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Journal articles on the topic 'International leadership'

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Author: Grafiati

Published: 4 June 2021

Last updated: 5 February 2022

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1

Peterson, Mark F., and James G. (Jerry) Hunt. "International perspectives on international leadership." Leadership Quarterly 8, no. 3 (September 1997): 203–31. http://dx.doi.org/10.1016/s1048-9843(97)90002-3.

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2

Hawks, Miranda, Danielle Huseman-Maratea, Ann Nguyen, Luu Nguyen, and Susan Romkema. "International Nursing Leadership." Nurse Leader 18, no. 3 (June 2020): 248–52. http://dx.doi.org/10.1016/j.mnl.2020.03.013.

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3

Thorn, I. Marlene. "Leadership in international organizations: Global leadership competencies." Psychologist-Manager Journal 15, no. 3 (2012): 158–63. http://dx.doi.org/10.1080/10887156.2012.701130.

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4

Desrosiers, Marie-Eve, and Susan Thomson. "Rhetorical legacies of leadership: projections of ‘benevolent leadership’ in pre- and post-genocide Rwanda." Journal of Modern African Studies 49, no. 3 (August 5, 2011): 429–53. http://dx.doi.org/10.1017/s0022278x11000279.

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ABSTRACTComparing pre- and post-genocide Rwanda, this article argues that clear continuities exist between the regimes of Juvénal Habyarimana and Paul Kagame. Both have projected a remarkably similar image of ‘benevolent leadership’. Presenting themselves as harbingers of an ‘improved’ or ‘new’ Rwanda, both leaderships have claimed to be best able and willing to guide Rwanda along the right path to peace, security, ethnic unity and development. ‘Benevolent leadership’ in both periods has also served as a tool to try and shape regime relationships with international and domestic audiences. Internationally, each government has worked to promote Rwanda and its authorities as a good development partner. Domestically, these projections have served to establish norms of order and obedience. We argue that projections of ‘benevolent leadership’ have been a tool designed to win over the international community and discipline the Rwandan population.

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5

Mailhot, Claude. "CPhA International Leadership Award." Canadian Pharmacists Journal 141, no. 3 (May 2008): 152. http://dx.doi.org/10.3821/1913-701x(2008)141[152a:cila]2.0.co;2.

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6

Krzyżanowski, Michał. "International leadership re-/constructed?" Discourse analysis, policy analysis, and the borders of EU identity 14, no. 1 (May 26, 2015): 110–33. http://dx.doi.org/10.1075/jlp.14.1.06krz.

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This article analyses European Union policy discourses on climate change from the point of view of constructions of identity. Articulated in a variety of policy-related genres, the EU rhetoric on climate change is approached as example of the Union’s international discourse, which, contrary to other areas of EU policy-making, relies strongly on discursive frameworks of international and global politics of climate change. As the article shows, the EU’s peculiar international – or even global – leadership in tackling the climate change is constructed in an ambivalent and highly heterogeneous discourse that runs along several vectors. While it on the one hand follows the more recent, inward-looking constructions of Europe known from the EU policy and political discourses of the 1990s and 2000s, it also revives some of the older discursive logics of international competition known from the earlier stages of the European integration. In the analysis, the article draws on the methodological apparatus of the Discourse-Historical Approach (DHA) in Critical Discourse Studies. Furthering the DHA studies of EU policy and political discourses, the article emphasises the viability of the discourse-historical methodology applied in the combined analysis of EU identity and policy discourses.

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7

Keller, Dan. "Leadership of international schools." Educational Management Administration & Leadership 43, no. 6 (October 21, 2014): 900–917. http://dx.doi.org/10.1177/1741143214543201.

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8

Darling, John R. "INTERNATIONAL MANAGEMENT LEADERSHIP STRATEGIES." Industrial Management & Data Systems 88, no. 5/6 (May 1988): 21–26. http://dx.doi.org/10.1108/eb057512.

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9

Widner-Edberg, Tara. "Courses for International Leadership." New Directions for Student Leadership 2018, no. 160 (November 1, 2018): 85–95. http://dx.doi.org/10.1002/yd.20313.

