Academic literature on the topic 'Leadership disagreement'
Create a spot-on reference in APA, MLA, Chicago, Harvard, and other styles
Consult the lists of relevant articles, books, theses, conference reports, and other scholarly sources on the topic 'Leadership disagreement.'
Next to every source in the list of references, there is an 'Add to bibliography' button. Press on it, and we will generate automatically the bibliographic reference to the chosen work in the citation style you need: APA, MLA, Harvard, Chicago, Vancouver, etc.
You can also download the full text of the academic publication as pdf and read online its abstract whenever available in the metadata.
Journal articles on the topic "Leadership disagreement"
1
Lampe, Susan S. "Disagreement about Primary Nursing." Nursing Management (Springhouse) 19, no. 11 (November 1988): 12???13. http://dx.doi.org/10.1097/00006247-198811000-00006.
Full text
2
Greene, Zachary, and Matthias Haber. "Leadership Competition and Disagreement at Party National Congresses." British Journal of Political Science 46, no. 3 (October 20, 2014): 611–32. http://dx.doi.org/10.1017/s0007123414000283.
Full textAbstract:
Theories often explain intraparty competition based on electoral conditions and intraparty rules. This article further opens this black box by considering intraparty statements of preferences. In particular, it predicts that intraparty preference heterogeneity increases after electoral losses, but that candidates deviating from the party’s median receive fewer intraparty votes. Party members grant candidates greater leeway to accommodate competing policy demands when in government. The study tests the hypotheses using a new database of party congress speeches from Germany and France, and uses automated text classification to estimate speakers’ relative preferences. The results demonstrate that speeches at party meetings provide valuable insights into actors’ preferences and intraparty politics. The article finds evidence of a complex relationship between the governing context, the economy and intraparty disagreement.
3
Somer-Topcu, Zeynep. "Agree or disagree." Party Politics 23, no. 1 (July 9, 2016): 66–75. http://dx.doi.org/10.1177/1354068816655568.
Full textAbstract:
Political party leaders are among the most influential actors in parliamentary democracies, and a change in party leadership is an important event for a party organization. Yet, we do not know how these leadership changes affect voter perceptions about party policy positions. On the one hand, we may expect party leadership changes to renew attention to the party, educate voters about its policy positions, and hence reduce disagreement among voters about party positions. On the other hand, rival parties may use a leadership change as an opportunity to defame the party, its leadership, and policies, and hence, increase voter confusion about the party’s policies. Using data from seven Western European democracies, I show that leadership changes help parties reduce voter disagreement about party policy positions. This effect is stronger if the new leader shifts the party’s policy positions.
4
Shelby, Tommie. "REPARATIONS, LEADERSHIP, AND DEMOCRACY." Du Bois Review: Social Science Research on Race 8, no. 2 (2011): 395–99. http://dx.doi.org/10.1017/s1742058x11000348.
Full textAbstract:
Lawrie Balfour and Robert Gooding-Williams have written superb books. Reading Du Bois's texts creatively and carefully, both treat Du Bois as a living political thinker, someone we can learn from and profitably argue with and whose thought is relevant to contemporary political theory. There is more in these books that I could praise and much in them that I agree with, but I will focus my remarks on areas of disagreement.
5
Vogel, Dominik, and Alexander Kroll. "Agreeing to disagree? Explaining self–other disagreement on leadership behaviour." Public Management Review 21, no. 12 (March 1, 2019): 1867–92. http://dx.doi.org/10.1080/14719037.2019.1577910.
Full text
6
McCall, Morgan W. "Peeling the Onion: Getting Inside Experience-Based Leadership Development." Industrial and Organizational Psychology 3, no. 1 (March 2010): 61–68. http://dx.doi.org/10.1111/j.1754-9434.2009.01200.x.
Full textAbstract:
There doesn't seem to be much disagreement that experience should be at the heart of leadership development. The energy in the commentaries was around building on the existing foundation of knowledge about experience-based leadership development, bolstering certain areas to make it more complete and usable. I examine more closely several of the issues raised in the commentaries: the role of training and education in leadership development, increasing the probability that the desired learning from experience actually happens, and the transfer of learning.
7
Erben, Julian, Frank M. Schneider, and Michaela Maier. "In the Ear of the Beholder: Self-Other Agreement in Leadership Communication and Its Relationship With Subordinates’ Job Satisfaction." International Journal of Business Communication 56, no. 4 (October 5, 2016): 505–29. http://dx.doi.org/10.1177/2329488416672431.
Full textAbstract:
This article deals with the question of how agreement or disagreement in the perception of leadership communication from the perspective of both leader and subordinate is related to subordinates’ job satisfaction. Employees of a department in a large, globally operating insurance company and their managers ( N = 110) completed questionnaires including instruments to assess leadership communication from the perspective of the managers and their respective employees as well as employees’ job satisfaction. Results from polynomial regression with response surface modeling suggest that there is a positive linear relationship between self- and other ratings of leadership communication and subordinates’ job satisfaction, in which the highest scores of job satisfaction are related to high in-agreement ratings of leadership communication. In addition, discrepancies in perceptions of leadership communication decrease job satisfaction, particularly when leaders are overestimators.
