Academic literature on the topic 'Public Values -focused Transactional Leadership'

Purpose The purpose of this paper is to examine how corporate and nonprofit leaders partner on public relations for corporate social responsibility (CSR) programs. Design/methodology/approach Through semi-structured interviews across the USA, and stretching into Europe and South America, leaders (n=24) from US-based corporations top-ranked for corporate citizenship, and the nonprofit organizations with which they have developed CSR programs, shared insights and best practices. Findings Corporate and nonprofit leaders who collaborate on CSR programs spoke independently about several essential shared values, including community-focused collaboration, fiscal responsibility, and strategic alignment. How they described their CSR partnerships reflects a mutual commitment to a distributed leadership model, which involves the need to span organizational boundaries, share unique expertise across levels and roles, and sustain long-term relationships. Consistent with prior research, this study also suggests that communication leaders in both corporations and nonprofit organizations leverage transactional (process-focused) and transformational (people-focused) leadership styles, as they work to build and foster these long-term partnerships. Research limitations/implications The findings pinpoint how principles of the distributed leadership model come to life across CSR partnerships and contribute to the success of such partnerships. Corporations and their nonprofit partners must mutually focus on spanning, sharing, and sustaining as they build programs together. These shared principles exemplify a distributed leadership model and help define what CSR partnership truly means. Originality/value This study looks at CSR programs beyond just the perspective of the corporation and the public, taking into account the critical role the nonprofit organization plays as a partner in some CSR programming, and within a distributed leadership model.

The relationship between moral reasoning and leadership style has received considerable attention for decades, however this has been not fully explicated as different leadership styles elist different ethical values. What constitutes moral behaviour is conflicting and subjective. This study examines public leaders’ degree of moral judgment associated with leadership styles in a public sector organization. To test the hypothesized relationship, data were collected using questionnaire survey distributed to 550 workers out which 300 were found worthy to be used. The Defining Issues Test (DIT2) and the Multifactor leadership questionnaire (MLQ X5) were completed by leaders and subordinates respectively. The PLS path analysis of the structural model indicates significant statistical relationship between cognitive moral development (CMD) and transactional leadership style (TSL) ( β= -0.214, P< 0.012). However, we argue that cognitive moral development is amiable to the individual qualities of the leader that might necessitate the application of particular leadership style and behaviour. We also found collaboration evidence that leaders high in cognitive moral development are perceived more as transformational leaders by their subordinates. Finally, we suggest that the dichotomies between moral reasoning and leadership style are hinged more on individual leadership values and motivational beliefs.

Purpose: Leadership determines whether an organization, a nation or a group will achieve its goals and also satisfy the followers’ needs. This study focused on leadership change management and its influence on employee performance in the parliamentary service commission in Nairobi-Kenya.Methodology: The design of the study was descriptive and stratified sampling methodology was used. The results of this study revealed that a majority of the respondents agreed that ethical leadership practised in the organization increased their focused on employee involvement in strategy formulation and this increased their trust in the organization.Results: The results further showed that majority of departmental heads in the parliamentary service commission practiced participative and a combination of transactional and transformational styles of leadership. Majority of the respondents indicated that most of the leaders practice effective leadership. The study respondents revealed that effective leaders are guided by a leadership philosophy. They also stated that valued-based leadership practice is at the core of effective leadership.Unique contribution to the theory, practice and policy: Based on the results of these findings, the researcher proposed a value-based leadership model and several values that effective leaders ought to possess have been suggested. The conclusion made as a result of this study is that effective leadership is both task and people-oriented.

Understanding what leadership styles of corporate American leaders display integrity and trust is essential to organizational stakeholders, stockholders, the American public, and the business world. The study focused on why some corporate American leadership lacked integrity and trust from 2000-to 2012 which resulted in organizational failures. A quantitative research was developed from the theoretical framework of leadership styles and their respective associations with integrity and trust, organizational performance, and the impact of leadership behaviors on employees and the public. A correlational design was employed using transformational, transactional, and laissez-faire validated leadership frameworks and their respective subscales. The study examined the relationships between leadership styles of corporate American leaders, integrity, and trust. Participants in the eastern United States completed the internet administered survey questionnaire and Spearman’s Rho Correlation Coefficient. Analyses of data revealed statistical significance of both positive and negative relationships between different leadership styles, integrity, and trust as hypothesized from the two researched questions. Recommendations are made from the various themes of resulted from the relationship in leadership styles that positively correlate with integrity and trust. One such recommendation from the study results and findings showed transformational leadership style most positively correlated with integrity and confidence as the preferred leadership style of corporate American employees.