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10

Gardner-McTaggart, Alexander. "International schools: leadership reviewed." Journal of Research in International Education 17, no. 2 (August 2018): 148–63. http://dx.doi.org/10.1177/1475240918793955.

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This article provides a systematic review of research on leadership in international schools, though not focusing on International Baccalaureate schools which are the focus of a separate paper. International schools are autonomous, private bodies that cater to the globally advantaged. Accordingly, this literature review views them and their leadership through the Bourdieusian concept of distinction. Educational leaders in this context face considerable complexities. International schools thrive on the distinction they confer, it being intrinsic to these schools’ identity. International schools can be understood as existing on a matrix, or spectrum, between conceptions of international and global; equitable and market-place. The review finds that international schools experience considerable unhelpful change and transition, where consistency is highly prized yet difficult to achieve. Along with tensions between their equitable and market orientation, transition emerges as the most significant challenge facing educational leaders in this context.

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11

Eun-su, Cho. "Goenka Leadership : A Model for International Buddhist Leadership." BUL GYO HAK BO 82 (March 31, 2018): 169–89. http://dx.doi.org/10.18587/bh.2018.03.82.169.

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12

Kershaw, Betty. "Nursing Leadership and Management – Third international editionNursing Leadership and Management – Third international edition." Nursing Standard 27, no. 13 (November 28, 2012): 28. http://dx.doi.org/10.7748/ns2012.11.27.13.28.b1442.

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13

Jenny, Tripses, Noe Margaret, Kuzmina Svitlana, and Yamchynska Tamara. "INTERNATIONAL SOCIAL JUSTICE: AMERICAN–UKRAINIAN PARTNERSHIPS ON SCHOOL LEADERSHIP." Modern Information Technologies and Innovation Methodologies of Education in Professional Training Methodology Theory Experience Problems 434, no. 50 (2018): 214–18. http://dx.doi.org/10.31652/2412-1142-2018-50-214-218.

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14

Hermann, Margaret G., and Joe D. Hagan. "International Decision Making: Leadership Matters." Foreign Policy, no. 110 (1998): 124. http://dx.doi.org/10.2307/1149281.

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15

Ibarrola-García, Sara. "Successful school leadership: international perspectives." Journal of Beliefs & Values 39, no. 1 (November 6, 2017): 123–25. http://dx.doi.org/10.1080/13617672.2017.1393165.

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16

Gardner-McTaggart, Alexander. "International schools’ leadership and Christianity." Globalisation, Societies and Education 17, no. 4 (December 27, 2018): 458–73. http://dx.doi.org/10.1080/14767724.2018.1558047.

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17

HAUSKEN, KJELL, and THOMAS PLÜMPER. "Hegemonic Decline and International Leadership." Politics & Society 24, no. 3 (September 1996): 273–95. http://dx.doi.org/10.1177/0032329296024003006.

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18

Martin, Vance G. "International Wilderness Leadership (WILD) Foundation." Environmental Conservation 19, no. 3 (1992): 271. http://dx.doi.org/10.1017/s0376892900031131.

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19

Beinecke, Richard, and Justin Spencer. "International Leadership Competencies and Issues." International Journal of Leadership in Public Services 3, no. 3 (October 2007): 4–14. http://dx.doi.org/10.1108/17479886200700017.

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20

Thompson, Pamela Austin. "Leadership From an International Perspective." Nursing Administration Quarterly 28, no. 3 (July 2004): 191–98. http://dx.doi.org/10.1097/00006216-200407000-00007.

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21

Ikenberry, G. John. "The Future of International Leadership." Political Science Quarterly 111, no. 3 (1996): 385. http://dx.doi.org/10.2307/2151968.

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22

Reyes, J. B. "International observership as leadership training." International Nursing Review 63, no. 3 (August 25, 2016): 315. http://dx.doi.org/10.1111/inr.12292.

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23

Yan, X. "International Leadership and Norm Evolution." Chinese Journal of International Politics 4, no. 3 (September 1, 2011): 233–64. http://dx.doi.org/10.1093/cjip/por013.

