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Journal articles on the topic 'Leadership stance'
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Jacobson, Robin Dale. "The Politics of Belonging." American Politics Research 39, no. 6 (June 28, 2011): 993–1018. http://dx.doi.org/10.1177/1532673x11411648.
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This article explores how interest groups decide policy positions through case studies of three organizations’ shifting stances on the issue of immigration. In all three cases, the AFL-CIO, the Sierra Club, and the Christian Coalition, issue positions are signaling mechanisms central to the construction of an organizational identity. Leadership considers the message the stance on a policy issue sends to potential constituents and allies. Organizational agendas are one tool used by leaders to craft new narratives about what the group stands for, who the group represents, and who belongs. Key determinants of leaderships’ calculation over redrawing the boundaries of inclusion and representation and what signal an issue stance will convey includes organizational strength and a reading of a shifting political terrain. An evolutionary metaphor, instead of a rational actor model, is better suited to understand this critical component of interest group behavior, agenda setting.
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Cohen, Bertram D., Mark F. Ettin, and Jay W. Fidler. "Conceptions of leadership: The "analytic stance" of the group psychotherapist." Group Dynamics: Theory, Research, and Practice 2, no. 2 (1998): 118–31. http://dx.doi.org/10.1037/1089-2699.2.2.118.
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Abebel Reta, Mulat. "COVID-19 in Ethiopia: Policy Stance, Leadership Response, and Challenges." American Journal of Management Science and Engineering 6, no. 5 (2021): 161. http://dx.doi.org/10.11648/j.ajmse.20210605.13.
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Whiteman, Rodney S. "Explicating metatheory for mixed methods research in educational leadership." International Journal of Educational Management 29, no. 7 (September 14, 2015): 888–903. http://dx.doi.org/10.1108/ijem-06-2015-0077.
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Purpose – Mixed methods research can provide a fruitful line of inquiry for educational leadership, program evaluation, and policy analysis; however, mixed methods research requires a metatheory that allows for mixing what have traditionally been considered incompatible qualitative and quantitative inquiry. The purpose of this paper is to apply Jürgen Habermas’s Theory of Communicative Action as that metatheoretical justification. Design/methodology/approach – After reviewing the traditional quantitative/qualitative divide based on incompatible ontologies, the author argues for a pragmatist stance toward educational leadership inquiry. Such a stance allows for mixing methods because it privileges methodology and epistemology in social inquiry, rather than ontological theories of reality. Using Habermas’s metatheory, the author shows how truth claims are linguistically mediated; how they make reference to objective, subjective, and normative formal worlds; and how they are always fallible and revisable. Findings – The author argues that Habermas’s metatheory allows (and requires) integration of qualitative and quantitative approaches to fully understand social phenomena. Such integration is possible if researchers attempt to make methodological decisions explicit by linking methodology (and thus methodical decisions) to all three formal worlds, and articulating the rationale for doing so. The author also argues that making the entire corpus of claims bound within a line of social inquiry subject to critical examination promotes the validity of inquiry. Originality/value – This paper contributes to the discussion on mixed methods research by applying a particular strand of pragmatism. This is an advance in the extant literature, which argues for a pragmatist stance on mixed methods research, but has not yet conceptualized a metatheoretical position supporting this stance.
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Zaldivar, Enrique J. "Authenticity and Accountability: Key to an Appreciative Stance to Adaptable Leadership." AI Practitioner 16, no. 1 (February 1, 2014): 9–19. http://dx.doi.org/10.12781/978-1-907549-18-2-2.
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van Stralen, Daved, Sean McKay, and Thomas Mercer. "Flight Decks and Isolettes: High-Reliability Organizing (HRO) as Pragmatic Leadership Principles during Pandemic COVID-19." Neonatology Today 15, no. 7 (July 20, 2020): 113–21. http://dx.doi.org/10.51362/neonatology.today/20207157113121.
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The COVID-19 crisis has created a physical environment where neonatologists and neonatal staff face exposure to an easily transmissible, potentially fatal infection in the course of their duties. Leaders cannot reject an assignment, such as a resuscitation of a newborn, because of risk. As in military operations, safety and capability cannot be separated from neonatal operations. Leadership models developed in stable environments do not fully translate to dynamic, uncertain situations where the leader and subordinates personally face threats; the type of environment from which the High-Reliability Organization (HRO) emerged. There must be a shift from the increasingly abstract, academic, and normative representation of HRO leadership to its original, more pragmatic frame that iteratively supports engagement. The purpose of this paper is to present HRO as leadership principles, bridging the gap between abstract theory and practice by bringing attention to HRO as a scientifically supported pragmatic leadership stance.
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Dean, Hannah, and Jackie Ford. "Discourses of entrepreneurial leadership: Exposing myths and exploring new approaches." International Small Business Journal: Researching Entrepreneurship 35, no. 2 (March 2017): 178–96. http://dx.doi.org/10.1177/0266242616668389.
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This article explores gender and entrepreneurial leadership, notably the meanings female entrepreneurs ascribe to notions of entrepreneurial leadership. Drawing from interviews with female business owners, the article questions the dominant hegemonic masculine entrepreneurial leadership model as well as that reportedly associated with women. Research findings illuminate the fluidity and variability of the entrepreneurial leadership construct. Our feminist poststructural lens and critical leadership stance adds new insight into the multiple subjectivities of entrepreneurs and surfaces contradiction and tension that shape the very sense of their entrepreneurial selves. By questioning accepted knowledge, this research offers new perspectives on the multiple realities of entrepreneurial leadership, which should be heeded by policy makers, academics and practitioners alike.
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Joseph, M. Lindell. "Developing a Solution-Oriented Stance for Changes in Health Care Delivery." Nurse Leader 17, no. 6 (December 2019): 485–86. http://dx.doi.org/10.1016/j.mnl.2019.09.004.
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Bormann, Kai C., and Jens Rowold. "Construct proliferation in leadership style research." Organizational Psychology Review 8, no. 2-3 (May 2018): 149–73. http://dx.doi.org/10.1177/2041386618794821.
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Given the steady increase in new leadership models and approaches introduced to the field, we provide a systematic review on the topic of construct proliferation in the leadership style literature. Construct proliferation suggests that newly designed constructs are too similar to existing ones and, consequently, lack discriminant validity. In our review, we tackle the issue of construct proliferation from two perspectives. First, we present explanations and evidence indicating construct proliferation. Then, we take the opposing stance and provide arguments (as well as empirical evidence) against it. This comparison results in a discussion in which we provide cues for future leadership style research that builds on the realization that we need a more nuanced awareness of where construct proliferation exists and where it does not.