Early researchers concluded that leaders exhibit certain qualities not found among the common man (Bass, 1990; Burns, 1978; Hernez-Broome & Hughes, 2004; Moser & vander Nat, 2003; Northouse, 2010; and Stodgill, 1948). As researchers started looking at these phenomena, they realized that leadership is an evolving process that changes from paradigm-to-paradigm; shifting as environmental values change within society (Bass, 1990). The significant growth of the casino-gaming industry over the past two decades necessitates management understanding of how leading in the 21st century could affect operational productivity and organizational performance. The purpose of this research study was to investigate and analyze employee perceptions about managerial leadership styles in the Las Vegas casino-gaming industry. This study focused on the leadership styles in the Full Range Leadership Model (FRLM) and the relationship between employee perceptions and revenue growth. Participants completed the Multifactor Leadership Questionnaire Form 5X (MLQ) to communicate their perceptions about managerial leadership styles. The study discovered that employees in Las Vegas casino-gaming operations perceived their managers as following the contingent rewards transactional leadership style and that revenue growth was not a determining factor in their perceptions.

Abstract Systems diagrams allow one to model the way in which complex systems work. They support thinking through the way in which the factors within a system interact and feedback upon themselves. Leadership, followers’ engagement and performance are depicted via Systems diagram approach. Current survey examines leadership behaviour toward followers, i.e. transformational and transactional styles. Full Range Leadership Model is employed to explore leader behavior with respect to Contingency reward. Objective of the paper is to examine Contingency reward within a framework of two surveys. The first one is conducted in 2017 in leading manufacturers in the light industry located in Northeastern Bulgaria. The second study was conducted in 2015 in public administrations located in the North central and Northeastern region in Bulgaria. Respondents in both are first line managers. Average values and validity analysis are performed. As a result, Contingency reward is consistent with transformational leadership.

PurposeApplications for tracking and managing classroom behavior have become increasingly commonplace, thus making it possible to incorporate nonacademic data into collaborative problem-solving and school improvement. Whether or how these platforms might support such aims, however, is not known. Accordingly, this study explores practices involving these applications, focusing especially on problem-solving among educators and with students' families.Design/methodology/approachThis comparative case study took place in three schools. In total, 34 semistructured interviews were conducted with teachers and school leaders. Analysis included qualitative coding as well as the development of within- and cross-case summaries.FindingsSchools varied greatly when it came to using behavior management platforms as a part of problem-solving. At a basic level, it was not uncommon for educators to use behavioral data for classroom troubleshooting or check-ins with students and transactional communications with families. However, only two schools attempted to use behavioral data for more systemic, “big picture” problem-solving, such as to make discipline policies more equitable or to improve teacher practices. The richness of collaboration with families seemed especially shaped by how and how frequently data were shared (e.g. automated notifications and paper printouts).Originality/valueEmpirical research about behavior management applications has been limited and focused only at the classroom level. The present study contributes new knowledge about the school-level implications of these platforms, while also expanding conversations about how behavioral data may be incorporated into data-informed problem-solving. Implications for leadership and theory are also discussed.

In this article, we explore the psychological process through which Vietnamese family caregivers adjust to their role as primary caregivers for their relatives with dementia. The study adopted a constructivist grounded theory approach to collect data with 30 face-to-face, semi-structured interviews with 20 self-identified primary caregivers of older adults with dementia in Vietnam. The core adjustment process, consisting of four stages ( Experience, Acknowledgment, Experiment, and Acceptance [ EAEA]), to caregiving role emerged from the data. The EAEA process highlights the importance of self-perception, self-perception focused strategies, and acceptance of caregivers and suggests an adjustment process to their “becoming self” in caregiving. The EAEA process was reflected in the transactional relationship with caregiver personal factors (demographic and relational characteristics with care recipients, personal beliefs in and commitments to caregiving, and personal history of caregiving and coping with past adversity) and structural factors (cultural values and norms, social support, and social pressure).

