates are a vital link to the quality of the innovative education programs.

  20. 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.

  1. Preparing Students for Leadership through Experiential Learning

    Science.gov (United States)

    Bauermeister, Maria C.; Greer, Jon; Kalinovich, Angelina V.; Marrone, Jennifer A.; Pahl, Megan M.; Rochholz, Lauren B.; Wilson, Barry R.

    2016-01-01

    This Application Brief highlights Seattle University's Red Winged Leadership (RWL) exercise, an innovative curriculum for graduate business leadership education. RWL requires students to apply course materials to a visible and challenging class project, and to critically examine and recognize leadership in the broader community. Both allow for…

  2. 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…

  3. Can complexity science inform physician leadership development?

    Science.gov (United States)

    Grady, Colleen Marie

    2016-07-04

    Purpose The purpose of this paper is to describe research that examined physician leadership development using complexity science principles. Design/methodology/approach Intensive interviewing of 21 participants and document review provided data regarding physician leadership development in health-care organizations using five principles of complexity science (connectivity, interdependence, feedback, exploration-of-the-space-of-possibilities and co-evolution), which were grouped in three areas of inquiry (relationships between agents, patterns of behaviour and enabling functions). Findings Physician leaders are viewed as critical in the transformation of healthcare and in improving patient outcomes, and yet significant challenges exist that limit their development. Leadership in health care continues to be associated with traditional, linear models, which are incongruent with the behaviour of a complex system, such as health care. Physician leadership development remains a low priority for most health-care organizations, although physicians admit to being limited in their capacity to lead. This research was based on five principles of complexity science and used grounded theory methodology to understand how the behaviours of a complex system can provide data regarding leadership development for physicians. The study demonstrated that there is a strong association between physician leadership and patient outcomes and that organizations play a primary role in supporting the development of physician leaders. Findings indicate that a physician's relationship with their patient and their capacity for innovation can be extended as catalytic behaviours in a complex system. The findings also identified limiting factors that impact physicians who choose to lead, such as reimbursement models that do not place value on leadership and medical education that provides minimal opportunity for leadership skill development. Practical Implications This research provides practical

  4. Social Entrepreneurs and Educational Leadership in Bangladesh

    Science.gov (United States)

    Sperandio, Jill

    2005-01-01

    Social entrepreneurship, with its focus on innovative leadership, mirrors current interest in leadership for change in the field of education. In countries where national governments lack the resources to meet the educational needs of their populations, social entrepreneurs can develop innovative ways of providing access to education, and…

  5. Psychometric analysis of the leadership environment scale (LENS): Outcome from the Oregon research initiative on the organisation of nursing (ORION).

    Science.gov (United States)

    Ross, Amy M; Ilic, Kelley; Kiyoshi-Teo, Hiroko; Lee, Christopher S

    2017-12-26

    The purpose of this study was to establish the psychometric properties of the new 16-item leadership environment scale. The leadership environment scale was based on complexity science concepts relevant to complex adaptive health care systems. A workforce survey of direct-care nurses was conducted (n = 1,443) in Oregon. Confirmatory factor analysis, exploratory factor analysis, concordant validity test and reliability tests were conducted to establish the structure and internal consistency of the leadership environment scale. Confirmatory factor analysis indices approached acceptable thresholds of fit with a single factor solution. Exploratory factor analysis showed improved fit with a two-factor model solution; the factors were labelled 'influencing relationships' and 'interdependent system supports'. Moderate to strong convergent validity was observed between the leadership environment scale/subscales and both the nursing workforce index and the safety organising scale. Reliability of the leadership environment scale and subscales was strong, with all alphas ≥.85. The leadership environment scale is structurally sound and reliable. Nursing management can employ adaptive complexity leadership attributes, measure their influence on the leadership environment, subsequently modify system supports and relationships and improve the quality of health care systems. The leadership environment scale is an innovative fit to complex adaptive systems and how nurses act as leaders within these systems. © 2017 John Wiley & Sons Ltd.

  6. 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...

  7. 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...

  8. Preparing Nurse Leaders to Innovate: Iowa's Innovation Seminar.

    Science.gov (United States)

    Joseph, M Lindell; Rhodes, Ann; Watson, Carol A

    2016-02-01

    Currently, no doctoral guidelines to teach innovation exist. Using Christensen's theory of disruptive innovation, the five discovery skills used by disruptive innovators provide the framework for designing a leadership development approach to enable and support a mindset to innovate. Executive leadership students were provided with didactic content on innovation, were assigned to non-healthcare settings for an anthropological dig to uncover innovative activities, and were provided with reflective prompts to enable a new context for innovation. Faculty collaborated with other fields and took risks to provide new contexts to innovate. Students identified and proposed innovations for current health care issues. Some of the innovations included processes, evaluation methods, data analytics for care design, and patient engagement solutions. Faculty crossed borders for field experiences, as well as disciplinary borders. This collaborative seminar demonstrated that it is possible to develop executive nurse leaders to innovate. Copyright 2016, SLACK Incorporated.

  9. Leadership and power in medical imaging

    International Nuclear Information System (INIS)

    Yielder, Jill

    2006-01-01

    This article examines the concept of professional leadership in medical imaging. It explores the context of power issues in which such leadership is located, the differences between leadership and management, the qualities needed for effective leadership and how an individual's psychology may affect it. The article concludes that in the current climate of change and development, the medical imaging profession needs strong and appropriate leadership to profile the profession effectively and to lead it through to a more autonomous future

  10. Leadership in Sustainability: Creating an Interface between Creativity and Leadership Theory in Dealing with “Wicked Problems”

    Directory of Open Access Journals (Sweden)

    Renee Newman-Storen

    2014-09-01

    Full Text Available Fundamental to Leadership in Sustainability, a course in the Masters in Sustainability and Climate Policy (coursework offered through Curtin University Sustainability Policy (CUSP Institute, is that the complexity, flexibility and vitality of sustainability are precisely why sustainability practitioners commit themselves to finding new and innovative solutions to complex problems. The course asks the student to “think differently” and to engage in debate that inspires and encourages creative thinking strategies for the planning and development of our cities and communities. This paper details what the course is about, how it is structured and what the connections are between creativity, sustainability and theories of leadership, arguing that strong and resilient leadership requires thinking differently in order to deal with “wicked problems” associated with sustainability.

  11. 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.

  12. Towards distributed leadership in vocational education and training schools

    NARCIS (Netherlands)

    Bouwmans, M.H.C.F.; Runhaar, P.R.; Wesselink, R.; Mulder, M.

    2017-01-01

    Complex educational innovations in vocational education and training (VET) schools require teamwork and distributed leadership so that team members are enabled to contribute based on their expertise. The literature suggests that distributed leadership is affected by formal leaders’ and teachers’

  13. 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…

  14. 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...

  15. Leadership and Leadership Development in Highly Effective Further Education Providers. Is There a Relationship?

    Science.gov (United States)

    Muijs, Daniel; Harris, Alma; Lumby, Jacky; Morrison, Marlene; Sood, Krishan

    2006-01-01

    There has been a strong increase in interest in leadership development in recent years, not least in the learning and skills sector. However, little research exists on the relationship between leadership development and actual leadership behaviours in the sector. This study is an attempt to help fill this gap by looking at leadership, leadership…

  16. Linking transformational leadership and organizational culture

    NARCIS (Netherlands)

    den Hartog, D.N.; van Meijen, J.J.; Koopman, P.L.

    1996-01-01

    Many authors assume a strong relationship between culture and leadership in organizations. Leaders create, transform and manage organizational cultures. Although this linkage between organizational culture and leadership is often referred to, hypotheses and propositions are often not specific and

  17. 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.

  18. Developing leadership within an academic medical department in Canada: a road map for increasing leadership span.

    Science.gov (United States)

    Craighead, Peter S; Anderson, Ronald; Sargent, Rosemary

    2011-01-01

    Medicine is dependent on strong leaders to advance innovation in the clinical care of patients. In most academic medical streams, there is no explicit system-wide approach for succession planning and leadership development. In late 2009, it was clear to the authors' department that they were at risk of losing high-potential individuals and division heads. Succession Planning and Needs Assessment (SPAN) was introduced to the department executive in late 2009 and endorsed in mid-2010. An executive coach was hired to assist in identifying emerging leaders and the skills needing to be developed within a mentorship cycle for leaders to be successful. A group of emerging leaders plus observer senior leaders worked between June and October 2010 to develop a manual that would provide guidance to the department executive. Since June 2010 a succession plan has been in place, allowing allocation of leadership roles. A group of 18 individuals has met four times to establish the elements of leadership development. A manual has been endorsed that includes elements such as the traits needed to be considered an emerging leader; the skills agreed on as important to develop; and the mentorship cycle needed. The group has also proposed a coordinator role and a budget for resource material. Departmental leadership development initiatives are important for succession planning and engagement of high-potential academics, who eventually will become our future leaders. In this article, the authors propose a cohort approach to piloting department initiatives that make a difference to developing leaders.

  19. Innovation capacity in the public sector

    DEFF Research Database (Denmark)

    Lewis, Jenny M; Ricard, Lykke Margot

    2015-01-01

    This article examines the innovation capacity of municipal governments by examining their innovation environments – governance structures, social networks and leadership qualities. An empirical study of this has been recently completed through a survey of politicians and senior administrators...

  20. Enhancing policy innovation by redesigning representative democracy

    DEFF Research Database (Denmark)

    Sørensen, Eva

    2016-01-01

    Policy innovation is a key aspect of public innovation, which has been largely overlooked. Political leadership, competition and collaboration are key drivers of policy innovation. It is a barrier in traditional models of representative democracy that they provide weak conditions for collaboration....... Two Danish case studies indicate that collaboration between politicians and relevant and affected stakeholders can promote policy innovation, but also that a redesign of representative democracy is needed in order to establish a productive combination of political leadership, competition...

  1. Visionary Leadership

    Science.gov (United States)

    1993-06-04

    Nanus, after two years of studying leadership theories and interviewing over ninety leaders, concluded that nothing serves an organization better...visions into reality.31 Similar to the Army’s four factors of leadership in EM 22-100, his theory for visionary leadership had thrwe factors: the leader...AD-A272 692 VISIONARY LEADERSHIP U A thesis presented to the Faculty of the U.S. Army Command and General Staff College in partial fulfillment of the

  2. Understanding Leadership

    Science.gov (United States)

    2011-02-16

    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 of...in the Army prior to and during the Cold War. It is arguably still the most practiced form of leadership today. Management theories (also known

  3. 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.

  4. Creative Leadership for Social Impact

    DEFF Research Database (Denmark)

    Svejenova, Silviya; Højgaard Christiansen, Lærke

    2018-01-01

    This study explores how creative leadership unfolds in the pursuit of social purpose. Drawing on the case of an architectural firm’s development of novel social housing model, we identify claims of three creative leadership processes and of scaling up for social impact. The study expands...... the conceptualization of creative leadership to the context of social change. It also adds to the understanding of creative industries by suggesting social purpose as a distinctive, yet underexplored driver of innovation and a source of different balancing act, as well as an important frontier for research...... on and practice in the creative industries....

  5. The University of Illinois at Chicago School of Public Health Doctor of Public Health program: an innovative approach to doctoral-level practice leadership development.

    Science.gov (United States)

    Lenihan, Patrick; Welter, Christina; Brandt-Rauf, Paul; Neuberger, Babette; Pinsker, Eve; Petros, Michael; Risley, Kristine

    2015-03-01

    The University of Illinois at Chicago, School of Public Health, Doctor of Public Health degree is designed to build leadership skills and an ability to contribute to the evidence base of practice. The competency-based, distance-format, doctoral-level program for midcareer professionals features an action learning approach in which students apply leadership principles from the virtual classroom to real-world problems at their work sites. Students demonstrate mastery of the competencies and readiness to advance to the dissertation stage through completing a portfolio by using a process of systematic reflection. The practice-oriented dissertation demonstrates the ability to contribute to the evidence base of public health practice in an area of emphasis. Preliminary evaluation data indicate that the program is meeting its intended purposes.

  6. About the Center for Corporate Climate Leadership

    Science.gov (United States)

    EPA's Center for Corporate Climate Leadership encourages organizations with emerging climate objectives to identify and achieve cost-effective GHG emission reductions, while helping more advanced organizations drive innovations in reducing GHG impacts.

  7. 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...

  8. 78 FR 26758 - Applications for New Awards; School Leadership Program

    Science.gov (United States)

    2013-05-08

    ... DEPARTMENT OF EDUCATION Applications for New Awards; School Leadership Program AGENCY: Office of Innovation and Improvement, Department of Education. ACTION: Notice. Overview Information: School Leadership... will be available at: www2.ed.gov/programs/leadership/applicant.html . Deadline for Transmittal of...

  9. Responsible innovation

    CERN Document Server

    De Woot, Philippe

    2015-01-01

    Economic development is rooted in disruption, not in equilibrium. And a powerful engine of economic development is innovation; but is this innovation always for the common good? The dark side of the extraordinary dynamism of innovation lies precisely in its destructive power. If simply left to market forces, it could lead to social chaos and great human suffering. To face the challenges of our time, we must create the proper climate and culture to develop strong entrepreneurial drive. But, more than ever, we must give this entrepreneurial drive its ethical and societal dimensions. Responsible innovation means a more voluntary orientation towards the great problems of the 21st century, e.g. depletion of the planet's resources, rising inequality, and new scientific developments potentially threatening freedom, democracy and human integrity. We need to transform our ceaseless creativity into real progress for humankind. In this respect, the rapid development of social innovation opens the door for new methods an...

  10. Leadership in adolescent health: developing the next generation of maternal child health leaders through mentorship.

    Science.gov (United States)

    Blood, Emily A; Trent, Maria; Gordon, Catherine M; Goncalves, Adrianne; Resnick, Michael; Fortenberry, J Dennis; Boyer, Cherrie B; Richardson, Laura; Emans, S Jean

    2015-02-01

    Leadership development is a core value of Maternal Child Health Bureau training programs. Mentorship, an MCH Leadership Competency, has been shown to positively affect career advancement and research productivity. Improving mentorship opportunities for junior faculty and trainees may increase pursuit of careers in areas such as adolescent health research and facilitate the development of new leaders in the field. Using a framework of Developmental Networks, a group of MCH Leadership Education in Adolescent Health training program faculty developed a pilot mentoring program offered at the Society for Adolescent Health and Medicine Annual Meeting (2011-2013). The program matched ten interdisciplinary adolescent health fellows and junior faculty with senior mentors at other institutions with expertise in the mentee's content area of study in 2011. Participants were surveyed over 2 years. Respondents indicated they were "very satisfied" with their mentor match, and all agreed or strongly agreed that the mentoring process in the session was helpful, and that the mentoring relationships resulted in several ongoing collaborations and expanded their Developmental Networks. These results demonstrate that MCH programs can apply innovative strategies to disseminate the MCH Leadership Competencies to groups beyond MCH-funded training programs through programs at scientific meetings. Such innovations may enhance the structure of mentoring, further the development of new leaders in the field, and expand developmental networks to provide support for MCH professionals transitioning to leadership roles.

  11. 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.

  12. 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....

  13. Developing teacher leadership and its impact in schools

    OpenAIRE

    Snoek, M.

    2014-01-01

    Leadership of teachers is considered as one of the key factors for innovation and quality improvement in schools. However, as leadership qualities are not a standard element in initial teacher education programs, arrangements for professional development of teachers in schools needs to address the development of teacher leadership qualities. This book focuses on two questions: what learning arrangements are effective in supporting teachers in developing their leadership qualities? And to what...

  14. Student Leadership: Challenges and Possibilities*

    African Journals Online (AJOL)

    Abstract. In my attempt to adhere to the request that I provide an interpretation of the theme for the session,. 'Critical Engagement, Innovation and Inclusivity', and cognisant of the primary audience,. I weave student leadership responsibilities, challenges and possibilities into the address. Events since the plenary address ...

  15. 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…

  16. 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....

  17. 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…

  18. 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

  19. A network approach to leadership

    DEFF Research Database (Denmark)

    Lewis, Jenny; Ricard, Lykke Margot

    examine two contradictory leadership strategies using social network theory: structural holes, where ego (the focal individual) benefits from brokering between two disconnected alters (low redundancy); and network closure, where ego is embedded in very dense local structures (high redundancy). Using......Leaders’ ego-networks within an organization are pivotal as focal points that point to other organizational factors such as innovation capacity and leadership effectiveness. The aim of the paper is to provide a framework for exploring leaders’ ego-networks within the boundary of an organization. We...... redundancy and effective size, and the potential for either divide and conquer or distributed leadership strategies. The empirical testing of this framework adds to our knowledge of the micro level role of individuals within networks. This will be used to examine the relationships between leadership, network...

  20. LEADERSHIP DEVELOPMENTS IN SLOVENIAN COMPANIES

    Directory of Open Access Journals (Sweden)

    Andrej Kohont

    2016-04-01

    Full Text Available In this paper we study the relationship between the company and the leaders. We are interested what is characteristic of leadership in the best Slovenian companies. We used standardised employee questionnaire and data gathered in the Golden thread project. We observe the situation in these companies in the period between 2007 and 2014 to find out if there are any significant changes in leadership developments. Special attention in leadership observation is devoted to 1. The fundamental relationship between the company and the leaders, 2. The role and quality of leaders work, 3. Organizational culture, climate and relationships, 4. Entrepreneurship and innovation, 5. The quality of the working environment, 6. The personal growth and development and 7. Emotional commitment. The analysis represents an insight into current leadership situation and shows that the recent developments were heavily marked by the economic crisis, especially in 2009.

  1. 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....

  2. 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...

  3. Leadership in the African context

    Directory of Open Access Journals (Sweden)

    M. Masango

    2002-08-01

    Full Text Available The Western world has always viewed the African continent as plagued by corruption; dictatorship; military coups; rebellious leaders; greediness; misuse of power; and incompetent, politically unstable leaders - in effect, suspicious leaders who undermine their own democracies. This paper analyzes African leadership and its impact by concentrating on three historical eras, namely; the African Religious era; the Christian era, and the era of Globalization. These affected African leadership. In addition, many brilliant minds left the continent in search of greener pastures. A review of these three eras will help us understand how leadership shifted from African values into Western concepts. The role of missionaries lead African people to live with both an African and a Western concept of life. In spite of the above problems, our past leaders did their best in addressing the difficulties they faced during the three eras. African concepts of leadership were often regarded as barbaric and uncultured. Structures were evaluated by Western standards. Due to globalisation, African leaders, through programmes like NEPAD, are going back to basics, drawing on African concepts of unity among its leadership. Effectiveness or life-giving leadership is emerging and empowering villagers/communities in the continent. This type of leadership is innovative and has brought new hope for the continent.