8
Kuenzi, Maribeth, Michael E. Brown, David M. Mayer, and Manuela Priesemuth. "Supervisor-Subordinate (Dis)agreement on Ethical Leadership: An Investigation of its Antecedents and Relationship to Organizational Deviance." Business Ethics Quarterly 29, no. 1 (September 11, 2018): 25–53. http://dx.doi.org/10.1017/beq.2018.14.
Full textAbstract:
ABSTRACT:We examine supervisor-subordinate (dis)agreement regarding perceptions of the supervisor’s ethical leadership and its relationship to organizational deviance. We find that, on average, supervisors rate themselves more favorably on ethical leadership compared to how followers rate them. In addition, polynomial regression results reveal that unit-level organizational deviance is higher when there is agreement about lower levels of ethical leadership, and disagreement when supervisors rate themselves higher on ethical leadership than subordinates’ ratings of the supervisors. Finally, drawing on social influence theories, we look at antecedents of (dis)agreement and find that supervisors’ beliefs about themselves (that they were “better-than-average” ethical leaders) and others (their assumptions about whether the morality of their subordinates is malleable or not) are associated with self-other (dis)agreement on ethical leadership.
9
Parbat, Tanmayee. "Role of a Strategic Management Team in Conflict Resolution: A Case Study of IKEA." International Journal for Research in Applied Science and Engineering Technology 9, no. 11 (November 30, 2021): 329–35. http://dx.doi.org/10.22214/ijraset.2021.38551.
Full textAbstract:
Abstract: The thesis looked into and investigated the topic at hand as a case study of IKEA's strategic management team in dispute resolution. Organizational operations changes have a cascade effect on marketing and human resource management, undermining efforts at standardization and localization. Workplace disagreement can jeopardise organizational goals, leading to dysfunction and excessive competition. Workplace conflict must be addressed before it has a detrimental impact on team productivity and leads businesses to lose money. However, workplace disagreements can lead to the formation of positive relationships, peer learning, enhanced communication, new ideas, and increased motivation. We used transformational leadership theory to look at how senior account managers deal with conflict at work for this study. The thesis looked at IKEA's marketing techniques for forming a strategic management team to handle conflicts, and it was based on extensive research and accurate data.
10
Edemskiy, Andrey. "Additional evidence on the final break between Moscow and Tirana in 1960-1961." Balcanica, no. 50 (2019): 375–96. http://dx.doi.org/10.2298/balc1950375e.
Full textAbstract:
Disagreement between Khrushchev and Enver Hoxha, leaders of the Soviet Union and Albania, had been ripening since the mid-1950s. Until the spring of 1960 the leadership of the small country did not show readiness to challenge the Soviets perceived as the great power at the head of Socialist bloc countries and the world Communist movement. But when the Chinese leadership indicated their disagreements with official Moscow in the spring of 1960, Albania joined them without fearing the inevitability of open confrontation with the Soviets. The article reveals the further course of events in chronological order during the deepening rift between the two leaders and their entourage, and analyses the Soviet decision-making process at the highest level consulting newly-declassified documents from the Russian State Archives of Contemporary History in Moscow. By the end of 1961, within less than two years, relations between the Soviet Union and Albania sank to their lowest. The Soviet leadership, presumably Khrushchev himself, failed in their attempts to stop another growing conflict in the Soviet bloc by discussing controversial issues face to face with the Albanian leadership. Researchers have already accumulated considerable knowledge about these processes, but substantial gaps are yet to be filled. Many relevant Soviet documents from Russian archives are not yet declassified. Nevertheless, the already available ones allow researchers to take a broader look on the developing Soviet-Albanian rift and to establish how, in parallel with the collapse of Soviet-Albanian connections in the early 1960s, Soviet-Yugoslav contacts intensified.
Dissertations / Theses on the topic "Leadership disagreement"
1
Sajons, Gwendolin Beatriz. "Organizational justice and leadership : expanding the causal framework." Doctoral thesis, Universitat Pompeu Fabra, 2014. http://hdl.handle.net/10803/285174.
Full textAbstract:
This thesis examines the relationships among managerial justice and employee attitudes, emotions and behaviors to re-conceptualize the traditional causal frameworks of the justice literature. In the first chapter, I propose that distributive fairness perceptions do not unidirectionally affect performance, but that the two are linked reciprocally. Data from two laboratory experiments support this proposition. Chapter 2 builds on this idea to argue that managers use employee performance as a heuristic for allocating procedural and informational justice, favoring those whose performance stands out positively or negatively. This is backed by findings from a field survey and two laboratory experiments. Finally, chapter 3 uses a field survey to test whether disagreement in perceptions of managerial interpersonal justice among managers and employees is associated with employee job satisfaction, intrinsic motivation, and emotional exhaustion. The results indicate that perceptual disagreement relates to lower job satisfaction and intrinsic motivation. However, higher levels of emotional exhaustion are observed only when managerial perceptions exceed those of the employee.Esta tesis examina las relaciones entre la justicia por parte de mánagers y las opiniones, emociones y actitudes de los empleados para re-definir los marcos tradicionales de la literatura sobre la justicia organizacional. En el primer capítulo, se propone que las percepciones de la justicia distributiva no afectan al rendimiento de los empleados unidireccionalmente, pero que ambos están relacionados recíprocamente. Los datos de dos experimentos de laboratorio apoyan esta propuesta. El capitulo 2 se apoya en esta idea para argumentar que los mánagers utilizan el rendimiento de los empleados como procedimiento heurístico para asignar justicia de procedimiento e informacional, favoreciendo a los empleados de los cuales el rendimiento destaca de manera positiva o negativa. Esto se apoya en los resultados de una encuesta de campo y en dos experimentos de laboratorio. Finalmente, el capitulo 3 usa una encuesta de campo para someter a prueba si el desacuerdo en las percepciones sobre justicia interpersonal entre mánagers y empleados está relacionado con la satisfacción de los empleados con el trabajo, la motivación intrínseca, y el agotamiento emocional. Los resultados indican que el desacuerdo en las percepciones tiene que ver con satisfacción con el trabajo y motivación intrínseca más bajas. Sin embargo, niveles más altos de agotamiento emocional son observados solo cuando las percepciones del mánager exceden a las del empleado.
