Relevant bibliographies by topics / Leadership recruitment

Contents

  1. Journal articles
  2. Dissertations / Theses
  3. Books
  4. Book chapters
  5. Conference papers
  6. Reports

Academic literature on the topic 'Leadership recruitment'

Author: Grafiati
Published: 4 June 2021
Last updated: 16 February 2022

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Journal articles on the topic "Leadership recruitment"

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Fukai, Shigeko N., and Haruhiro Fukui. "Elite Recruitment and Political Leadership." PS: Political Science and Politics 25, no. 1 (March 1992): 25. http://dx.doi.org/10.2307/419571.

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Fukai, Shigeko N., and Haruhiro Fukui. "Elite Recruitment and Political Leadership." PS: Political Science & Politics 25, no. 01 (March 1992): 25–36. http://dx.doi.org/10.1017/s1049096500034892.

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Rawson, James V. "Recruitment: A Critical Leadership Task." Academic Radiology 22, no. 12 (December 2015): 1469–70. http://dx.doi.org/10.1016/j.acra.2015.09.015.

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GULOTTA, KLEANTHE, and KATIE MATLACK. "Recruitment." Nursing Management (Springhouse) 21, no. 10 (October 1990): 72???78. http://dx.doi.org/10.1097/00006247-199010000-00021.

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KING, PATRICIA L., TERESA SHERMAN, PATRICIA L. KING, and TERESA SHERMAN. "Recruitment Target." Nursing Management (Springhouse) 21, no. 5 (May 1990): 38???44. http://dx.doi.org/10.1097/00006247-199005000-00010.

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Squires, Allison. "International recruitment." Nursing Management (Springhouse) 39, no. 9 (September 2008): 16–21. http://dx.doi.org/10.1097/01.numa.0000335253.23789.98.

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Squires, Allison. "International recruitment." Nursing Management (Springhouse) 39, no. 10 (October 2008): 18–26. http://dx.doi.org/10.1097/01.numa.0000338303.02631.12.

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Vestal, Katherine. "Recruitment - retention." Nurse Leader 1, no. 2 (April 2003): 11–12. http://dx.doi.org/10.1067/nrsl.2003.36.

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Gohsman, Barbara, and Milly A. Gutkoski. "Nurse Recruitment." Nursing Management (Springhouse) 17, no. 11 (November 1986): 59. http://dx.doi.org/10.1097/00006247-198611000-00017.

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Vestal, Katherine. "Recruitment - retention." Nurse Leader 1, no. 3 (June 2003): 12. http://dx.doi.org/10.1067/nrsl.2003.54.

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Dissertations / Theses on the topic "Leadership recruitment"

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Weaver, Andrew R. "Leadership and community engagement in supermarket recruitment." Kansas State University, 2016. http://hdl.handle.net/2097/34635.

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Master of Regional and Community Planning
Department of Landscape Architecture/Regional and Community Planning
Huston Gibson
Tens of millions of predominantly low-income, minority Americans live in food deserts – areas with poor access to healthful, affordable food. Food deserts have been associated with higher rates of diet-related diseases such as high blood pressure and obesity. These diseases carry significant morbidity and mortality and account for hundreds of billions of dollars in healthcare spending and lost productivity per year in the U.S. Establishment of a supermarket is the most effective intervention to eliminate a food desert. However, food deserts have historically been neglected by the retail industry. Local governments are rarely involved in supermarket recruitment. Often, food deserts themselves must recruit supermarkets. This study sought to understand how leadership and community engagement in supermarket recruitment influence its efficacy. The objective was to enable food deserts to more effectively recruit supermarkets. A case study of Argentine, a low-income, minority neighborhood in Kansas City, KS that successfully recruited a supermarket in 2013, was conducted. The heart of the case study was a series of interviews with individuals who were heavily involved in the recruitment. This study found the results of community engagement – specifically a community food assessment – were leveraged to attract funding and financing for a supermarket development. In settings where recruitment of a supermarket is contingent upon obtainment of these dollars, community engagement may be critical. Engagement empowers people to play an active role in shaping the future of their communities. It is a vital component of the urban planning process and government in general. Additionally, in the context of a food desert, engagement of residents can help accomplish the lofty goal of recruiting a supermarket and improving the food landscape – and health – of the community.
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Foley, Virginia P. "Recruitment and Retention of Teachers." Digital Commons @ East Tennessee State University, 2011. https://dc.etsu.edu/etsu-works/5993.