PurposeThe purpose and approaches of this article differ from those of prior research in several ways. First, while existing leadership meta-analytic research has focused on the relationship between specific types of leadership and organizational correlates, this study is a comprehensive and systematic meta-study of overall leadership types and organizational effectiveness. Second, while most of the aforementioned previous leadership meta-analysis studies target various countries and organizations, this study focuses on the leadership of the police, especially the South Korean police, and organizational effectiveness. In particular, this study is necessary because leadership meta-analysis studies of police organizations are rare. Third, this study can contribute to the accumulation of leadership knowledge in the context of contingency theory. According to contingency theory, no form of leadership is effective in all situations. Both the environment and organizational factors of leadership have a significant impact on the effectiveness of leadership. In this regard, it is very meaningful to meta-analyze the studies on leadership and organizational effectiveness of the Korean police and interpret the results in conjunction with the Korean national context and the characteristics of the police.Design/methodology/approachIn this study, the authors conduct a meta-analysis of the studies on the leadership and organizational effectiveness of the South Korean police. To select the literature for the meta-analysis, the authors used the Preferred Items for Systematic Views and Meta-analysis procedure. First, 254 papers were searched, of which 133 were published in academic journals and 121 were dissertations. Second, 84 studies were selected, excluding 135 double-discovered studies, 30 studies unrelated to police leadership and 5 undisclosed studies. Finally, the authors checked the abstract and content of the literature. The authors evaluated the quality of the 36 studies that were selected through the above process. The authors estimate the sample size–weighted mean correlation by reflecting the sample size of each study in the converted Fisher's z-value. The final result is presented by reverting to the correlation coefficient for convenience of interpretation. Through this meta-analytic process, the authors estimated the mean effect size of whole leadership on the organizational effectiveness of the Korean police by integrating the effect size of each study.FindingsThe findings of this study have the following theoretical and practical implications. First, the results of this study indicate that the above trends in international leadership research have been applied to the Korean police as well and that the above trends in international leadership research have been applied equally to research into the South Korean police. The authors argue that more servant leadership studies are needed on the South Korean police. Second, the results of this study demonstrate that leadership is strongly correlated with organizational effectiveness among the South Korean police as well. Leadership is also found to be significantly positively related to attitude, behavior and satisfaction among the South Korean police. These results suggest that the leadership of police managers is very important for effective organizational management and improved police performance. Third, the results indicate significant differences in the effect sizes of each type of leadership. The largest effect size is the empowering leadership (EML), almost double the smallest effect size, authentic leadership. The results of the current study also indicate that transactional leadership (TSL) has a strong correlation with organizational effectiveness. Advanced research shows a significantly smaller effect than the magnitude of the effect size in this study. The authors examine the powerful effect of EML among the South Korean police from the perspective of organizational culture and the characteristics of the South Korean police. Influenced by social culture, the South Korean police also have hierarchical characteristics and a rigid organizational culture. In addition, although the police have strong discretion due to the nature of policing, individual police officers often have to take responsibility for the consequences of police discretion.Research limitations/implicationsThe most significant limitation of the current study is the lack of research using meta-analysis. The meta-analysis of the study was conducted on the police leadership and organizational effectiveness of one country, Korea. This is both a strong and weak point of the study. The lack of effect size on other leadership styles except transformational leadership and TSL can make it difficult to generalize the study results. There are only four samples of effect size, so careful interpretation is needed. This is also the inherent limitation of meta-analysis. After sufficient research is accumulated, it is necessary to re-estimate the effect size in future studies. In this study, the authors found differences in the effect sizes on organizational effectiveness by leadership types among the South Korean police, but more research is needed to determine the cause of the difference. In addition, this meta-analysis has a very high level of heterogeneity. This implies the possibility of various moderators, but the current study does not consider moderators. The authors recommend a continuous study on moderators that play a role in the relationship between police leadership and leadership outcomes.Practical implicationsIn this study, the authors found differences in the effect sizes on organizational effectiveness by leadership types among the South Korean police, but more research is needed to determine the cause of the difference. In addition, this meta-analysis has a very high level of heterogeneity. This implies the possibility of various moderators, but the current study does not consider moderators. The authors recommend a continuous study on moderators that play a role in the relationship between police leadership and leadership outcomes.Social implicationsThe authors’ empirical evidence once again supports the claim of leadership contingency theory that leadership is the result of the interaction of factors such as followers, leaders and organizational environments. It is difficult to conclude that the most effective leadership style among the South Korean police is EML. However, the authors’ findings can raise reasonable questions about generalized leadership effects and serve as evidence that the effects of leadership can vary across national and organizational contexts. Nevertheless, the authors can ask reasonable questions about the existence of generalized leadership effects. Furthermore, the authors’ findings can serve as evidence that the effectiveness of leadership can vary depending on cultural and organizational contexts.Originality/valueNumerous studies have been conducted on leadership and organizational effectiveness. However, meta-analysis studies on the relationship between leadership and organizational effectiveness focusing on certain national police forces have been limited. In this regard, the current study conducted a meta-analysis on the correlation between leadership and organizational effectiveness for South Korean police. While existing leadership meta-analytic research has focused on the relationship between specific types of leadership and organizational correlates, this study is a comprehensive and systematic meta-study of overall leadership types and organizational effectiveness. While most of the aforementioned previous leadership meta-analysis studies target various countries and organizations, this study focuses on the leadership of the police, especially the South Korean police, and organizational effectiveness. Previous research studies on the leadership of the Korean police have not properly considered national and cultural contexts. Most of them have the same limitations, that is, they applied each leadership theories that were developed in foreign countries (especially transformative leadership and transactional leadership) to the Korean police to explain whether each leadership type has a significant relationship with organizational effectiveness. The meta-analysis of this study can contribute to existing literature by overcoming this limitation. In addition, if the authors’ results match the cultural and historical characteristics of Korean police, they can provide evidence of the potential for effective police leadership in each country. The authors can also argue that meta-analysis of police leadership in other countries is necessary.