2
Sayekti, Apri Laila. "Understanding the Roles of Gender in Rural Development: The Case of Labour-Intensive Chilli Production in Indonesia." Thesis, 2019. http://hdl.handle.net/2440/124081.
Full textAbstract:
The increasing transformation of horticultural consumption in South East Asia raises issues concerning changing horticultural production. Quantity and quality improvements are required to meet the demand for horticultural products. The use of hybrid seeds is one of the agricultural improvement strategies to address demand because hybrid seeds offer more stable and higher yields. In rural areas, this transformation not only changes the horticultural products market but also inputs markets, including labour markets, which may bring advantages for certain groups of smallholder farmers in rural areas, including women. The roles of women in this transformation have been studied but the findings are controversial. Evidence shows the importance of women’s roles in agricultural and rural development; however, extensive research also indicates that women’ contributions in agriculture are still lower compared to men. The underestimated contributions of women could contribute to a bias in the design of development policies and strategies. To examine the contributions of women in agriculture in-depth, this thesis explores the roles of women in agriculture in three analytical chapters. This thesis employs data which was collected from two surveys. The surveys were conducted in 2010 and 2016. The first survey involved 597 chilli farmers. The second survey included 574 chilli farmers, but only 251 out of 597 farmers grew chilli in the last one year when the second survey was conducted. The first and second analytical chapters utilise the second-round survey data, while the third chapter employs data from the first and the second- round surveys. The first analytical chapter presented in Chapter 4 examines the impacts of hybrid chilli seed adoption on demand for male and female labour by gender. Adopting new technology, including hybrid seeds, may change the demand for labour. However, there is relatively little understanding of the impacts of hybrid chilli seed adoption on the demand for family labour, particularly female family members. Since hybrid seed adoption often requires more labour, it may affect female members in the households to work on-farm that contributes to extra work demands on women’s time in rural areas, including in Indonesia, who are mostly responsible for domestic chores and child-rearing. This study extends previous research on household labour demands through an assessment of the impacts on both family and hired labour on a gender-specific basis. An instrumental variables 2SLS approach is employed to address the endogeneity issues that may occur related to hybrid seeds choices. Results show that adopting hybrid seeds is not associated with demand for female labour within the family. However, it is found that hybrid chilli seeds are more likely to increase demand for hiring both male and female labour. Consequently, hybrid seed adoption could generate rural employment opportunities and empower women who generally have fewer employment opportunities compared to men. The second analytical chapter explored in Chapter 5 evaluates the roles of women associated with chilli productivity and revenue. The existing literature on gender in agricultural productivity comes mainly from African countries and uses a binary gender indicator to compare productivity with and without female roles using production functions estimations. These approaches may fail to reflect the full female contribution to production since, in Asian countries, male and female farmers often jointly manage land plots. This study employs Confirmatory Factor Analysis (CFA) to outline a range of indices which indicate women’s leadership and also disagreement between household heads (husband and wife pairs) about their roles in farming activities. These indices were included in interaction revenue function analysis of chilli production. The results show that woman’s leadership in specific farming activities is more likely to increase chilli revenue. Moreover, household disagreement between males and females about their respective responsibilities seems to reduce revenue. The results suggest the more complex considerations of female’s roles in production that are needed for examining communities in which activities and farm management are shared between male and female household. This study provides evidence that women’s empowerment, through the leadership of agronomic activities, can improve both productivity and positive outcomes for households. Chapter 6 explores the third analytical chapter discussing the roles of women in farmers’ decisions about the adoption of hybrid chilli seeds. While there is an extensive literature that focuses on hybrid seed adoption in developing countries, less is understood regarding the continuity of the adoption behaviours over time. This study examines adoption behaviour using four categories — non-adoption, late-adoption, continual-adoption, and disadoption— to extend previous studies that mainly focus only on adoption and non-adoption. A multinomial logit model is estimated where dynamic adoption behaviours are specified for a two-period panel data set of chilli farmers. Results show that variables associated with continual-adopters are different from variables related to late-adopters, which suggests that each category of farmers has different characteristics. Results reveal that females identifying farming as their main occupation and farmer group membership are positively associated with being a continual-adopter of hybrid chilli seeds and they reduce the possibility of being a non-adopter. However, these variables are not relevant to late-adopters. These results indicate that the adoption stages are complex and may assist adoption policies to pay more attention to targeting differences among adoption categories. Also, integrating women in hybrid chilli seed dissemination programs may encourage more farmers to become continual- adopters.Thesis (Ph.D.) -- University of Adelaide, Centre for Global Food and Resources, 2020
Books on the topic "Leadership disagreement"
1
Making Conflict Work: Harnessing the Power of Disagreement. Houghton Mifflin Harcourt, 2014.