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Lindgren, Emma, and Louise Österlind. "Inclusion in a recruitment process." Thesis, Malmö universitet, Fakulteten för kultur och samhälle (KS), 2018. http://urn.kb.se/resolve?urn=urn:nbn:se:mau:diva-23847.

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This paper is a qualitative study written with an assignment description done in collaboration with the global home furnishing retailer organisation; the IKEA Group. The assignment information has worked as the foundation when constructing this paper. This paper contributes with analyses and discussions about the relationship between recruitment and inclusion. The research method was semi-structured interviews and these serve as the primary data for analysis and discussion. In this paper, inclusion is a part of sustainability, more specific social sustainability. The results from this paper show that there are several factors that can enable and optimise inclusion in a recruitment process. One way to promote inclusion can be achieved through the implementation and usage of digital tools and digital solutions in the recruitment process. To implement and use digital tools and digital solutions in the recruitment process. However, in order to enhance inclusiveness, the employee’s awareness and knowledge about inclusion and diversity on the workplace needs to be fostered.
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Williams, David M. "The identification of leadership capabilities prior to the recruitment and selection of individuals for leadership roles." Graduate School of Business, Faculty of Commerce, 2008. http://ro.uow.edu.au/theses/117.

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Writing and research in the field of leadership has reached voluminous proportions resulting in many perceptions of the leadership concept. Rather than attempting to reach consensus on what leadership is, it is posited that what matters, is what leadership is required to do. Knowing what is required of leadership assists in the identification of the leadership capabilities necessary to support a leader in delivering a leadership outcome. In the recruitment and selection of leaders it is crucial that the most appropriate leadership capabilities be identified prior to commencement of the process so that the person with the most suitable leadership capabilities is appointed. This thesis addresses the problem of the identification of leadership capabilities prior to the recruitment and selection of leaders through the development of a conceptual model that links the intent of the leadership role with performance outcomes and the context in which the leadership role resides.
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Butler, Christine Kay. "Administrative Strategies to Improve Teacher Recruitment and Retention in Rural Public Schools." Thesis, Lindenwood University, 2017. http://pqdtopen.proquest.com/#viewpdf?dispub=10268552.

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The main purpose of this study was to gain insight into the recruitment and retention strategies popularized due to the need to meet high-quality teacher demands. Additionally, recruitment and retention strategies identified by administrators and tenured teachers working in rural public schools of Missouri as effective were collected through a survey. Administrators, as well as tenured teachers currently on staff in rural public school districts of Missouri, were the population of this study. Among 286 administrators, 95 administrative participants and 33 tenured teachers completed the survey. The survey responses were compared to determine if the administrative point-of-view was similar to that of the teachers involved in the study. The results of the survey indicated commonalities between the strategies administrators and tenured teachers found effective. The top-three mentioned strategies by both administrators and tenured teachers were school culture/climate, administrative support, and small class size. Teachers also indicated the community, skilled coworkers, access to technology, and adequate facilities were important factors in the determination of where they work; all of these factors were deemed of marginal importance or not mentioned by administrators. Those involved in the hiring process should be aware of the factors most important to teachers and shift focus if possible. The community near schools could also be used as a strategy to attract quality teachers and retain them long-term.

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Ericsson, Camilla, and Ellinor Nydén. "Selecting a new leader : Identifying and recruiting leaders with the ability to lead others to lead themselves." Thesis, Linnaeus University, Linnaeus School of Business and Economics, 2010. http://urn.kb.se/resolve?urn=urn:nbn:se:lnu:diva-5964.