  4. Innovation in City Governments

    DEFF Research Database (Denmark)

    Lewis, Jenny M; Ricard, Lykke Margot; Klijn, Erik Hans

    project in Copenhagen, Barcelona and Rotterdam. The book provides major new insights on how structures, networks and leadership in city governments shape the social innovation capacity of cities. It provides ground-breaking analyses of how governance structures and local socio-economic challenges...

  5. Cultural Adaptation of Headmasters' Transformational Leadership Scale and a Study on Teachers' Perceptions

    Science.gov (United States)

    Balyer, Aydin; Özcan, Kenan

    2012-01-01

    Problem Statement: Transformational leadership increases organization members' commitment and engagement in meeting organizational goals and it enhances skills and capacities. Many studies reveal that transformational leadership behaviors, such as idealized influence, inspirational motivation, individualized consideration, innovative climate, and…

  6. Emergence of Leadership in Communication.

    Science.gov (United States)

    Allahverdyan, Armen E; Galstyan, Aram

    2016-01-01

    We study a neuro-inspired model that mimics a discussion (or information dissemination) process in a network of agents. During their interaction, agents redistribute activity and network weights, resulting in emergence of leader(s). The model is able to reproduce the basic scenarios of leadership known in nature and society: laissez-faire (irregular activity, weak leadership, sizable inter-follower interaction, autonomous sub-leaders); participative or democratic (strong leadership, but with feedback from followers); and autocratic (no feedback, one-way influence). Several pertinent aspects of these scenarios are found as well-e.g., hidden leadership (a hidden clique of agents driving the official autocratic leader), and successive leadership (two leaders influence followers by turns). We study how these scenarios emerge from inter-agent dynamics and how they depend on behavior rules of agents-in particular, on their inertia against state changes.

  7. Political Parties and Innovation

    DEFF Research Database (Denmark)

    Bischoff, Carina Saxlund; Christiansen, Flemming Juul

    2017-01-01

    Public innovation and political parties are usually not studied together. Given the key position parties hold in representative democracies, it is somewhat odd that their influence on public innovation has not been explored. We propose to open this line of inquiry and introduce a typology...... that highlights four avenues for studying the links between public innovation and political parties: linkage, programme, interaction and policy. We use the typology to discuss relevant themes and empirical examples in existing literature and to formulate of a number of hypotheses about innovation of political...... parties themselves as well their impact on potentially innovative public decisions. One major expectation is that hierarchical parties with centralized leadership make more efficient decisions but that sustainable innovation outcomes promoted by collaborative efforts are easier to obtain for decentralized...

  8. An innovative view to the seismic hazard from strong Vrancea intermediate-depth earthquakes: the case studies of Bucharest (Romania) and Russe (Bulgaria)

    International Nuclear Information System (INIS)

    Panza, G.F.; Cioflan, C.; Marmureanu, G.; Kouteva, M.; Paskaleva, I.; Romanelli, F.

    2003-04-01

    An advanced procedure for ground motion modelling, capable of synthesizing the seismic ground motion from basic understanding of fault mechanism and seismic wave propagation, is applied to compute seismic signals at Bucharest (Romania) and Russe, NE Bulgaria, due to the seismic hazard from intermediate-depth Vrancea earthquakes. The theoretically obtained signals are successfully compared with the available observations. For both case studies site response estimates along selected geological cross sections are provided for three recent, strong and intermediate-depth, Vrancea earthquakes: August 30, 1986 and May 30 and 31, 1990. The applied ground motion modelling technique has proved that it is possible to investigate the local effects, taking into account both the seismic source and the propagation path effects. The computation of realistic seismic input, utilising the huge amount of geological, geophysical and geotechnical data, already available, goes well beyond the conventional deterministic approach and gives an economically valid scientific tool for seismic microzonation. (author)

  9. 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.

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

    Science.gov (United States)

    Bakker-Pieper, Angelique; Oostenveld, Wyneke

    2009-01-01

    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 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. PMID:20700375

  11. Innovation in healthcare: a concept analysis.

    Science.gov (United States)

    Weberg, Dan

    2009-01-01

    Innovation is a frequently used buzzword in healthcare. This article will clarify innovation as a process requiring leadership, among other factors, in order to occur. The concept of innovation will be defined, as well as the precedents and consequences. This exploration will serve as the definition of healthcare innovation and provide a clearer definition for future literature and research in healthcare, especially related to leadership and change. It is the purpose for this article to allow the reader to think about innovation in a critical manner and begin to add substantive meaning related to it.

  12. Creating the Future: Changing Culture Through Leadership Capacity Development

    Science.gov (United States)

    Lefoe, Geraldine

    Leadership for change is key to universities finding new ways to meet the needs of their future students. This chapter describes an innovative framework for leadership capacity development which has been implemented in a number of Australian universities. The framework, underpinned by a distributive approach to leadership, prepares a new generation of leaders for formal positions of leadership in all aspects of teaching and learning. The faculty scholars implemented projects, including a number of them using innovative technologies, to establish strategic change within their faculties. They shared their outcomes annually through national roundtables, which focussed on methods for improving assessment practice. Five critical factors for success are discussed including implemenation of strategic faculty-based projects; formal leadership training and related activities; opportunities for dialog about leadership practice and experiences; and activities that expanded current professional networks. The model can be adapted to have a specific focus on leadership for e-Learning, and some examples of faculty based strategic initiatives are described.

  13. Innovation capacity in the public sector

    DEFF Research Database (Denmark)

    Lewis, Jenny; Ricard, Lykke Margot

    The aim of this paper is to establish a framework for the comparative analysis of the four cases (municipalities), which will link innovation environments (governance structures, social networks and leadership qualities) to innovation capacity and innovativeness. It begins with a discussion of in...

  14. 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.

  15. charismatic Leadership

    OpenAIRE

    中村, 修

    2001-01-01

    Charismatic leadership involves determination, authority, openness, and the optimism of the leaders in Bengkulu City HarsallakumPesantern (Pesantren = Islamic Boarding School). This research uses descriptive method, as well as qualitative case study. The processing of data is done by data reduction, serving of the next, as well as doing the valid checking using triangulation technic, followed by concluding the findings. The result of the research, has swon that the leadership of Pesantren lea...

  16. Leadership and training.

    Science.gov (United States)

    Öfner, D

    Against the background of substantial changes in the field of healthcare in Austria, the specialization in surgery must be reconsidered starting from modified points of view. However, in this context, the new training regulations are not the only standard: the training officers must show leadership skills by paying attention to the modified framework conditions and by promoting a new corporate culture related to training with innovating concepts. The challenge of the threatening quality loss in surgery can only be addressed in this way.

  17. Leadership Influence: A Core Foundation for Advocacy.

    Science.gov (United States)

    Shillam, Casey R; MacLean, Lola

    As the largest segment of the health care workforce, nurses have the greatest potential for advancing systems and services to improve health care delivery in the United States. This article presents a framework for nurse administrators to use in developing direct care nurses in their leadership influence competency as a means of increasing their advocacy potential. A systematic review resulted in establishing a nurse leadership influence framework based on the Kouzes and Posner leadership model. The framework includes leadership competencies by nursing professional organizations and was validated by 2 national nurse leader focus groups. Nurse administrators have the opportunity to adopt an evidence-based leadership influence framework to ensure development of advocacy competency in direct care nurses. The impact of nurse administrators systematically adopting a standardized leadership influence framework will result in setting a strong foundation for nurse advocacy. Successful long-term impacts will result in nurses skillfully integrating leadership influence and advocacy into all aspects of daily practice.

  18. Innovation, exports and productivity

    NARCIS (Netherlands)

    Cassiman, B.; Golovko, E.; Martinez-Ros, E.

    2010-01-01

    We argue that the positive association found between firm productivity and exports in the literature relates to the firm's innovation decisions. Using a panel of Spanish manufacturing firms we find strong evidence that product innovation - and not process innovation - affects productivity and

  19. Intellectual Property and Innovation

    CERN Multimedia

    CERN. Geneva

    2017-01-01

    Francis Gurry has led WIPO as Director General since 1st October, 2008. He was reappointed in May 2014 for a second six-year term, which runs until September 2020. Under his leadership, WIPO is addressing major challenges. These include managing the stress on the international patent and copyright systems produced by rapid technological change, by globalisation and increased demand; reducing the knowledge gap between developed and developing countries; and ensuring that the intellectual property (IP) system serves its fundamental purpose of encouraging creativity and innovation in all countries. Every year, WIPO publishes the Global Innovation Index (GII), which provides detailed metrics about the innovation performance of countries and economies around the world. The 2016 edition highlighted CERN as an example of successful, regional innovation initiatives. In this seminar Mr. Gurry will share his knowledge and views on the role of IP in innovation. You can read a message from Mr. Gurry here : http://...

  20. A meta-analysis of shared leadership and team effectiveness.

    Science.gov (United States)

    Wang, Danni; Waldman, David A; Zhang, Zhen

    2014-03-01

    A growing number of studies have examined the "sharedness" of leadership processes in teams (i.e., shared leadership, collective leadership, and distributed leadership). We meta-analytically cumulated 42 independent samples of shared leadership and examined its relationship to team effectiveness. Our findings reveal an overall positive relationship (ρ = .34). But perhaps more important, what is actually shared among members appears to matter with regard to team effectiveness. That is, shared traditional forms of leadership (e.g., initiating structure and consideration) show a lower relationship (ρ = .18) than either shared new-genre leadership (e.g., charismatic and transformational leadership; ρ = .34) or cumulative, overall shared leadership (ρ = .35). In addition, shared leadership tends to be more strongly related to team attitudinal outcomes and behavioral processes and emergent team states, compared with team performance. Moreover, the effects of shared leadership are stronger when the work of team members is more complex. Our findings further suggest that the referent used in measuring shared leadership does not influence its relationship with team effectiveness and that compared with vertical leadership, shared leadership shows unique effects in relation to team performance. In total, our study not only cumulates extant research on shared leadership but also provides directions for future research to move forward in the study of plural forms of leadership.

  1. Leadership and Teamwork in Trauma and Resuscitation.

    Science.gov (United States)

    Ford, Kelsey; Menchine, Michael; Burner, Elizabeth; Arora, Sanjay; Inaba, Kenji; Demetriades, Demetrios; Yersin, Bertrand

    2016-09-01

    Leadership skills are described by the American College of Surgeons' Advanced Trauma Life Support (ATLS) course as necessary to provide care for patients during resuscitations. However, leadership is a complex concept, and the tools used to assess the quality of leadership are poorly described, inadequately validated, and infrequently used. Despite its importance, dedicated leadership education is rarely part of physician training programs. The goals of this investigation were the following: 1. Describe how leadership and leadership style affect patient care; 2. Describe how effective leadership is measured; and 3. Describe how to train future physician leaders. We searched the PubMed database using the keywords "leadership" and then either "trauma" or "resuscitation" as title search terms, and an expert in emergency medicine and trauma then identified prospective observational and randomized controlled studies measuring leadership and teamwork quality. Study results were categorized as follows: 1) how leadership affects patient care; 2) which tools are available to measure leadership; and 3) methods to train physicians to become better leaders. We included 16 relevant studies in this review. Overall, these studies showed that strong leadership improves processes of care in trauma resuscitation including speed and completion of the primary and secondary surveys. The optimal style and structure of leadership are influenced by patient characteristics and team composition. Directive leadership is most effective when Injury Severity Score (ISS) is high or teams are inexperienced, while empowering leadership is most effective when ISS is low or teams more experienced. Many scales were employed to measure leadership. The Leader Behavior Description Questionnaire (LBDQ) was the only scale used in more than one study. Seven studies described methods for training leaders. Leadership training programs included didactic teaching followed by simulations. Although programs

  2. 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.

  3. The embodiment of authentic leadership.

    Science.gov (United States)

    Waite, Roberta; McKinney, Nicole; Smith-Glasgow, Mary Ellen; Meloy, Faye A

    2014-01-01

    Development of student leadership capacity and efficacy is critical to the nursing profession, and vital to this process is a strong foundation in critical thinking that includes a depth of understanding of self (i.e., authentic leadership development). This article will (a) present a theoretical overview of authentic leadership as compared with other popular leadership theories, (b) provide an overview of development/implementation of an authentic leadership course, the first in a series of six one-credit courses as an integral component of the Macy Undergraduate Leadership Fellows Program for upper-level nursing students, and (c) discuss related implications for nursing education. Findings from an investigator-developed quantitative pre-post survey and qualitative evaluation questions are provided. Student feedback regarding the comprehensive nature of the course was extremely positive and affirmed the value of introspection associated with authentic leadership in ongoing personal and professional development. Critical pedagogy and action-oriented learning strategies also proved beneficial to student engagement. Copyright © 2014 Elsevier Inc. All rights reserved.

  4. Building a strong foundation for innovation

    International Development Research Centre (IDRC) Digital Library (Canada)

    The researchers traced the heavy metal's pathway from mines to homes, and discovered that air, rather than water or food, was the main route. Emissions from mine smoke- stacks were one obvious source. The researchers also found that trucks travelling on roads paved with mining waste dispersed particles of manganese ...

  5. Developing leadership roles in nursing and midwifery.

    Science.gov (United States)

    McGuire, Clare; Ray, Devashish

    2014-11-04

    This article is the first in a series of seven articles on an initiative undertaken in NHS Lanarkshire where a creative partnership with the University of the West of Scotland established a shared commitment to developing nursing and midwifery leadership. This article describes the national context within Scotland. It provides an overview of the innovative programmes of work and systems devised to support leadership throughout the organisation with a particular focus on quality of care.

  6. School Organizational Innovative Indicators for Technical Universities and Institutes

    Science.gov (United States)

    Chen, Su-Chang; Hsiao, Hsi-Chi; Chang, Jen-Chia; Shen, Chien-Hua; Chou, Chun-Mei

    2010-01-01

    This study aimed to construct the organizational innovation indicators of technical universities and institutes. This study held a group discussion and expert focus meeting and afterward, this study generalized seven facets of school organizational innovation: leadership innovation, administration innovation, student guidance and activity…

  7. Transformational leadership.

    Science.gov (United States)

    Taccetta-Chapnick, M

    1996-01-01

    Rapid changes in the health care system have caused competition among institutions, as organizations are restructured to increase client satisfaction, resulting in the need for a new style of leadership. The transformational leader communicates the mission and vision of the organization and empowers others to effectively resolve conflicts that may arise with change. The health care team that can cope with changes and conflicts views restructuring as a positive transaction and approaches client satisfaction with energy and motivation. Institutions with transformational leadership are the ones that will survive the transition.

  8. Radiographer perceptions of managerial transformational leadership levels.

    Science.gov (United States)

    Legg, Jeffrey S; Akroyd, Duane; Jackowski, Melissa B

    2010-01-01

    Transformational leadership focuses on the ability of a leader to impact employees by inspiring employees to broaden interests in work as well as to be innovative and creative. It is positively associated with employee satisfaction and commitment to the organization. Characteristics of transformational leaders include confidence, ability to mange and deal with complexity, and belief in their employees and organizations. Considering the importance of leadership skills in radiology departments, this paper addresses directly the empirical evidence concerning radiographer's perception of their radiology managers and supervisors transformational leadership levels in the United States. Leadership can be taught, and we as a profession must begin to implement leadership training programs for our current and future leaders.

  9. Creative practicum leadership experiences in rural settings.

    Science.gov (United States)

    Schoenfelder, Deborah Perry; Valde, Jill Gaffney

    2009-01-01

    Rural healthcare systems provide rich learning environments for nursing students, where strong nursing leaders manage care for people with diverse health problems across the lifespan. The authors describe the development, implementation, and evaluation of rural clinical leadership practicum, a prelicensure course that specifically focuses on the application of leadership concepts in small rural healthcare systems.

  10. 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…

  11. Athlete preference of coach's leadership style | Surujlal | African ...

    African Journals Online (AJOL)

    This may require the coach to display flexibility in adapting his/her leadership style to suit specific leadership situations so that all stakeholders (i.e. coach, athletes and management) are satisfied. Coaches wield strong influence over their athletes, therefore their leadership skills forms a vital element of their coaching.

  12. Clinical leadership development and education for nurses: prospects and opportunities

    Directory of Open Access Journals (Sweden)

    Joseph ML

    2015-07-01

    Full Text Available M Lindell Joseph, Diane L Huber College of Nursing, The University of Iowa, Iowa City, IA, USA Abstract: With the implementation of the Affordable Care Act, elevated roles for nurses of care coordinator, clinical nurse leader, and advanced practice registered nurse have come to the forefront. Because change occurs so fast, matching development and education to job requirements is a challenging forecasting endeavor. The purpose of this article is to envision clinical leadership development and education opportunities for three emerging roles. The adoption of a common framework for intentional leadership development is proposed for clinical leadership development across the continuum of care. Solutions of innovation and interdependency are framed as core concepts that serve as an opportunity to better inform clinical leadership development and education. Additionally, strategies are proposed to advance knowledge, skills, and abilities for crucial implementation of improvements and new solutions at the point of care. Keywords: clinical leadership, nursing leadership, CNL, care coordination, innovation, interdependency

  13. Deep-level diversity and leadership.

    Science.gov (United States)

    Klein, Kristen M; Wang, Mo

    2010-12-01

    In the special issue on Diversity and Leadership (April 2010), the authors made a strong case for the importance of diversity in workplace leadership, rejected premature declarations that workplace discrimination is obsolete, and called for leadership theories that acknowledge and promote the value of diversity. We appreciate all authors' stressing that the glass ceiling still exists, not only for women but for other historically low-power groups as well. We also agree that modern theories of leadership can benefit immensely from increased participation by scholars and practitioners who are not Western, White, upper-class men (Chin, 2010). PsycINFO Database Record (c) 2010 APA, all rights reserved.

  14. Advancing Leadership

    OpenAIRE

    Penny L. Tenuto

    2014-01-01

    Preparing students to become active citizens and contributors to a democratic society is premised on teaching democratic principles and modeling standards of democratic practice at all levels of education. The purpose of this integrative literature review is to establish a conceptual framework grounded in literature and a model for cultivating democratic professional practice in education (DPPE) to advance leadership f...