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Paresashvili, David. "Leadership Achievements in Extreme Situations." PIRETC-Proceeding of The International Research Education & Training Centre 104, no. 1-2 (April 4, 2021): 172–80. http://dx.doi.org/10.36962/ecs104/1-2-172.
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Organizational leadership requires developing an understanding of your own worldview as well as the worldviews of others. The worldview is a composite image created from the various lenses through which individuals view the world. It is not the same as the identity, political stance, or religious viewpoint, but does include these things. It incorporates everything an individual believes about the world, combining the tangible and the intangible. The individual’s worldview is defined by that individual’s attitudes, opinions, beliefs, and the outside forces the individual allows to influence them. The worldview is the “operating instructions” for how the individual interfaces with the world. One who does not take into consideration how individuals interface with the world is in a much weaker position to lead these individuals. Furthermore, the organizational leadership requires an understanding of the composite worldview of the organization, which consists of the many diverse and sometimes conflicting worldviews of the individuals within that organization. Keywords: Professional experience, transformational leader, leadership interpretations, game norms.
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van Stralen, Daved, Sean McKay, and Thomas Mercer. "Pragmatic Leadership Practices in Dangerous Contexts: High-Reliability Organizations (HRO) for Pandemic COVID-19." Neonatology Today 15, no. 8 (August 20, 2020): 109–17. http://dx.doi.org/10.51362/neonatology.today/20208158109117.
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The threat of COVID-19 to professionals has become personal. Professionals in neonatal healthcare can acquire infection and unknowingly become a vector, infecting babies, and their colleagues. A pragmatic stance of leadership, derived from leadership in extremis, communicates to subordinates that leaders have their immediate well-being in mind while engaging in demanding situations. Effective leadership for ill-structured problems embedded in the environment has distinct characteristics such as modeling cognitive and affective skills (attitudes and the contingent value of information) and the ability to modulate emotional states. Pragmatic leaders effectively increase subordinates' collective stress capacity for, and leverage individual capabilities during, in extremis circumstances. This paper describes pragmatic leadership characteristics and practices derived from experience, primary sciences, and High Reliability Organizations (HRO).
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Procknow, Greg, and Tonette S. Rocco. "Contesting “Authenticity” in Authentic Leadership through a Mad Studies Lens." Human Resource Development Review 20, no. 3 (June 2, 2021): 345–73. http://dx.doi.org/10.1177/15344843211020571.
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A Mad Studies/social model of mental distress lens was used to critique authentic leadership. We deconstructed the dilemma of authenticity and leadership by exploring how authentic leadership (dis)allows the inclusion of people with mental illness. We found that their minds are treated as disruptive and rarely ever read as authentic. For followers to view “mentally ill” leaders as authentic requires candidness, disability disclosure, and emulating norms typical to their ingroup membership. We conclude this paper by challenging HRD to rethink its stance on disruptive leadership as symptomatic of mental illness. Employees with mental health marginality can develop an authentic identity in the workplace through authenticity building experiences such as connecting mad leaders to peer-support training, offering specialized leadership development, and co-producing a mental health awareness curriculum that challenges unhealthy workplace discourses that stigmatize mad leaders and workers.
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Smulyan, Lisa. "Symposium Introduction: Stepping into Their Power: The Development of a Teacher Leadership Stance." Schools 13, no. 1 (March 2016): 8–28. http://dx.doi.org/10.1086/685800.
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Ateş, Nüfer Yasin, Murat Tarakci, Jeanine Pieternel Porck, Daan van Knippenberg, and Patrick J. F. Groenen. "The Dark Side of Visionary Leadership in Strategy Implementation: Strategic Alignment, Strategic Consensus, and Commitment." Journal of Management 46, no. 5 (November 12, 2018): 637–65. http://dx.doi.org/10.1177/0149206318811567.
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Drawing from visionary leadership and strategy process research, we theorize and test the mechanism through which middle and lower-level managers’ visionary leadership affects their teams’ strategic commitment. The management literature extols the virtues of visionary leadership. In contrast to this positive stance, we reveal a dark side to visionary leadership. Our theoretical framework suggests that team manager visionary leadership harms team strategic consensus when the manager is not strategically aligned with the CEO, which in turn diminishes team commitment to the strategy. In contrast, when a team manager is strategically aligned with the CEO, team manager visionary leadership is positively related to team strategic consensus and subsequently to team strategic commitment. Data from 136 teams from two organizations support our moderated mediation model. A supplemental analysis of the content of strategic consensus and additional qualitative interviews with managers and employees in one of these organizations provide additional insights concerning the meaning of the theorized relations in practice.
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Stebbins, J. Michael. "Vocation, Business Leadership, and the Pursuit of Understanding." Lonergan Review 11 (2020): 36–52. http://dx.doi.org/10.5840/lonerganreview2020113.
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To have a vocation is to be called to a life of ongoing participation in the redemptive work of the Son and the Holy Spirit. Being faithful to the vocation we have received requires adopting a stance of continuing alertness, ready to notice, correctly interpret, and effectively respond to the various forms of communication by which God draws us into closer cooperation with the redemptive missions of the Son and the Spirit. In this paper I focus on a particular vehicle by which the divine call is transmitted to us—namely, the God-given desire to know, which we experience whenever we wonder about something, whenever we try to solve a problem, whenever we learn or explore or plan.
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Shiller, Jessica T. "Honoring the Treaty: School Leaders’ Embrace of Indigenous Concepts to Practice Culturally Sustaining Leadership in Aotearoa**Aotearoa is the Indigenous name for New Zealand." Journal of School Leadership 30, no. 6 (September 22, 2020): 588–603. http://dx.doi.org/10.1177/1052684620951735.
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As a field, school leadership has maintained a colorblind stance, marginalizing practitioners’ awareness of culturally sustaining practice, and erasing the experiences of Indigenous and other minoritized groups of students, teachers, and families. Looking to research and practice that attempts to embrace racial and cultural difference in order to make schools more culturally sustaining places to be is imperative in order for the field to respond to the growing diversity in schools. This article specifically explores culturally sustaining and Indigenous school leadership practices. Using data collected from interviews with ten school leaders in Aotearoa (New Zealand) as well as school documents, this article presents new insights into the implementation of culturally sustaining school leadership, which has implications for theory and practice in the field of educational leadership, which has been too long dominated by white ways of knowing.