Purpose The purpose of this paper is to examine the prevalence of purposeful and ethical leadership in a UK county police force – referred to by the pseudonym PoliceOrg. The paper also evaluates the extent to which officers feel their values fit with those of the organisation, and the outcomes achieved by purposeful and ethical leaders. Design/methodology/approach A questionnaire survey, interviews and focus groups were conducted at PoliceOrg. The findings are compared with those from a public sector case study and with a representative sample of the UK working population. Findings Purposeful leaders at PoliceOrg have a positive impact on important outcomes for their direct reports and provide a sense of direction and guidance to those who do not feel a strong fit between their values and those of their organisation. Research limitations/implications The study focuses on a new construct (purposeful leadership) that has not previously been explored in the academic literature. Consequently, the findings cannot be directly compared with those of other studies. The survey focused on the views of police sergeants and constables, and only one police force participated as a case study; hence, the generalisability of the findings is limited. Practical implications Police organisations should nurture and sustain workplace environments where leaders can translate their personal moral code and ethical values into their role behaviours to address the policing challenges of the future. Originality/value This study elucidates the concept of purposeful leadership in the context of a police force.

Advance care planning (ACP) in New Zealand has grown as a people’s movement resourced by passionate individuals across the country. This people’s movement is a whole of systems approach led by the national ACP Cooperative. The approach has provided a permissive platform for the national evolution of ACP and has allowed ACP to quickly gain momentum. It has facilitated the collaboration of multiple interest groups with consumers at the centre and has provided an environment for innovation. The ACP Cooperative used a deployment model to drive the work. The model insured that the movement focused on engaging healthcare leadership and the community, educating clinicians, and the public, whilst keeping the patient and their family/whānau values at the centre of the process. The Cooperative is acutely aware that providing patient value-based care for people as they approach the end of their lives sets the precedent for how all healthcare could be delivered.