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The meaning of the word leadership is changing over time, and so is the role of the leader. Organisational labour is today required to be more self-governing as organisational tasks are moving towards a more flexible and independent nature. This requires a leadership able to inspire and motivate independent performance by acting as an inspirational mentor or coach (Bass and Riggio (2005). Those leaders and that style of leadership have many names, but in our research they are titled as Transformational and Charismatic leaders, as well as Super Leaders. Perhaps they are best described by using Vardiman et al (2006:97) own words: “the most effective leaders teach others to be effective leaders of themselves and others."

Identifying, selecting and recruiting the right leader are a competitive advantage and an important success factor (Fernández-Aráoz et al, 2009). The objective of this thesis is therefore to gain knowledge in the manners present when charismatic and inspirational leaders with the ability to lead others to lead themselves are identified, recruited and selected. We judge gaining understanding in how to identify, attract, select, recruit and keep leaders with this special leadership style as a vital knowledge in today’s highly competitive business world.

This thesis approaches leader recruitment from both an external and internal perspective by conveying dialogues with recruitment consultants as well as with a HR-manager. The thesis further raises the question whether the inspirational and charismatic leadership style is appropriate in all type of organisations and here focus on organisational culture as a key determinant when recruiting leaders.

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Feichtinger, Benjamin, and Christian Hörold. "Recruitment and Selection : The way of finding future talented leaders." Thesis, Linnéuniversitetet, Institutionen för organisation och entreprenörskap (OE), 2015. http://urn.kb.se/resolve?urn=urn:nbn:se:lnu:diva-43642.

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Hiring the wrong leader can have disastrous effects on the productivity, moral, time and budget of an organization. In fact, a gap of leaders will arise in the next years, which makes it necessary to know and use the right strategies for attracting and selecting the appropriate future leaders who have the ability to successfully lead a company. Therefore, recruiting and selecting the right leaders is an important challenge for all organizations worldwide. How can they find, attract and choose people to become leaders? To answer this question, this Thesis looks at the whole process of hiring future leaders for organizations. First, we want to determine what is necessary to be successful in a leadership position in an organization. Second, we figured out what kind of recruitment strategies can be used in order to attract and find leaders, and third, we aim at showing which methods companies can employ to select the best fitting candidate for their vacant leadership position. In order to find answers to these questions, we have conducted interviews with seven leaders from different industry sectors, who shared their experience about leadership and the way of finding, attracting and selecting talented people who can become future leaders. Moreover, we conducted a questionnaire that has been handed out to students who might be potential leaders of the future. To ensure the meaningfulness of the study, we asked students from different faculties in 21 countries. The reason of the mixture of different sources is to acquire a broader insight into how the recruitment and selection of leaders takes place, with the aim of creating a representative picture.
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Luckett, W. K. Jr. "New teacher recruitment, hiring, and retention strategies for the Canton Public School District." Thesis, Mississippi State University, 2017. http://pqdtopen.proquest.com/#viewpdf?dispub=10289747.

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This investigation focused on identifying model foundational strategies to assist Canton Public School District (CPSD) officials in recruiting new teachers, successfully hiring them, and then retaining them the district.

Located within the boundaries of the city of Canton, Mississippi, CSPD is geographically located in the central portion of the state. The district consists of 1 high school, 2 middle schools, 4 elementary schools and Canton Education Services Center.

CSPD is continually affected by an ever-increasing teacher shortage because new teachers tend to leave the district after they are hired. More than 50% of new teachers leave their teaching positions in the district’s schools within 5 years.

The investigation utilized published literature and other archival data (e.g., scholarly papers presented at conferences) accessible to the public in the form of books, chapters in published books, journal articles, and scholarly papers presented at learned societies and associations.

Two research questions guided the investigation. The first research question asked: What does the published literature and related archival data (e.g., available scholarly papers retrievable from sources such as colleges, universities, foundations, conferences, etc.) accessible to the public reveal about recruiting, hiring, and retaining teachers? Overall, the material collected and analyzed yielded abundant information. Much of the available information proved valuable because the material focused attention the “how-to-do-it” aspects of recruiting, hiring, and retaining quality new teachers.