  15. 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…

  16. Leadership wisdom.

    Science.gov (United States)

    Melanson, Mark A

    2009-01-01

    Becoming a good leader starts with effectively leading yourself. Good leadership flows from good followership. While leaders need to be adaptive, they need to make sure that change is actually necessary and not merely the illusion of progress. Effective juggling of leadership responsibilities requires identifying the glass balls and making sure that they do not drop. Leaders need to be visible and be out front, especially when things get rough or when they are the most perilous. Anger should never be allowed to reign and cloud a leader's judgment. Leadership is not "one size fits all," those being led are unique and, consequently, different approaches will be necessary to properly motivate followers. When considering important leadership decisions, it is advisable to seek out your own Napoleon's Corporal to be sure that your plan is sound and those who will implement it do in fact fully understand it. Genuine belief in your Soldiers is the most powerful and lasting thing that you can express as a leader. Lastly, mentoring is a solemn responsibility of leaders that must never be eclipsed by the many literal and figurative battles of the day.

  17. 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 ...

  18. Leading virtual teams: hierarchical leadership, structural supports, and shared team leadership.

    Science.gov (United States)

    Hoch, Julia E; Kozlowski, Steve W J

    2014-05-01

    Using a field sample of 101 virtual teams, this research empirically evaluates the impact of traditional hierarchical leadership, structural supports, and shared team leadership on team performance. Building on Bell and Kozlowski's (2002) work, we expected structural supports and shared team leadership to be more, and hierarchical leadership to be less, strongly related to team performance when teams were more virtual in nature. As predicted, results from moderation analyses indicated that the extent to which teams were more virtual attenuated relations between hierarchical leadership and team performance but strengthened relations for structural supports and team performance. However, shared team leadership was significantly related to team performance regardless of the degree of virtuality. Results are discussed in terms of needed research extensions for understanding leadership processes in virtual teams and practical implications for leading virtual teams. (c) 2014 APA, all rights reserved.

  19. Leadership Training, Leadership Strategies and Organizational Performance

    DEFF Research Database (Denmark)

    Ladegaard Bro, 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...

  20. 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...

  1. Building Leadership Capacity in the Involving Network State

    DEFF Research Database (Denmark)

    Pedersen, Dorthe; Tangkjær, Christian

    2013-01-01

    New partnerships, cross-organisational collaborations and co-creation, digitalisation, involvement of citizens, public design and innovation stand out as new and emerging solutions in welfare delivery. However, New Public Management (NPM) seems to represent a historical repertoire of perspectives...... communities in order to conduct the needed leadership capabilities and incorporate the impact of leadership education in a multi-contextual public sector. We argue that critical reflexivity needs to be a pivotal point in leadership programmes....

  2. Leadership and Teamwork in Trauma and Resuscitation

    Science.gov (United States)

    Ford, Kelsey; Menchine, Michael; Burner, Elizabeth; Arora, Sanjay; Inaba, Kenji; Demetriades, Demetrios; Yersin, Bertrand

    2016-01-01

    Introduction Leadership skills are described by the American College of Surgeons’ Advanced Trauma Life Support (ATLS) course as necessary to provide care for patients during resuscitations. However, leadership is a complex concept, and the tools used to assess the quality of leadership are poorly described, inadequately validated, and infrequently used. Despite its importance, dedicated leadership education is rarely part of physician training programs. The goals of this investigation were the following: 1. Describe how leadership and leadership style affect patient care; 2. Describe how effective leadership is measured; and 3. Describe how to train future physician leaders. Methods We searched the PubMed database using the keywords “leadership” and then either “trauma” or “resuscitation” as title search terms, and an expert in emergency medicine and trauma then identified prospective observational and randomized controlled studies measuring leadership and teamwork quality. Study results were categorized as follows: 1) how leadership affects patient care; 2) which tools are available to measure leadership; and 3) methods to train physicians to become better leaders. Results We included 16 relevant studies in this review. Overall, these studies showed that strong leadership improves processes of care in trauma resuscitation including speed and completion of the primary and secondary surveys. The optimal style and structure of leadership are influenced by patient characteristics and team composition. Directive leadership is most effective when Injury Severity Score (ISS) is high or teams are inexperienced, while empowering leadership is most effective when ISS is low or teams more experienced. Many scales were employed to measure leadership. The Leader Behavior Description Questionnaire (LBDQ) was the only scale used in more than one study. Seven studies described methods for training leaders. Leadership training programs included didactic teaching

  3. Leadership and Teamwork in Trauma and Resuscitation

    Directory of Open Access Journals (Sweden)

    Michael Menchine

    2016-09-01

    Full Text Available Introduction: Leadership skills are described by the American College of Surgeons’ Advanced Trauma Life Support (ATLS course as necessary to provide care for patients during resuscitations. However, leadership is a complex concept, and the tools used to assess the quality of leadership are poorly described, inadequately validated, and infrequently used. Despite its importance, dedicated leadership education is rarely part of physician training programs. The goals of this investigation were the following: 1. Describe how leadership and leadership style affect patient care; 2. Describe how effective leadership is measured; and 3. Describe how to train future physician leaders.  Methods: We searched the PubMed database using the keywords “leadership” and then either “trauma” or “resuscitation” as title search terms, and an expert in emergency medicine and trauma then identified prospective observational and randomized controlled studies measuring leadership and teamwork quality. Study results were categorized as follows: 1 how leadership affects patient care; 2 which tools are available to measure leadership; and 3 methods to train physicians to become better leaders. Results: We included 16 relevant studies in this review. Overall, these studies showed that strong leadership improves processes of care in trauma resuscitation including speed and completion of the primary and secondary surveys. The optimal style and structure of leadership are influenced by patient characteristics and team composition. Directive leadership is most effective when Injury Severity Score (ISS is high or teams are inexperienced, while empowering leadership is most effective when ISS is low or teams more experienced. Many scales were employed to measure leadership. The Leader Behavior Description Questionnaire (LBDQ was the only scale used in more than one study. Seven studies described methods for training leaders. Leadership training programs

  4. [Leadership in nursing working groups. Perceptions].

    Science.gov (United States)

    Rodríguez-Gonzalo, Ana; Muñoz-Lobo, M A Jesús; Marzo-Martínez, Azucena; Sánchez-Vicario, Félix

    2009-01-01

    To identify leadership behavior as perceived by the heads and members of working groups and to analyze leadership styles by comparing the perceived behaviors. Cross sectional study. heads and members of working groups. 82-item questionnaire with 5 possible responses. Variables analyzed: behaviors of the heads, leadership styles, extra effort, effectiveness and satisfaction. In the investigation group, the style most frequently identified by the group's members was the transformational style and that identified by the head was the transactional style. In the protocol group, the leadership style most frequently identified by both the head and members was the transformational style. In the quality group, no type of leadership was clearly identified. In the three groups, the percentages identifying extra effort, effectiveness and satisfaction were very high. Paying attention to the leadership style of the managers of units or groups is important, since this factor is a strong dynamic element in organizations.

  5. An investigation on leadership styles in different cultures

    Directory of Open Access Journals (Sweden)

    Mostafa Emami

    2013-05-01

    Full Text Available During the past few years, there have been tremendous efforts on leadership style and various aspects of different leadership style. Some firms can achieve effective business performance by developing strong organizational culture and effective leadership while many studies indicate that firms can achieve effective business performance by developing strong organizational culture and effective leadership. This paper reviews recent advances on leadership style and various aspects of organizational cultures completed during the past few years. The paper concentrates on recently published articles appeared in the world.

  6. The new genesis of knowledge: Shared leadership for knowledge development

    NARCIS (Netherlands)

    Crielaard, J.P.; Wubben, E.F.M.; Omta, S.W.F.

    2012-01-01

    Today’s issues, like sustainable growth, are demanding for leaders, employees, knowledge and organisational innovation. Leadership literature until now is restrained by a hierarchical bias. This study takes an Ecologic System Model, and tests the contribution of shared leadership, self-directive

  7. Developing teacher leadership and its impact in schools

    NARCIS (Netherlands)

    Snoek, M.

    2014-01-01

    Leadership of teachers is considered as one of the key factors for innovation and quality improvement in schools. However, as leadership qualities are not a standard element in initial teacher education programs, arrangements for professional development of teachers in schools needs to address the

  8. Symbols of leadership and conceptions of power in Hausa literature ...

    African Journals Online (AJOL)

    Symbols of leadership and conceptions of power in Hausa literature: an intertextual reading of a Dodo folktale and a popular song. ... It reposes on an analysis of the manipulation of certain images and animal symbols of leadership and power borrowed from the world of tales used with a certain degree of innovation in order ...

  9. Promoting innovation: Enhancing transdisciplinary opportunities for medical and engineering students.

    Science.gov (United States)

    Brazile, Tiffany; Hostetter Shoop, Glenda; McDonough, Christine M; Van Citters, Douglas W

    2018-01-30

    Addressing current healthcare challenges requires innovation and collaboration. Current literature provides limited guidance in promoting these skills in medical school. One approach involves transdisciplinary training in which students from different disciplines work together toward a shared goal. We assessed the need for such a curriculum at Dartmouth College. We surveyed medical and engineering students' educational values; learning experiences; professional goals; and interest in transdisciplinary education and innovation. Data were analyzed using descriptive statistics. Shared values among student groups included leadership development, innovation, collaboration, and resource sharing. Medical students felt their curriculum inadequately addressed creativity and innovation relative to their engineering counterparts (p design factors. Despite strong interest, collaboration was less than 50% of indicated interest. Medical and engineering students share an interest in the innovation process and need a shared curriculum to facilitate collaboration. A transdisciplinary course that familiarizes students with this process has the potential to promote physicians and engineers as leaders and innovators who can effectively work across industry lines. A transdisciplinary course was piloted in Spring 2017.

  10. 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…

  11. Leadership: Four Styles

    Science.gov (United States)

    Howard, W. C.

    2005-01-01

    The Four Styles narrative of Leadership is written in three sections: (1) Overview of Leadership Styles; (2) Analysis of Leadership Styles; and (3) Applications of Leadership Styles. While the primary foundation for its development was generated from more than 30 years of research and studying leadership styles in education, the secondary…

  12. Achieving excellence in private intensive care units: The effect of transformational leadership and organisational culture on organisational change outcomes

    Directory of Open Access Journals (Sweden)

    Portia J. Jordan

    2015-12-01

    Full Text Available Orientation: Organisational change outcomes in private intensive care units are linked to higher patient satisfaction, improved quality of patient care, family support, cost-effective care practices and an increased level of excellence. Transformational leadership and fostering a positive organisational culture can contribute to these change outcomes. Research purpose: The study determined whether transformational leadership and a supportive organisational culture were evident in six private intensive care units in the Eastern Cape, South Africa. A conceptual framework to investigate the relationship between transformational leadership, organisational culture, and organisational change outcomes, was proposed and tested. Motivation for the study: The prevalence of transformational leadership, a positive organisational culture and their effect on organisational change outcomes in private healthcare industries require further research in order to generate appropriate recommendations. Research design, approach and method: A positivistic, quantitative design was used. A survey was conducted using a questionnaire which, in previous studies, produced scores with Cronbach’s alpha coefficients greater than 0.80, to collect data from a sample of 130 professional nurses in private intensive care units. Main findings: Transformational leadership and a positive organisational culture were evident in the private intensive care units sampled. A strong, positive correlation exists between transformational leadership, organisational culture, and organisational change outcomes. This correlation provides sufficient evidence to accept the postulated research hypotheses. Innovation and intellectual stimulation were identified as the factors in need of improvement. Practical or managerial implications: The findings of the study may be used by managers in intensive care units to promote organisational change outcomes, linked to transformational leadership and a

  13. Achieving excellence in private intensive care units: The effect of transformational leadership and organisational culture on organisational change outcomes

    Directory of Open Access Journals (Sweden)

    Portia J. Jordan

    2015-03-01

    Full Text Available Orientation: Organisational change outcomes in private intensive care units are linked to higher patient satisfaction, improved quality of patient care, family support, cost-effective care practices and an increased level of excellence. Transformational leadership and fostering a positive organisational culture can contribute to these change outcomes.Research purpose: The study determined whether transformational leadership and a supportive organisational culture were evident in six private intensive care units in the Eastern Cape, South Africa. A conceptual framework to investigate the relationship between transformational leadership, organisational culture, and organisational change outcomes, was proposed and tested.Motivation for the study: The prevalence of transformational leadership, a positive organisational culture and their effect on organisational change outcomes in private healthcare industries require further research in order to generate appropriate recommendations.Research design, approach and method: A positivistic, quantitative design was used. A survey was conducted using a questionnaire which, in previous studies, produced scores with Cronbach’s alpha coefficients greater than 0.80, to collect data from a sample of 130 professional nurses in private intensive care units.Main findings: Transformational leadership and a positive organisational culture were evident in the private intensive care units sampled. A strong, positive correlation exists between transformational leadership, organisational culture, and organisational change outcomes. This correlation provides sufficient evidence to accept the postulated research hypotheses. Innovation and intellectual stimulation were identified as the factors in need of improvement.Practical or managerial implications: The findings of the study may be used by managers in intensive care units to promote organisational change outcomes, linked to transformational leadership and a positive

  14. Leadership and Governance in Regional Tourism

    DEFF Research Database (Denmark)

    Valente, Flavio Jose; Dredge, Dianne; Lohmann, Gui

    2015-01-01

    the idea that market-led governance offers a superior model of leadership for regional tourism. This paper adopts an embedded case study approach, undertaking a comparison of leadership in two RTOs that are operating in the same geographical location but under different governance regimes. Semi...... dimensions of governance such as participation, efficiency, legitimacy, accountability, effectiveness and transparency influence a RTO’s capacity to lead, good governance and strong leadership were not necessarily synonymous. RTOs can demonstrate varying levels of effectiveness in different dimensions...... of governance and leadership can be strong in some aspects and weak in others at the same time. The paper argues for a more nuanced approach to understanding governance and leadership....

  15. A systematic review and reflection on leadership research in China in New Century

    DEFF Research Database (Denmark)

    Zhang, Kai; Yuan, Yingjie; Kesting, Peter

    2012-01-01

    ) Future studies in developing leadership theory press for seeking proper scientific research methodology for leadership studies and logical starting points for theo-retical construction; and 4) Developing effective leadership theoretical models will be the crucial issue for fu-ture researchers to achieve......, and summa-rized domestic research progress on both developing indigenous leadership theories and examining and ex-tending western leadership theories since 2000, using content analysis approach. Current problems and future directions are also suggested on theoretical construction and research methods...... aspects of Chinese leadership research. This paper claimed that: 1) Chinese leadership research complied with the limitations of western re-search paradigm when adopting western leadership research approach; 2) Innovations of leadership theories should incorporate representative leadership practices; 3...

  16. Shared leadership and group identification in healthcare: The leadership beliefs of clinicians working in interprofessional teams.

    Science.gov (United States)

    Forsyth, Craig; Mason, Barbara

    2017-05-01

    Despite the proposed benefits of applying shared and distributed leadership models in healthcare, few studies have explored the leadership beliefs of clinicians and ascertained whether differences exist between professions. The current article aims to address these gaps and, additionally, examine whether clinicians' leadership beliefs are associated with the strength of their professional and team identifications. An online survey was responded to by 229 healthcare workers from community interprofessional teams in mental health settings across the East of England. No differences emerged between professional groups in their leadership beliefs; all professions reported a high level of agreement with shared leadership. A positive association emerged between professional identification and shared leadership in that participants who expressed the strongest level of profession identification also reported the greatest agreement with shared leadership. The same association was demonstrated for team identification and shared leadership. The findings highlight the important link between group identification and leadership beliefs, suggesting that strategies that promote strong professional and team identifications in interprofessional teams are likely to be conducive to clinicians supporting principles of shared leadership. Future research is needed to strengthen this link and examine the leadership practices of healthcare workers.

  17. The CNO and Leading Innovation: Competencies for the Future.

    Science.gov (United States)

    Weatherford, Barbara; Bower, Kathleen A; Vitello-Cicciu, Joan

    Although innovation is critical to success in today's tumultuous environment, health care is slow to embrace it, and there is significant variability in strategic adoption of innovation across organizations. Nurse leaders do not need to be innovators themselves but must engage in, and have the ability to create, an organizational culture of innovation. Twenty-six leadership behaviors specific to innovation leadership were identified through a Delphi study to develop competencies as well as the knowledge, skills, and attitudes that support nurse leaders in acquiring or expanding the capability of nurse leaders to create a culture of innovation. It was demonstrated that nursing innovation experts were able to differentiate between general leadership behaviors and innovation leader behaviors. In addition, the need to acquire basic leadership competencies before mastering innovation leader competencies was identified. Five strategies to initiate or expand a culture of innovation in organizations were identified, including (1) assessment of organizational capacity for innovation; (2) acknowledgement of the responsibility of all leaders to create an innovation-rich environment; (3) provision of education, skill building, and coaching; (4) encouragement of an ongoing practice of innovation, even in the face of failure; and (5) development of a sustainable culture of innovation.

  18. 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...... compete with shifting subject positions, notions of self and inspirations among leaders. To support this claim, a critical discourse analysis (cf. Fairclough 2003, 2012) is carried out of interviews with two middle managers, which involves close analysis of the language used by the respondents...

  19. 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...

  20. 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.

  1. 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...

  2. The Dynamics of Innovation Influents

    DEFF Research Database (Denmark)

    Reijonen, Satu; Pinheiro-Croisel, Rebecca

    Despite a growing interest, sustainable energy innovations encounter difficulties in attaining market success. This paper investigates the role of contracts, a hitherto understudied innovation influent, in generating more conducive conditions for sustainable energy innovations in building projects...... of the project and the ways in which the benefits and costs are calculated and thereby create a strong entanglement of the sustainable energy innovation and the design project. Furthermore, the dynamics lead to favouring of uptake of existing innovations rather than generating completely novel solutions...

  3. The Unique Leadership Needs of Minority Student Populations: Crafting a Leadership Identity

    Science.gov (United States)

    Baughman, Kristen N.; Bruce, Jacklyn

    2011-01-01

    The purpose of this qualitative study was to determine how college-level minority student leaders make meaning of those leadership experiences. Semi-structured interviews were conducted with 12 students. Major findings noted a strong personal motivation to participate in student leadership positions. Further research on the impact of familial…

  4. 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...

  5. Open Innovation Practices and their Effect on Innovation Performance

    DEFF Research Database (Denmark)

    Ebersberger, Bernd; Bloch, Carter Walter; Herstad, Sverre

    2013-01-01

    innovation practices have a strong impact on innovation performance. Second, results suggest that that broad-based approaches yield the strongest impacts, and that the collective of open innovation strategies appear more important than individual practices. Third, intramural investments are still important......This paper develops an indicator framework for examining open innovation practices and their impact on performance. The analysis, which is based on Community Innovation Survey (CIS) data for Austria, Belgium, Denmark and Norway, yields a number of interesting results. First, we find that open...... for innovative performance, stressing that open innovation is not a substitute for internal knowledge building....

