Academic literature on the topic 'Educational leadership behaviour'

This study establishes the role of rural educational leadership in influencing societal behaviour, focusing Goromonzi District. It was positioned alongside the behavioural theories and the African unhu/ubuntu philosophy, informed by a qualitative case study. It made use of interviews, focus group discussions and observations in the generation of data from a purposive sample of three rural secondary schools. The rural context has its own set of unique community identifiers, making rural schools remarkably different from those found in the urban centres. The rural community is experiencing an influx of urban migration and as a result, the disturbance of an ideal rural setting is posing a challenge to the educational leadership in impacting the societal behaviour in the way it ought to be. Moreover, the educational leadership in the rural community is often characterised by lack of understanding of the rural communities’ traditional beliefs and practices, giving rise to contradictions with what the educational leadership intends to promote and encourage at times. Consequently, a cultural shift and contextual adaptation of distinctive attitudes and behaviours that enhance positive behaviour transformation becomes imperative. Above it all, studying rural behavioural trends as a response to educational leadership was paradoxical journey. The study thus, concludes that while literature points out that leadership has a direct influence of the behaviour of its community, this cannot go far unless the educational leadership deliberately aligns its own behaviour with the dictates of unhu/ubuntu philosophy which has a place in the African rural context.

PurposeThis study was undertaken to identify and describe the impact of leadership behaviour of educational leaders (both relation-oriented and task-oriented) along with demographics on institutional performance for the fulfilment of goals of education as envisaged in national documents.Research Design/MethodologyThree questionnaires namely Leadership Behaviour Description Questionnaire (LBDQ), Institutional Performance Questionnaire (IPQ) and Leadership Demographics Checklist (LDC) were developed for the collection of data. The validity and reliability of the instruments was ensured through experts’ opinions and pilot testing. All educational administrators working in educational institutions—schools, colleges situated at district and provincial level formed the population for this study. The population of study was consisted of Principals of Higher Secondary Schools, Degree Colleges and Colleges of Education, District Educational Officers (DEOs), Executive District Officers (EDOs), and their subordinates [DEOs, Dy. DEOs, AEOs and Superintendents] respectively. Leadership Demographics (attributes + situational factors) Checklist was administered to 171educational leaders and 1368 their subordinate / teaching staff. For gathering quick and reliable data all three questionnaires were routed through Additional Secretary (Schools), Education Department. Using that channel more than 90 % data were collected from the field.Major FindingsThe findings of the study revealed that both Relation-Oriented and Task Oriented Behavioural dimensions of educational leaders of the study directly relate to their leadership effectiveness. This evidence also suggests that the strong relationship between these two variables is optional for high leadership effectiveness for achieving the objectives of the organization. The correlation r =.73 shows a strong positive relationship between relation oriented behaviour of educational leaders and institutional performance. Whereas, the correlation r=.74 shows that there is also a strong relationship between task oriented behaviour of educational leaders and institutional performance. Comparison of both behaviours shows that comparatively second relationship is stronger than the previous one even instead of a little difference between their values. Therefore task oriented behaviour of educational leaders has better impact on the performance of institution rather than relation oriented behaviour of educational leaders and institutional performance. Whatsoever are the factors other than educational leaders, the impact of educational leaders on institutional performance cannot be easily ignored. Originality/ValueGiven the findings in this study, a relatively straight forward profile of educational leaders on institutional performance emerges. An effective educational leader according to this study is one who has Task-Oriented Behaviour which reflects the behaviour of the leader as high on relationship i.e. high on consideration, better with professional qualification, interaction with Subordinates/teaching staff enjoyable academic freedom that acts as catalyst in the use of potential of the staff for better instructional efficiency.