The second research question asked: Will information gleamed from an analysis of the published literature and other archival data (e.g., unpublished scholarly papers) lead to the development of foundational strategies for assisting school district officials in recruiting, hiring, and retaining new teachers for CPSD? It was possible to develop a model holding potential for improving teacher recruitment, hiring, and retention at CPSD.

The model that was developed features seven foundational strategies that if implemented, hold potential for improving teacher recruitment, hiring, and retention at CPSD. The seven strategies are: (1) identify the vacancy and write the job description, (2) announce and advertise the teacher vacancy, (3) develop a customized application form, (4) paper screening process, (5) interviewing process, (6) salary and benefit package, and (7) induction and mentoring.

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Richardson, Beverley A. "Factors which affect the recruitment of Blacks into the teaching profession: an investigative study." DigitalCommons@Robert W. Woodruff Library, Atlanta University Center, 1990. http://digitalcommons.auctr.edu/dissertations/2811.

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The purpose of this study was to investigate relationships and differences among the dependent variable of the intent to pursue a career in teaching and the independent variables of opportunities for career advancement, the perceived image of the teaching profession, financial resources available for initial teacher training, expected salary, incentives and benefits, ability to motivate, student discipline problems, and teacher competency tests. Participants in this study (N=150) included high school students who attend different Georgia public schools, and college students who were within their first three years of study in Atlanta University Center schools. Data were secured using the Teaching Interest Survey, developed by the researcher. The design used for this research was nonparametric statistics which included the use of descriptive statistics and Chi Square Contingency. The 0.05 level of significance was used to test the null hypothesis. The major findings for this study were: (a) no significant relationship exists between the intent to pursue a career in teaching and the perceptions of the following: opportunities to advance, image of the teaching profession, expected salary, incentives and fringe benefits, ability to motivate students to learn, discipline problems, and teacher competency tests; (b) a significant relationship was found to exist between the intent to pursue a teaching career and available financial resources for initial training; (c) perceptions of the professional image of teaching were influenced by home town size; (d) the higher the level of education, the more positive the perception of teaching; and (e) perception of teaching as a profession is positively influenced when one has a favorite teacher. The following recommendations were made: (a) early recruitment/intervention programs for young Black students should be incorporated in schools; (b) organizations should be reactivated or created for teacher recruitment; (c) additional resources for initial teacher training should be made available; (d) teachers and organizations should lobby legislators for salary increases; (e) partnerships should be created between school systems and colleges; and (f) a parent volunteer program should be incorporated in schools.
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Altheimer, Octavia I. "A study of successful methods for minority leadership recruitment in healthcare organizations." Thesis, Central Michigan University, 2015. http://pqdtopen.proquest.com/#viewpdf?dispub=3712021.

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This study examines methods and barriers to minority leadership recruitment in healthcare organizations. Minorities are underrepresented in healthcare organizations at the executive level, even though staff and patient demographics are becoming increasingly diverse. This disparity in minority representation presents the potential for staff and patient needs, interests, and values to be overlooked by senior management and the strategies, policies, and programs they implement. This study conducted interviews with human resources personnel at healthcare organizations identified as top performers to determine whether their organizations engaged in minority recruitment methods, what methods were successful, and what barriers existed to recruitment of minorities. These results were compared to survey data compiled by the Institute for Diversity in Health Management. The results show significant room for improvement in the implementation of comprehensive methods to recruit minority senior management, with significant variation among organizations in the amount and type of methods to recruit minority executives. These findings lead to the conclusion that more pressure needs to be placed on healthcare organizations to identify best practices in minority recruitment and implement these in formal, comprehensive human resources activities related to recruitment, retention, and professional development.

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Books on the topic "Leadership recruitment"

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Balch, Bradley V. A promise for Indiana's school leaders: Recruitment, retention, and professional development needs. Terre Haute, Ind: Curriculum Research and Development Center, 2003.

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Camp, Roderic Ai. Political recruitment across two centuries: Mexico, 1884-1991. Austin: University of Texas Press, 1995.

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Britain and Wellington's army: Recruitment, society and tradition, 1807-15. Houndmills, Basingstoke, Hampshire: Palgrave Macmillan, 2011.