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Monahan, Caitlin, Ashley Lytle, Elizabeth Inman, Marybeth Apriceno, Jamie Macdonald, and Sheri Levy. "Stereotypes of Older Adults, Older Men, and Male Leaders Predict Expectations, Stance, and Voting Intentions." Innovation in Aging 5, Supplement_1 (December 1, 2021): 1016. http://dx.doi.org/10.1093/geroni/igab046.3640.
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Abstract The 2020 U.S. Presidential Election offered a unique opportunity to examine how stereotypes of older adults, older men, and male leaders impact expectations of candidate job performance and intentions to vote for Biden or Trump. This online study involved 500 college students from two universities from September 30th until November 3 (Election Day). A Biden and Trump model were tested for the relationships among (a) stereotypes from public discourse with (b) expectations of candidates/ presidential performance with (c) voting stance (pro- and anti-Biden vs pro- and anti-Trump) and (d) intentions to vote for Biden/Trump. As expected, for the Biden model, endorsement of older adult (lesser endorsement of senile, unhealthy), male leadership (greater endorsement of assertive and collaborative, lesser endorsement of uncaring), and older male stereotypes (greater endorsement of elder statesman and family-focused) predicted greater expectations of Biden’s performance, which predicted pro-Biden and anti-Trump stances and ultimately voting intentions for Biden. As expected, for the Trump model, endorsement of older adult (lesser endorsement of senile), male leadership (greater endorsement of assertive, collaborative, lesser endorsement of immoral and uncaring), and older male stereotypes (greater endorsement of elder statesman) predicted greater expectations of Trump’s performance, which predicted pro-Trump and anti-Biden stances and ultimately voting intentions for Trump. Taken together, these results suggest examining relevant categories of stereotypes associated with candidates and voting stances provides a fuller picture of voting behavior toward multiple candidates vying for office in addition to political ideology and voting intentions.
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Wallner, Grzegorz, and Michał Solecki. "Surgical leadership in Poland: ideas and challenges." Innovative Surgical Sciences 4, no. 2 (May 4, 2019): 45–50. http://dx.doi.org/10.1515/iss-2019-0003.
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AbstractThe Polish system of undergraduate and postgraduate medical education, including specialization courses in surgery, provided only general guidelines concerning the issue of creating a leader or preparing for leadership. The process of building the position of a leader has had a rather spontaneous character thus far; it has been based on the individual, natural predispositions of a candidate for the position of a leader. There are no formal guidelines for this in Poland. It is required that graduates of medical studies or residents should acquire the so-called professional and social skills before they complete their specialization training. In the light of the ongoing debate, it seems worthwhile to give a thought on the role of a leader and to undertake harmonized actions to work out a common stance on understanding the issue of leadership and teach leadership skills as a part of a harmonized, methodologically correct system of education, so that the best ways of preparing residents to perform the role of a leader in surgical and other medical surroundings could be realized.
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Jarvis, Adrian Paul, and Pradip Kumar Mishra. "Leadership and higher education fundraising: Perspectives from Malaysia." Management in Education 34, no. 2 (November 11, 2019): 69–75. http://dx.doi.org/10.1177/0892020619887186.
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Funds raised from philanthropic giving have become a key element in the long-term finances of higher education institutions around the world, presenting leaders, primarily principals, with a range of novel challenges that have not, hitherto, been key drivers of leadership. This article explores the problem by reporting on qualitative research that looked at how fundraising is carried out in the Malaysian higher education system, which has recently experienced profound changes to its financial landscape. Data were generated by semi-structured interviews with fundraisers from a range of higher education settings. It was found that for fundraising efforts to succeed, they must be spearheaded by an active principal who adopts the stance of transformational leader towards potential donors, forming a long-term relationship based on a shared vision. He or she is likely to be supported by a fundraising team that will be more transactional in approach and style.
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Dimmock, Clive. "System leadership for school improvement: A developing concept and set of practices." Scottish Educational Review 48, no. 2 (March 27, 2016): 60–79. http://dx.doi.org/10.1163/27730840-04802004.
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System leadership is a developing concept and practice increasingly seen as a tool for school improvement, as policy makers switch from traditional top-down reform to professional models of schools working collaboratively. System leadership is being championed by the Scottish College for Educational Leadership (SCEL), but is still in its infancy in Scottish education. Adopting an international perspective on system leadership, but with reference to the Scottish context, the paper aims first, to clarify the concept and its various connotations, and to focus on the notion of head teachers and other school-level professionals as system leaders. Secondly, it goes on to describe the range of roles that system leaders can play and how these present a degree of choice – and a trajectory - for head teachers in choosing appropriate roles that reflect their expertise, experience, self efficacy, credibility, and interest. Finally, adopting a critical stance towards the concept and practice of system leadership – to date the focus has been more on roles and less on substantive capacity building competences required by system leaders for school improvement - the paper redresses the imbalance.
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Pang, Ricky W. F., and Abul F. M. Shamsuddin. "Board leadership structure and performance of Chinese firms in Singapore." Corporate Ownership and Control 12, no. 4 (2015): 617–29. http://dx.doi.org/10.22495/cocv12i4c6p1.
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We examine the effects of board leadership structure on the performance of Chinese firms listed on the Singapore Stock Exchange. Using a sample of 105 firms covering 2009 to 2011, we find that CEO duality positively affects firm performance that can largely be explained by stewardship theory. There is also support for contingency theory as the CEO duality-firm performance relationship depends on whether Chinese firms are incorporated in Singapore or otherwise. This study offers insights for corporate regulators to soften their stance on the monitoring clauses concerning CEO duality. Major stakeholders in Singapore-based Chinese firms may need to bring some balance to board independence, board size, and the nomination process, particularly where CEO duality improves firm performance.
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Meagher, Michael E. "Democracy on Trial." Journal of Interdisciplinary Studies 30, no. 1 (2018): 48–62. http://dx.doi.org/10.5840/jis2018301/24.
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A remarkable political figure, John F. Kennedy contributed also to political theory focusing on community, sacrifice, and effective national leadership. Coming of age in the build-up to World War II, Kennedy’s early views were framed by the inability of Western democracies to meet totalitarian challenges. As his political career developed, JFK maintained a stance favorable to strong national leadership as a way of overcoming the individualism and self-centered aspects of modern life. A keen believer in service, community, and sacrifice, his famous “Ask not” moment of his 1961 Inaugural Address was informed by a concern with renewing American democracy. With a weakening of the social contract and increased political dysfunctionality in the twenty-first century, the political thought of the thirty-fifth president still speaks to us with its emphasis on courage, leadership, civil society, and the quest for national unity.