To maximize the effectiveness of coach development, educational programs should target coaches’ interpersonal behaviors, be informed by behavior-change techniques, and incorporate comprehensive evaluation procedures. Thus, informed by the full-range leadership model (see Bass and Riggio in 2006) and the Behaviour Change Wheel (see Michie et al. in 2011), Turnnidge and Côté in 2017 developed the Transformational Coaching Workshop (TCW). The purpose of this study was to evaluate the TCW’s effectiveness through observation before and after coaches’ workshop participation. Participants included 8 male head coaches of youth soccer teams. Systematic observation and coding using the Coach Leadership Assessment System were employed pre- and postworkshop to examine coaches’ leadership behaviors. Coaches made improvements in the types of leadership behaviors used and how they were conveyed. This study demonstrates that systematic observation can be implemented to explore real-world changes in behaviors. Future research should examine the impact of the TCW on athlete outcomes.

Purpose The purpose of this paper is to examine the influence of transformational and transactional leadership behaviours on local government worker’s job satisfaction as well as to determine which one of these two leadership behaviours is a better predictor of job satisfaction among local government servants in Ghana. Design/methodology/approach The research used a questionnaire to collect 322 usable data from the respondents, and employed multiple regressions to analyse the data. Findings The results showed that both transformational leadership and transactional leadership behaviours have significant positive effects on employee job satisfaction in Ghana’s Local Government service. Surprisingly, critical examination of the results further revealed that transactional leadership behaviour is a better predictor of job satisfaction relative to transformational leadership behaviour in Ghana’s Local Government Service. Moreover, the findings suggested that the influence of both leadership behaviours on job satisfaction may vary by workers’ age, level of education and gender. Practical implications These results imply that the more transactional and transformational leadership behaviours are exhibited or demonstrated by leaders, the more satisfaction local government servants will experience with their jobs. It further means that depending on the context or work environment, transactional leadership can surpass transformational leadership in enhancing employee outcomes. It also reinforces the need to ensure equity in employee reward systems as well as treatment of different age, educational and gender groups. Originality/value This result has contributed to knowledge by providing empirical evidence to refute the popular claim that transformation leadership produces better outcomes than transactional leadership. Besides, this study highlights the important roles of transformational and transactional styles in ensuring job satisfaction among the local government sub-sector, a generally under-researched sector.

The aim of this article is to parse the significance of the implementation of transformational leadership in Islamic educational institutions. Research libraries are the methods used in this research. The results of the parsing of the concept and theory of characteristics and components of transformational leadership are found that transformational leadership has positive implications for the various critical variables that contribute to the advancement of Islamic Educational institutions. For example, able to build awareness of vision together, build trust, constructing organizational citizenship behaviour, developing motivation, more empowerment, build self-efficacy, and learning organization. It can be on the theoretical basis that to improve the quality of Islamic education institutions hence the importation of transformational leadership is absolutely done.

This study investigates the relationship between personality factors, leadership and organizational citizenship behaviour (OCB), predict changes in OCB by personality and leadership, and analyze the influence of demographic variables (organizational tenure, educational qualifications, age, designation, gender and job status) on OCB, personality, leadership and their dimensions. The sample consisted of 203 employees from three units of Sesa Goa Ltd., a leading mining company in Goa. Three reliable and valid tools were employed for the assessment-Organizational Citizenship Behaviour, NEO Five Factor Inventory and Leadership Effectiveness scale. Results of correlation analysis indicated positive correlation between leadership (all dimensions) and OCB. Of five personality factors, extraversion, agreeableness and conscientiousness showed positive correlation while neuroticism was found to be negatively correlated with OCB. Furthermore, result of regression analysis unveiled that 18% variance in OCB is contributed by leadership and 11% by personality. Unit wise differences were also evident in OCB. An incidental analysis using One Way ANOVA and t test revealed significant influence of organizational tenure and educational level on OCB. No significant difference was noticed on leadership and any of its dimensions. This study provides guidelines to aid managers better understand how to enhance OCB.

IntroductionThe development of a new generation of clinical leaders in the NHS has been increasingly endorsed by most recent literature in medical leadership and management. Despite providing academic rationale and argument, however, current training programmes fail to integrate the theoretical and practical aspects of clinical leadership and to implement them in practice within medical training curricula.MethodsIn Oxford Health National Health Service Foundation Trust, a Trainee Leadership Board programme was offered to a small group of next-generation clinical leaders as an opportunity to learn about current leadership and management in the Trust. This programme provided insights and practical experiences through an integrated educational and experiential approach in resolving a real issue facing the Trust.Results and conclusionOverall, the programme proved successful in creating a culture of increased interest and promoting change in attitude and behaviour around leadership and management. Time constraints and implementation of change represented significant challenges for the Trainee Leadership Board. However, the programme holds promise for its diffusion across the country.