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Pakulski, Jan, and B. Tranter. The Decline of Political Leadership in Australia?: Changing Recruitment and Careers of Federal Politicians. Palgrave Pivot, 2015.

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H, Silbey Joel, ed. The Congress of the United States: Patterns of recruitment, leadership, and internal structure, 1789-1989. Brooklyn, N.Y: Carlson Pub., 1991.

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Normore, Anthony H. Recruitment, socialization, and accountability of administrators in two school districts. 2001.

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Silbey, Joel. The Congress of the United States: Patterns of Recruitment, Leadership, and Internal Structure, 1789-1989 (Congress of the United States, 1789-1989,). Carlson Pub, 1991.

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Burns, Tom, and Mike Firn. Operational and team management. Edited by Tom Burns and Mike Firn. Oxford University Press, 2017. http://dx.doi.org/10.1093/med/9780198754237.003.0026.

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Outreach in community mental health is a complex and labour-intensive activity that relies on coordination, communication, and clear procedures. This chapter looks at team systems and processes in a typical week that help ensure a safe, efficient, patient-centred, equitable, and timely service that has effective outcomes. Leadership, accountability, and responsibility frameworks are explored, and strategies for the effective recruitment, selection, and supervision of staff discussed. Role functions within the multidisciplinary team—such as team leader, psychiatrist, and case manager—are explained, and a typical weekly schedule for a team presented. Effective communication and coordination strategies are discussed, including the format and functions of the handover and review meetings.
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Ahmad, Rozila, and Nurhazani Mohd Shariff. Introduction to human resource management in tourism and hospitality industry. UUM Press, 2019. http://dx.doi.org/10.32890/9789672210368.

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Introduction to Human Resource Management in Tourism and Hospitality Industry is written for the reference of students taking courses related to human resource management in tourism and hospitality industry. This book contains some information of tourism and hospitality industry in Malaysia. Included in this book is information regarding industrial relations in Malaysia which applies Malaysian laws as some of the international laws are not applicable in Malaysia.This book applies new theories and information from a new source of reference to help students gain a new perspective on human resource management in the tourism and hospitality industry. The scope of the content is comprised of the overview of human resource management in tourism and hospitality industry, recruitment and selection, motivation, training and development, performance appraisal, reward, organization communication, employee relations and labour relations, leadership, international HRM, and the future of HRM in the tourism and hospitality industry.
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Peach, Ken. Managing Science. Oxford University Press, 2017. http://dx.doi.org/10.1093/oso/9780198796077.001.0001.

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Managing science, which includes managing scientific research and, implicitly, managing scientists, has much in common with managing any enterprise, and most of these issues (e.g. annual budget planning and reporting) form the background. Equally, much scientific research is carried in universities ancient and modern, which have their own mores, ranging from professorial autocracy to democratic plurality, as well as national and international with their missions and styles. But science has issues that require a somewhat different approach if it is to prosper and succeed. Society now expects science, whether publicly or privately funded, to deliver benefits, yet the definition of science presumes no such benefit. Managing the expectations of the scientist with those of society is the challenge of the manager of science. The book addresses some issues around science and the organizations that do science. It then deals with leadership, management and communication, team building, recruitment, motivation, managing scientists, assessing performance, cooperation and competition. This is followed by a discussion of proposal writing and reviewing, committees and meetings, project management, risk and health and safety. Finally, there is a discussion on how to deal with disaster, how to cope with the stresses of management and how to deal with difficult problems.
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Book chapters on the topic "Leadership recruitment"

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Sugrue, Ciaran. "Leadership: Succession, Recruitment, Retirement." In Unmasking School Leadership, 255–73. Dordrecht: Springer Netherlands, 2014. http://dx.doi.org/10.1007/978-94-017-9433-6_11.

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Eldersveld, Samuel J., and Hanes Walton. "Parties and Leadership Recruitment." In Political Parties in American Society, 174–94. New York: Palgrave Macmillan US, 2000. http://dx.doi.org/10.1007/978-1-137-11290-3_9.