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Brown, Martin, Gerry McNamara, Joe O’Hara, Stafford Hood, Denise Burns, and Gül Kurum. "Evaluating the impact of distributed culturally responsive leadership in a disadvantaged rural primary school in Ireland." Educational Management Administration & Leadership 47, no. 3 (November 8, 2017): 457–74. http://dx.doi.org/10.1177/1741143217739360.
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This paper suggests that distributed leadership is a vital first step in making schools flexible enough to respond to new pressures. However, it is then argued that distributed leadership per se does not necessarily imply a commitment to a particular stance on issues of social justice, such as equality, but rather that this can only flow from leaders becoming culturally responsive to the diverse traditions and needs of the changing populations of their schools. We define this combination as ‘distributed culturally responsive leadership’. The second part of the paper attempts to illustrate this argument by closely examining the philosophy and actions of a particular principal who is regarded as an exemplar of good practice. The methodology used in the school case study is described and, finally, we provide a presentation and analysis of the data followed by a discussion of the research findings.
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Van De Mieroop, Dorien, and Jolien Wouters. "Co-leiderschap in vergaderingen : Een multimodale discoursanalytische studie." Tijdschrift voor Taalbeheersing 42, no. 3 (December 1, 2020): 249–77. http://dx.doi.org/10.5117/tvt2020.3.002.vand.
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Abstract Co-leadership in meetings: A multimodal discourse analytical studyIn the last decade, leadership has been increasingly studied from a discursive perspective and attention has been drawn to how this process of influencing others towards achieving organizationally relevant goals, takes place in real life. Yet, not many studies have looked at (1) the way in which co-leadership constellations are negotiated in interaction, and (2) how this process takes place by means of verbal as well as non-verbal resources. In this paper, we integrate a multimodal perspective into our discourse analytical approach and analyze the co-leadership practices taking place during a scouting group meeting. In our analyses, we draw on the concepts of proximal and distal deontic status and stance to investigate these leadership processes in interaction, while also drawing attention to the role of epistemics in relation to how these deontic rights are enacted. From these analyses, we conclude that (1) in this co-leadership constellation, deontic rights are neatly divided, sometimes also in relation to the participants’ epistemic statuses; and (2) in spite of some ostensive challenges to the exertion of proximal and distal deontic claims, only claims that are congruent with the speakers’ statuses turn out to be influential in the interaction.
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Van De Mieroop, Dorien. "A deontic perspective on the collaborative, multimodal accomplishment of leadership." Leadership 16, no. 5 (December 18, 2019): 592–619. http://dx.doi.org/10.1177/1742715019893824.
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This article makes a case for investigating leadership from a micro-interactional perspective which integrates discursive, sequential and multimodal analytical layers. It thus builds on existing discursive leadership research by demonstrating that leadership is not achieved only through talk, but by means of a complex interplay between verbal and non-verbal resources. Focusing on video-recordings of authentic meetings, I investigate the interactional interplay between the superior, the meeting chair and the other participants by means of a deontic perspective. Drawing on the status–stance distinction and teasing out how proximal and distal deontic rights are enacted and how these relate to leader and follower identities when conceptualized from a social constructionist perspective, I demonstrate that leadership is an essentially collaborative accomplishment in which all participants play a crucial role. Finally, I argue that this can only be uncovered fully when attention is paid to the variety of means – verbal as well as non-verbal – that interlocutors have at their disposal when attempting to influence each other towards achieving organizationally relevant goals.
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Bhurruth, Martin K. "Some impressions on taking on the leadership of a therapeutic community." Therapeutic Communities: The International Journal of Therapeutic Communities 36, no. 4 (December 14, 2015): 219–28. http://dx.doi.org/10.1108/tc-09-2014-0030.
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Purpose – The purpose of this paper is to illustrate how psychoanalytic thinking can help therapeutic communities think about how the defence of psychic retreat can develop and take hold in the face of organisational transition and overwhelming loss. Design/methodology/approach – This paper draws upon the paradigm of psychoanalysis and is a case study orientated by a participant/observer stance. Findings – This paper posits that unless loss is worked through then perverse clinical cultures can develop including bullying and denial of reality. Originality/value – This paper illustrates the unique selling point of therapeutic communities incorporating justice into the treatment frame. It also identifies that unless loss is emotionally worked through then it can become the ground soil in which perverse cultures can develop.
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Handayani, Nurina Putri. "Pengaruh Transformational Leadership Terhadap Employee Engagement: Telaah Pada Organisasi Non Profit Area Pulau Jawa, Sumatera, Sulawesi dan Bali." Jurnal Manajemen 9, no. 1 (June 1, 2017): 39–54. http://dx.doi.org/10.31937/manajemen.v9i1.596.
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Recognizing the engagement levels of employees is in a grey area, organizations are still less aware of it. Employee engagement is the level of commitment and involvement an employee has, towards their organization and its value. Employee engagement actually creates many improvements within the organization that can result in employee work productivity, hence increasing the organization capability. Author wants to prove that transformational leadership is valid theory in encouraging person’s engagement in a non-profit organization. Transformational leadership is the attitude of a leader who is able to become the motor of change, has charisma in show stance, put themselves in difficult issues, emphasizing trust, and has a vision and a sense of mission. This study examines how transformational leadership and employee engagement works in IFL’s staff – a youth led non-profit organization (NGO) concerning on youth empowerment for social changes. Moreover, the study seeks the effect of transformational leadership on employee engagement at IFL. Author shares questionnaire to 70 respondents. This study used descriptive and verification method by using t-test. After going through several stages of statistical tests, the author gets the result that transformational leadership and employee engagement has been well-implemented in Indonesian Future Leaders (IFL). Employee engagement variables can be explained by independent variables of idealized influence, inspirational motivation, intellectual stimulation, and individualized concerns by 29%. The rest (100% -29% = 71%) is explained by other variables outside the model.
Keyword: Human Capital, Transformational Leadership, Employee Engagement, Non-Profit Organization
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Humphreys, John H., Milorad M. Novicevic, Mario Hayek, Jane Whitney Gibson, Stephanie S. Pane Haden, and Wallace A. Williams, Jr. "Disharmony in New Harmony: insights from the narcissistic leadership of Robert Owen." Journal of Management History 22, no. 2 (April 11, 2016): 146–70. http://dx.doi.org/10.1108/jmh-05-2015-0167.