  6. Open Innovation Practices and their Effect on Innovation Performance

    DEFF Research Database (Denmark)

    Ebersberger, Bernd; Bloch, Carter Walter; Herstad, Sverre

    2013-01-01

    This paper develops an indicator framework for examining open innovation practices and their impact on performance. The analysis, which is based on Community Innovation Survey (CIS) data for Austria, Belgium, Denmark and Norway, yields a number of interesting results. First, we find that open...... innovation practices have a strong impact on innovation performance. Second, results suggest that that broad-based approaches yield the strongest impacts, and that the collective of open innovation strategies appear more important than individual practices. Third, intramural investments are still important...... for innovative performance, stressing that open innovation is not a substitute for internal knowledge building....

  7. Innovative learning for innovation

    NARCIS (Netherlands)

    Dr.Ir. Hay Geraedts

    2010-01-01

    Introduction Innovation is crucial for companies who have to react to constantly changing markets. Several national and European research institutes stress the importance of developing innovation for small and medium size enterprises (SMEs). This was a trigger to design a minor on strategic

  8. 76 FR 3638 - Nominations Requested for the 2011 Healthy Living Innovation Awards

    Science.gov (United States)

    2011-01-20

    ... health promotion areas: (1) Healthy weight; (2) Physical activity; and (3) Nutrition. The Department... consideration upon review: Creativity and Innovation Leadership Sustainability Replicability Results/Outcomes...

  9. 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.

  10. Business Inspiration: Small Business Leadership in Recovery?

    Science.gov (United States)

    Rae, David; Price, Liz; Bosworth, Gary; Parkinson, Paul

    2012-01-01

    Business Inspiration was a short, action-centred leadership and innovation development programme designed for owners and managers of smaller firms to address business survival and repositioning needs arising from the UK's economic downturn. The article examines the design and delivery of Business Inspiration and the impact of the programme on…

  11. Networked Leadership in Educational Collaborative Networks

    Science.gov (United States)

    Díaz-Gibson, Jordi; Zaragoza, Mireia Civís; Daly, Alan J.; Mayayo, Jordi Longás; Romaní, Jordi Riera

    2017-01-01

    Educational Collaborative Networks (ECNs) aim to achieve educational goals at the community level and base their actions on collaborative partnering between schools and community organizations. These approaches are an emergent and innovative leadership and policy strategy being used increasingly across the globe, given the interconnected and…

  12. Leadership Does Make a Difference

    Science.gov (United States)

    Moore, John W.

    1999-05-01

    school chemistry curriculum. It significantly influenced the introductory college course, both because students were expected to be better prepared and because their attitudes about science were likely to be different. CHEM Study had an extremely strong laboratory component. Students were expected to carry out experiments, think about their results, and use those results to discover characteristics of the physicochemical world. In this regard it was a precursor of current inquiry-based and discovery-based laboratory programs at the college level. CHEM Study also resulted in much greater interaction between teachers at the high school and college levels. Because the curriculum was quite different from what had gone before, teacher's guides, instruction pamphlets, achievement tests, and films were created to complement the text and laboratory manual. A program of summer workshops was designed to help teachers learn how to implement the new curriculum, and many teachers today still remember fondly their participation. Both professional development and personal contacts served them well for many years. Teachers from high schools and colleges who participated in the CHEM Study writing teams were also greatly influenced. Because certain kinds of experiments were difficult or impossible to carry out in a high school setting, CHEM Study prepared 27 films for students. CHEM Study's use of media and its criteria for selection of film topics foreshadowed the current interest in multimedia instruction (2) and would sound up-to-date today. In addition, CHEM Study has served as a model for subsequent curriculum development projects. For example, the call for proposals for the five systemic undergraduate chemistry initiatives currently being supported by NSF included a reference to the dearth of curricular innovation since that initiated in the 1960s by CHEM Study and the Chemical Bond Approach (CBA) projects. Glenn Seaborg's leadership in chemical education arose out of his strong

  13. 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...

  14. Innovative Leadership: Insights from a Learning Technologist

    Science.gov (United States)

    Campbell, Bruce

    2012-01-01

    Professor Ricardo Torres Kompen is a leading proponent for, and researcher in, personal learning environments (PLEs). During his interview, Torres Kompen clarified his research on PLEs, particularly the digital toolbox within PLEs. He elaborated on experiences with implementing PLE initiatives, personal insights on using social media and Web 2.0…

  15. Leadership, organisational citizenship and innovative work ...

    African Journals Online (AJOL)

    Journal of Language, Technology & Entrepreneurship in Africa. Journal Home · ABOUT THIS JOURNAL · Advanced Search · Current Issue · Archives · Journal Home > Vol 4, No 2 (2013) >. Log in or Register to get access to full text downloads.

  16. Creative leadership

    OpenAIRE

    Stadnik, Kalina

    2015-01-01

    Creativity is now an exposed trait. This is due to the high need for innovation, original and useful solutions that serve the development of the organization, their effective market entry and long-term survival. This publication is a collection of papers prepared under The First National Conference “CREATIVE VIBES. Kreatywnością napędzamy gospodarkę”, whose aim was to stir issues concerning the significance of creativity from the point of view of the development of innovative economy, as well...

  17. Patient-centered innovation in health care organizations: a conceptual framework and case study application.

    Science.gov (United States)

    Hernandez, Susan E; Conrad, Douglas A; Marcus-Smith, Miriam S; Reed, Peter; Watts, Carolyn

    2013-01-01

    Patient-centered innovation is spreading at the federal and state levels. A conceptual framework can help frame real-world examples and extract systematic learning from an array of innovative applications currently underway. The statutory, economic, and political environment in Washington State offers a special contextual laboratory for observing the interplay of these factors. We propose a framework for understanding the process of initiating patient-centered innovations-particularly innovations addressing patient-centered goals of improved access, continuity, communication and coordination, cultural competency, and family- and person-focused care over time. The framework to a case study of a provider organization in Washington State actively engaged in such innovations was applied in this article. We conducted a selective review of peer-reviewed evidence and theory regarding determinants of organizational change. On the basis of the literature review and the particular examples of patient-centric innovation, we developed a conceptual framework. Semistructured key informant interviews were conducted to illustrate the framework with concrete examples of patient-centered innovation. The primary determinants of initiating patient-centered innovation are (a) effective leadership, with the necessary technical and professional expertise and creative skills; (b) strong internal and external motivation to change; (c) clear and internally consistent organizational mission; (d) aligned organizational strategy; (e) robust organizational capability; and (f) continuous feedback and organizational learning. The internal hierarchy of actors is important in shaping patient-centered innovation. External financial incentives and government regulations also significantly shape innovation. Patient-centered care innovation is a complex process. A general framework that could help managers and executives organize their thoughts around innovation within their organization is presented.

  18. Transforming Leadership Styles and Knowledge Sharing in a Multicultural Context

    Directory of Open Access Journals (Sweden)

    Rasa Paulienė

    2012-06-01

    Full Text Available Despite limitations on comprehensive studies, scholars accept that transformational and transactional leadership theories will have a universal application because these models have capacity for being adapted to different cultural settings. However, more exploration is required in order to develop a strong and consistent picture of the generalizability of culturally-linked leadership styles differently perceived, evaluated or enacted in diverse cultures because the meaning and importance given to the concept of leadership vary across cultures. By comparing and contrasting the number of cultural frameworks of leadership styles and drawing conclusions as to the relationship between leadership styles and culture, more holistic understanding can be attained.

  19. Academic Leadership Development: A Case Study.

    Science.gov (United States)

    Berman, Audrey

    2015-01-01

    A dean at a private school of nursing implemented a leadership development program for early- to mid-career nursing faculty consisting of one 4-hour evening session per academic quarter for 7 quarters. Eight faculty members who had expressed interest in assuming a leadership role or been recommended by their supervisors as having strong leadership potential were invited to join. Program topics included leadership pathways, legal issues, budgeting and governance, diversity, the political arena, human resources, and student issues. Interviews with participants revealed 6 themes: the support a peer cohort provided, a desire for real-life application, a lack of previous exposure to related content or experiences, new perceptions of themselves as academic nurse leaders, the value of the program as preparation for academic nursing leadership roles, and broad program applicability. Copyright © 2015 Elsevier Inc. All rights reserved.

  20. Leadership Effectiveness and Gender

    Science.gov (United States)

    1999-04-01

    Historical Conclusions.............................................................................................7 CONTINGENCY LEADERSHIP THEORIES ... leadership and looks at some historical background information relating to the more common theories that relate to leadership and effectiveness. It also...delves into some of the more traditional leadership theories as well as some of the more modern day theories and attempts to identify why there is still

  1. The relationship between transformational leadership and leadership effectiveness in Kenyan indigenous banks

    Directory of Open Access Journals (Sweden)

    Lynette Louw

    2017-11-01

    Full Text Available Orientation: Effective leadership is critical to the survival and growth of organisations. For such leadership to be realised, organisational leaders need to be competent in transformational leadership, which is described as a situation in which the leader and followers empower and shape each other’s behaviour to attain a desired goal. Research purpose: The purpose of this study is to empirically test the relationship between transformational leadership competency and leadership effectiveness in Kenyan indigenous banks. Motivation for this study: In spite of the fact that indigenous banks have been performing better recently, their overall poor performance is cause for concern. This study was motivated by a desire to establish the extent to which the recent improvement is attributable to transformational leadership competency and effectiveness. It is also anticipated that this investigation can highlight aspects of leadership which require more attention in order to sustain improved performance. Research design, approach and method: The study utilised a survey method to collect both quantitative and qualitative data while probability and non-probability techniques were used to sample target population. With 494 respondents targeted in the study, 257 responses were received and analysed. Data analysis was performed using structural equation modelling with Cronbach’s alpha, confirmatory factor analysis and goodness-of-fit indices for analysis and for testing relationships. Main findings: The overall findings confirm that a strong relationship exists between transformational leadership competencies and leadership effectiveness among the leaders of the indigenous banks in Kenya. Practical/managerial implication: Based on the findings of this study, Kenyan indigenous banks are able to identify specific and essential transformational leadership competencies and leadership effectiveness attributes. Contribution: The study has identified that

  2. Instructional Leadership and Schools Effectiveness

    Science.gov (United States)

    Hung, Daisy Kee Mui; Ponnusamy, Premavathy

    With the influx of information technology through the Internet and the use of ICT in our daily lives, our future generation has traversed from a mere change of era to a dynamic era of change. Thus, the role of school leaders is becoming more challenging than ever. They need to make greater strides to ensure that they are able to make adjustments and readjustments in instructional practices to cater for the changing elements in their organization. In brief, the school leaders have to be creative, innovative with entrepreneurial drive in order to steer their subordinates (teachers) towards school excellence. Leadership of principal is therefore considered as a main criterion to create successful schools in country's educational advancement. Besides, the school effectiveness plays a crucial role in country's academic advancement. This paper focuses on a comprehensive review of literature on the relationship between instructional leadership and school effectiveness.

  3. The Sustainable Leadership Simulator (SLS)

    DEFF Research Database (Denmark)

    Kjærgaard, Thomas; Edgeman, Rick; Grewatsch, Sylvia

    Some businesses and some industries are demonstrating leadership on sustainability issues through cross-organizational collaboration and innovation, but the diffusion and scaling up of the sustainability solutions often termed Best Practices has been identified as a key challenge for future...... sustainable development by the UN (Leisinger and Bakker, 2013). Over a little more than a decade global initiatives like the Global Reporting Initiative (GRI) and the UN Global Compact (UNGC) has demonstrated leadership by addressing these issues through voluntary commitment from thousands of corporations......, whom are reporting on their sustainability practices to the GRI and UNGC standards. As a result, corporate communication on sustainability has undoubtedly risen dramatically, but a substantial impact on the sustainability of business and the societies they operate in has proven harder to verify...

  4. Barriers Approach to Innovation in Academic Libraries

    Directory of Open Access Journals (Sweden)

    Fu-Hsuan Chuang

    2016-11-01

    Full Text Available Innovation in academic libraries is not a brand new issue. Academic libraries can benefit from successful innovation, since innovation is a key contributor to gaining and sustaining competitive advantage for survival. Building on two case studies, 28 participants from leadership teams to practitioners are involved, the qualitative findings identified the specific two types of barriers that academic libraries face by applying a barriers approach to innovation, that’s, environmental and organizational barriers. Especially, seven dimensions of two types of barriers to innovation are found.

  5. 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 ...

  6. Clinical leadership and nursing explored: A literature search.

    Science.gov (United States)

    Stanley, David; Stanley, Karen

    2017-10-27

    To explore what we know of the concept of clinical leadership and what the term means. Clues to the definition of clinical leadership, the attributes of effective and less effective clinical leaders, models of clinical leadership and the barriers that hinder clinical leadership development were explored. While nursing leadership and healthcare leadership are terms that have been evident in nursing and health industry literature for many decades, clinical leadership is a relatively new term and is may still be misunderstood. A search was undertaken of formal and informal literature using a library database and a range of search engines for the words "clinical leadership" and "clinical leadership in nursing." In each case, the full search parameters were employed with searches between 1974-2016. Full-text articles were requested, and English was the preferred language. In total, 3,259 publications were located through seven database search tools, although these included a large number of duplications. Following further informal searches and removing irrelevant material, 27 research or literature review focused papers were retained that included 17 qualitative studies, one quantitative study, one mixed method study, one Delphi study and two that compared other research studies. As well, five literature reviews were retained in the synthesis. The data synthesis resulted five categories: definitions of clinical leadership, characteristics most likely or least associated with clinical leadership, models applied to clinical leadership and limits to clinical leadership development. Clinical leaders are recognised for having their values and beliefs parallel their actions and interventions. They are found across the spectrum of health organisations, often at the highest level for clinical interaction, but not commonly at the highest management level in a ward or unit team and they are seen in all clinical environments. Clinical Leadership and an understanding on how

  7. Blending Simulation-Based Learning and Interpretative Pedagogy for Undergraduate Leadership Competency Development.

    Science.gov (United States)

    McPherson, Charmaine; MacDonald, Cathy

    2017-01-01

    Effective leadership is an essential component guiding nursing activity and influencing health systems, health workers, and patient outcomes. Despite this evidence, undergraduate nursing programs may not be adequately preparing graduates to effectively engage in leadership practice. This article describes an educational innovation designed to support prelicensure leadership competency development. The authors blended simulation-based learning (SBL) with an interpretative pedagogical frame in a senior nursing leadership course at a primarily undergraduate university. The innovation involves a break from traditional nursing educational pedagogy by bringing SBL into the leadership classroom. Using interpretative pedagogy to purposefully create different relationships in the learning space supported deeper personal and professional transformation for the students. Nurse educators must purposefully design leadership curricula using active educational strategies that adequately prepare nurses for complex health systems. Integrating SBL within an interpretative pedagogy for leadership development moves students from merely knowing theory to informed and effective action. [J Nurs Educ. 2017;56(1):49-54.]. Copyright 2017, SLACK Incorporated.

  8. Staff nurse perceptions of nurse manager leadership styles and outcomes.

    Science.gov (United States)

    Casida, Jesus; Parker, Jessica

    2011-05-01

    To explore the correlations of leadership styles of nurse managers (NMs) and outcomes.   Little is known about the linkages among leadership styles [transformational (TFL), transactional (TRL)] of NMs and outcomes [a leader's extra effort (LEE), leadership satisfaction (LS) and effectiveness (LE)] using the full-range leadership theory. Methods  An exploratory correlational design was employed using data from a 2007 study in which staff nurses (n = 278) from four hospitals in the Northeastern US were asked to rate the leadership styles of NMs (n = 37) and outcomes using the Multifactor Leadership Questionnaire Form 5x-Short. Data were analysed using descriptive and inferential statistical methods. TFL leadership has strong correlations to LEE, LS and LE, and was a predictor for leadership outcomes. Conversely, TRL leadership has week correlations to LEE, LS and LE and did not predict leadership outcomes. NMs who frequently display TFL leadership styles will probably achieve goals in a satisfying manner, warranting further research. TFL leadership training should be a basic competency requirement of NMs. Placing successful and effective TFL leaders in nursing units are the professional and moral obligations of nurse executives. © 2011 The Authors. Journal compilation © 2011 Blackwell Publishing Ltd.

  9. Innovation af innovation

    DEFF Research Database (Denmark)

    Harste, Gorm

    2009-01-01

    , at innovation af innovationen forsøges gennemført på en måde, hvor tiden kræves at forholde sig til sin egen tidslighed i form af fremtid, nutid, fortid og ikke mindst i form af samtidighed. I tiden skal vi iagttage, hvordan vi iagttager tiden. Vi dobbelt-koder tiden på samme måde, som forskning forsker i...... organisationssystemerne. De to typer systemer kan noget helt bestemt med fænomenet tid. De kan synkronisere. Analyseres organisationssystemer ser vi, imidlertid at innovation kræver ro. Stærkt innovative systemer er militærsystemet og kunstsystemet, der også inddrages, og hvor vi ser paradokset mellem innovation og...... involution. Tid er med et medium og ikke et lufttomt rum. Tid er end ikke en gasart, men udgør et solidt fluidum, som samfundet bader i og flyder i, konstant i bevægelse. Reformer forudsætter former, og innovation forudsætter involution. Kun sådan muliggøres evolution....

  10. 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.

  11. Orchestrating innovation

    NARCIS (Netherlands)

    Berkers, F.T.H.M.; Klein Woolthuis, R.J.A.; Boer, J. de

    2015-01-01

    Orchestrating Innovation increases the probability of success, minimizing the probability of failure of technological innovations by creating sustained societal and economic value. Orchestrating innovation propagates to take into account and actively involve all relevant stakeholders of the (future)

  12. Open innovation: A preliminary model from the Knowledge-based Theory

    Directory of Open Access Journals (Sweden)

    Rocío González-Sánchez

    2011-04-01

    Full Text Available Purpose: The open innovation paradigm is an alternative and/or complementary way to knowledge management processes in its various stages, questioning the basic assumptions where some of the technological innovation strategies and processes are based on. The new logic of innovation process exploits knowledge dissemination through new innovation communities, on the one hand, and, considers of strategic value the external access to intangible resources. Thus, this approach supposes an alternative view to the traditional close innovation, focused on the exclusive exploitation of value innovations. This paper aims to contribute to building an integrated model of key factors to success in open innovation processes. It is analyzed for the role that certain key knowledge management decisions have on the results of open innovation projects, to facilitate the change process and provide new capacity or skills to do so. Design/methodology/approach: Through the review of theoretical and empirical literature, we show the main variables related to the functioning of open innovation systems, and establish various propositions about the meaning and intensity of such relationships.Findings: The management of open innovation project improves through three external factors: technical leadership based on experience, the intensive use of ICT, which allows a multilateral communication, and the existence of intermediate agents or facilitators with a strong neutral attitude. The results also depend on internal factors: the link function, the search routines, the establishment of incentive systems to encourage proactivity and organizational culture.Originality/value: In the absence of full proposals to guide effective decision making on both the management of relationships between organizations, as well as factors inherent to each of them, this paper proposes an exploratory model that integrates the key success factors in open innovation processes.