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Rees, W. David, and Christine Porter. "Recruitment and Selection." In Skills of Management and Leadership, 185–208. London: Macmillan Education UK, 2015. http://dx.doi.org/10.1007/978-1-137-32562-4_9.

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Buchman, Craig A. "Recruitment, Retention, and Dismissal." In Management and Leadership Skills for Medical Faculty and Healthcare Executives, 101–10. Cham: Springer International Publishing, 2020. http://dx.doi.org/10.1007/978-3-030-45425-8_11.

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Pakulski, Jan, and Bruce Tranter. "Political Elites, Elite Quality and Elite Recruitment." In The Decline of Political Leadership in Australia?, 17–34. New York: Palgrave Macmillan US, 2015. http://dx.doi.org/10.1057/9781137518064_2.

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Huber, Stephan Gerhard, and Maren Hiltmann. "The Recruitment and Selection of School Leaders – First Findings of an International Comparison." In School Leadership - International Perspectives, 303–30. Dordrecht: Springer Netherlands, 2009. http://dx.doi.org/10.1007/978-90-481-3501-1_16.

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Pakulski, Jan, and Bruce Tranter. "The Australian Federal MPs: Changing Recruitment and Career Profiles." In The Decline of Political Leadership in Australia?, 51–73. New York: Palgrave Macmillan US, 2015. http://dx.doi.org/10.1057/9781137518064_4.

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Balogun, M. J. "Role of Civil Society in Leadership Recruitment and Renewal." In The Route to Power in Nigeria, 63–83. New York: Palgrave Macmillan US, 2009. http://dx.doi.org/10.1057/9780230100848_4.

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Wasilewski, Jacek. "Dilemmas and Controversies Concerning Leadership Recruitment in Eastern Europe." In Democracy and Civil Society in Eastern Europe, 113–27. London: Palgrave Macmillan UK, 1992. http://dx.doi.org/10.1007/978-1-349-22174-5_7.

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Pounder, Diana G., and I. Phillip Young. "Recruitment and Selection of Educational Administrators: Priorities for Today’s Schools." In International Handbook of Educational Leadership and Administration, 279–308. Dordrecht: Springer Netherlands, 1996. http://dx.doi.org/10.1007/978-94-009-1573-2_10.

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Conference papers on the topic "Leadership recruitment"

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Suarlan, Mr. "Competitive Recruitment and Ethical Leadership." In 1st International Conference on Administrative Science, Policy and Governance Studies (ICAS-PGS 2017) and the 2nd International Conference on Business Administration and Policy (ICBAP 2017). Paris, France: Atlantis Press, 2017. http://dx.doi.org/10.2991/icaspgs-icbap-17.2017.34.

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"Recruitment as a Part of HRM in Companies Related to Their Cooperation With Universities." In 16th European Conference on Management Leadership and Governance. ACPI, 2020. http://dx.doi.org/10.34190/elg.20.048.

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Surya, Priadi. "Student Teacher Recruitment in Indonesia: An Initial Step to Promote Teacher Professionalism and Teaching Professionalization." In 6th International Conference on Educational, Management, Administration and Leadership. Paris, France: Atlantis Press, 2016. http://dx.doi.org/10.2991/icemal-16.2016.94.

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Lukić, Jelena, Hadžib Salkić, and Bojana Ostojić. "NEW JOB POSITIONS AND RECRUITMENT OF EMPLOYEES SHAPED BY BLOCKCHAIN TECHNOLOGIES." In 4th International Scientific – Business Conference LIMEN 2018 – Leadership & Management: Integrated Politics of Research and Innovations. Association of Economists and Managers of the Balkans, Belgrade, Serbia et all, 2018. http://dx.doi.org/10.31410/limen.2018.314.

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van Yperen Hagedoorn, Jeroen M. J., Richard Smit, Patric Versteeg, and Pascal Ravesteijn. "Soft Skills of The Chief Information Security Officer." In Digital Support from Crisis to Progressive Change. University of Maribor Press, 2021. http://dx.doi.org/10.18690/978-961-286-485-9.34.