This study sought to explore the leadership of principals as educational administrators based on their natural attributes. The excellence in the actions of principals as educational administrators will serve as the determining factor for the success of a school across nine fields listed in the Malaysian School Principals Competency Standards. This success is mainly driven by the natural attributes of principals’ leadership in influencing the processes and behaviour of teachers in the delivery of education. This study also explores leadership issues and problems that are still of current interest. Principals’ competency levels in executing leadership still show that teachers are constrained by numerous flaws particularly in the teaching and learning in schools. Such conditions are often mirrored in schools with poor leadership display by Principals who are bent on putting off planned educational programmes. This qualitative study was done as a single case study. Qualitative data obtained via interviews with 10 informants in school formed the research case. The interviews were semi-structured and were analysed manually using category classification. The interviews explained the natural attributes reflected via Principals’ leadership orientation to answer the issues in this study. The findings of this study shall serve as additional elements in the process of selecting and placing Principals, as well as be developed as a guide for educational administrators desiring effective and quality leadership orientation for managing and administrating schools in Sabah. This study is of importance as it contributes additional knowledge in the fields of education and human resource for the benefit of other researchers.

In this technologically developed scenario, many organizations in developing countries including Pakistan have expanded the enthusiasm for understanding and creating an encouraging administrative and managerial environment. Numerous organizations are struggling for structural changes by deserting the old-fashioned organizational management style and implementing an empowering leadership where leaders give more authority to subordinates in decision making and responsibilities with the aim to increase organizational productivity. Therefore, the study examined the leadership empowering behaviour as a predictor of employees’ psychological well-being of the educational institutions at secondary level in Kohat Division, Pakistan. A total sample of 564 secondary school teachers (male n = 379; female n = 185) was carefully chosen through a stratified random sampling technique. In this study, a non-experimental predictive correlational design was adopted. In order to collect data from the participants, two different standardized research tools i.e., the Leader Empowering Behaviour Questionnaire and Ryff’s Psychological Well-being Scale were used. After the collection of data, it was analyzed on the basis of mean, standard deviation, Pearson’s product-moment correlation, and multiple linear regression model. In conclusion, the study confirmed a significant positive correlation between leadership empowering behaviour and employees’ psychological well-being. Leadership empowering behaviours predict employees’ psychological well-being positively. Therefore, it was recommended that empowering behaviour might be adopted by the school leaders to improve the employees’ psychological well-being for better organizational productivity.

Thailand is entering into a new phase of educational administration under the new National Education Act of 1999 which requires all educational institutions to have internal and external quality assurance in order to ensure improvement of educational quality and standards at all levels (Section 47). This means that all educational institutions, especially in the private sector, have to undergo many changes, including changes in administration, teaching and learning processes, methods of evaluation and professional development programs. The current study focused specifically on the transformational leadership behaviour of principals on school culture. Culture is considered to be a key factor in determining whether school improvement is possible (Deal & Peterson, 1999). The study was conducted in two phases: quantitative and a qualitative, and carried out in the secondary schools of the Brothers of St. Gabriel, in Thailand. In the quantitative phase, the researcher used two instruments, namely the Multifactor Leadership Questionnaire (MLQ, Short form) developed by Bass (2000) to measure the leadership behaviour of principals, and the School Culture Survey developed by Gruenert (1998) to measure school culture. The results from the quantitative study were used to select a school for the second phase of the study that was carried out using a qualitative approach. The quantitative findings provided descriptive evidence that transformational leadership existed in the schools of the Brothers of St. Gabriel, in Thailand and the dominant culture of the Gabrieltie schools was Professional Development. In addition, the findings also revealed that there was a significant relationship between leadership behaviour and school culture. In the second phase, the leadership behaviour of the selected principal was interpreted based on transformational leadership applied in a school setting. This process was outlined by Leithwood (1996) as frame of reference to identify a pattern of leadership behaviour of the selected principal. The findings revealed that the selected principal exercised the qualities of transformational leadership to some extent. Some qualities were missing and some were practised to a moderate degree. The study helps provide guidance and direction to principals who wish to exercise their leadership in a more appropriate and relevant way particularly in a context of change.