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24

Jia, Hepeng. "Paleontology: advancing China's international leadership." National Science Review 6, no. 1 (November 12, 2018): 171–76. http://dx.doi.org/10.1093/nsr/nwy132.

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Abstract In recent years, Chinese scientists have achieved significant progress in paleontological discoveries and scientific studies. Series of studies published in top journals, such as Science, Nature and Proceedings of the National Academy of Sciences of the United States of America (PNAS), have astonished the world by presenting beautiful fossils that furnish robust evidence to enrich the understanding of organismic evolution, major extinctions and stratigraphy. It has been portrayed as the heyday in the paleontology of China. What is the status of the field? What factors have caused the avalanche of fossil discoveries in China? What implications can these new discoveries provide for our understanding of current evolution theories? How, given their significant contribution to the world's paleontology scholarship, can Chinese scientists play a due leadership role in the field? At an online forum organized by the National Science Review (NSR), its associate editor-in-chief, Zhonghe Zhou, asked four scientists in the field as well as NSR executive editor-in-chief Mu-ming Poo to join the discussion. Jin Meng Paleobiologist at American Museum of Natural History Mu-ming Poo Neurobiologist at Center for Excellence in Brain Science and Intelligence Technology, Chinese Academy of Sciences Shuzhong Shen Stratigrapher at Nanjing Institute of Geology and Paleontology, Chinese Academy of Sciences Shuhai Xiao Paleobiologist and geobiologist at Virginia Polytechnic Institute and State University Zhonghe Zhou (Chair) Paleobiologist at Institute of Vertebrate Paleontology and Paleoanthropology (IVPP), Chinese Academy of Sciences

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25

Flemes, Daniel, and Steven E. Lobell. "Contested leadership in international relations." International Politics 52, no. 2 (December 19, 2014): 139–45. http://dx.doi.org/10.1057/ip.2014.42.

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26

O'Sullivan, Helen, and Judy McKimm. "Medical leadership: an international perspective." British Journal of Hospital Medicine 72, no. 11 (November 2011): 638–41. http://dx.doi.org/10.12968/hmed.2011.72.11.638.

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27

Casey, John. "Cosmopolitan Leadership for International Collaborations." Journal of Leadership Studies 7, no. 1 (March 2013): 70–75. http://dx.doi.org/10.1002/jls.21282.

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28

Kasztelnik, Karina, and Damon Brown. "The Observational Socio-Economic Study and Impact on the International Innovative Leadership in the United States." SocioEconomic Challenges 4, no. 4 (2020): 63–94. http://dx.doi.org/10.21272/sec.4(4).63-94.2020.

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This paper summarizes how socio-economic study has impact on the international innovative leadership in the United States. This article includes the review will focus and examine literature and theories related to public policy organizational effectiveness as well as diversity leadership. Online databases including search engines located relevant books, journals, articles, and dissertations. The search terms used were descriptive of various themes such as diversity, diversity leadership, public policy and public policy leadership, organizational leadership, public policy and leadership, cultural diversity, organizational effectiveness, and public policy effectiveness. Additionally, measurements of public policy organizations effectiveness have been narrowly focused on past practice failing to include multiple organizational aspects similar to other professional organizations. Prior studies have been conducted in relationship to the effects of diversity leadership and leadership although related solely to the individual officer or the public policy organization. Notwithstanding, studies have been sparse which suggest that diversity leadership initiatives or enhanced leadership, increase public effectiveness, let alone collectively. Limited studies are not the case concerning public policy. This study attempted to fill this gap by examining if leadership of public policy outcomes of diversity leadership initiatives and the level of leadership predicts public policy organizational effectiveness. All of these terms have assisted in locating contemporary and relevant research. The results of the critical review article with analysis both authors can be useful for any leaderships around the World to support social-economics changes. Keywords: socio-economic, innovation, leadership, education, public policy.

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29

Lega, Federico, and Marco Sartirana. "An international perspective on medical leadership." Future Hospital Journal 2, no. 3 (October 2015): 218–20. http://dx.doi.org/10.7861/futurehosp.2-3-218.