The second edition of the Oxford Handbook of Adult Nursing addresses the philosophy, principles, and practice of general adult nursing, and the ways in which general adult nurses relate to people, engage critically with professional knowledge, and organize appropriate nursing care and interventions. The content provides information to help general nurses to draw on their personal and professional values, knowledge, and experience when making general practice decisions and organizing care. The handbook is designed to be a broad reference source, focused on the types of conditions that general adult nurses are most likely to come across in their everyday work, whether this is in hospital, hospice, or community locations. The handbook is arranged in four sections, each of which presents key facts related to professional nursing values, communication and interpersonal skills, nursing practice and decision-making, and leadership, management, and teamwork. Details of clinical procedures are not included, as these are expertly addressed in the Oxford Handbook of Clinical Skills in Adult Nursing. Part 1—Professional nursing values (Chapters 1–4)—outlines the values and statutory responsibilities underpinning all nursing practice, decision-making, and patient care. Part 2—Communication and interpersonal skills (Chapters 5–11)—discusses key features of empathetic communication in different nursing contexts. Part 3—Nursing practice and decision-making (Chapters 12–26)—provides key facts about health conditions in different body systems, along with potential investigations and treatment approaches. These chapters also highlight related nursing considerations, to stimulate and support thinking and decision-making in practice. Part 4—Nursing leadership, teamwork, and collectives (Chapters 27–31)—focuses on leadership, management, and teamwork, and the way nurses interact with each other, patients, and the public. Each chapter also lists useful sources of further information. The majority of these are online resources, in recognition of the way most people use information and communication technology in everyday nursing practice, education, and research. Other texts in the Oxford nursing handbook series provide a wide range of specialist texts to cover the detail of more specialized aspects of nursing practice, and reference to these are included throughout the text.

AbstractScience in Transition, which started in 2013, is a small-scale Dutch initiative that presented a systems approach, comprised of analyses and suggested actions, based on experience in academia. It was built on writings by early science watchers and most recent theoretical developments in philosophy, history and sociology of science and STS on the practice and politics of science. This chapter will include my personal experiences as one of the four Dutch founders of Science in Transition. I will discuss the message and the various forms of reception over the past 6 years by the different actors in the field, including administrators in university, academic societies and Ministries of Higher Education, Economic Affairs and Public Health but also from leadership in the private sector. I will report on my personal experience of how these myths and ideologies play out in the daily practice of 40 years of biomedical research in policy and decision making in lab meetings, at departments, at grant review committees of funders and in the Board rooms and the rooms of Deans, Vice Chancellors and Rectors.It has in the previous chapters become clear that the ideology and ideals that we are brought up with are not valid, are not practiced despite that even in 2020 they are still somehow ‘believed’ by most scientists and even by many science watchers, journalists and used in political correct rhetoric and policy making by science’s leadership. In that way these ideologies and beliefs mostly implicitly but sometimes even explicitly determine debates regarding the internal policy of science and science policy in the public arena. These include all time classic themes like the uniqueness of science compared to any other societal activity; ethical superiority of science and scientists based on Mertonian norms; the vocational disinterested search for truth, autonomy; values and moral (political) neutrality, dominance of internal epistemic values and unpredictability regards impact. These ideas have influenced debates about the ideal and hegemony of natural science, the hierarchy of basic over applied science; theoretical over technological research and at a higher level in academic institutions and at the funders the widely held supremacy of STEM over SSH. This has directly determined the attitudes of scientists in the interaction with peers within the field, but also shaped the politics of science within science but also with policy makers and stakeholders from the public and private sector and with interactions with popular media.Science it was concluded was suboptimal because of growing problems with the quality and reproducibility of its published products due to failing quality control at several levels. Because of too little interactions with society during the phases of agenda setting and the actual process of knowledge production, its societal impact was limited which also relates to the lack of inclusiveness, multidisciplinarity and diversity in academia. Production of robust and significant results aiming at real world problems are mainly secondary to academic output relevant for an internally driven incentive and reward system steering for academic career advancement at the individual level. Similarly, at the higher organizational and national level this reward system is skewed to types of output and impact focused on positions on international ranking lists. This incentive and reward system, with flawed use of metrics, drives a hyper-competitive social system in academia which results in a widely felt lack of alignment and little shared value in the academic community. Empirical data, most of it from within science and academia, showing these problems in different academic disciplines, countries and continents are published on virtually a weekly basis since 2014. These critiques focus on the practices of scholarly publishing including Open Access and open data, the adverse effects of the incentive and reward system, in particular its flawed use of metrics. Images, ideologies and politics of science were exposed that insulate academia and science from society and its stakeholders, which distort the research agenda and subsequentially its societal and economic impact.