The purpose of this research study was to understand better and reconstruct the concept of values-led principalship. In recent times, in response to constant change and uncertainty, there has been a consistent call for a new form of principalship: values-led principalship. Principals are now being urged to allow values to shape their principalship behaviour. In short, values-led behaviour is said to afford the principal the means of providing appropriate school leadership in unpredictable, and even ambiguous, times. However, the assertion that values can play a positive role in a principal’s performance needs to be substantiated. Despite their innate appeal, the nature and function of values in human endeavours remains somewhat unclear. This research study seeks to redress this lack of understanding by investigating how knowing personal values might help the principal to be led by these values and, thereby, be able to act more effectively as an educational leader. To this end, this research study is situated within the research paradigm of pragmatic constructivism and informed by the theoretical perspective of symbolic interactionism. The orchestrating perspective was case study with the boundaries of the case defined in terms of the system of secondary schools operating under the auspices of the Catholic Archdiocese of Brisbane. This case study included an open-ended questionnaire, two closed questionnaires, and a series of three semi-structured interviews with five principals. This research study began with a comprehensive review of literature from psychology, ethics and values theory to establish the relationship between values and behaviour. This review highlighted five important insights in respect to personal values. First, personal values are formed during the general experiences of life. Second, these personal values influence behaviour. Third, personal values are subjective inner-world phenomena that are more likely to be tacit and subliminal influences upon one’s behaviour. Fourth, having knowledge of one’s own personal values is not a natural or a common occurrence and the gaining of this particular form of self-knowledge is difficult and requires effort and appropriate processes. Finally, the appropriate process for gaining self-knowledge of one’s personal values is through self-reflection and introspection. Based on these insights, the researcher identified four research questions: How knowledgeable are the principals of their own personal values? How have the personal values of the principals been formed? Can a principal gain increased self-knowledge of his or her personal values and the relationship of these personal values to his or her educational leadership behaviour? Does an increased level of self-knowledge of personal values bring about values-led principalship? In general, the findings of this research study suggest that values-led principalship is a simplistic conceptualisation that does not reflect the complex relationships between the inner Self and behaviour. The concept of values-led principalship assumes self-knowledge of personal values and the deliberate application of this knowledge to influence personal behaviour. By not considering the formation of personal values and the inner antecedents of personal values within the Self, any self-knowledge of one’s personal values remains notional. Notional self-knowledge maintains the tacit, subliminal influence of personal values on behaviour. Thus, personal values are directing or driving behaviour resulting in values driven rather than values-led principalship. From an instrumental perspective, this finding raises a number of issues in respect to the professional development of principals. As a consequence, the following propositions are advanced: The professional development of principals should prepare them to incorporate regular self-reflective and introspective practices; The professional development of principals should challenge them to develop a rich knowledge of their inner Self; The professional development of principals should assist them to appreciate how their whole life experience is woven into their leadership behaviour; and Contemporary principals require formal professional mentoring programmes to assist them to more truly clarify and understand the antecedents of their leadership behaviours.

The current study contributed to an understanding of the relationship between leader, follower, and organization by exploring the interactions between multi-factor models of servant leadership, destructive leadership, and employee engagement. The sample consisted of 107 self-identified employees of the service industry in the United States. Analysis included the calculation of correlation coefficients and multiple linear regression. The results indicated that servant leadership and destructive leadership are not antithetical. There was no significant relationship between courage and subordinate-directed behaviors and only forgiveness and accountability had negative relationships with organization-directed behaviors. It appeared that transparency limits opportunities for destructive leadership as the absence of empowerment and forgiveness predicted subordinate-directed behaviors, and the absence of accountability and forgiveness predicted organization-directed behaviors. Followers are engaged when provided with latitude and honest feedback regarding performance. Forgiveness was the only exception in a set of positive correlations between the factors of servant leadership and employee engagement. The servant leadership factors of empowerment, courage, authenticity, and forgiveness predicted the factors of employee engagement. The lack of significant relationships between destructive leadership and employee engagement indicate that destructive leadership can be persuasive rather than abusive. To be effective, the servant leader must provide the follower with both support and challenge to achieve positive, long-term developmental goals.