  13. Linking Nurses' Clinical Leadership to Patient Care Quality: The Role of Transformational Leadership and Workplace Empowerment.

    Science.gov (United States)

    Boamah, Sheila

    2018-03-01

    Background While improving patient safety requires strong nursing leadership, there has been little empirical research that has examined the mechanisms by which leadership influences patient safety outcomes. Aim To test a model examining relationships among transformational leadership, structural empowerment, staff nurse clinical leadership, and nurse-assessed adverse patient outcomes. Methods A cross-sectional survey was conducted with a randomly selected sample of 378 registered nurses working in direct patient care in acute care hospitals across Ontario, Canada. Structural equation modeling was used to test the hypothesized model. Results The model had an acceptable fit, and all paths were significant. Transformational leadership was significantly associated with decreased adverse patient outcomes through structural empowerment and staff nurse clinical leadership. Discussion This study highlights the importance of transformational leadership in creating empowering practice environments that foster high-quality care. The findings indicate that a more complete understanding of what drives desired patient outcomes warrants the need to focus on how to empower nurses and foster clinical leadership practices at the point of care. Conclusion In planning safety strategies, managers must demonstrate transformational leadership behaviors in order to modify the work environment to create better defenses for averting adverse events.

  14. Open Innovation

    OpenAIRE

    Gassmann, Oliver; Enkel, Ellen

    2006-01-01

    In the past 10 years, numerous interesting articles, book chapters, and books have been written on open innovation strategies in mainly large companies. While closed innovation models have resulted in important breakthrough innovations, many large companies have abandoned vertical integration strategies in recent years and have moved toward a combination of both closed and open innovation models that are used for reaching different sets of innovative goals. The definition of open innovation a...

  15. 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.

  16. Leading with "Emotional" Intelligence--Existential and Motivational Analysis in Leadership and Leadership Development

    Science.gov (United States)

    Mengel, Thomas

    2012-01-01

    This conceptual and practical paper is integrating the work of Viktor Frankl (1985) and Steven Reiss (2000, 2008) into a model of Existential and Motivational Analysis (EMotiAn). This integrated model and approach may provide scholars, educators, consultants and practitioners alike with an innovative and meaningful framework for leadership and…

  17. The School Leadership Program Communication Hub: Building Actionable Knowledge about Improving Leadership Preparation

    Science.gov (United States)

    Myran, Steve; Sanzo, Karen; Clayton, Jennifer

    2011-01-01

    Recent critics of university-based educational leadership preparations programs have alleged that the programs are out of touch with the contemporary practices of PK-12 school leaders. These complaints about preparation programs have resulted in new and innovative ways to prepare leaders, including the federally funded United States Department of…

  18. John Strong (1941 - 2006)

    CERN Multimedia

    Wickens, F

    Our friend and colleague John Strong was cruelly taken from us by a brain tumour on Monday 31st July, a few days before his 65th birthday John started his career working with a group from Westfield College, under the leadership of Ted Bellamy. He obtained his PhD and spent the early part of his career on experiments at Rutherford Appleton Laboratory (RAL), but after the early 1970s his research was focussed on experiments in CERN. Over the years he made a number of notable contributions to experiments in CERN: The Omega spectrometer adopted a system John had originally developed for experiments at RAL using vidicon cameras to record the sparks in the spark chambers; He contributed to the success of NA1 and NA7, where he became heavily involved in the electronic trigger systems; He was responsible for the second level trigger system for the ALEPH detector and spent five years leading a team that designed and built the system, which ran for twelve years with only minor interventions. Following ALEPH he tur...

  19. Leadership in an Egalitarian Society

    Science.gov (United States)

    von Rueden, Christopher; Gurven, Michael; Kaplan, Hillard; Stieglitz, Jonathan

    2014-01-01

    Leadership is instrumental to resolution of collective action dilemmas, particularly in large, heterogeneous groups. Less is known about the characteristics or effectiveness of leadership in small-scale, homogeneous, and relatively egalitarian societies, in which humans have spent most of our existence. Among Tsimane’ forager-horticulturalists of Bolivia, we (1) assess traits of elected leaders under experimental and naturalistic conditions and (2) test whether leaders impact collective action outcomes. We find that elected leaders are physically strong and have more kin and other exchange partners. Their ranks on physical dominance, kin support, and trustworthiness predict how well their groups perform, but only where group members have a history of collaborative interaction. Leaders do not take more of the spoils. We discuss why physically strong leaders can be compatible with egalitarianism, and we suggest that leaders in egalitarian societies may be more motivated by maintaining an altruistic reputation than by short-term rewards of collective action. PMID:25240393

  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. Public health education at the University of Florida: synergism and educational innovation.

    Science.gov (United States)

    Perri, Michael G; Peoples-Sheps, Mary; Blue, Amy; Lednicky, John A; Prins, Cindy

    2015-03-01

    The College of Public Health and Health Professions at the University of Florida is composed of five public health departments and four clinical health professions departments, and the college is one of six that make up the university's Health Science Center. These organizational resources, along with the university's explicit emphasis on collaboration across professions, colleges, institutes, and centers and the strong leadership and full support of deans and other academic leaders, provide a strong foundation for educational innovations. Three key areas in which the college has built upon these opportunities are interprofessional education, development of One Health instructional programs, and application of cutting-edge technology to students' educational experiences. These innovations represent the types of creative approaches to preparing the 21st-century workforce that can be developed through collaboration among multiple disciplines in a major university.

  2. Cardiac arrest leadership: in need of resuscitation?

    Science.gov (United States)

    Robinson, Philip S; Shall, Emma; Rakhit, Roby

    2016-12-01

    Leadership skills directly correlate with the quality of technical performance of cardiopulmonary resuscitation (CPR) and clinical outcomes. Despite an improved focus on non-technical skills in CPR training, the leadership of cardiac arrests is often variable. To assess the perceptions of leadership and team working among members of a cardiac arrest team and to evaluate future training needs. Cross-sectional survey of 102 members of a cardiac arrest team at an Acute Hospital Trust in the UK with 892 inpatient beds. Responses sought from doctors, nurses and healthcare assistants to 12 rated statements and 4 dichotomous questions. Of 102 responses, 81 (79%) were from doctors and 21 (21%) from nurses. Among specialist registrars 90% agreed or strongly agreed that there was clear leadership at all arrests compared with between 28% and 49% of nurses and junior doctors respectively. Routine omission of key leadership tasks was reported by as many as 80% of junior doctors and 50% of nurses. Almost half of respondents reported non-adherence with Advanced Life Support (ALS) guidelines. Among junior members of the team, 36% felt confident to lead an arrest and 75% would welcome further dedicated cardiac arrest leadership training. Leadership training is integrated into the ALS (Resus Council, UK) qualification. However, this paper found that in spite of this training; standards of leadership are variable. The findings suggest a pressing need for further dedicated cardiac arrest leadership training with a focus on improving key leadership tasks such as role assignment, team briefing and debriefing. Published by the BMJ Publishing Group Limited. For permission to use (where not already granted under a licence) please go to http://www.bmj.com/company/products-services/rights-and-licensing/.

  3. Leading the implementation of ICT innovations

    DEFF Research Database (Denmark)

    Hansen, Morten Balle; Nørup, Iben

    2017-01-01

    This article analyzes the associations between leadership, implementation of information and communications technology (ICT) innovations, and performance. Reviewing theories and empirical evidence from the literature on leading change, ICT innovations and performance hypotheses are formulated...... and tested in an analysis of the implementation of an ICT innovation in a Danish multi-site hospital. In a quasi-experimental research design using panel data, survey responses from more than 2000 employees before and after the implementation were generated as well as qualitative interviews with change...... agents. The findings indicate how differences in leadership during the ICT implementation process can have an important impact on performance after the ICT implementation process. The mobilization of initial support; directive leadership through information and technical assistance; participative...

  4. LIGO: The strong belief

    CERN Multimedia

    Antonella Del Rosso

    2016-01-01

    Twenty years of designing, building and testing a number of innovative technologies, with the strong belief that the endeavour would lead to a historic breakthrough. The Bulletin publishes an abstract of the Courier’s interview with Barry Barish, one of the founding fathers of LIGO.   The plots show the signals of gravitational waves detected by the twin LIGO observatories at Livingston, Louisiana, and Hanford, Washington. (Image: Caltech/MIT/LIGO Lab) On 11 February, the Laser Interferometer Gravitational-Wave Observatory (LIGO) and Virgo collaborations published a historic paper in which they showed a gravitational signal emitted by the merger of two black holes. These results come after 20 years of hard work by a large collaboration of scientists operating the two LIGO observatories in the US. Barry Barish, Linde Professor of Physics, Emeritus at the California Institute of Technology and former Director of the Global Design Effort for the Internat...

  5. 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

  6. An experience of virtual leadership development for human resource managers

    OpenAIRE

    Sherk, Karen E; Nauseda, Fiona; Johnson, Sarah; Liston, Delphine

    2009-01-01

    Abstract Problem Strong leadership and management skills are crucial to finding solutions to the human resource crisis in health. Health professionals and human resource (HR) managers worldwide who are in charge of addressing HR challenges in health systems often lack formal education in leadership and management. Approach Management Sciences for Health (MSH) developed the Virtual Leadership Development Program (VLDP) with support from the United States Agency for International Development (U...

  7. The Development and Validation of a Transformational Leadership Survey for Substance Use Treatment Programs

    Science.gov (United States)

    Edwards, Jennifer R.; Knight, Danica K.; Broome, Kirk M.; Flynn, Patrick M.

    2014-01-01

    Directors in substance use treatment programs are increasingly required to respond to external economic and socio-political pressures. Leadership practices that promote innovation can help offset these challenges. Using focus groups, factor analysis, and validation instruments, the current study developed and established psychometrics for the Survey of Transformational Leadership. In 2008, clinical directors were evaluated on leadership practices by 214 counselors within 57 programs in four U.S. regions. Nine themes emerged: integrity, sensible risk, demonstrates innovation, encourages innovation, inspirational motivation, supports others, develops others, delegates tasks, and expects excellence. Study implications, limitations and suggested future directions are discussed. Funding from NIDA. PMID:20509734

  8. 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.

  9. IFPEN Transports Energy Carnot Institute. Annual report 2016. Innovating mobility

    International Nuclear Information System (INIS)

    2017-01-01

    Under the authority of IFP Energies nouvelles, the IFPEN Transports Energie Carnot Institute develops efficient, clean and sustainable technological innovations in the fields of power-train and propulsion systems, energy sectors and industrial thermal processes with CO 2 capture. IFPEN Transports Energie Carnot Institute is a R and D center serving industry, leader in the fields of transport and energy: - Innovative solutions to address technological challenges and market needs (high-efficiency, low-emission power-trains, power-train electrification, energy optimization and onboard control, alternative fuels with low CO 2 emissions, energy generation based on chemical looping combustion); - High-performance experimental resources and digital tools resulting in innovations with reduced costs and development times; - A proactive industrial protection policy; - Support for industrial sectors, covering a very broad range of technological readiness levels; - Transfer of R and D results via joint product development with licensing out operations, strategic partnerships and collaborative research agreements; - An innovation support policy, aimed particularly at micro-companies, SMEs and intermediate-sized companies. IFPEN Transports Energie Carnot Institute has close ties with industry: from micro-companies, SMEs and intermediate-sized companies to major industrial groups; A strong commitment within competitiveness clusters (Mov'eo, LUTB, Systematic, Astech, etc.); A leadership of the automobile sector and the Transport Alliance within the Carnot Institutes; A synergy with networks of academic partners and R and D laboratories with an international influence

  10. Orchestrating innovation

    OpenAIRE

    Berkers, F.T.H.M.; Klein Woolthuis, R.J.A.; Boer, J. de

    2015-01-01

    Orchestrating Innovation increases the probability of success, minimizing the probability of failure of technological innovations by creating sustained societal and economic value. Orchestrating innovation propagates to take into account and actively involve all relevant stakeholders of the (future) ecosystem in which the innovation will, can or has to be adopted.

  11. Innovative didaktik

    DEFF Research Database (Denmark)

    Lund, Birthe

    Innovative didaktik. This deals with innovative didaktik from at methodological point of view in three ways - how to define the concept, how to develop it and how analyse it. Issues analysed: How to create innovative students? How to create innovative learning envoriments? These are core questions...

  12. Mindful innovation

    DEFF Research Database (Denmark)

    Olsen, Poul Bitsch

    2008-01-01

    Mindful innovation is an approach to innovation that pays attention to people's experience in an organization rather than to formal organization or social role.......Mindful innovation is an approach to innovation that pays attention to people's experience in an organization rather than to formal organization or social role....

  13. Program for developing leadership in pharmacy residents.

    Science.gov (United States)

    Fuller, Patrick D

    2012-07-15

    An innovative, structured approach to incorporating leadership development activities into pharmacy residency training is described. The American Society of Health-System Pharmacists (ASHP) has called for increased efforts to make leadership development an integral component of the training of pharmacy students and new practitioners. In 2007, The Nebraska Medical Center (TNMC) took action to systematize leadership training in its pharmacy residency programs by launching a new Leadership Development Series. Throughout the residency year, trainees at TNMC participate in a variety of activities: (1) focused group discussions of selected articles on leadership concepts written by noted leaders of the past and present, (2) a two-day offsite retreat featuring trust-building exercises and physical challenges, (3) a self-assessment designed to help residents identify and use their untapped personal strengths, (4) training on the effective application of different styles of communication and conflict resolution, and (5) education on the history and evolution of health-system pharmacy, including a review and discussion of lectures by recipients of ASHP's Harvey A. K. Whitney Award. Feedback from residents who have completed the series has been positive, with many residents indicating that it has stimulated their professional growth and helped prepared them for leadership roles. A structured Leadership Development Series exposes pharmacy residents to various leadership philosophies and principles and, through the study of Harvey A. K. Whitney Award lectures, to the thoughts of past and present pharmacy leaders. Residents develop an increased self-awareness through a resident fall retreat, a StrengthsFinder assessment, and communication and conflict-mode assessment tools.

  14. Innovation in a complex environment

    Directory of Open Access Journals (Sweden)

    René Pellissier

    2012-02-01

    Full Text Available Background: As our world becomes more global and competitive yet less predictable, the focus seems to be increasingly on looking to innovation activities to remain competitive. Although there is little doubt that a nation’s competitiveness is embedded in its innovativeness, the complex environment should not be ignored. Complexity is not accounted for in balance sheets or reported in reports; it becomes entrenched in every activity in the organisation. Innovation takes many forms and comes in different shapes.Objectives: The study objectives were, firstly, to establish the determinants for complexity and how these can be addressed from a design point of view in order to ensure innovation success and, secondly, to determine how this changes innovation forms and applications.Method: Two approaches were offered to deal with a complex environment – one allowing for complexity for organisational innovation and the other introducing reductionism to minimise complexity. These approaches were examined in a qualitative study involving case studies, open-ended interviews and content analysis between seven developing economy (South African organisations and seven developed economy (US organisations.Results: This study presented a proposed framework for (organisational innovation in a complex environment versus a framework that minimises complexity. The comparative organisational analysis demonstrated the importance of initiating organisational innovation to address internal and external complexity, with the focus being on the leadership actions, their selected operating models and resultant organisational innovations designs, rather than on technological innovations.Conclusion: This study cautioned the preference for technological innovation within organisations and suggested alternative innovation forms (such as organisational and management innovation be used to remain competitive in a complex environment. 

  15. 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.

  16. 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...

  17. Women in leadership1

    African Journals Online (AJOL)

    , The Netherlands. *Corresponding author ... reasons that women hold back from applying for senior leadership positions at the Delightful Hotel Germanton. The literature ..... mckinsey.de/events/female-leadership-program. Felfe, J. (2011).

  18. Global veterinary leadership.

    Science.gov (United States)

    Wagner, G Gale; Brown, Corrie C

    2002-11-01

    discussion among veterinarians and veterinary educators who may be intrigued by the concept. The impact of the program can be summarized as follows: Outreach Programs: The global veterinary leadership program will establish new partnerships between veterinarians and veterinary college faculty as they supervise the international internships and see a relationship between their goals and the value of food safety to this country. Strategic Opportunity: The program will build on the critical role that US veterinarians and veterinary colleges already play in strengthening the safety of free trade in this hemisphere. Diversity in an Age of Specialization: The program will combine a global orientation, language ability, and access to comprehensive, research- and economic-related work/study opportunities to expose veterinarians to the expanding world market for veterinary expertise. New Linkages Through Corporate Partners: Through the success and high visibility of current research and education programs, most veterinary colleges are well positioned to engage industry, government, and university leaders in ways to use the proposed program to increase the flow of new ideas and talent into the world food enterprise. International Funding: A new partnership among veterinarians, industry, government, and university leaders can coordinate strong multilateral requests for funding from national and international sources. An Interdisciplinary Strategy that Benefits Veterinary Medicine: The program will combine the diverse veterinary research and education system with our strong national and international network of collaborators to provide globally competent veterinarians who will be needed for the corporate and public opportunities of the future.