This chapter explores the influence of the Red Cross Nursing Service in Florida after World War I when the American Red Cross focused on public health nursing. Central leadership from its Washington, DC headquarters directed policies and values that guided Red Cross nurses into the southernmost state. The policies and the nurses themselves illuminated the connections between the Red Cross, race, class, and a population in dire need of healthcare. Becuase the Red Cross was to some extentcolorblind with its policies and nurse recruitment, it paved the way for black public health nurses to forge new paths. From local Red Cross chapters, the white and few black nurses began to establish links with the communities. The Home Hygiene and Care of the Sick classes offered a particularly important means to serve all, regardless of race. The aftermath of Florida’s 1928 hurricane highlighted the more racially open policy towards the employment of African American nurses. Rosa Brown demonstrated the need for public health nurses to improve health in the neglected rural areas of Palm Beach County.

Attention to safety and health are of ever-increasing priority to industrial organizations. Good Safety is demanded by stockholders, employees, and the community while increasing injury costs provide additional motivation for safety and health excellence. Safety has always been a strong corporate value of DuPont and a vital part of its culture. As a result, DuPont has become a benchmark in safety and health performance. Since 1990, DuPont has re-engineered itself to meet global competition and address future vision. In the new re-engineered organizational structures, DuPont has also had to re-engineer its safety management systems. A special Discovery Team was chartered by DuPont senior management to determine the “best practices’ for safety and health being used in DuPont best-performing sites. A summary of the findings is presented, and five of the practices are discussed. Excellence in safety and health management is more important today than ever. Public awareness, federal and state regulations, and enlightened management have resulted in a widespread conviction that all employees have the right to work in an environment that will not adversely affect their safety and health. In DuPont, we believe that excellence in safety and health is necessary to achieve global competitiveness, maintain employee loyalty, and be an accepted member of the communities in which we make, handle, use, and transport products. Safety can also be the “catalyst” to achieving excellence in other important business parameters. The organizational and communication skills developed by management, individuals, and teams in safety can be directly applied to other company initiatives. As we look into the 21st Century, we must also recognize that new organizational structures (flatter with empowered teams) will require new safety management techniques and systems in order to maintain continuous improvement in safety performance. Injury costs, which have risen dramatically in the past twenty years, provide another incentive for safety and health excellence. Shown in the Figure 1, injury costs have increased even after correcting for inflation. Many companies have found these costs to be an “invisible drain” on earnings and profitability. In some organizations, significant initiatives have been launched to better manage the workers’ compensation systems. We have found that the ultimate solution is to prevent injuries and incidents before they occur. A globally-respected company, DuPont is regarded as a well-managed, extremely ethical firm that is the benchmark in industrial safety performance. Like many other companies, DuPont has re-engineered itself and downsized its operations since 1985. Through these changes, we have maintained dedication to our principles and developed new techniques to manage in these organizational environments. As a diversified company, our operations involve chemical process facilities, production line operations, field activities, and sales and distribution of materials. Our customer base is almost entirely industrial and yet we still maintain a high level of consumer awareness and positive perception. The DuPont concern for safety dates back to the early 1800s and the first days of the company. In 1802 E.I. DuPont, a Frenchman, began manufacturing quality grade explosives to fill America’s growing need to build roads, clear fields, increase mining output, and protect its recently won independence. Because explosives production is such a hazardous industry, DuPont recognized and accepted the need for an effective safety effort. The building walls of the first powder mill near Wilmington, Delaware, were built three stones thick on three sides. The back remained open to the Brandywine River to direct any explosive forces away from other buildings and employees. To set the safety example, DuPont also built his home and the homes of his managers next to the powder yard. An effective safety program was a necessity. It represented the first defense against instant corporate liquidation. Safety needs more than a well-designed plant, however. In 1811, work rules were posted in the mill to guide employee work habits. Though not nearly as sophisticated as the safety standards of today, they did introduce an important basic concept — that safety must be a line management responsibility. Later, DuPont