Find full text
2
Alarie, Benjamin, and Andrew J. Green. Norms, Leadership, and Consensus. Oxford University Press, 2017. http://dx.doi.org/10.1093/oso/9780199397594.003.0008.
Full textAbstract:
This chapter examines how judges are influenced not only by formal rules of how the court is to arrive at decisions, but also by norms of decision-making. It discusses the existence and strength of norms of consensus on different courts. Courts vary to a surprising extent in the size and causes of disagreement amongst judges. The two most extreme cases in our sample are the US Supreme Court, with over half of the cases having at least one dissent, and the Indian Supreme Court where only about 5 percent of cases involve a dissent. We find evidence that, depending on the country, a judge is influenced in whether she dissents by policy differences with other judges and her own workload. However, a judge’s decision to dissent also appears related to the background norms of whether it is acceptable to dissent, and the leadership of the chief justice or president of the court.
3
Perkoski, Evan. Divided Not Conquered. Oxford University PressNew York, 2022. http://dx.doi.org/10.1093/oso/9780197627068.001.0001.
Full textAbstract:
Abstract Less academic: Terrorist, rebel, and insurgent groups face myriad challenges. Between state repression and fears of infiltration and defeat, it is no surprise they are prone to infighting, instability, and division. And these divisions are meaningful: one led the Islamic State to break from Al Qaeda, and others have perpetually plagued the Irish Republican Army, Palestinian militants, and many more. This book analyzes how armed groups fracture and how splinter groups behave. It is the first to look inside these organizations and to understand the specific disagreements leading fractures to occur. It shows how disagreements are commonly driven by disputes over ideology, leadership, and strategy. Drawing on research from organizational studies to social psychology, and by leveraging analogies from business firms to religious sects, the book shows how these disputes uniquely shape the behavior and survivability of breakaway splinters. When motivated by single, shared disagreement, splinters tend to exhibit higher cohesion, clearer objectives, and greater survivability. And when motivated by strategy in particular, splinters typically attract the most hardline operatives and subsequently adopt increasingly lethal tactics and strategies. The book tests these claims comprehensively. Statistical analyses reveal a clear link between internal disagreements and splinter behavior across countries and over time. Case studies of republican militants in Northern Ireland, Basque militants in Spain, and the Islamic State in Syria and Iraq then confirm these trends. As a result, this book demystifies a complex albeit common event with ramifications for counterinsurgency, counterterrorism, and understanding increasingly fragmented conflicts around the globe. More academic: Armed groups are tenuous organizations. They face difficult environments and uncertain challenges that make instability, division, and organizational fractures common. But when fractures occur, what explains how breakaway groups behave? Drawing on social and group dynamics that afflict everything from political parties to religious sects, this book shows how a splinter group’s trajectory is not predetermined, but is in fact shaped by its motivations for breaking away. Splinters emerging from a single, shared internal disagreement form with clear organizational objectives that attract a highly cohesive base of recruits. This lowers the odds of defection and infiltration, making it easier to decentralize operations and ultimately survive. Armed groups also break apart for a variety of reasons. Ideological, strategic, and leadership disputes each uniquely shape the goals and membership composition of breakaway groups. Strategic disagreements create the most radical splinters since they usually attract dissatisfied hardliners away from the parent. These claims are tested using a mixed-methods research design. Statistical analyses of a new data set reveal strong support for the theory across countries and over time, while in-depth case studies of republican militants in Northern Ireland, Basque militants in Spain, and the Islamic State in Syria and Iraq confirm the theory’s more specific implications. As a result, this book refocuses attention away from external dynamics, like state repression and conciliation, and towards internal dynamics that can better explain how armed groups fragment, operate, and survive.
4
Roberson, Quinetta M., ed. The Oxford Handbook of Diversity and Work. Oxford University Press, 2013. http://dx.doi.org/10.1093/oxfordhb/9780199736355.001.0001.
Full textAbstract:
To keep pace with the changing business environment as globalization permeates both consumer and labor markets, this handbook offers the most current research in the workplace diversity, exploring what diversity means and its impact on group and organizational functioning. The volume is comprised of eight sections. The first section provides a fundamental introduction and overview to the history and current state of workplace diversity. The second section explores various conceptualizations of diversity. The third section focuses on psychological perspectives on diversity, touching on the self in diverse work contexts, intergroup bias, and the experience of stigma. The fourth section deals with interactionist perspectives on diversity, including chapters on diversity as knowledge exchange, diversity as disagreement, and diversity as network connections. The fifth section provides contextual perspectives on diversity, e.g., how context shapes diversity outcomes, diversity cognition and climate, and viewing diversity as a competitive advantage. Sections six and seven consider practice perspectives and systems perspectives in diversity, touching on leadership, diversity training, work-life interface, and law and diversity. Finally, the book concludes with a chapter on future directions for diversity theory and research.