  19. A Seven Nations Study of Leadership Attributes

    Directory of Open Access Journals (Sweden)

    Mączyński Jerzy

    2017-06-01

    Full Text Available The overall purpose of this paper was to compare a representative sample of Polish middle managers with a representative sample of chief executive officers (CEOs from six chosen countries, in regard to selected leadership traits and behaviors. We present a small portion of data collected under the GLOBE project, Phase 3, and longitudinal research findings concerning subordinates′ assessments of Polish middle managers in relation to their attributes from 2008 to 2012. The GLOBE, Phase 3 research is the first study to investigate several thousands of CEOs and senior management teams in 24 countries, to empirically and directly assess the relationship between culture and leadership traits and behaviors. We provide research evidence that the investigated CEOs from the United States, Austria, Germany, China, and Taiwan (with the exception of Russian CEOs and Polish middle managers were generally positively evaluated by their direct staff in regard to: inspirational, visionary, integrity, and performance-oriented leadership behaviors (constituents of charismatic leadership, team-oriented behavior, and participative leadership style. Empirical findings under the GLOBE project, Phase 3 revealed that the charismatic leadership behavior of CEOs has a huge influence on top management teams′ (TMTs dedication to organizational goals, and is the most predictive of all leadership behaviors for TMT commitment to organizations. The analyzed research findings indicate that CEOs in Russia and Polish middle managers display strong similarities. They tend to behave in less charismatic, team-oriented, and participative ways than CEOs in the remaining countries.

  20. Wage Leadership in Construction.

    Science.gov (United States)

    1981-01-01

    LEADERSHIP IN CONSTRUCTION Wage leadership is the theory that wage increases in one sector lead to imitative increases elsewhere. In this paper we...test this theory in a large industry where wage leadership is supposed to be dominant- construction. Alternate theories of wage determination (excess...demand, real wage bargaining) are also tested, along with %he efficacy of the 1971-73 wagecotls BACKGROUND The theory of wage leadership is an important

  1. 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...

  2. 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.

  3. Processes of Institutional Innovation

    DEFF Research Database (Denmark)

    Boxenbaum, Eva; Acquier, Aurélien; Pinheiro, Rebecca

    How does innovation come about in a highly institutionalized field like the construction sector? The construction sector is characterized by relatively rigid routines, strong professional boundaries, clear division of labor, and elaborate national legislation. It tends to lag behind other sectors...... of the economy when it comes to innovation, being perceived as mechanically responding to external (client) needs and as implementing innovations that originate elsewhere (Winch 1998, Harty 2008). Sustainable construction represents a remarkable break with this tradition with strong ambitions to boost...... construction in terms of its economic, environmental and social performance. In sustainable construction, new technologies are appearing, new 'best practices' are being formulated, and new managerial systems and labels are being introduced. For instance, innovations like zeroenergy housing and eco...

  4. A Randomized Controlled Pilot Intervention Study of a Mindfulness-Based Self-Leadership Training (MBSLT) on Stress and Performance.

    Science.gov (United States)

    Sampl, Juliane; Maran, Thomas; Furtner, Marco R

    2017-01-01

    The present randomized pilot intervention study examines the effects of a mindfulness-based self-leadership training (MBSLT) specifically developed for academic achievement situations. Both mindfulness and self-leadership have a strong self-regulatory focus and are helpful in terms of stress resilience and performance enhancements. Based on several theoretical points of contact and a specific interplay between mindfulness and self-leadership, the authors developed an innovative intervention program that improves mood as well as performance in a real academic setting. The intervention was conducted as a randomized controlled study over 10 weeks. The purpose was to analyze the effects on perceived stress, test anxiety, academic self-efficacy, and the performance of students by comparing an intervention and control group ( n  = 109). Findings demonstrated significant effects on mindfulness, self-leadership, academic self-efficacy, and academic performance improvements in the intervention group. Results showed that the intervention group reached significantly better grade point averages than the control group. Moreover, the MBSLT over time led to a reduction of test anxiety in the intervention group compared to the control group. Furthermore, while participants of the control group showed an increase in stress over time, participants of the intervention group maintained constant stress levels over time. The combination of mindfulness and self-leadership addressed both positive effects on moods and on objective academic performance. The effects demonstrate the great potential of combining mindfulness with self-leadership to develop a healthy self-regulatory way of attaining achievement-related goals and succeeding in high-stress academic environments.

  5. 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…

  6. 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…

  7. Concepts of Leadership.

    Science.gov (United States)

    Spiess, Jack

    The oldest literary efforts on the subject of leadership view the leader as a person with certain describable traits. Despite intensive study, however, researchers have been unable to develop any meaningful list of leadership attributes. Empirical studies suggest that leadership is a dynamic process that varies with changes in leaders, followers,…

  8. Strategic Leadership in Schools

    Science.gov (United States)

    Williams, Henry S.; Johnson, Teryl L.

    2013-01-01

    Strategic leadership is built upon traits and actions that encompass the successful execution of all leadership styles. In a world that is rapidly changing, strategic leadership in schools guides school leader through assuring constant improvement process by anticipating future trends and planning for them and noting that plans must be flexible to…

  9. The League of Leadership

    Science.gov (United States)

    Rallis, Sharon F.; Militello, Matthew

    2010-01-01

    Effective leadership does not depend on a set of attributes that a single individual possesses. Instead, the search for one best heroic leader should be replaced with the search for and investment in a number of superheroes: a League of Leadership. Those who create a leadership league don't explore individual skills, but collective practices, such…

  10. Facilitating leadership team communication

    OpenAIRE

    Hedman, Eerika

    2015-01-01

    The purpose of this study is to understand and describe how to facilitate competent communication in leadership teamwork. Grounded in the premises of social constructionism and informed by such theoretical frameworks as coordinated management of meaning theory (CMM), dialogic organization development (OD), systemic-constructionist leadership, communication competence, and reflexivity, this study seeks to produce further insights into understanding leadership team communicati...

  11. 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…

  12. Connective Leadership in an Interdependent and Diverse World

    Science.gov (United States)

    Lipman-Blumen, Jean

    2017-01-01

    Expressing strong agreement with Robert Sternberg's rationale for changing our methods for identifying intelligence, this analysis emphasizes connections with leadership failures. In recognition that a changing world requires connective ethical leadership, it discusses the nine-factor behavioral model portraying achieving styles that can…

  13. Diversity Within the U.S. Air Force Senior Leadership

    Science.gov (United States)

    2010-02-17

    AIR WAR COLLEGE AIR UNIVERSITY DIVERSITY WITHIN THE U.S. AIR FORCE SENIOR LEADERSHIP by Gary N. Leong, Lt Col, USAF A Research Report...16 MANAGING DIVERSITY...potential. 2 With such a strong endorsement for the value of diversity from the Air Force’s topmost leadership , one would expect the diversity of the

  14. Faculty's Perceptions of Teaching Ethics and Leadership in Engineering Education

    Science.gov (United States)

    AlSagheer, Abdullah; Al-Sagheer, Areej

    2011-01-01

    This paper addressed the faculty's perception of engineering ethics and leadership training. The study looks into the present state of and methodologies for teaching engineering ethics and leadership and aims to determine the faculty's perception of an identified gap in this aspect of engineering education. Engineering education has strong ethics…

  15. School Business Leadership: The Small School District Perspective

    Science.gov (United States)

    Schaefbauer, Christi J.

    2012-01-01

    Effective leadership is on everyone's mind this presidential election year as the country's citizens look for a strong candidate to guide them through the next four years. Effective leadership is just as critical in the nation's school districts where people prepare their young people to be the global citizens of tomorrow. In most school…

  16. Innovation within a national health care system.

    Science.gov (United States)

    Young, Antony

    2017-05-01

    Tony is a practicing frontline National Health Service surgeon and director of medical innovation at Anglia Ruskin University and has founded 4 medical-technology start-ups. He has also cofounded the £500 million Anglia Ruskin MedTech Campus, which will become one of the world's largest health innovation spaces. In 2014, he was appointed as national clinical director for innovation at National Health Service England and in February 2016 became the first national clinical lead for innovation. In this role, he provides clinical leadership and support in delivering improved health outcomes in England, drives the uptake of proven innovations across the National Health Service, promotes economic growth through innovation, and helps make the National Health Service the go-to place on the planet for medical innovation. Copyright © 2016 Elsevier Inc. All rights reserved.

  17. Public value creation through collaborative innovation

    DEFF Research Database (Denmark)

    Crosby, Barbara C.; 't Hart, Paul; Torfing, Jacob

    2017-01-01

    This article explores how public managers can use insights about public sector innovation and public value governance to make more than incremental progress in remedying society’s most pressing needs. After outlining the features of public innovation, it considers some traditional barriers to ach...... innovation by adopting design logics and practices associated with inclusive, experimentalist governance.......This article explores how public managers can use insights about public sector innovation and public value governance to make more than incremental progress in remedying society’s most pressing needs. After outlining the features of public innovation, it considers some traditional barriers...... to achieving it. It then considers the usefulness of the public value framework for managers seeking to design innovative solutions for complex problems, and examines the type of leadership that is likely to foster collaborative innovation and public value. It finishes by offering levers for achieving...

  18. Exploring health information technology innovativeness and its antecedents in Canadian hospitals.

    Science.gov (United States)

    Paré, G; Jaana, M; Sicotte, C

    2010-01-01

    The primary aim of this study was to assess the antecedents of health information technology (HIT) innovativeness in public hospitals. To do so, we built upon our own previous work to relate the level of HIT innovativeness to organizational capacity characteristics. We conducted a survey of chief information officers (CIOs) in public hospitals in the two largest Canadian provinces to identify the level of HIT innovativeness in these settings and test nine research hypotheses derived from the proposed research model. A total of 106 completed questionnaires were received, which represents a response rate of 52%. Our findings indicate strong support for the research model. Seven out of nine hypotheses were supported indicating a significant relationship between HIT innovativeness and structural, financial, leadership, and knowledge sharing capacity characteristics. Results also reveal a moderate level of HIT innovativeness in the surveyed hospitals, with more emphasis on administrative systems and their integration than on clinical systems and emerging technologies. This study demonstrates that organizational characteristics are related to HIT innovativeness; this relationship holds irrespective of the public or private nature of hospitals.

  19. Management and organizational innovation in Brazil: evidence from technology innovation surveys

    Directory of Open Access Journals (Sweden)

    Daniel Paulino Teixeira Lopes

    2014-12-01

    Full Text Available From a broad perspective on the topic of innovation, considering not only technological innovations in products and processes but also management and organizational innovations, this study seeks to (1 discuss the main theoretical and conceptual approaches to innovation, especially management and organizational innovation; (2 understand how the subject has been studied since 1998 by the official innovation survey in Brazil (PINTEC; and (3 examine the evidence presented in three editions of the survey. The results show that innovation involves diverse phenomena and that there is a strong interrelation between technological innovation in products and processes and management and organizational innovations.

  20. The Brazilian sugarcane innovation system

    International Nuclear Information System (INIS)

    Tosi Furtado, Andre; Gaya Scandiffio, Mirna Ivonne; Barbosa Cortez, Luis Augusto

    2011-01-01

    Ethanol has recently been of great interest worldwide because it is a viable economic alternative to petroleum products and it is a renewable source of energy that mitigates the emission of greenhouse gases. Brazilian bioethanol from sugarcane is the most successful case at the world level because of its low cost and low level of greenhouse gas emissions. Brazil's success with sugarcane cannot be understood as based solely on a natural comparative advantage, but as a result of efforts that culminated in a positive trajectory of technological learning, relying mostly on incremental innovations. The purpose of this article is to analyze the key aspects of the innovation system built around the Brazilian sugarcane industry. It is based on the national innovation systems approach according to which innovation results from the interaction of different institutional actors. Institutional arrangements are analyzed as the basis for the innovative process, in particular R and D and the innovation policies and strategies of the main players in the sugarcane sector, including sugar and ethanol mills, industrial goods suppliers, public and private research institutions, and governmental agencies. - Research Highlights: → The Brazilian success in bioethanol is due to the sugarcane innovation system. → Private funds for R and D became central after IAA closure. → Nowadays Brazilian innovation system is transforming to keep its leadership. → Public funds for research in the second generation bioethanol.

  1. Interprofessional academic health center leadership development: the case of the University of Alabama at Birmingham's Healthcare Leadership Academy.

    Science.gov (United States)

    Savage, Grant T; Duncan, W Jack; Knowles, Kathy L; Nelson, Kathleen; Rogers, David A; Kennedy, Karen N

    2014-05-01

    The study describes the genesis of the University of Alabama at Birmingham's Healthcare Leadership Academy (HLA), highlights the HLA's outcomes, discloses how the HLA has changed, and delineates future directions for academic health center (AHC) interprofessional leadership training. While interprofessional training is recognized as an important component of the professional education for health professionals, AHCs have not focused on interprofessional leadership training to prepare future AHC leaders. As professional bureaucracies, AHCs require leadership distributed across different professions; these leaders not only should be technical experts, but also skilled at interprofessional teamwork and collaborative governance. The HLA is examined using the case method, which is supplemented with a descriptive analysis of program evaluation data and outcomes. The HLA has created a networked community of AHC leaders; the HLA's interprofessional team projects foster innovative problem solving. Interprofessional leadership training expands individuals' networks and has multiple organizational benefits. © 2014.

  2. Developing a leadership laboratory for nurse managers based on lived experiences: a participatory action research model for leadership development.

    Science.gov (United States)

    Mackoff, Barbara L; Glassman, Kimberly; Budin, Wendy

    2013-09-01

    The aim of the pilot study was to design an innovative model of leadership development, Leadership Laboratory (LL), grounded in the lived experiences and peer best practices of 43 cross-disciplinary nurse managers. The Institute of Medicine/Robert Wood Johnson Foundation study, The Future of Nursing, reinforces the need to prepare nurses for leadership positions. A 1-year participatory action research study was designed to develop 3 LLs involving nurse managers as participants, co-creators, and evaluators of the unique learning format. Analysis of qualitative and quantitative data revealed consistent and significantly positive results in leadership skill areas in all 3 LLs. Participants identified elements that distinguished LLs from traditional seminars and trainings sessions, including opportunities to gain from peer-to peer consultation, strategies, and support. Participants in the 1-year pilot demonstrated significant learning based on postsession and postproject assessments of the LLs. Data also described the unique attributes of a peer-driven approach to leadership development.

  3. Collaborative innovation

    DEFF Research Database (Denmark)

    Torfing, Jacob; Sørensen, Eva; Hartley, Jean

    2013-01-01

    There are growing pressures for the public sector to be more innovative but considerable disagreement about how to achieve it. This article uses institutional and organizational analysis to compare three major public innovation strategies. The article confronts the myth that the market......-driven private sector is more innovative than the public sector by showing that both sectors have a number of drivers of as well as barriers to innovation, some of which are similar, while others are sector specific. The article then systematically analyzes three strategies for innovation: New Public Management...... for enhancing public innovation is contingent rather than absolute. Some contingencies for each strategy are outlined....

  4. 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.

  5. Leader Humility and Team Innovation: Investigating the Substituting Role of Task Interdependence and the Mediating Role of Team Voice Climate.

    Science.gov (United States)

    Liu, Wenxing; Mao, Jianghua; Chen, Xiao

    2017-01-01

    Leadership has been found to be linked with team innovation. Based on social information processing theory and substitutes for leadership theory, this paper examines the influence of leader humility on team innovation. Results from 90 teams showed that leader humility will enhance team innovation by fostering team voice climate. Further, task interdependence substitutes the effect of leader humility on team innovation through an indirect way via team voice climate. This study discussed the theoretical and practical implementations of these observations.

  6. Leader Humility and Team Innovation: Investigating the Substituting Role of Task Interdependence and the Mediating Role of Team Voice Climate

    Directory of Open Access Journals (Sweden)

    Wenxing Liu

    2017-06-01

    Full Text Available Leadership has been found to be linked with team innovation. Based on social information processing theory and substitutes for leadership theory, this paper examines the influence of leader humility on team innovation. Results from 90 teams showed that leader humility will enhance team innovation by fostering team voice climate. Further, task interdependence substitutes the effect of leader humility on team innovation through an indirect way via team voice climate. This study discussed the theoretical and practical implementations of these observations.

  7. Leader Humility and Team Innovation: Investigating the Substituting Role of Task Interdependence and the Mediating Role of Team Voice Climate

    OpenAIRE

    Liu, Wenxing; Mao, Jianghua; Chen, Xiao

    2017-01-01

    Leadership has been found to be linked with team innovation. Based on social information processing theory and substitutes for leadership theory, this paper examines the influence of leader humility on team innovation. Results from 90 teams showed that leader humility will enhance team innovation by fostering team voice climate. Further, task interdependence substitutes the effect of leader humility on team innovation through an indirect way via team voice climate. This study discussed the th...

  8. Leader Humility and Team Innovation: Investigating the Substituting Role of Task Interdependence and the Mediating Role of Team Voice Climate

    Science.gov (United States)

    Liu, Wenxing; Mao, Jianghua; Chen, Xiao

    2017-01-01

    Leadership has been found to be linked with team innovation. Based on social information processing theory and substitutes for leadership theory, this paper examines the influence of leader humility on team innovation. Results from 90 teams showed that leader humility will enhance team innovation by fostering team voice climate. Further, task interdependence substitutes the effect of leader humility on team innovation through an indirect way via team voice climate. This study discussed the theoretical and practical implementations of these observations. PMID:28713316

  9. Distributed Leadership in Drainage Basin Management: A Critical Analysis of ‘River Chief Policy’ from a Distributed Leadership Perspective

    Science.gov (United States)

    Zhang, Liuyi

    2018-02-01

    Water resources management has been more significant than ever since the official file stipulated ‘three red lines’ to scrupulously control water usage and water pollution, accelerating the promotion of ‘River Chief Policy’ throughout China. The policy launches creative approaches to include people from different administrative levels to participate and distributes power to increase drainage basin management efficiency. Its execution resembles features of distributed leadership theory, a vastly acknowledged western leadership theory with innovative perspective and visions to suit the modern world. This paper intends to analyse the policy from a distributed leadership perspective using Taylor’s critical policy analysis framework.

  10. The Link between Distributed Leadership and Educational Outcomes: An Overview of Research

    OpenAIRE

    Maria Eliophotou Menon

    2013-01-01

    School leadership is commonly considered to have a significant influence on school effectiveness and improvement. Effective school leaders are expected to successfully introduce and support change and innovation at the school unit. Despite an abundance of studies on educational leadership, very few studies have provided evidence on the link between leadership models, and specific educational and school outcomes. This is true of a popular contemporary approach to leadershi...

  11. Leading a Group if Individuals - Leadership Skills in Sport and Work

    OpenAIRE

    Uusi-Autti, Tiia

    2016-01-01

    The objective of the thesis was to study whether the leadership skills effect group performance. After four years studying at Innovative Business Services, this thesis started with learning the leadership issues from working life The background as a skier gave interest to study leadership issues from the field of sport and these two were compared to find out whether there are similarities. In the thesis, when concentrating on sport, it will cover only skiing. This because it might have b...