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This study addresses the role of a Dutch chief information security officer (CISO) and the soft skills required in this leadership role. The overview of soft skills is the outcome of the CISO perspectives in a Delphi study combined with an analysis of soft skills mentioned in job ads. A comparison with an earlier US-based study revealed that soft skills are ranked differently by Dutch CISOs. Moreover, we found that soft skills are not clearly described in job ads – none of these ads had explicitly listed soft skills. The present study demonstrates that CISOs with soft skills are in demand. The development of soft skills starts at a young age through various social activities and is also the result of self-actuation. The practical implications of this study are that it offers insights into the soft skills required for the role and discusses best-fitting leadership styles and ways in which organisations should include soft skills in recruitment.
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"Managing Volunteer Retention Through Socialisation – A Study of Volunteers in an Australian Emergency Service Agency [Abstract]." In InSITE 2018: Informing Science + IT Education Conferences: La Verne California. Informing Science Institute, 2018. http://dx.doi.org/10.28945/4020.

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Aim/Purpose: In many OECD countries, emergency response relies on volunteers, and while emergency incidents are increasing, volunteer numbers are declining. Volunteer turnover occurs at various stages of the volunteering life cycle (i.e., recruitment, training, socialisation, performance, and retirement), the socialisation stage has the greatest impact on organisations, as it occurs after the allocation of resources and training, but before the investment is returned through volunteer performance. There is sparse literature exploring this stage. Background: Addressing the gap, this paper presents a model of volunteer retention, predicting acceptance, social-expulsion, or self-exclusion, based on social fit. Methodology: The model is based on an inductive examination of the processes of volunteer turnover during socialisation of emergency service volunteers. Using a grounded theory approach, focus groups and interviews were conducted with 157 volunteers across seven locations. Contribution: This model contributes to theory by categorising volunteer turnover according to the stages of the volunteering life cycle, and to practice by drawing attention to the need to consider social fit prior to investing in new volunteer training and understanding the role of leadership intervention pre- and post-training. Findings: The study identifies the processes of volunteer turnover and predicts that volunteers either stay or leave based on the level of their social fit. Recommendations for Practitioners: Strategies are developed to guide leaders on the best approaches to maintain and retain volunteer workers in Emergency Service agencies Recommendation for Researchers: The model contributes to theory by providing an empirically based description of the processes involved in volunteer retention and turnover and offers guidelines for increasing volunteer retention in emergency services and other volunteer organisations across Australia and around the world. Impact on Society: Increased retention benefits the emergency service organisation in terms of return on the investment of volunteer training, regarding sustainability of human resources, and in regard to increasing diversity among its volunteers. In turn, this retention also benefits volunteers, and the entire community, as it gains access to a greater number of emergency services providers. Future Research: Future research should focus on recreating this study in other countries and in different emergency service contexts.
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Reports on the topic "Leadership recruitment"

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Johnston, James P. Religious Leadership: Interrupting Jihad at the Point of Recruitment. Fort Belvoir, VA: Defense Technical Information Center, October 2006. http://dx.doi.org/10.21236/ada463555.

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2

Dell'Olio, Franca, and Kristen Anguiano. Vision as an Impetus for Success: Perspectives of Site Principals. Loyola Marymount University, 2009. http://dx.doi.org/10.15365/ceel.policy.2.

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Abstract:
Findings from the first two years of a 3-year evaluation of the PROMISE Model pilot are presented in this policy brief that seeks to understand the extent to which school principals know, understand, and act upon research-based principles for English Language Learners (ELL) and their intersection with the California Professional Standards for Educational Leadership related to promoting ELL success. Surveys and focus groups were used to gather data from school principals at fifteen schools throughout Southern California including early childhood, elementary, middle, and high schools. School principals identified several areas where PROMISE serves as a beacon of hope in promoting and validating critical conversations around a collective vision for success for all learners including ELL, bilingual/biliterate, and monolingual students. Educational and policy recommendations are provided for the following areas: 1) recruitment and selection of personnel and professional development; 2) accountability, communication and support; and 3) university-based educational leadership programs. This policy brief concludes with a call for school principals to facilitate the development, implementation, and stewardship of a vision for learning that highlights success for English Learners and shared by the school and district community.
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