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30

Hunt, James G. (Jerry), and Mark F. Peterson. "International and cross-cultural leadership research." Leadership Quarterly 8, no. 3 (September 1997): 201–2. http://dx.doi.org/10.1016/s1048-9843(97)90001-1.

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31

Aggarwal, Raj, and John W. Goodell. "Personal Leadership Development in International Business." Journal of Teaching in International Business 25, no. 1 (January 2, 2014): 1–4. http://dx.doi.org/10.1080/08975930.2014.897091.

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32

JACKSON, NANCY B. "An International Leadership Role For ACS." Chemical & Engineering News 88, no. 34 (August 23, 2010): 43. http://dx.doi.org/10.1021/cen-v088n034.p043.

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33

Wilson, Adam. "International HSE Conference Discusses Crisis Leadership." Journal of Petroleum Technology 66, no. 05 (May 1, 2014): 92–97. http://dx.doi.org/10.2118/0514-0092-jpt.

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34

Poats, Rutherford M. "Mounting Constraints on U.S. International Leadership." American Foreign Policy Interests 18, no. 2 (April 1996): 16–20. http://dx.doi.org/10.1080/10803920.1996.10391924.

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35

Jaquette, Jane, and Kathleen Staudt. "Seminar on Women in International Leadership." Signs: Journal of Women in Culture and Society 13, no. 2 (January 1988): 373–76. http://dx.doi.org/10.1086/494420.

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36

M., Daniel G. Arce. "Asymmetric Leadership and International Public Goods." Public Finance Review 32, no. 5 (September 2004): 528–58. http://dx.doi.org/10.1177/1091142104265876.

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37

Singh, Tulika, Brenda Kostelecky, and Lisa Stevens. "International Cancer Control Leadership Forum Program." Journal of Global Oncology 2, no. 3_suppl (June 2016): 28s. http://dx.doi.org/10.1200/jgo.2016.004853.

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Abstract 43 A National Cancer Control Plan (NCCP) comprises an important part of a country's non-communicable disease (NCD) plan and can help countries meet NCD targets outlined in the WHO Global NCD Action Plan. A comprehensive cancer control plan is based on data such as a country's cancer burden and cancer risk factors, available resources, and local context of culture and health care. The plan provides a systematic framework for implementation of evidence-based and cost-effective strategies for cancer prevention and control. The International Cancer Control Leadership Forum is a 2-3 day regional workshop with thematic seminar modules on cancer control planning and implementation, as well as interactive action planning sessions. The goal is to increase the capacity of participating countries to initiate or enhance cancer control planning and implementation through a multisectoral approach. The country teams are composed of high-level leaders who represent government agencies, civil society, oncology professionals, and academia. The program approach engages country teams over a year and a half. Approximately 3-6 months prior to the forum, teams conduct a situational analysis of the cancer burden and cancer control planning efforts in their country. During the Forum, teams are introduced to evidence-based approaches and exchange best-practices with colleagues to develop a 12-month action plan to move their cancer control planning and implementation efforts forward. In the year after the Forum, country teams and Forum faculty meet for 3-4 follow-up phone calls to address technical assistance needs as countries begin to implement their action plan. Thus far, Forums have been held in Africa, Southeast Asia, the Pacific, the Caribbean, Middle East-North Africa, Latin America, and Central Asia regions. The country teams report that the Forum provides an important opportunity to plan with diverse stakeholders. Participants also report increased awareness and knowledge on developing and implementing a national cancer control plan, and learn best-practices from their colleagues in neighboring countries. In some Forums, countries have shown interest to work collaboratively towards regional initiatives. AUTHORS' DISCLOSURES OF POTENTIAL CONFLICTS OF INTEREST: No COIs from the authors.

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38

De Guzman, Roselle, Monica Malik, Gilberto de Lima Lopes, Rebecca Alexandra Dent, and Shaheenah Dawood. "ASCO Leadership Development Program: International Perspectives." Journal of Global Oncology, no. 4 (December 2018): 1–3. http://dx.doi.org/10.1200/jgo.18.00014.