5
Morgan-Owen, David G. The Military Resources of the Empire. Oxford University Press, 2017. http://dx.doi.org/10.1093/oso/9780198805199.003.0003.
Full textAbstract:
Historians have argued that the British Army was afflicted with an insular focus on home defence in the late nineteenth century and that this preoccupation was evidence of the paucity of military strategic thought and the lack of co-operation and dialogue between the two services. This chapter challenges that viewpoint and argues that the military leadership was, in fact, consistently much more interested in preparing for operations overseas than it was in planning to prevent an invasion. The military authorities were only deflected from this aim by differences of opinion with the Admiralty on the application of naval power and on the Navy’s inability to commit to the safe passage of troops by sea, disagreements which obliged the War Office to limit the scope of its strategic discourse. This had significant implications for both military and imperial policy, particularly the defence of India.
6
Klein, Menachem. Arafat and Abbas. Oxford University Press, 2019. http://dx.doi.org/10.1093/oso/9780190087586.001.0001.
Full textAbstract:
This landmark volume presents vivid and intimate portraits of Palestinian Presidents Yasser Arafat and Mahmoud Abbas, revealing the impact these different personalities have had on the struggle for national self-determination. Arafat and Abbas lived in Palestine as young children. Uprooted by the 1948 war, they returned in 1994 to serve as the first and second presidents of the Palestinian Authority, the establishment of which has been the Palestine Liberation Organization’s greatest step towards self-determination for the Palestinian nation. Both Arafat and Abbas were shaped by earlier careers in the PLO, and each adopted their own controversial leadership methods and decision-making styles. Drawing on primary sources in Arabic, Hebrew and English, Klein gives special attention to the lesser-known Abbas: his beliefs and his disagreements with Israeli and American counterparts. The book uncovers new details about Abbas’ peace talks and US foreign policy towards Palestine, and analyses the political evolution of Hamas and Abbas’ succession struggle. Klein also highlights the tension between the ageing leader and his society. Arafat and Abbas offers a comprehensive and balanced account of the Palestinian Authority’s achievements and failures over its twenty-five years of existence. What emerges is a Palestinian nationalism that refuses to disappear.
7
Nikiforov, Konstantin V., Anna K. Aleksandrova, Ella G. Zadorozhnyuk, Ilgar M. Mamedov, and Olga E. Petrunina, eds. Russia — Turkey — Greece: Dialogue opportunities in the Balkans. Nestor-Istoriia, 2021. http://dx.doi.org/10.31168/4469-2030-3.
Full textAbstract:
This monograph is the product of an international conference entitled “Russia — Turkey — Greece: Opportunities for Dialogue in the Balkans”, which was held on September 15, 2020. The conference was conducted by the Department of Modern History of Central and South-Eastern Europe of the Institute of Slavic Studies of the Russian Academy of Sciences. The authors of the monograph studied a wide range of issues related to the roles of Russia, Turkey, and Greece in the Balkans. Researchers have examined both the history and future perspectives; namely, how their mutual interactions have affected their overall relations and how they may contribute to the dialogue and cooperation amongst the three nations. The topics examined include: wars and diplomatic relations in general, religious ties and their impact, historical memory and modern images, regional issues and migration, the ties among the three countries and their influence on mutual relations. The first part of the monograph entitled “Russian-Turkish-Greek relations in historical retrospect” deals with such topics as the historical memory of the Balkans between the Byzantine, Ottoman, and Russian Empires and the current foreign policy practices of several countries in the region; the first Russian consuls in the Ottoman Empire during peace and war of 1776–1787; the fate of Russians, Bulgarians, and Turks in the crucible of the Russian-Turkish war of 1877–1878; and Khilandar Monastery on Mount Athos, Russian diplomacy in the context of Russian-Serbian relations in 1850–1870s, and the history of the relations between Russia and Mount Athos in the second half of the 19th century using the examples of Archimandrite Leonid (Kavelin) and St. Panteleimon Monastery. The authors offer a historical context of imperial relations which serves as a “bridge” to understanding later events. In the second part, “Russia, Turkey, Greece at the present stage: opportunities for cooperation and partnership”, experts consider a number of regional problems, namely: political relations between the USSR, Turkey, and Greece on the Cyprus issue between 1950 and 1970; a comparative analysis of the policies of Turkey, the Russian Federation, and Greece towards the Kosovo issue from 1999 to 2008; Turkey’s policy in the Balkans and Turkish approaches to interaction with Russia and Greece; and Greek-Turkish disagreement over the Aegean Sea. Other chapters examine bilateral relations and their effects on the third party: Greece and Turkey, cooperation or rivalry in the migration sphere; the Turkish factor in Greek-Russian relations in the 2010s; problems and prospects of development of cooperation in the Balkans: Russia’s role. Two chapters explore the historical memories of the Balkan people: Friend forever — unfriend forever: Russia and Turkey as seen by modern Greeks, and “Revival Process” in the modern Bulgarian Turk’s memory according to the results of an expedition to Slavjanovo village. Finally, a chapter on mathematical tools for measuring the level of multilingualism of the population in the Russian Federation, the Turkish Republic, Greece, and the Republic of Cyprus concludes the monograph. In the last decades there has been a steady rapprochement in Russian-Turkish relations and a deepening of cooperation both at the bilateral and regional levels. In Greece, traditional cultural and historical ties with Russia have been preserved, and public opinion continues to demonstrate a high degree of trust in modern Russia and its leadership. In this context, the monograph is an important contribution to the study of the Balkans, has promoted the exchange of views and cooperation among scholars, and may further strengthen mutual understanding among the peoples of Russia, Turkey, and Greece. These works may be of interest to researchers of the history of the Balkans, Greece and Turkey, university students, and practitioners and experts interested in the region.