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Purpose The purpose of this study is to narratively explore the influence of leader narcissism on leader/follower social exchange. Moreover, while researchers acknowledge that narcissistic personality is a dimensional construct, the preponderance of extant literature approaches the concept of narcissistic leadership categorically by focusing on the reactive or constructive narcissistic extremes. This bimodal emphasis ignores self-deceptive forms of narcissistic leadership, where vision orientation and communication could differ from leaders with more reactive or constructive narcissistic personalities. Design/methodology/approach The authors argue that they encountered a compelling example of a communal, self-deceiving narcissist during archival research of Robert Owen’s collective experiment at New Harmony, Indiana. To explore Owen’s narcissistic leadership, they utilize an analytically structured history approach to interpret his leadership, as he conveyed his vision of social reform in America. Findings Approaching data from a ‘history to theory’ perspective and via a communicative lens, the authors use insights from their abductive analysis to advance a cross-paradigm, communication-centered process model of narcissistic leadership that accounts for the full dimensional nature of leader narcissism and the relational aspects of narcissistic leadership. Research limitations/implications Scholars maintaining a positivist stance might consider this method a limitation, as historical case-based research places greater emphasis on reflexivity than replication. However, from a constructionist perspective, a focus on generalization might be considered inappropriate or premature, potentially hampering the revelation of insights. Originality/value Through a multi-paradigmatic analysis of the historical case of Robert Owen and his visionary communal experiment at New Harmony, the authors contribute to the extant literature by elaborating a comprehensive, dimensional and relational process framework of narcissistic leadership. In doing so, the authors have heeded calls to better delineate leader narcissism, embrace process and relational aspects of leadership and consider leader communication as constitutive of leadership.
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Rohrschneider, Robert, and Dieter Fuchs. "It Used to Be the Economy: Issues and Party Support in the 2002 Election." German Politics and Society 21, no. 1 (March 1, 2003): 76–94. http://dx.doi.org/10.3167/104503003782353583.
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Most explanations for the red-green victory in the 2002 electionrefer to two issues that emerged in the final months of the campaign:the Iraq crisis and the flood in eastern Germany. The surpriseannouncement by President Bush to dramatically increase pressureon Iraq, including a possible invasion, put this issue squarely into thecenter of the election campaign. This issue emerged at the onset ofthe hot campaign phase, taking parties and candidates by surprise.Chancellor Schröder quickly and emphatically ruled out the participationof German troops under any circumstances. His policy mayhave attracted a considerable number of voters who favored a moreconciliatory stance towards Iraq. For instance, eastern Germans,many of whom still remember the anti-American stances of thesocialist government, may have felt comfortable with an uncompromisingantiwar stance and thus supported the SPD in the end,despite this party’s failure to deliver on its economic promises. Andvoters who sympathize with the peace movement in postwar westernGermany may have become mobilized in support of the Greenparty. In turn, the largest flood in 500 years may have also providedChancellor Schröder with an opportunity to shore up his supportamong eastern voters. By all accounts, he met the leadership expectationsof voters by quickly promising financial aid to reconstructthose eastern regions devastated by the flood.
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Ali, Amna, and Rabeea Ishaq. "Investigating the moderating Stance of Islamic work ethics and thriving at work among Authentic Leadership and Subjective Wellbeing." Advances in Social Sciences Research Journal 8, no. 3 (April 1, 2021): 467–82. http://dx.doi.org/10.14738/assrj.84.9632.
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In the face of the growing attention of leaders role at workplace, there is quiet a requirement for more research that emphasis on the impact of leaders role in employee’s well-being circumstances. Likewise, literature reflects leadership and follower’s wellbeing to be central when dealing with superior practices implementations. Compelling with this explanation, it is projected that the authentic leadership (AL) sensitivity may affect the followers’ subjective well-being (SWB) phenomenon. Islamic Work ethics (IWE) has been exposed to many revisions since 1970’s. The basic purpose relying behind this study is to investigate the wellbeing phenomenon though empirical investigation in organizational settings. AL gained more acceptances because of its upgrading importance at workplace or for followers. Current revision highlights the direct impact of AL towards the SWB, as well the moderating stance of Thriving at work and IWE has also been observed by considering their strengthens towards the employees wellbeing. Data has been collected from total of the 385 respondents from both the subordinates and supervisors working in banking and textile sector of Pakistan. Results revealed significant outcomes among proposed hypothesis. In addition this study has been concluded with practical implications as well the future investigation instructions for academicians and practitioners.
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Fairchild, Roseanne, Shiaw-Fen Ferng, and Randi Zwerner. "Authentic leadership practices informed by a rural hospital study." Journal of Hospital Administration 4, no. 2 (March 9, 2015): 54. http://dx.doi.org/10.5430/jha.v4n2p54.
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The purpose of this study was to explore perceptions of work environment characteristics across employee groups in a rural hospital to determine if authentic leadership and management practices were perceived to be actualized in the organization. Creating a healthy work environment through authentic leadership practices is critical to sustaining care quality improvements (QIs) and patient safety. In light of fewer financial and educational resources, an academic-practice partnership provides evidencebased support for administrators in rural hospitals. This mixed methods study involved the following measures: 1) Descriptive cross-sectional survey of hospital employees regarding work environment characteristics (N = 139/188; 74% response rate), yielding statistical power of .95, and 2) multiple qualitative focus groups with employees (N = 37) to explore contextual factors potentially influencing perceptions of work environment. There were statistically significant differences among perceived levels of vitality for hospital administrative staff compared to clinical and ancillary staff (p < .000 – p < .026). Thematic content of qualitative data revealed issues regarding a perceived lack of authentic leadership and management behaviors. Adopting best practices related to QIs may first require a paradigm shift by hospital leadership and management through conscious promotion of mutual trust and healthy work behaviors. An academic-practice partnership can provide data-based insights into work environment characteristics that may need attention so that the hospital administrator may empower staff-driven, collaborative QIs from an evidence-based stance.
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Chryssides, George. "Ecumenical with the Truth?" International Journal for the Study of New Religions 3, no. 1 (August 3, 2012): 5–26. http://dx.doi.org/10.1558/ijsnr.v3i1.5.