Leaders in higher education are discovering that autocratic leadership is ineffective in meeting the challenges faced by educational institutions. Through leadership styles of managers, organizations in the 21st century must create a balance between interdependence and diversity. Leaders must govern by moral principles in behavior, life, and a personal schema. This popular approach to leading with morals and ethics results in increased job satisfaction and improved job performance. Leadership decision making is most often based on the central tenets of the mission and vision of the organization.

This survey research study triangulated collected quantitative and qualitative data. A correlational research design was used for the quantitative approach to leadership styles and job satisfaction and a university student survey was used for the qualitative approach. A correlational research design was chosen to examine relationships between the explanatory variables (servant leadership and transformational leadership) and faculty job satisfaction as a response variable. Job performance was measured using quantitative and qualitative data from the University Student Survey.

Statistical findings indicated a strong positive correlation between servant leadership and transformational leadership and faculty job satisfaction. Participating faculty members demonstrated strong traits and attributes of servant and transformational leadership, correlated with positive student reviews in measuring faculty job performance.

Purpose. The purpose of this qualitative multicase study was to examine how the leadership behaviors of California school superintendents influence the implementation of educational reform initiatives in the districts they serve.

Methods. The conceptual framework of this study centers on the interrelationship between the role of the superintendent, models of educational leadership, and the context of educational reforms. The constructs will link the elements of the research process and the influence of educational reforms on the behaviors of superintendents. The conceptual framework used Fullan and Quinn’s (2016) coherence framework as a lens to examine the constructs and to determine whether superintendents are applying proven transformational and instructional leadership behaviors.

Methodology. A multicase qualitative study was used to explore how leadership behaviors of 7 superintendents influence educational reform in public school districts. The study was not bound by site or district; it investigated a contemporary phenomenon in depth and within a real-world context (Yin, 2014). Purposeful sampling was used to recruit acting superintendents in the Los Angeles and Orange County regions. The sampling criteria were (a) the superintendents served for a minimum of 3 years, (b) in a public school district, and (c) were referrals from trusted superintendent colleagues. Seven superintendents agreed to participate.

Findings. Examination of the qualitative data from the 7 interviews indicated superintendents’ leadership behaviors have influence in the implementation of educational reforms. To develop whole-system reform, superintendents must build a system for continuous improvement. Answers to 6 interview questions were carefully analyzed to provide an understanding of how superintendent leadership behaviors are influencing whole-system improvement.

Conclusions and Recommendations. The findings of this study were consistent with the coherence framework (Fullan & Quinn, 2016), which specifically identified 4 integrated components (focusing direction, cultivating a collaborative culture, deepening learning, and securing accountability) for sustainable whole-system reform. It was concluded superintendents build coherence for reform by simultaneously implementing the 4 components. The data revealed educational reform requires leaders to think holistically about the framework. While district leadership is key to influencing the outcome of whole-system change, a culture of continuous improvement is achieved with coherency and collaboration at all levels.