Book chapters on the topic "Leadership disagreement"
1
Saperstein, Marc. "The Conflict over the Ban on Philosophical Study, 1305: A Political Perspective." In Leadership and Conflict, 94–112. Liverpool University Press, 2014. http://dx.doi.org/10.3828/liverpool/9781906764494.003.0005.
Full textAbstract:
This chapter suggests a new framework in which to evaluate certain significant events in 1305. Few events of internal Jewish history during the Middle Ages more effectively exemplify diversity and conflict than the so-called ‘Maimonidean conflicts’ — the attempts by certain Jews to control the educational curriculum and public discourse of their communities by banning various philosophical texts and those who taught or studied them. One of the best-known of these episodes, the ban restricting the study of Greek philosophy, promulgated during the summer of 1305 by Solomon ben Adret (Rashba) and his colleagues in Barcelona, has been extensively treated by historians for over a century. The bitter conflict surrounding this ban is extensively documented in Minḥat kena'ot (A Zealous Offering), a collection of letters edited by Abba Mari of Lunel, one of the protagonists of that conflict and an ally of Ben Adret. Yet there is still no consensus among scholars about the proper interpretation of this dramatic episode, and sharp disagreement remains over what was fuelling the antagonism.
2
Wright, Kevin L., Faith Danielle Garnett, and Matt LaVine. "Centering Black, Indigenous, People of Color Through Racialized Workplace Conflict Resolution." In Cases on Servant Leadership and Equity, 226–43. IGI Global, 2022. http://dx.doi.org/10.4018/978-1-6684-5812-9.ch014.
Full textAbstract:
Conflict is inevitable in the workplace and manifests in different ways. It is a common dysfunction when working in teams. A diversity of thoughts, ideologies, and beliefs always creates a risk of disagreement and misalignment. When examining identity and positionality in the workplace, conflict is usually resolved in favor of those who have identities within the dominant White culture. In light of this common reality, an opportunity is created to examine and determine how conflict can be resolved from an inclusive and equitable approach. This case study is designed to outline the tools and resources the Center for Equity and Inclusion uses with its clients when guiding organizations to resolve conflict, advance equity, and center Black, Indigenous, People of Color (BIPOC) in the workplace.
3
Hendy, Nhung T. "The Role of Intellectual Humility in Leadership and Promoting Workplace Diversity, Equity, Inclusion, and Belongingness." In Implementing Diversity, Equity, Inclusion, and Belonging Management in Organizational Change Initiatives, 81–98. IGI Global, 2022. http://dx.doi.org/10.4018/978-1-6684-4023-0.ch005.
Full textAbstract:
Intellectual humility is an underused concept in leadership and management. However, the COVID-19 pandemic has elevated the role of humility in leadership and human resource management practices in terms of building an engaging, diverse, and inclusive workplace. One reason for the low engagement level among U.S. employees based on a recent Gallup annual survey is the perceived lack of intellectual humility among leaders and managers alike, which subsequently inhibits the initiation and utilization of shared leadership in teams. In addition, disengaged employees were found to be less likely to display honesty and humility in their interactions with others, suggesting a workplace culture of destructive disagreement and distrust. This chapter provides an evidence-based discussion about the need for leaders to adopt and foster intellectual humility to effectively manage their work groups to improve talent retention, employee engagement, and building an organizational culture of diversity, equity, inclusion, and belongingness.
4
Todorova, Nelly, and Julie Falls-Anderson. "The Selection of a New Student Administration System at University of Southland." In Cases on Technologies for Educational Leadership and Administration in Higher Education, 24–42. IGI Global, 2012. http://dx.doi.org/10.4018/978-1-4666-1655-4.ch002.
Full textAbstract:
This decision case describes the process of requirements definition and selection of a new student administration MIS to replace the existing legacy system. It provides a detailed account of the initiation of the project and how decisions have evolved. The case focuses on the interests and roles of internal stakeholders and the effect of unexpected external events. Finally, the case describes the evaluation process to select a vendor which best suits the needs of the university. The vendor proposals have been evaluated and a decision is imminent after four years of delay, indecision, and disagreement among the parties involved. The culmination of years of work now rests on the selection of the proposal which best suits the needs of the University of Southland.
5
Blaisdell, James, Michael Kelly, Michael Lang, Kieran Muldoon, and Joe Toner. "Embracing “Bring Your Own Device”." In Impact of Emerging Digital Technologies on Leadership in Global Business, 113–23. IGI Global, 2014. http://dx.doi.org/10.4018/978-1-4666-6134-9.ch006.