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The Jehovah’s Witnesses’ stance towards ecumenical and interfaith dialogue is an uncompromising one, regarding all manifestations of religion outside the Society as ‘false religion’ and part of Babylon the Great. The article discusses the history of Watch Tower Society’s stance towards Roman Catholicism, and to the formation of the Evangelical Alliance in 1846. Under Rutherford’s leadership a new understanding of Christian apostasy and other faiths emerged, based on the Protestant writer Alexander Hislop’s The Two Babylons. The second part of the article turns to the present-day dialogue movement, arguing that the key Christian ecumenical themes of baptism, eucharist and ministry, are of no concern to Jehovah’s Witnesses. Interfaith dialogue involves harmful associations, and ecumenical and interfaith worship run counter to the Witnesses’ ways of worshipping God. Finally, attention is given to Hans Küng’s global ethic, which the Watch Tower Society contrasts with its own ‘global solution’ to the world’s problems.
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Charteris, Jennifer, and Dianne Smardon. "Dialogic peer coaching as teacher leadership for professional inquiry." International Journal of Mentoring and Coaching in Education 3, no. 2 (June 6, 2014): 108–24. http://dx.doi.org/10.1108/ijmce-03-2013-0022.
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Purpose – Dialogic peer coaching as leadership can enable teachers to influence each other's professional learning. The purpose of this paper is to shift the emphasis from the role associated with the designated title of leader to the purpose and relevance of teacher leadership in the context of dialogic peer coaching. Design/methodology/approach – The research was undertaken as a small qualitative case study embedded in a school-based, teacher professional development project. Nine groups of peer coaches from five unrelated schools engaged in a formal process of collaborative inquiry over two years. Interview data from 13 volunteer teacher participants were analysed using the constant comparison method and themes determined. Findings – The study revealed that there was growth in teacher leadership capabilities as they become dialogic peer coaches to each other. Practical implications – Through their collaborative peer coaching dialogue teachers have the transformative space to articulate their thinking. They can engage in dialogic feedback where they are positioned as experts in their own practice. Social implications – The teachers in this study are positioned within communities of practice as co-constructers of knowledge and co-learners. On the basis of the findings the authors suggest that this can support the development of high capacity leadership in schools. This stance contrasts with a technicist approach to teacher professional learning in which teachers are situated as absorbers or recipients of knowledge constructed elsewhere. Originality/value – The research reported in this paper addresses three key elements of leadership: individual development; collaboration or team development; and organisational development. It outlines a means by which teacher leadership can be strengthened to address these elements in schools.
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Lochmiller, Chad R., and John L. Mancinelli. "Principals’ instructional leadership under statewide teacher evaluation reform." International Journal of Educational Management 33, no. 4 (May 7, 2019): 629–43. http://dx.doi.org/10.1108/ijem-06-2017-0151.
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Purpose The purpose of this paper is to describe how elementary school principals adjust their leadership practice in response to Washington’s new teacher evaluation policy. Design/methodology/approach The authors conducted a modified content analysis of open-ended survey responses collected from elementary school principals in Washington State. In all, the survey included responses from 354 elementary school principals representing 25.0 percent of the state’s elementary school principal population. ATLAS.ti supported data analysis and assisted in the derivation of three key findings. Findings Elementary school principals changed their instructional leadership practice in response to the new teacher evaluation policy in three significant ways. First, principals adjusted their approach to classroom observation to complete more intentional, in-depth observational activities. Second, principals redistributed non-instructional responsibilities to clerical staff members to allow themselves and other administrators more time for classroom observation. Third, principals adopted a learning stance to the new policy and thus sought external support, especially coaching, to assist them with the implementation of new evaluation practices. Research limitations/implications The study faced three limitations. First, the sample of respondents included in this study cannot be generalized to the state as participants were not randomly selected. Second, the survey did not utilize a longitudinal design, and thus its findings only relate to the first year of the policy’s implementation. Third, the study does not include school-based evidence to triangulate principals’ survey responses. Originality/value The study contributes to the instructional leadership literature. Specifically, the study offers further insights into the adjustments principals make in their leadership to accommodate expectations found in new teacher evaluation policy.
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Chapman, Mandy. "Courageous leadership – what defines it in the modern organisation." Strategic HR Review 19, no. 2 (February 13, 2020): 47–50. http://dx.doi.org/10.1108/shr-01-2020-0001.
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Purpose It is important to challenge the popular image of courageous leadership, which in the public imagination is inextricably interlinked with the exercise of power and authority. People often paint a picture in their mind of somebody who knows all the answers and can drive and communicate decisions through their own sense of certainty and will. In nearly every case, especially in an HR context, that is a false picture. Design/methodology/approach This paper looks to highlight that the best leaders are in fact often those that do not make all the decisions, do not have all the right answers and are prepared to admit that. It takes great strength to admit vulnerability and acknowledge that you do not know everything. Findings The paper highlights that it is important to have a vision and give direction, but it is genuinely courageous to turn to the intelligent teams you have within the organisation and draw on their help. Originality/value The paper takes a distinctive stance on the question of courageous leadership, arguing that good leadership is about acknowledging what you do not know and reaching out to your people to fill in the gaps, and it is also about learning when to move on. Being able to acknowledge when you can add little further value to the business and allow someone else to take the reins is perhaps, in senior leadership, the most courageous act of all.
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Anderson, Chris James. "Editorial." Journal of Invitational Theory and Practice 25 (December 3, 2021): 4. http://dx.doi.org/10.26522/jitp.v25i.3482.
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The aspiration of the 2019 Journal of Invitational Theory and Practice (JITP) is to further advance the tenets of Invitational Education (IE). Advocates of IE theory know others are better served by inviting and modeling dialogue that promotes critical thinking. By contrast, showing contempt only destroys motivation and incites division. Therefore, let intentionality, care, optimism, respect, and trust (I-CORT) guide all your educational and leadership endeavors. May the year 2020 provide perfect clarity, many endeavors to nurture an intentionally inviting stance, and numerous opportunities to encourage optimal human potential.
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Hwang, Sungwook, and Glen T. Cameron. "Public's expectation about an organization's stance in crisis communication based on perceived leadership and perceived severity of threats." Public Relations Review 34, no. 1 (March 2008): 70–73. http://dx.doi.org/10.1016/j.pubrev.2007.11.008.
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Stuckert, Jonathan D. "Forgive our presumption: a difficult reading of Matthew 23:1-3." Perichoresis 16, no. 3 (July 1, 2018): 3–15. http://dx.doi.org/10.2478/perc-2018-0013.