  12. A landscape analysis of leadership training in postgraduate medical education training programs at the University of Ottawa

    Directory of Open Access Journals (Sweden)

    Marlon Danilewitz

    2016-10-01

    Conclusions: While there is strong recognition of the importance of training future physician leaders, the nature and design of PGME leadership training is highly variable. These data can be used to potentially inform future PGME leadership training curricula.

  13. Technology Innovation

    Science.gov (United States)

    EPA produces innovative technologies and facilitates their creation in line with the Agency mission to create products such as the stormwater calculator, remote sensing, innovation clusters, and low-cost air sensors.

  14. Science Innovation

    Science.gov (United States)

    EPA provides innovative research activities that help transform the protection of human health and the environment with high-risk, high-reward Pathfinder Innovation Projects, the P3 student competition, and low-cost air monitoring.

  15. Innovation hubs

    DEFF Research Database (Denmark)

    O´Hara, J.; Hansen, Poul H. Kyvsgård; Turner, N.

    2008-01-01

    hubs that attempts to discover the causes of failure of innovation hubs through the comparison of successful and failed hubs. Success factors for innovation hubs are also discussed and suggestions are made as to lessons that can be learned from the experiences of innovation hubs."......"Whilst ‘incremental innovation' is an imperative for the short-to-medium term success of a company, there is also a need for companies to engage in innovation activity that goes beyond the incremental in order to guarantee long-term success. However, such ‘radical innovation' (RI) poses new...... of separation from the culture and routines of the mainstream organisation. Unfortunately, it would appear that many attempts to set-up innovation hubs have ended in failure within a few years; not before considerable time, effort and resource has been expended. This paper reports on a study of six innovation...

  16. Professional development and leadership training opportunities for healthcare professionals.

    Science.gov (United States)

    Sonnino, Roberta E

    2013-11-01

    Formal leadership training is a relatively recent addition to the educational armamentarium of the health care executive. Leadership training opportunities for physicians, surgeons, and scientists have gradually appeared over the past 15 to 20 years, but information about them has been scant, with few comprehensive reviews made available to the community at large. This article describes the major opportunities available to obtain formal and informal leadership training for careers in medical school administration. Programs that are specifically targeted to women are described in detail. Information was obtained from the author's direct knowledge, direct communication with the leadership of each program, and the Web site of each sponsoring organization, when available. Many opportunities for leadership training are now available to surgeons, with several specifically designed for women. The author strongly encourages surgeons to avail themselves of these opportunities, as both anecdotal information and published data suggest that these programs are highly effective in enhancing leadership careers. Copyright © 2013 Elsevier Inc. All rights reserved.

  17. The Sustainable Improvement and Innovation Model

    OpenAIRE

    Clark, Richard A.; Timms, Janice; Parnell, Peter F.; Griffith, Garry R.

    2008-01-01

    The Beef CRC's 'Sustainable Beef Profit Partnerships' (BPP) project is built around the Sustainable Improvement and Innovation (SI&I) Model – a model for the design, leadership and management of projects to achieve rapid and sustained improvement and innovation, and accelerated adoption. The model is implemented through a systemic approach to project design, and the development of a number of integrated strategies to guide the targeting of priority outcomes and work plans. The emphasis is o...

  18. Responsive Innovation

    DEFF Research Database (Denmark)

    Pedersen, Carsten

    Although the importance of stakeholder networks has been recognized in recent years, a non-teleological model that incorporates their collective sensing into innovation processes has so far not been developed. Hence, this paper argues that traditional linear and sequential innovation models...... are insufficient in hypercompetitive environments. Instead, it is proposed that companies should ground their innovation processes in the collective sensing of frontline-employees and customers that operate around the organizational periphery. This frames the concept of responsive innovation, where key...

  19. Political innovations

    DEFF Research Database (Denmark)

    Sørensen, Eva

    2017-01-01

    are mainly interested in assessing and promoting innovations in public service delivery, but have paid little or no attention to the need for innovations in polity, politics and policy. This article develops a research agenda for studying innovations in political institutions, in the political process...... and in policy outputs. It proposes a number of research themes related to political innovations that call for scholarly attention, and identifies push and pull factors influencing the likelihood that these themes will be addressed in future research....

  20. Pengaruh Servant Leadership Terhadap Employee Empowerment, Organizational Culture Dan Competitive Advantage Pada Universitas Di Surabaya

    OpenAIRE

    Kwistianus, Hendri

    2015-01-01

    This study aimed to know whether there was influence between the Servant Leadership to Employee Empowerment, Organizational Culture and Competitive Advantage. Servant Leadership variables were measured from five indicators, namely altruistic calling, emotional healing, wisdom, persuasive mapping, and organizational stewardship. Competitive Advantage variables were measured from five indicators: differentiation and quality of the products, cost of products, innovation, growth, and alliances. E...

  1. Administrative Leadership in Three Small, Private Tennessee Colleges: Working Groups, Real Teams, or Both?

    Science.gov (United States)

    Nichols, Michael E.

    2010-01-01

    Diversity of knowledge and multiple perspectives are characteristic advantages of group leadership as compared to transactional or bureaucratic forms of leadership. When groups are engaged in administrative functions, they are more likely to realize a higher level of performance and more relevant and innovative solutions than may be achieved by a…

  2. Brugerdreven innovation

    DEFF Research Database (Denmark)

    Helms, Niels Henrik; Larsen, Lasse Juel

    2007-01-01

    På et generelt plan er vores afsæt et opgør med traditionelle modeller for kreativitet og innovation. Artiklen mener, at brugerdreven innovation ikke bare en god idé, men en beskrivelse af, hvordan innovation finder sted. Vores afsæt er interaktionsdesign, hvor vi bygger på den antagelse...

  3. Facilitating innovations

    NARCIS (Netherlands)

    Buurma, J.S.; Visser, A.J.; Migchels, G.

    2011-01-01

    Many innovations involve changes which transcend the individual business or are only achievable when various businesses and/or interested parties take up the challenge together. In System Innovation Programmes, the necessary innovations are facilitated by means of workshops related to specific areas

  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. Open innovation

    DEFF Research Database (Denmark)

    Bogers, Marcel; Chesbrough, Henry; Moedas, Carlos

    2018-01-01

    Open innovation is now a widely used concept in academia, business, and policy making. This article describes the state of open innovation at the intersection of research, practice, and policy. It discusses some key trends (e.g., digital transformation), challenges (e.g., uncertainty......), and potential solutions (e.g., EU funding programs) in the context of open innovation and innovation policy. With this background, the authors introduce select papers published in this Special Section of California Management Review that were originally presented at the second annual World Open Innovation...

  6. 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.

  7. Campus Technology Innovators Awards 2011: Technology All-Stars

    Science.gov (United States)

    Lloyd, Meg; Raths, David

    2011-01-01

    Out of a total of 393 entries for the 2011 Campus Technology Innovators award, 10 winners rose to the top in six categories: (1) Leadership, Governance, and Policy; (2) Teaching and Learning; (3) Student Systems and Services; (4) Administrative Systems; (5) IT Infrastructure and Systems; and (6) Education Futurists. These innovative IT leaders…

  8. The role of creativity in the management of innovation

    DEFF Research Database (Denmark)

    a Special Issue in the International Journal of Innovation and Management, published by World Scientific in 2016, and combines them with original articles written by some of the top academic minds in business and management. It covers topics such as creativity in innovation from a leadership perspective...

  9. 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)

  10. Hybrid Doctoral Program: Innovative Practices and Partnerships

    Science.gov (United States)

    Alvich, Dori; Manning, JoAnn; McCormick, Kathy; Campbell, Robert

    2012-01-01

    This paper reflects on how one mid-Atlantic University innovatively incorporated technology into the development of a hybrid doctoral program in educational leadership. The paper describes a hybrid doctoral degree program using a rigorous design; challenges of reworking a traditional syllabus of record to a hybrid doctoral program; the perceptions…

  11. Initiating and utilizing shared leadership in teams: The role of leader humility, team proactive personality, and team performance capability.

    Science.gov (United States)

    Chiu, Chia-Yen Chad; Owens, Bradley P; Tesluk, Paul E

    2016-12-01

    The present study was designed to produce novel theoretical insight regarding how leader humility and team member characteristics foster the conditions that promote shared leadership and when shared leadership relates to team effectiveness. Drawing on social information processing theory and adaptive leadership theory, we propose that leader humility facilitates shared leadership by promoting leadership-claiming and leadership-granting interactions among team members. We also apply dominance complementary theory to propose that team proactive personality strengthens the impact of leader humility on shared leadership. Finally, we predict that shared leadership will be most strongly related to team performance when team members have high levels of task-related competence. Using a sample composed of 62 Taiwanese professional work teams, we find support for our proposed hypothesized model. The theoretical and practical implications of these results for team leadership, humility, team composition, and shared leadership are discussed. (PsycINFO Database Record (c) 2016 APA, all rights reserved).

  12. The Influence of Leadership Styles on Employee's Performance Through Work Motivation (an Organizational Study at Four Hotels in Malang)

    OpenAIRE

    Handoyo, Laura Natalia

    2015-01-01

    This study aims to understand how strong the influence of transformational and transactional leadership style on work motivation, understand how strong the influence of transformational and transactional leadership style on employees' performance, understand how strong the influence of work motivation on employees' performance, and understand how strong the indirect influence of transformational leadership styles on employees' performance through work motivation. The kind of research that use...

  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. Spiritual character traits and leadership in the school workplace: An exploration of the relationship between spirituality and school leadership in some private and religiously affiliated schools in South Africa

    Directory of Open Access Journals (Sweden)

    Jaco S. Dreyer

    2014-08-01

    Full Text Available The South African educational system is in a crisis. This situation places huge demands on school principals and school management teams, and raises many theoretical and empirical questions. Transformational leadership is needed to deal with these challenges and complexities. Not all school leaders show the same level of transformational leadership. Some leaders conform more to other leadership styles. The aim of this article is to explore the relation between spiritual character traits and leadership styles from a theoretical and empirical perspective. The theoretical part focuses on the conceptualisation of leadership (styles and spirituality. The empirical research consists of a web-based survey conducted in some private and religiously affiliated schools in South Africa in 2011–2012. The Multifactor Leadership Questionnaire (MLQ and Cloninger’s shortened Temperament and Character Inventory (TCI-140 were used to measure leadership styles and spiritual traits respectively. Statistical procedures included confirmatory factor analysis, correlation (Pearson rho and regression analysis. Key findings are that leaders of private schools in South Africa mostly conform to a transformative leadership style, disagree with corrective leadership and strongly disagree with passive-avoidant leadership. Regarding the spiritual character traits they agree with self-transcendence and strongly agree with self-directedness. Spiritual character traits are strong predictors for transformational and passive-avoidant leadership. Higher levels of self-transcendence and self-directedness are strong predictors for transformational leadership. Our research suggests that traditional religious variables are less important as predictors of leadership style than spiritual character traits.

  15. New leadership e carisma

    OpenAIRE

    Gabassi, Pier Giorgio

    2015-01-01

    This work focuses on the analysis of leadership, a complex and elusive subject that spans the research domain of several disciplines. Numerous models have been developed in the specialized literature stemming from the realm of psychology: transformational leadership nowadays appears to be the dominating research perspective, because of both its heuristic value and its applications in organizational contexts. Identitary leadership fosters transformational evolution of grou...

  16. 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

  17. Returning to Army Leadership

    Science.gov (United States)

    2011-03-15

    ADDRESS(ES) Colonel Oliver Norrell Department of Command, Leadership , and Management 8. PERFORMING ORGANIZATION REPORT NUMBER 9. SPONSORING...better described with superlatives like “scholar”, “diplomat”, and “ manager ”. This paper examines what has changed in our leadership doctrine, selection...studies of business formulas, strategy, management , and efficiency. Rather than being captivated by the study of the leadership examples, dashing

  18. 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.

  19. Crisis -- A Leadership Opportunity

    Science.gov (United States)

    2005-04-01

    recognized the great value in understanding crisis theory and the leadership strategies to employ during these situations. Additionally, we discovered...ed.: 50. Mitroff, Ian I. Crisis leadership : Planning for the Unthinkable. Hoboken: Wiley, 2004. Murphy, P. (1996). "Chaos Theory as a Model...Crisis–A Leadership Opportunity COL Victor Braden, ARNG CAPT Justin Cooper II, USN COL Michael Klingele, USA Lt Col John P

  20. Perspectives on Leadership

    Science.gov (United States)

    2008-01-01

    goals, desires, and outcomes. If leaders fail, so do their followers. As Carl Jung said, “The true leader is always led.”32 Notes Robert Goffee and...accountability. I specialize in thinking about leadership and understanding the archetypal stories that we live and the mental frames that define how we make...performance.5 Bass, Avolio, Jung , and Berson argue that two leadership styles frequently employed by transactional leaders are contingent reward leadership

  1. 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.

  2. 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.

  3. 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

  4. 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.

  5. 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....

  6. Leadership In R

    Directory of Open Access Journals (Sweden)

    Mukan Nataliya

    2015-06-01

    Full Text Available In the article, leadership in R&D activity in English and Welsh universities has been studied. The main objectives of the article are defined as following: to analyze the scientific literature which highlights different aspects of the problem under research, to identify the specificity of leadership practice in R&D, and to develop the recommendations for leadership development in Ukrainian universities. Leadership in higher education has been studied by foreign and domestic scientists, especially, methodology of comparative education (C. Bargh, N. Bidyuk, N. Mukan, A. Sbruyeva; continuous professional education (J. Barge, A. Kuzminskyy, P. Lorange, N. Nychkalo; leadership in education (J. Bareham, L. Danylenko, L. Karamushka, N. Kolominskyy, O. Marmaza; leaders’ training (A. Borysova, V. Hromovyy etc. In Ukraine the problem of leadership in R&D has not been studied yet. The methodology of our research comprises theoretical (comparative and historical method, logical method, analysis and synthesis, and applied (conversations and dialogues methods. The research results have been presented: the fundamentals of leadership in R&D and its specificity in England and Wales; the factors of leadership in R&D of English and Welsh universities; the recommendations for leadership development in Ukrainian universities.

  7. Innovation Where Is the Relish?

    Science.gov (United States)

    Herzberg, Frederick

    1987-01-01

    Qualities associated with innovation are: intelligence quotient, subject matter expertise, lack of conventionality, effectiveness in ambiguity, strong sense of self, separation of motivator from hygiene values, control of anxiety, control of careerism, intuition, and a passionate enjoyment of life. Barriers to innovation include organizational…

  8. The challenge of innovation and the high-performance team.

    Science.gov (United States)

    Tam, David A; Chessum, Thomas; Leopold, Jay

    2012-01-01

    This paper describes the use of a high-performance team model in the leadership of a healthcare construction project with a vision of fostering innovation in the design and building process. This model facilitated the effective implementation of = Lean principles and a joint governance model combining stakeholders under a shared vision. The healthcare facility discussed is a California healthcare district in San Diego. Because of state seismic safety legislation, the district elected to build a replacement hospital for its tertiary care trauma facility. The organization's leadership decided to pursue a course that demanded innovation in both the design and construction process. The owner, architects, construction manager, and trade contractors adopted a high-performance team model to meet this challenge. The governance and leadership of a construction project should reflect the design and ultimate intent of the facility. The vision of building the most innovative hospital under constrained resources required the implementation of an innovative approach to leading the construction process.

  9. Zeitgeist leadership.

    Science.gov (United States)

    Mayo, Anthony J; Nohria, Nitin

    2005-10-01

    Companies and leaders don't succeed or fail in a vacuum. When it comes to longterm success, the ability to understand and adapt to changing business conditions is at least as important as any particular personality trait or competency. A clear picture of how powerful the zeitgeist can be emerges from the authors' comprehensive study of the way the business landscape in the United States evolved, decade by decade, throughout the twentieth century. Six contextual factors in particular, they found, most affected the prospects for business: the level of government intervention in business, global events, demographics, shifts in social mores, developments in technology, and the strength or weakness of the labor movement. A lack of contextual sensitivity can trip up even the most brilliant executive. No less a luminary than Alfred P. Sloan was relieved of GM's day-to-day management in the 1930s because he was unwilling to meet with the new UAW. Conversely, an understanding of the zeitgeist can play a crucial but unheralded role in business performance. Jack Welch is widely credited with GE's remarkable success during the 1980s and 1990s, for example, but far less attention has been paid to his predecessor, the statesmanlike and prudent Reginald Jones, who sustained strong revenue and profit growth during the heavily regulated stagflation of the 1970s. To better understand this connection between business performance and context, the authors studied 1,000 great U.S. business leaders of the twentieth century and identified three distinct archetypes: Entrepreneurs, often ahead of their time, overcame dire challenges to build something new. Managers excelled at reading and exploiting the existing zeitgeist to grow their businesses. Leaders defied context to identify latent potential in businesses others considered mature, stagnant, or in decline. In every decade, all three archetypes were vital. It is the ongoing regeneration of this pattern in the business life cycle that

  10. <strong> >Ideas & Control

    DEFF Research Database (Denmark)

    Brink, Tove

    the ‘tension' (Weick 1995) that arises between innovation and control of the actions in the network. Organizing contains a learning process and focuses the underlying preferences and connections in the network. The situations in the case are the election of new board members and the launch of a specific sense...

  11. Designing for self-leadership

    DEFF Research Database (Denmark)

    Sørensen, Kirsten Bonde

    2013-01-01

    This paper argues generative tools can be used not only as ‘a language for co-creation aimed at the collective creativity’ as stated by pioneer E.B. Sanders (2000), but as ‘a visual making-language for self-dialogue and value clarification’, paving the way to self-leadership. In a Danish bank...... this ‘making-language’, was offered banking customers, who wanted to change their ‘money-behaviour’. They created visual ‘hand-made’ strategies which proved to be strongly self-persuasive: six weeks later the participants had changed their behaviour - and in accordance with their new strategies. Additionally...

  12. Informal Innovation

    DEFF Research Database (Denmark)

    Hartmann, Mia Rosa Koss; Hartmann, Rasmus Koss

    Informal innovation, defined as the development and putting-into-use of novel solutions by non-R&D employees without prior formal approval from or subsequent revealing to superiors, has been recurrently observed in organizational research. But even as it is increasingly recognized that R......, creating a need for further informal innovation. We discuss the generalizability of these findings and implications for research and managerial practice.......&D is not the only plausible source of innovation inside organizations, informal innovation has yet to be systematically explored or theorized. We propose a theory of informal innovation based on analyses of prior literature and mixed-method, multi-site studies of innovation at the working level of two extreme...