Full textAbstract:
People today have greater access to information than ever previously thought possible, and through the acquisition of knowledge feel, they have more control and certainty in their lives. New usages of IT, the expansion of smart phones and tablets, and the arrival of the Internet generation in the job market now mean that the separation between private life and professional life has become muddled. A challenge for modern organisations is whether to allow employees to use their own devices or attempt to halt this advancing tide. Although there is some disagreement about the drivers and perceived benefits, an increasing number of organisations are beginning to accept the practice of “Bring Your Own Device” (BYOD). In view of this emerging trend in the modern workplace, this chapter outlines a number of risk control and mitigation strategies that organisations may consider adopting to address the challenges associated with BYOD that lie ahead.
6
Moore, James. "A problem of scale and leadership? Manchester’s municipal ambitions and the ‘failure’ of public spirit." In High culture and tall chimneys, 190–220. Manchester University Press, 2018. http://dx.doi.org/10.7228/manchester/9781784991470.003.0007.
Full textAbstract:
The 1870s and 1880s saw the Manchester art world arguably reach its cultural zenith. The rise of the proto-Impressionist ‘Manchester school’, the municipalisation of the Royal Manchester Institution building and the plans for a new city gallery produced an art community and institutional infrastructure second to nowhere in England, except London. However such progress concealed a growing disagreement about the purpose of municipal art institutions. As attendance at exhibitions fell, critics questioned the ability of large galleries to engage the public and called for more community-based art initiatives. The crisis point was reached when proposals for a new city art gallery in Piccadilly Square fell foul of Conservative and Labour opposition. At a time of economic slump, had art become an expensive luxury?
7
Jones, James R., Annabelle Telinhos, James Michael Hughes, and Shamit Y. Patel. "A Multiple-Choice Test for the Ages." In Global Applications of Multigenerational Management and Leadership in the Transcultural Era, 1–39. IGI Global, 2020. http://dx.doi.org/10.4018/978-1-5225-9906-7.ch001.
Full textAbstract:
After decades of research into “generations,” there is still widespread disagreement whether 1) the concept of generations is legitimate, 2) the “correct” composition of the various generations, 3) whether predictions about consistent belief systems and/or behavior by members of generations are valid. With organizational viability being dependent on maintaining successful cultures, the selection process is a critical piece of the equation. And with the presence of multiple generations in U.S. workplaces, many in positions that carry hiring authority, it is important to ascertain whether there are patterns of predictable decision-making based on an individual's generational location. In this chapter, the authors outline a study that utilized logit regression analysis techniques to determine 1) to what extent individuals identify with common generational labels and 2) to what degree survey respondents differ, both by generation and sub-groups within those generations, in their patterns of selection of hypothetical job applicants.
8
Xiong, Tao. "Recontextualizing Immersion in the Chinese Context." In Research Anthology on Bilingual and Multilingual Education, 256–69. IGI Global, 2022. http://dx.doi.org/10.4018/978-1-6684-3690-5.ch014.
Full textAbstract:
Immersion and bilingual education have been key concepts in English language education policies and practices. Though discussions have been made on the theoretical and practical issues of bilingual education in China, there has been much disagreement between which model of bilingual education is suitable for the Chinese context, as well as which terminology to use. Drawing on interview, observation, and documentary data gathered during a three-year study of a public-funded foreign language school in Shenzhen, one of the most economically developed cities in China, this chapter is focused on the impact of a Sino-Canadian collaborative educational program on the teachers, students, and school leadership, and reports some preliminary findings and thoughts on related issues. The conclusion is that immersion and bilingual education in the Chinese educational context needs to be reconceptualized and reinterpreted.
9
Stephens, Ronald J. "Marcus M. Garvey and Joseph A. Craigen." In Global Garveyism, 114–38. University Press of Florida, 2019. http://dx.doi.org/10.5744/florida/9780813056210.003.0005.
Full textAbstract:
This chapter explores the clash between global Garveyism and local Garveyism by investigating the practice of Garveyism on the ground. It does so by focusing on the work of Joseph Alexander Craigen, the executive secretary of the Detroit Chapter of the Universal Negro Improvement Association (UNIA) and a leading UNIA official, who maintained a professional relationship with Marcus Garvey from 1919 to 1931, but who was sometimes in disagreement with Garvey’s down- to-earth leadership and management style. It also examines Craigen’s split with Garvey in 1929, and follows Craigen’s career beyond his formal association with the UNIA, both in Detroit and in Idlewild, Michigan. This chapter enables scholars to better understand how the practical operation of the UNIA—despite Garvey’s efforts to establish a clear chain of command—encouraged the creation of local centers of power. By charting Craigen’s post-UNIA career, it also demonstrates the manner in which the mass movement sustained by the UNIA in the United States during the 1920s continued to reverberate in the activities of talented men and women like Craigen who gained a political education in the organization.
10
Fung, Dilly, and Claire E. Gordon. "Leadership, Vision, and Values in a Time of Change and Crisis." In Leadership and Management Strategies for Creating Agile Universities, 65–83. IGI Global, 2022. http://dx.doi.org/10.4018/978-1-7998-8213-8.ch005.