The problem of this study was to identify the leadership behaviors of principals that affect teacher morale positively and negatively. Elementary schools containing a combination of kindergarten through eighth grade were included in this study. The study was conducted during the spring semester of the 1991-92 school year. The Leader Behavior Description Questionnaire--Form XII was the instrument used to assess principals' perception of their own leader behavior. The Purdue Teacher Opinionaire was the instrument used to measure teacher morale. After the population was clustered by system, a random sample of 24 schools was used. A total of 433 teachers (83%) returned opinionaires and a total of 24 principals (100%) returned questionnaires. A significant difference was found to exist between the following leader behaviors and teacher morale. The principal's leadership behavior representation revealed a significant relationship with teacher rapport with the principal, teacher salary, and curriculum issues. Tolerance of uncertainty affected teacher morale dimensions, teacher salary, rapport among teachers, community support of education, and community pressures. Leader behavior demand reconciliation revealed a significant relationship with teacher load. Persuasion affected teacher rapport with principal. Initiation of structure also affected rapport among teachers, teacher salary, teacher status, and community support of education. The score for tolerance of freedom indicated a significant relationship with teacher salary, teacher status, community support of education, and school facilities. The dimensions of teacher morale, teacher rapport with principal, rapport among teachers, teacher salary, and school facilities were affected by role assumption. Teachers, likewise, indicated the leader behavior consideration affected community support of education. A significant relationship did exist between production emphasis and rapport among teachers, curriculum issues, and school facilities. Leader behavior predictive accuracy positively affected school facilities and services. Teacher rapport with principal, curriculum issues, and school facilities and services were positively affected by leader behavior integration. Also, superior orientation affected teacher salary and status. Conclusions were based on the findings in this study. It was concluded that total teacher morale was positively related to the principal's leadership in maintaining a closely knit organization and in resolving inter-member conflict. Total teacher morale seemed to be related to the principal's leadership in allowing initiative, decision-making, and action. Other conclusions relating to the individual dimensions of teachers morale and the individual dimensions of leader behavior were drawn.

Teacher attrition has become a concern at local, state, and national levels. As a result, a number of researchers have examined the factors that affect teacher job satisfaction and retention. However, in spite of all the efforts in research to find a solution, problems associated with teacher attrition have not significantly improved. This study was developed to examine new teachers' job satisfaction as based on their perceptions of principals' transformational and transactional leadership behaviors. Hezberg, Maunser, and Snyderman's 2-factor theory and Burns's and Bass's transformational and transactional leadership theory guided the research questions. A convenience sample of 71 new teachers with 1 to 3 years of experience participated in this study. Instruments used to collect data for the study were the Multifactor Leadership Questionnaire and the Job Satisfaction Survey. Pearson product-moment correlations and partial correlational methods were employed to examine the relationships between the variables. Findings revealed statistically significant positive relationships between new teachers' perceptions of principals' transformational leadership behavior and their overall job satisfaction. Further, the findings showed that perceptions of more transactional leadership behavior were significantly and negatively related to their overall job satisfaction. Results suggest that organizational leaders who adopt the transformational leadership model and implement effective leadership practices can cultivate positive change within the organization through the development of a team-centered environment that fosters inclusion, support, growth, recognition, stability, and satisfaction.

We are experiencing powerful and exponential shifts in our economy (Schwab, 2015), marked by rapid advancements in automation, information technology, and robotics (Ford, 2016) and the displacement of millions of Americans in the middle class (Goldin & Katz, 2008; Keeley, 2015; Pew Research Center, 2015). Our current education paradigm is “no longer effective” (Zhao, 2016) to prepare students/graduates for a dynamic, volatile, and ambiguous future. These economic shifts have profound social and political impacts. In order for schools to retool and transform, trust creation will become increasingly important to school improvement efforts. The purpose of this study was to understand how teachers perceive trustworthy principal behaviors and what school practices promote trust between teachers and principals and among the teaching faculty. Using primarily a phenomenological methodology, this study examined trust-rich environments in two schools in Southern California. Two questions guided this study: What principal behaviors do teachers perceive as being trustworthy? What sorts of school practices are used to build trust among the adults in school? Teachers in this study were willing to be vulnerable with each other, to experiment with new practices, to initiate change efforts, and to engage in public problem-solving and collective decision-making. The findings suggested that teachers perceived the following three principal behaviors and school practices as important elements in creating trust: (a) Exercising Empathy and Openness, (b) Relating to Teachers as Whole People, and (c) Creating Practices of Voice and Choice. The findings suggest that we may need less industrial-style school leaders and more school leaders who are deeply empathic and skilled facilitators in leveraging the individual and collective strengths, interests, and values of their people.