  13. 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.

  14. 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...

  15. Be the innovators how to accelerate team creativity

    CERN Document Server

    Ling, Peter

    2016-01-01

    Want to know how creative people innovate? This book gives you models and practices that you can use with your team to help you be the innovators of your organisation. Organisations are growing in a complex technology- driven environment and chief executives have expressed the need for more creative employees to steer innovation. Be the Innovators provides readers with ideas for benchmarking best practices in innovation, empowering creative excellence, leveraging collective growth and connecting a spectrum of individual and team ideas. Based on the belief that innovations change peopleas lives, Peter Ling provides insights into innovative individuals, companies and countries. He illustrates how to empower employees to engage in corporate mission, values and vision. This is a practical book for private, public and non-profit organisations to develop and refine leadership skills through innovation. It will trigger new creative connections in readers' minds to help accelerate innovation through team creativity. ...

  16. Innovation @ NASA

    Science.gov (United States)

    Roman, Juan A.

    2014-01-01

    This presentation provides an overview of the activities National Aeronautics and Space Administration (NASA) is doing to encourage innovation across the agency. All information provided is available publicly.

  17. Responsive Innovation

    DEFF Research Database (Denmark)

    Pedersen, Carsten

    Although the importance of stakeholder networks has been recognized in recent years, a non-teleological model that incorporates their collective sensing into innovation processes has so far not been developed. Hence, this paper argues that traditional linear and sequential innovation models are i...... stakeholders engaged in the organization’s ongoing business activities collectively identify issues that central managers subsequently can resolve.......Although the importance of stakeholder networks has been recognized in recent years, a non-teleological model that incorporates their collective sensing into innovation processes has so far not been developed. Hence, this paper argues that traditional linear and sequential innovation models...

  18. 75 FR 32657 - Delegations to Office of Energy Policy and Innovation

    Science.gov (United States)

    2010-06-09

    ...; Order No. 736] Delegations to Office of Energy Policy and Innovation May 28, 2010. AGENCY: Federal... regulations to delegate authority to the newly established Office of Energy Policy and Innovation to allow... Innovation (OEPI) to provide leadership in the development and formulation of policies and regulations to...

  19. Idea Management: Perspectives from Leadership, Learning, and Network Theory

    NARCIS (Netherlands)

    D. Deichmann (Dirk)

    2012-01-01

    textabstractIn this dissertation, we focus on how leadership styles, individual learning behaviors, and social network structures drive or inhibit organizational members to repeatedly generate and develop innovative ideas. Taking the idea management programs of three multinational companies as the

  20. What Makes Useful Evidence for Educational Leadership Practice? An Interview

    Science.gov (United States)

    Addae-Kyeremeh, Eric; Fox, Alison

    2018-01-01

    This article presents a transcript of an interview with Eric Addae-Kyeremeh, a Senior Lecturer in Leadership and Management and a Chartered Fellow of both The Chartered Management Institute and BCS, The Chartered Institute for IT. He is currently the Associate Head of School Innovation in the School of Education, Childhood, Youth and Sport with…

  1. The Holistic Leadership Model and the Nurse Unit Manager ...

    African Journals Online (AJOL)

    promoting unit teamwork, collaboration, and successful interdisciplinary communication. In Africa, it has been ... role by clarifying their purpose and promoting teamwork collaboration. On a global scale, nurse leaders may ... More specific to Rwanda, the importance of innovation in nursing leadership cannot be overlooked.

  2. An analysis of the transformational leadership theory | Moradi ...

    African Journals Online (AJOL)

    Transformational leader is inspiring and creative and leads people in a way that they try more than their abilities in the organization and also invent and innovate in their work area. ... Keywords: Transformational leadership; idealized influence; intellectual stimulation; inspirational motivation; personal considerations ...

  3. 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

  4. 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.

  5. 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

  6. 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…

  7. 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…

  8. 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…

  9. 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.

  10. Technical Leadership Development Program

    Science.gov (United States)

    2014-04-30

    analysis and... analysis of industry performance (Y) more me & examples on the fast/slow thinking Add a sec on on crea ng good metrics In class me to work on final...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

  11. 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...

  12. Digital Student Leadership Development.

    Science.gov (United States)

    Ahlquist, Josie

    2017-03-01

    Social media tools are ubiquitous throughout the college student experience, particularly for students who hold leadership positions on campus. A research study on junior and senior student leaders' social media use and experience led to a number of findings that inform leadership education practice. © 2017 Wiley Periodicals, Inc., A Wiley Company.

  13. Leadership and Governance.

    Science.gov (United States)

    Kaufman, Arthur

    1998-01-01

    Discusses leadership and governance issues in implementing curricular reform at eight medical schools participating in a large-scale medical curriculum development project. Attention is given to the definition of leadership, characteristics of successful leaders, management of resistance to change, the role of curriculum committees, the use of…

  14. Leadership, Leaders, and Leading

    Science.gov (United States)

    Dean, Peter J.

    2004-01-01

    Arguably, the most important need in society today is to create individuals who will take action positively and progressively to lead in the private organization, in the the public institution, or in the governmental agency. Leadership action should not be held hostage by the notion that only those in formal positions of leadership can lead.…

  15. 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…

  16. 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)

  17. 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 worl...

  18. Measuring distributed leadership agency in a hospital context

    DEFF Research Database (Denmark)

    Jønsson, Thomas; Unterrainer, Christine; Jeppesen, Hans Jeppe

    2016-01-01

    Purpose: The purpose of this study is to develop and validate an instrument that can measure Distributed Leadership as employees’ active participation in distributed leadership tasks. We designate this as the Distributed Leadership Agency (DLA). Methodology: Data were collected throughout all......, discriminant and convergent validity, and ANOVAs were applied to analyze group differences in DLA. Findings: The identified uni-dimensional questionnaire consists of seven items, as it is different from, but associated with, empowering leadership, organizational influence, attitude to participation and trust...... in management. As theoretically predicted, DLA is positively related to self-efficacy, job-satisfaction and innovative behaviour. Chief physicians, permanent employees and employee representatives scored higher on the scale than the rest of their respective counterparts. Practice implications: The survey offers...

  19. High performance leadership in unusually challenging educational circumstances

    Directory of Open Access Journals (Sweden)

    Andy Hargreaves

    2015-04-01

    Full Text Available This paper draws on findings from the results of a study of leadership in high performing organizations in three sectors. Organizations were sampled and included on the basis of high performance in relation to no performance, past performance, performance among similar peers and performance in the face of limited resources or challenging circumstances. The paper concentrates on leadership in four schools that met the sample criteria.  It draws connections to explanations of the high performance ofEstoniaon the OECD PISA tests of educational achievement. The article argues that leadership in these four schools that performed above expectations comprised more than a set of competencies. Instead, leadership took the form of a narrative or quest that pursued an inspiring dream with relentless determination; took improvement pathways that were more innovative than comparable peers; built collaboration and community including with competing schools; and connected short-term success to long-term sustainability.

  20. Balancing Management and Leadership in Complex Health Systems

    Science.gov (United States)

    Kwamie, Aku

    2015-01-01

    Health systems, particularly those in low- and middle-income countries (LMICs), need stronger management and leadership capacities. Management and leadership are not synonymous, yet should be considered together as there can be too much of one and not enough of the other. In complex adaptive health systems, the multiple interactions and relationships between people and elements of the system mean that management and leadership, so often treated as domains of the individual, are additionally systemic phenomena, emerging from these relational interactions. This brief commentary notes some significant implications for how we can support capacity strengthening interventions for complex management and leadership. These would necessarily move away from competency-based models focused on training for individuals, and would rather encompass longer-term initiatives explicitly focused on systemic goals of accountability, innovation, and learning. PMID:26673472

  1. Leadership Pipeline – en neo-weberiansk revitalisering af bureaukratiet?

    DEFF Research Database (Denmark)

    Dahl, Kristian Aagaard; Nielsen, Jeppe

    2015-01-01

    Selvom Leadership Pipeline har vundet indpas i mange private og offentlige organisationer, er den akademiske litteratur om ledelsesmodellen indtil videre forbavsende beskeden. I denne artikel søger vi at indkredse svar på, hvorvidt Leadership Pipeline udgør et (gammeldags) bureaukratisk perspektiv...... på ledelse. Vores dokumentanalyse viser, at Leadership Pipeline modellen bygger på weberianske og neo-weberianske principper om klare over-/underordnelsesforhold og faste referencestrukturer. Samtidig viser en nøjere granskning, at modellen også inkluderer andre ledelsesdyder med betoning af...... meningsskabelse, innovation, helhedsorientering og ledelse på tværs. Det leder os til at foreslå, at Leadership Pipeline modellen i dens udtryksform udviser ambidekstrale træk, hvor weberianske og neo- weberianske principper søges koblet med tilsyneladende modsatrettede, postmoderne ledelsesforståelser. Vi...

  2. Innovation and the policy environment

    DEFF Research Database (Denmark)

    Baker, Derek; Hamann, Karen

    This report summarises discussions with a small number of meat industry firms about the effects of policy on their innovation activities, and their recommendations for future policy changes. Although firms, like researchers and policymakers, lack strong definitions and measurement procedures...... for innovation, they were able to list and describe their innovation processes and outcomes. Firms expressed some dissatisfaction with innovation policy, and were able to make a number of recommendations for change. Notably, this included its linkage to an overall strategy that emphasises international...

  3. 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

  4. Leadership strategies in healthcare.

    Science.gov (United States)

    Menaker, Ronald

    2009-01-01

    Healthcare is one of the largest and most important industries in the United States because it affects every individual in the nation. Numerous parties are stakeholders in healthcare, which contributes to the complexity of change efforts. Physicians and administrators play a significant role by providing direct care and influencing other decisions that impact the delivery of patient care. Success in the healthcare industry is influenced by numerous factors, some of which are controllable and others that are not. Understanding leadership and change management will be increasingly important to overcome resistance to change and to improve relationships, the core of leadership in an environment that will become more challenging. In what follows, different approaches to understanding leadership and change management are presented along with other leadership strategies to enhance the effectiveness of leaders. Raising leader awareness regarding transformational leadership behaviors and developing strategies to increase the use of these behaviors may be helpful to enhance organizational performance.

  5. 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…

  6. 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…

  7. In search for a public health leadership competency framework to support leadership curriculum-a consensus study.

    Science.gov (United States)

    Czabanowska, Katarzyna; Smith, Tony; Könings, Karen D; Sumskas, Linas; Otok, Robert; Bjegovic-Mikanovic, Vesna; Brand, Helmut

    2014-10-01

    Competency-based education is increasingly popular, especially in the area of continuing professional development. Many competency frameworks have been developed; however, few address leadership competencies for European public health professionals. The aim of this study was to develop a public health leadership competency framework to inform a leadership curriculum for public health professionals. The framework was developed as part of the Leaders for European Public Health project-supported by the EU Lifelong Learning Programme. The study was carried out in three phases: a literature review, consensus development panel and Delphi survey. The public health leadership competency framework was initially developed from a literature review. A preliminary list of competencies was submitted to a panel of experts. Two consensus development panels were held to evaluate and make changes to the initial draft competency framework. Then two rounds of a Delphi survey were carried out in an effort to reach consensus. Both surveys were presented through Survey Monkey to members of the Association of the Schools of Public Health in the European Region Working Group on Innovation in Public Health Teaching and Education. The framework was developed consisting of 52 competencies organized into eight domains: Systems Thinking; Political Leadership; Collaborative Leadership: Building and Leading Interdisciplinary Teams; Leadership and Communication; Leading Change; Emotional Intelligence and Leadership in Team-based Organizations; Leadership, Organizational Learning and Development and Ethics and Professionalism. The framework can serve as a useful tool in identifying gaps in knowledge and skills, and shaping competency-based continuing professional development leadership curricula for public health professionals in Europe. © The Author 2013. Published by Oxford University Press on behalf of the European Public Health Association. All rights reserved.

  8. Place-based Leadership in a Global Era

    Directory of Open Access Journals (Sweden)

    Robin Hambleton

    2011-12-01

    Full Text Available This article examines the major challenges now facing local governments across the world and advocates the development of a new focus on place-based leadership for local government scholarship and practice. The challenges facing local authorities are many, but they can be summarised in two words: globalisation and urbanisation. In response to these we have witnessed, in many countries, a shift from ‘local government’ to ‘local governance’. This shift is discussed, and it is suggested that new models of partnership working could, if handled in the wrong way, undermine local democracy. To combat this danger it is essential to give civic leadership far more attention – in the worlds of both academe and practice. A new way of conceptualising place-based leadership – one that identifies three ‘realms of civic leadership’ – is put forward. This model emphasises the role of civic leadership in shaping emotions and supporting public service innovation. To illustrate the argument an example of highly respected place-based leadership is presented. Freiburg, Germany is recognised as a very successful eco-city and the leadership model is used to help explain why. The article concludes with some reflections and pointers for research and policy. It is suggested that new forms of ‘engaged scholarship’ – approaches that bring together academics and practitioners to co-produce new knowledge about place-based leadership in an international, comparative perspective – should be encouraged.

  9. Design & Innovation

    DEFF Research Database (Denmark)

    Boelskifte, Per; Jørgensen, Ulrik

    2005-01-01

    The new design and innovation programme at DTU is challenging some of the standard concepts dominating most engineering educations. The programme, its background, context and basic educational ideas are presented and discussed in this paper. To build competences that match the need for innovative...

  10. Sensitive innovation

    DEFF Research Database (Denmark)

    Søndergaard, Katia Dupret

    Present paper discusses sources of innovation as heterogenic and at times intangible processes. Arguing for heterogeneity and intangibility as sources of innovation originates from a theoretical reading in STS and ANT studies (e.g. Callon 1986, Latour 1996, Mol 2002, Pols 2005) and from field work...

  11. Entrepreneurial Innovation

    NARCIS (Netherlands)

    Rigotti, L.; Ryan, M.; Vaithianathan, R.

    2001-01-01

    This paper constructs an equilibrium model of entrepreneurial innovation where individuals differ in their attitude toward uncertainty.Unlike previous models of innovation, the firm-formation process is endogenous.An entrepreneur, who owns residual profits, utilizes an uncertain technology and hires

  12. Innovation process

    DEFF Research Database (Denmark)

    Kolodovski, A.

    2006-01-01

    Purpose of this report: This report was prepared for RISO team involved in design of the innovation system Report provides innovation methodology to establish common understanding of the process concepts and related terminology The report does not includeRISO- or Denmark-specific cultural, econom...

  13. 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.

  14. 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

  15. 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.

  16. 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.

  17. MAPPING INNOVATION

    DEFF Research Database (Denmark)

    Thuesen, Christian Langhoff; Koch, Christian

    2011-01-01

    By adopting a theoretical framework from strategic niche management research (SNM) this paper presents an analysis of the innovation system of the Danish Construction industry. Theories within SNM look upon innovation in a sector as a socio-technical phenomenon and identifies three levels of socio......-technical interaction within which sectorial innovation can be explained. The analysis shows a multifaceted landscape of innovation around an existing regime, built in the existing ways of working and developing over generations. The regime is challenged from various niches and the sociotechnical landscape through...... trends as globalization. Three niches (Lean Construction, BIM and System Deliveries) are subject to a detailed analysis showing partly incompatible rationales and various degrees of innovation potential. The paper further discusses how existing policymaking operates in a number of tensions one being...

  18. Participatory Innovation

    DEFF Research Database (Denmark)

    Buur, Jacob; Matthews, Ben

    2008-01-01

    An increasing number of corporations engage with users in co-innovation of products and services. But there are a number of competing perspectives on how best to integrate these understandings into existing corporate innovation development processes. This paper maps out three of the dominant...... approaches, compares them in terms of goals, methods and basic philosophy, and shows how they may beneficially enrich one another. We will present an industrial innovation case that has been instrumental to the development of what we have termed ‘Participatory Innovation’. Based on this we will list...... the challenges such an approach sets to innovation management, and discuss research directions we see as fundamental to the development of the field of user-driven innovation. Udgivelsesdato: September...

  19. Accidental Innovation

    DEFF Research Database (Denmark)

    Austin, Robert D.; Devin, Lee; Sullivan, Erin E.

    2012-01-01

    Historical accounts of human achievement suggest that accidents can play an important role in innovation. In this paper, we seek to contribute to an understanding of how digital systems might support valuable unpredictability in innovation processes by examining how innovators who obtain value from...... they incorporate accidents into their deliberate processes and arranged surroundings. By comparing makers working in varied conditions, we identify specific factors (e.g., technologies, characteristics of technologies) that appear to support accidental innovation. We show that makers in certain specified...... conditions not only remain open to accident but also intentionally design their processes and surroundings to invite and exploit valuable accidents. Based on these findings, we offer advice for the design of digital systems to support innovation processes that can access valuable unpredictability....

  20. 'Good ethics and moral standing': a qualitative study of aesthetic leadership in clinical nursing practice.

    Science.gov (United States)

    Mannix, Judy; Wilkes, Lesley; Daly, John

    2015-06-01

    To explore how aesthetic leadership is embodied by clinical leaders in the nursing workplace. A number of different leadership styles have been developed, theorised and applied to the nursing workforce over the years. Many of these styles lack an explicit moral dimension in their identified leader attributes, due to a shift in theorising of leadership to focus on the impact of leader traits on followers. It is timely to look at aesthetic leadership, with its explicit moral dimension, as a way of improving outcomes for nurses, patients and health care organisations. Qualitative design, using conversation-style interviews with experienced registered nurses in designated clinical leadership roles. Twelve experienced registered nurses who worked in designated clinical leadership roles participated in an individual, digitally recorded, semi-structured conversation-style interview. Narrative data were transcribed and subject to thematic analysis. Three main themes emerged: 'True to their beliefs': embodying principled practice; 'Not all policies fit every patient': ethical leadership in ambiguous situations; and 'Being open to people's concerns': providing fair and just solutions. A strong moral compass shaped and guided participants' day-to-day clinical leadership activities. Participants provided a rich narrative on how aesthetic leadership is embodied in the clinical nursing setting. It was evident that their clinical leadership is shaped and guided by a strong moral compass. By incorporating into their practice an aesthetic world-view with its strong moral purpose, participants in this study have shown how aesthetic leadership can enhance the clinical nursing workplace. Nurses in the clinical setting value clinical leaders who embrace and operate with a strong moral compass. Aesthetic leadership, with its explicit strong moral purpose, offers a way of incorporating morality into clinical leadership in the nursing workplace. © 2015 John Wiley & Sons Ltd.