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Abstract In Matthew 23:1-3, Jesus commands His disciples and the crowd to listen to the scribes and Pharisees even while not imitating their actions. Many modern interpreters have lessened the force of Matthew 23:1-3 by an assumption of irony on the part of Jesus. We presume that God could never ordain this for His people. However, this easier reading may not be the best reading. A more straightforward interpretation, but one that is difficult to hear, suggests that at times we may need to sit under bad leadership as means of receiving God’s Word. Pre-critical and modern interpreters provide an understanding of the words of Jesus that is consistent with a theology of God’s providence in times of transition and bad leadership. In addition, there are instances of His direction in both the Old and New Testaments that reinforce this challenging path. It is through this more faithful stance that we grow and flourish in difficult times.
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Tobing, Fredy B. L., and Agung Nurwijoyo. "Turkish Islam-Nationalism Under AKP: A New Model for the Muslim World?" Global: Jurnal Politik Internasional 22, no. 2 (January 1, 2021): 268. http://dx.doi.org/10.7454/global.v22i2.532.
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The Justice and Development Party’s (Adalet ve Kalkınma Partisi/AKP) activities in bridging Islam and nationalism marks a historic milestone in Turkey’s democracy. Throughout its two decades-long leadership, AKP, under Recep Tayyip Erdoğan’s leadership, demonstrated that nationalism and Islam do not clash with Turkey’s stance on secularism. Such understanding provides AKP with a strategic leverage, both at the domestic and international level, especially within the Muslim world. Reflecting upon Rustow’s democratic transition model and Ibn Khaldun’s classic conceptualisation on ashabiyyah, this article attempts to comprehend how Turkish nationalism is formulated within its relations with Islam as AKP’s political roots. Aside from consolidating its political power at the domestic level, this article suggests that the Islam and democracy synthesis provides an opportunity for Turkey to strengthen its political image and position in the region. In a much broader context, this article attempts to contribute to academic discussions on the relationship between religion and states which undergo the process of democratisation.
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Wuttke, Alexander, Andreas Jungherr, and Harald Schoen. "More than opinion expression: Secondary effects of intraparty referendums on party members." Party Politics 25, no. 6 (December 1, 2017): 817–27. http://dx.doi.org/10.1177/1354068817745729.
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As political parties expand opportunities for intraparty participation, understanding the effects of participatory events on party actors becomes ever more important. In this study, we investigate the consequences of an intraparty referendum in a state branch of Germany’s Christian Democratic Union on beliefs and attitudes of party members. We use longitudinal survey data bracketing a nonbinding issue referendum on the party’s stance on same-sex marriage. Our analysis shows that the referendum had secondary effects that went beyond the referendum’s primary goal of delivering an informal opinion poll to the party leadership. The experience of having a say in an important policy decision fostered members’ sense of party-specific efficacy. Furthermore, the referendum provided party members with information on elite positions and stimulated leadership evaluation based on issue congruency. Altogether, involvement in intraparty decision-making promotes beliefs and behaviours among the rank and file that are relevant to uphold a vivid and empowering party life.
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Fairchild, Roseanne Moody. "Practical ethical theory for nurses responding to complexity in care." Nursing Ethics 17, no. 3 (May 2010): 353–62. http://dx.doi.org/10.1177/0969733010361442.
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In the context of health care system complexity, nurses need responsive leadership and organizational support to maintain intrinsic motivation, moral sensitivity and a caring stance in the delivery of patient care. The current complexity of nurses’ work environment promotes decreases in work motivation and moral satisfaction, thus creating motivational and ethical dissonance in practice. These and other work-related factors increase emotional stress and burnout for nurses, prompting both new and seasoned nurse professionals to leave their current position, or even the profession. This article presents a theoretical conceptual model for professional nurses to review and make sense of the ethical reasoning skills needed to maintain a caring stance in relation to the competing values that must coexist among nurses, health care administrators, patients and families in the context of the complex health care work environments in which nurses are expected to practice. A model, Nurses’ Ethical Reasoning Skills, is presented as a framework for nurses’ thinking through and problem solving ethical issues in clinical practice in the context of complexity in health care.
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Petriglieri, Gianpiero. "F**k Science!? An Invitation to Humanize Organization Theory." Organization Theory 1, no. 1 (January 2020): 263178771989766. http://dx.doi.org/10.1177/2631787719897663.
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For over half a century, systems psychodynamic scholars have been ‘sexting’ organization science, in short quips and long form, with mixed reception. This article chronicles their ambivalent relationship and argues that making it closer and more overt would benefit organization theory and organizations. It begins by tracing the history of using science as a cover for an instrumental ideology in organizations and their study. It is a history, the article contends, that is repeating itself with the advance of algorithmic capitalism. The article makes the case for a systems psychodynamic stance as a form of progress and protest, a way to embrace science’s methodical pursuit of truth while countering its dehumanizing potential. Taking this stance, it argues, might lead to more humane organization studies. That is, to more meaningful accounts of, and more useful theories about, the issues facing organizations, organizing, and the organized today. Finally, the article elaborates how systems psychodynamics can help humanize three areas of scholarship – those on identities, leadership, and institutions – and concludes with a call for celebrating, rather than tolerating, subjectivity in organization theory.
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Billow, Richard M. "Relational Group Psychotherapy: An Overview. Part III: Modes of Therapeutic Leadership." Group Analysis 50, no. 3 (June 23, 2017): 293–313. http://dx.doi.org/10.1177/0533316417716690.
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The final article, of a three part series, concentrates on the therapist: how we might think about group and leadership, and what we might offer. What holds a group together is the therapist’s ever expanding understanding of the psychic realities (the ‘truths’) of the group and its members, including oneself, and our success in interesting others in reaching and deepening such understanding, at times painful and unwelcome. Leadership is a performance art, in which word cannot be easily separated from rhetorical deed, and these from presence. By our use of therapeutic oratory, we balance what we want to say with what others are ready to hear. We wear ‘two faces’, being both conservator and challenger of group process and culture. I identify four relational modes of speaking and listening that shape how we participate in reciprocal group exchanges: diplomacy, integrity, sincerity, and authenticity. These four inter-related modes are linked by communicative skills that we therapists strive to achieve in dealing with our group and each member and hope to model. They supply conceptual references for the therapeutic stance we have adopted, allowing us to be more aware of what we are doing, and why. Integrating some of the concepts presented in each article, I conclude with a description of my subjective experience as group leader, as I understand it.
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Brown, Mary. "Entrepreneurial Leadership and Cultural Change in a Faith-Based Organization." International Journal of Entrepreneurship and Innovation 10, no. 2 (May 2009): 125–35. http://dx.doi.org/10.5367/000000009788161271.