Increasing complexity and rapid change associated with globalization and the knowledge economy have diminished the relevance of traditional linear models of leadership. Researchers have begun to view leadership not in terms of individuals and hierarchal exchanges but as a collective influence process among members of a group to achieve shared objectives that focus on enabling learning and adaptation in organizations rather than predicting outcomes and controlling behaviors. Complexity theory and its central phenomenon, emergence, are particularly well-suited to study both new leadership approaches and how to manage social systems at a time when prediction and control are elusive.

At the same time, institutions of higher education have come to play an increasingly important role in knowledge-based economies and as important actors in economic and human development. Leadership research and practice in higher education have not kept up with this trend, and require a new approach in order to meet the demands of a highly dynamic and disruptive environment. Generative leadership, which focuses on constructing the rules, conditions and constraints for interaction, collaboration and experimentation throughout organizations, fostering innovation and adaptation, and may be particularly well-suited for the creation, dissemination and application of knowledge in higher education. In this context, a qualitative, multiple case study design was used to explore how generative leadership might foster emergence in four initiatives designed to increase the ability to create, disseminate and apply knowledge in an institution of higher education.

Two major findings resulted from this study. The first relates to the increased incorporation of generative leadership, emergence, and complexity theory into the existing research and practice on teams. The second major finding relates to the role that the study’s results, along with the notions of generative leadership and emergence, can inform higher education pedagogy for continued transition into the knowledge age and beyond. The researcher hopes that this study, its results and findings promote a continued shift towards complexity- and emergence-based thinking to solve some of our most pressing knowledge challenges as we continue to move through a time of change and disruption. Ultimately the results and findings of this study could promote additional research on generative leadership, emergence and knowledge capacity in higher education for the benefit of local, regional and global social and economic ecosystems.

The textbook discusses the processes of managing the labor behavior of personnel in a modern organization. Special attention is paid to the qualities and competencies of the Manager, organizational and administrative and socio-psychological methods of management, relationships with subordinates and managers, delegation of authority, conflict management, formation of the Manager's team, leadership, change management and reputation of the organization. Meets the requirements of the Federal state educational standards of higher education of the latest generation. For students studying in the areas of training "personnel Management", "Economics", "Management".

AbstractSince its creation back in the fifties, the International Association of Universities (IAU) has been consistently fostering a set of academic values and principles to frame higher education institutions’ mission and institutional practices, such as academic freedom, institutional autonomy, social responsibility, cooperation, solidarity, tolerance, equity in access, open access to knowledge, scientific integrity, ethical behaviour, and quality in learning, research and outreach. These principles are most valuable in a world where globalization and the global economy paradigm have triggered fierce competition among universities for prestige, talent and financial resources at the global level. This is encouraged by global rankings, provoking tensions with universities’ national missions and putting at risk the values of inclusion, solidarity and local social commitments. Besides causing increased inequality and tensions in social cohesion, as well as the rise of new trends of nationalism and populism within countries, globalization has provoked geopolitical tensions and boosted a wider division between the Global North and the Global South.

Increasing environmental complexity and ambiguity require organizations to rely on their members' proactive behaviors to deal with potential chaotic occurences surrounding the organizational functioning. Individuals respond these occurences by displaying various proactive behavior forms to build predictability islands in ocean of uncertainty. In this context, principal proactivity is one of key determinants of effectiveness of schools functioning in complex and anarchic environments. In this study, numerous forms of proactive behaviour were categorized under six general dimensions as innovativeness, issue selling, social networking, strategic scanning, strategic learning and feedback seeking. A causal comparative design was used to determine levels of general forms of proactive behavior performed by school principals. The data were collected from school principals working at different levels of public and private schools in Istanbul Province during 2014-2015 year. According to the results of study, the most frequent form of proactive behaviour displayed by school principals was strategic learning.

Social and strategic marketing seeks to develop systematic marketing concepts with several approaches to influence behaviours that benefit individuals and society for the greater social good. Social marketing practice is guided by ethical issues. It seeks to integrate approach, best practice, theory, audience, and partnership insight to inform the delivery of competition-sensitive and segmented social change programmes that are effective, efficient, equitable, and sustainable. This case study concerns help2kids as a young and dynamic non-profit organization operating in Africa. The case study consists of reflection and discussion of the several practices, marketing strategies, social entrepreneurship topics, and multiple projects inherent to help2kids. Help2kids strives to allow children the pursuit of a better and more sustainable future. The authors intend to present different social marketing campaigns to promote behavioural change for the benefit of society and the strategies that have been followed to achieve the desired idea or behaviour.