Full textAbstract:
This chapter analyses the principles and practices of effective leadership and management in times of complex change. It presents an illustrative case study of a UK research-intensive university's strategic response to global and national changes in the higher education sector as they intersected with a profound and unexpected crisis – the COVID-19 pandemic. The chapter explores emergent possibilities for practising leadership that respects the culture(s) of the academic and professional collective of a research-intensive university, while considering some of the lived contradictions and kinds of emotional labour experienced during this time of great pressure. The authors propose a new cross-cutting articulation of ‘leadership in academia' based on seven key principles as a means of bringing faculty members and professional staff into new collaborative spaces. Their conclusion highlights the importance of establishing a culture of consent to cooperation to enable institutions to navigate disagreements over policy decisions.
Reports on the topic "Leadership disagreement"
1
Levy, Brian. How Political Contexts Influence Education Systems: Patterns, Constraints, Entry Points. Research on Improving Systems of Education (RISE), December 2022. http://dx.doi.org/10.35489/bsg-rise-2022/pe04.
Full textAbstract:
This paper synthesises the findings of a set of country studies commissioned by the RISE Programme to explore the influence of politics and power on education sector policymaking and implementation. The synthesis groups the countries into three political-institutional contexts: Dominant contexts, where power is centred around a political leader and a hierarchical governance structure. As the Vietnam case details, top-down leadership potentially can provide a robust platform for improving learning outcomes. However, as the case studies of Ethiopia, Indonesia, Nigeria, and Tanzania illustrate, all-too-often dominant leaders’ goals vis-à-vis the education sector can veer in other directions. In impersonal competitive contexts, a combination of strong formal institutions and effective processes of resolving disagreements can, on occasion, result in a shared commitment among powerful interests to improve learning outcomes—but in none of the case studies is this outcome evident. In Peru, substantial learning gains have been achieved despite messy top-level politics. But the Chilean, Indian, and South African case studies suggest that the all-too-common result of rule-boundedness plus unresolved political contestation over the education sector’s goals is some combination of exaggerated rule compliance and/or performative isomorphic mimicry. Personalised competitive contexts (Bangladesh, Ghana, and Kenya for example) lack the seeming strengths of either their dominant or their impersonal competitive contexts; there are multiple politically-influential groups and multiple, competing goals—but no credible framework of rules to bring coherence either to political competition or to the education bureaucracy. The case studies show that political and institutional constraints can render ineffective many specialised sectoral interventions intended to improve learning outcomes. But they also point to the possibility that ‘soft governance’ entry points might open up some context-aligned opportunities for improving learning outcomes. In dominant contexts, the focus might usefully be on trying to influence the goals and strategies of top-level leadership. In impersonal competitive contexts, it might be on strengthening alliances between mission-oriented public officials and other developmentally-oriented stakeholders. In personalised competitive contexts, gains are more likely to come from the bottom-up—via a combination of local-level initiatives plus a broader effort to inculcate a shared sense among a country’s citizenry of ‘all for education’.
2
Levy, Brian. How Political Contexts Influence Education Systems: Patterns, Constraints, Entry Points. Research on Improving Systems of Education (RISE), December 2022. http://dx.doi.org/10.35489/bsg-rise-wp_2022/122.
Full textAbstract:
This paper synthesises the findings of a set of country studies commissioned by the RISE Programme to explore the influence of politics and power on education sector policymaking and implementation. The synthesis groups the countries into three political-institutional contexts: Dominant contexts, where power is centred around a political leader and a hierarchical governance structure. As the Vietnam case details, top-down leadership potentially can provide a robust platform for improving learning outcomes. However, as the case studies of Ethiopia, Indonesia, Nigeria, and Tanzania illustrate, all-too-often dominant leaders’ goals vis-à-vis the education sector can veer in other directions. In impersonal competitive contexts, a combination of strong formal institutions and effective processes of resolving disagreements can, on occasion, result in a shared commitment among powerful interests to improve learning outcomes—but in none of the case studies is this outcome evident. In Peru, substantial learning gains have been achieved despite messy top-level politics. But the Chilean, Indian, and South African case studies suggest that the all-too-common result of rule-boundedness plus unresolved political contestation over the education sector’s goals is some combination of exaggerated rule compliance and/or performative isomorphic mimicry. Personalised competitive contexts (Bangladesh, Ghana, and Kenya for example) lack the seeming strengths of either their dominant or their impersonal competitive contexts; there are multiple politically-influential groups and multiple, competing goals—but no credible framework of rules to bring coherence either to political competition or to the education bureaucracy. The case studies show that political and institutional constraints can render ineffective many specialised sectoral interventions intended to improve learning outcomes. But they also point to the possibility that ‘soft governance’ entry points might open up some context-aligned opportunities for improving learning outcomes. In dominant contexts, the focus might usefully be on trying to influence the goals and strategies of top-level leadership. In impersonal competitive contexts, it might be on strengthening alliances between mission-oriented public officials and other developmentally-oriented stakeholders. In personalised competitive contexts, gains are more likely to come from the bottom-up—via a combination of local-level initiatives plus a broader effort to inculcate a shared sense among a country’s citizenry of ‘all for education’.