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This paper considers entrepreneurial leadership in a faith-based organization, the Scottish Episcopal Church (SEC), between 1996 and 2000. It analyses the strategy of the then Primate, Richard Holloway, to attempt to broaden the Church's membership base through a cultural change initiative. The initiative was designed to question and challenge existing cultural norms and attract new members who might not share them. Although Jungian type theory is usually applied to understanding individual differences, this paper employs type theory innovatively to describe and analyse the SEC's essentially pluralist culture at the time. It appears that a predominantly traditionalist approach was leavened with a more liberal and mystical strain. Holloway set out to define a new cultural vision embracing diversity and to attract others to make it happen. However, he was unable to convince enough existing SEC members that he was right to seek a more heterogeneous membership whose views would better reflect his own increasingly liberal stance. Understanding how fundamental views of reality, held often unconsciously by individuals, inform and influence culture in a faith-based organization sheds new light on the experiences of entrepreneurs in a religious environment. In this case, Jungian-derived type theory may explain how Holloway's entrepreneurial approach attempted to stretch existing cultural norms, reflecting tradition and convention, too far towards a questioning and challenging approach. An entrepreneurial strategy that appeared to make sense in rational terms (and to embrace the Christian ethic of universal acceptance) was ultimately unsuccessful in changing deeply held cultural norms.
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Chaaban, Youmen, and Rania Sawalhi. "The role of agency in the development of a teacher leadership stance among student teachers during the practicum experience." Research in Post-Compulsory Education 25, no. 2 (April 2, 2020): 171–92. http://dx.doi.org/10.1080/13596748.2020.1742987.
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Carew, Anthony. "Conflict Within the ICFTU: Anti-Communism and Anti-Colonialism in the 1950s." International Review of Social History 41, no. 2 (August 1996): 147–81. http://dx.doi.org/10.1017/s0020859000113859.
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SummaryFormed as an anti-communist labour international, the International Confederation of Free Trade Unions (ICFTU) nevertheless experienced internal conflict over the appropriate approach to communism. The different perspectives of the two largest affiliates, the British TUC and the American AFL-CIO, caused disharmony and ultimately near organizational paralysis until it forced a change of leadership. Caught between these rival positions, the ICFTU secretariat's relations with the AFL-CIO were initially the most strained, but as the International extended its activity in Africa, in a bid to outflank communist organization among labour, relations with the TUC also deteriorated over the correct stance on nationalism and colonialism.
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Mitu, Simona Mariana. "INTELLECTUAL HUMILITY – A MORAL CONSTRUCT, AN INTELLECTUAL VIRTUE." SERIES VII - SOCIAL SCIENCES AND LAW 14(63), no. 1 (June 26, 2021): 9–18. http://dx.doi.org/10.31926/but.ssl.2021.14.63.1.1.
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: The present literature review brings together conceptualizations and study results obtained from extensive work that has been done on the virtue of Intellectual Humility (IH) for the pasts 9 years. While philosophers don’t settle yet to a single point of view on intellectual humility, psychologists take a pragmatic stance on the construct and evaluate possible implications IH can have on personal, social, and professional levels. The term is being extended to organizations, teams and organizational culture and studied in the intricate relationships established in the corporate culture. Studies in leadership also provide an insight of how organizations can benefit from the vision and culture a humble leader promotes.
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Stefanov, Nenad. "Producing and Cracking Kosovo Myths. The Serbian Academy of Sciences and Arts and the Emergence and Critique of a New Ethnonationalism, 1984 – 1990." Comparative Southeast European Studies 69, no. 2-3 (September 1, 2021): 335–54. http://dx.doi.org/10.1515/soeu-2021-0044.
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Abstract The author analyses how the Serbian Academy of Sciences and Arts (SANU) has gained significance for the new leadership of the League of Communists in Serbia since the mid-1980s. With its authority as a scientific institution, the SANU legitimised the political measures implemented to centralise and consolidate authoritarian rule. The new perception of the Yugoslav crisis, marked by ethnicisation and self-victimisation, used Kosovo as the focus and became the dominant stance on the war and authoritarian rule of the 1990s. However, as the author shows, a critique of these developments needs to be included in the analysis in order to adequately grasp the tense dynamics.
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Manuel E. Caingcoy and Catherine D. Libertad. "Exploring the Educational Advocacy of Graduate Students in Philippine Higher Education Institution." Technium Social Sciences Journal 6 (April 14, 2020): 18–35. http://dx.doi.org/10.47577/tssj.v6i1.331.
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Every school needs an advocate leader who can influence others to address issues, concerns, and problems that affect education, its quality, access, and the welfare of the stakeholders, especially that of the learners. This leader needs to subscribe to the redefined roles and nature of leadership. Advocacy leadership challenges educational leaders to take a progressive stance on pressing educational issues and problems. The next in line leaders need to awaken in themselves a specific advocacy and tune-in to this new trend. With this, a qualitative inquiry explored the educational advocacies of twenty graduate students involved in focus group discussions and interviews. Using the thematic network as an analytical framework, the inquiry identified 46 keywords, 51 basic themes, and 6 organizing themes. Thus, a new thematic network of educational advocacies was generated. Learners’ welfare was the most dominant educational advocacy of graduate students, while leadership and governance, professional development, culture and religion, safety and environmental protection, and community development were considered as developing and noteworthy advocacies. These educational advocacies were deemed interconnected and interdependent to each other. Also, the study comes up with relevant propositions, while it makes recommendations for further research and utilization of the new framework. The results have implications for revisiting the educational administration curriculum by mapping out the subjects that contribute to the development of educational advocacy.
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Fenech, Marianne, Linda J. Harrison, Fran Press, and Jennifer Sumsion. "Using metaphor to illuminate quality in early childhood education." Australasian Journal of Early Childhood 45, no. 2 (April 21, 2020): 197–210. http://dx.doi.org/10.1177/1836939120918482.
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This paper reports on a study in which educators from four early childhood centres used metaphor to discuss their provision of high-quality early childhood education. Qualitative mining of focus group data confirmed ‘quality’ to be complex, multi-dimensional and value-laden. Findings contribute to understandings of quality in early childhood education through four key themes: ‘quality’ as a synergetic flow; the facilitative stance and impact of leaders in the enactment of leadership; children as active contributors to quality; and the role of love. Metaphor is shown to be a valuable tool that can highlight tangible and intangible quality contributors, how these contributors link together and the contextual specificity from which quality in individual early childhood education settings emanates.