Discussing school shootings as current or historical events in social studies classrooms can be a difficult endeavour, as it requires confronting death and making sense of violent human behaviour. This chapter asserts that existential anxiety plays a role in helping us better understand these tragedies. Terror management theory (TMT) accounts for existential anxiety as a driver of human behaviour and can be a powerful conceptual tool to help students and teachers unpack the difficult subject matter of school shootings, as well as provide insight for behavioural responses that may emerge in the classroom in response to these discussions. As a result, TMT contributes a classroom of care that fosters a sense of student agency for which to imagine a preferable future.

The major factor militating against organizational productivity is conflict between individuals or groups of individuals and the management. In any work situation, people are bound to have different interests and aspirations which may tend to conflict with each other. For example, management is committed to pursing a goal of profit maximization policies, while the workers through their unions want higher wages and a lucrative welfare package which tends to result in higher cost of doing business to the management. At times, unions want effective participation in most organizational decisions, even at the expense of encroaching on areas that fall exclusively within the confines of management prerogatives. Management cannot but resist this unwholesome behaviour. In the process, conflict would ensue. Therefore, an important duty of line for mangers to promote organizational productivity is through peaceful resolution of conflicts in the organization.

The L.E.A.D. program involves teacher candidates collaborating with schools in the delivery of leadership programming for at-risk youth. Compulsory to their learning throughout the program, teacher candidates learn about various topics regarding support for at-risk students' wellbeing. This chapter presents an intervention for supporting at-risk youths' overall wellness which could be integrated within a L.E.A.D. practice. Previous interventions targeting social-skills and self-regulatory behaviour for at-risk elementary students increased academic achievement. Given the interrelationship between emotion and cognition, a “metawellness” intervention that employs metacognition and metaemotion, directed to the six domains of wellness (i.e., physical, emotional, social, intellectual, occupational, spiritual) is proposed for educators to apply to at-risk learners. Hypothetical cases are examined to illustrate potential pathways for, and benefits of, implementing the intervention with at-risk learners. Limitations and recommendations for the present intervention are included.

Digitization and the development of the internet has massively changed human behaviour. It has also impacted the way education is perceived. It has made the outreach of university education a lot more accessible to many stakeholders in particular those in the far corners of the globe. The last decade has also seen the significant rise and opening up of many emerging economies with affluence due to its GDP growth namely China, India, Africa, South America, Korea, South East Asia, Middle East, Central Asia etc. As a result of such economic development, one significant trend is the mobility of students within a nation as well as across nations. This trend of globalization in the last decade has given rise to the need for the development of global ranking exercises to inform different stakeholders both within countries and across different countries.

Leadership style has not been effectively examined in educational institution in developing countries. The purpose of this study is to examine the impact of Leadership styles on organizational citizenship behaviour (OCBs) among secondary school teachers. Based on the review, the study proposed that leadership styles and its components; transformational leadership (TFL) and transactional leadership (TAL) will affect OCBs. Methodology, The population of this study, is secondary school teachers. A stratified sampling technique was deployed to collect 174 responses from eight schools. The findings showed that TFL and TAL have a significant effect on OCBs and TFL highly predicted OCBs than TAL. Decision-makers are advised to implement the TFL and increase the OCBs among Teachers.

The research aimed to explore characteristics of individual behaviors as motivation, task commitment, and leadership exhibited by science gifted students at enrichment program in science gifted education center. Results showed that motivation was highest at introduction stage, but decreased as lessons progressed. Task commitment and leadership tended to increase from planning and conducting stages. Leadership was highest at discussion stage. Each student exhibited different sequences of behavioral characteristics along lesson stages. It was called for planning individually differentiated instructional strategies. Keywords: individual behavioral characteristics, science gifted students, student leadership, task commitment.