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39

Roberts, Darbi L. "Implications of International Leadership for All." New Directions for Student Leadership 2018, no. 160 (November 1, 2018): 109–13. http://dx.doi.org/10.1002/yd.20315.

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40

Pellet, Alain. "Can International Law Survive US "Leadership"?" Austrian Review of International and European Law Online 8, no. 1 (2005): 101–8. http://dx.doi.org/10.1163/157365103x00135.

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41

Sheppard, Julie‐Anne, James C. Sarros, and Joseph C. Santora. "Twenty‐first century leadership: international imperatives." Management Decision 51, no. 2 (March 2013): 267–80. http://dx.doi.org/10.1108/00251741311301812.

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42

Gang, G. "Government Leadership Change and International Negotiations." Chinese Journal of International Politics 1, no. 2 (January 1, 2006): 139–62. http://dx.doi.org/10.1093/cjip/pol013.

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43

Rothwell, Andrew, and Brandon Charleston. "International volunteering: employability, leadership and more." Education + Training 55, no. 2 (April 12, 2013): 159–73. http://dx.doi.org/10.1108/00400911311304805.

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44

Raisiene, Agota Giedre, Aleksandra Pulokiene, and Andrius Valickas. "Examining Leadership Characteristics at International Multilaterals." Montenegrin Journal of Economics 14, no. 3 (August 2018): 189–98. http://dx.doi.org/10.14254/1800-5845/2018.14-3.14.

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45

Lumby, Jacky. "International Perspectives on Leadership and Management." Management in Education 20, no. 4 (October 2006): 7–10. http://dx.doi.org/10.1177/08920206060200040201.

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46

Chiarella, Mary. "International Council of Nurses: Nursing Leadership." Journal of Advanced Nursing 60, no. 4 (November 2007): 455. http://dx.doi.org/10.1111/j.1365-2648.2007.04500_4.x.

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47

Singh, T., B. Kostelecky, and L. Stevens. "International cancer control leadership forum program." Annals of Global Health 82, no. 3 (August 20, 2016): 526. http://dx.doi.org/10.1016/j.aogh.2016.04.425.

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48

Silverton, Susan F. "Emerging Technology for International Women's Leadership." Journal of Dental Education 75 (March 2011): S27. http://dx.doi.org/10.1002/j.0022-0337.2011.75.3suppl.tb05062.x.

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49

Pahre, Robert. "Hegemony and the International Economy." Comparative Sociology 4, no. 3-4 (2005): 451–77. http://dx.doi.org/10.1163/156913305775010115.

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AbstractPower and leadership are among the central features of politics. They become even more visible in an environment such as the international system that lacks strong institutions. Without legislatures or administrative organs in a normal sense, political processes such as leadership, persuasion, and coercion come to the fore.These processes, especially the question of leadership, are central to many policy questions. Is Franco-German leadership of the European Union breaking up, or will it be joined by a more Europhile Britain? How will China or Japan play a leadership role in East Asia?Nowhere is the question of leadership more discussed than in the case of the most powerful country in the world – once the United Kingdom, today the United States, perhaps one day China. For some people, the leadership of this "hegemon" helps bring peace and prosperity to the world as a whole; for others, its dominance is overbearing and illegitimate.Questions of hegemony have received significant academic attention over the past few decades. This chapter will review the North American literature on the topic, with an eye toward several questions. First, what does a hegemon do when it is being hegemonic? Second, how do non-hegemonic countries respond to its leadership? Third, and most important for the future, is hegemony good or bad for the international system? I will discuss these with reference to topics in political economy, setting aside an equally-large literature on the military consequences of hegemony. Though political economy has implications for ideology and discourse, this article will also set aside most of these issues, which have sparked a large and distinct literature of their own.

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50

Puffer, Sheila M., Peter W. Dorfman, Valentina V. Kuskova, Daniel J. McCarthy, and Yulia Tolstikov-Mast. "Global Leadership: Russian Leadership: Is It Evolving Toward More International Styles?" Academy of Management Proceedings 2014, no. 1 (January 2014): 13201. http://dx.doi.org/10.5465/ambpp.2014.13201symposium.

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