introduced an employee health program and hired a company doctor. An early step taken in 1912 was the keeping of safety statistics, approximately 60 years before the federal requirement to do so. We had a visible measure of our safety performance and were determined that we were going to improve it. When the nation entered World War I, the DuPont Company supplied 40 percent of the explosives used by the Allied Forces, more than 1.5 billion pounds. To accomplish this task, over 30,000 new employees were hired and trained to build and operate many plants. Among these facilities was the largest smokeless powder plant the world had ever seen. The new plant was producing granulated powder in a record 116 days after ground breaking. The trends on the safety performance chart reflect the problems that a large new work force can pose until the employees fully accept the company’s safety philosophy. The first arrow reflects the World War I scale-up, and the second arrow represents rapid diversification into new businesses during the 1920s. These instances of significant deterioration in safety performance reinforced DuPont’s commitment to reduce the unsafe acts that were causing 96 percent of our injuries. Only 4 percent of injuries result from unsafe conditions or equipment — the remainder result from the unsafe acts of people. This is an important concept if we are to focus our attention on reducing injuries and incidents within the work environment. World War II brought on a similar set of demands. The story was similar to World War I but the numbers were even more astonishing: one billion dollars in capital expenditures, 54 new plants, 75,000 additional employees, and 4.5 billion pounds of explosives produced — 20 percent of the volume used by the Allied Forces. Yet, the performance during the war years showed no significant deviation from the pre-war years. In 1941, the DuPont Company was 10 times safer than all industry and 9 times safer than the Chemical Industry. Management and the line organization were finally working as they should to control the real causes of injuries. Today, DuPont is about 50 times safer than US industrial safety performance averages. Comparing performance to other industries, it is interesting to note that seemingly “hazard-free” industries seem to have extraordinarily high injury rates. This is because, as DuPont has found out, performance is a function of injury prevention and safety management systems, not hazard exposure. Our success in safety results from a sound safety management philosophy. Each of the 125 DuPont facilities is responsible for its own safety program, progress, and performance. However, management at each of these facilities approaches safety from the same fundamental and sound philosophy. This philosophy can be expressed in eleven straightforward principles. The first principle is that all injuries can be prevented. That statement may seem a bit optimistic. In fact, we believe that this is a realistic goal and not just a theoretical objective. Our safety performance proves that the objective is achievable. We have plants with over 2,000 employees that have operated for over 10 years without a lost time injury. As injuries and incidents are investigated, we can always identify actions that could have prevented that incident. If we manage safety in a proactive — rather than reactive — manner, we will eliminate injuries by reducing the acts and conditions that cause them. The second principle is that management, which includes all levels through first-line supervisors, is responsible and accountable for preventing injuries. Only when senior management exerts sustained and consistent leadership in establishing safety goals, demanding accountability for safety performance and providing the necessary resources, can a safety program be effective in an industrial environment. The third principle states that, while recognizing management responsibility, it takes the combined energy of the entire organization to reach sustained, continuous improvement in safety and health performance. Creating an environment in which employees feel ownership for the safety effort and make significant contributions is an essential task for management, and one that needs deliberate and ongoing attention. The fourth principle is a corollary to the first principle that all injuries are preventable. It holds that all operating exposures that may result in injuries or illnesses can be controlled. No matter what the exposure, an effective safeguard can be provided. It is preferable, of course, to eliminate sources of danger, but when this is not reasonable or practical, supervision must specify measures such as special training, safety devices, and protective clothing. Our fifth safety principle states that safety is a condition of employment. Conscientious assumption of safety responsibility is required from all employees from their first day on the job. Each employee must be convinced that he or she has a responsibility for working safely. The sixth safety principle: Employees must be trained to work safely. We have found that an awareness for safety does not come naturally and that people have to be trained to work safely. With effective training programs to teach, motivate, and sustain safety knowledge, all injuries and illnesses can be eliminated. Our seventh principle holds that management must audit performance on the workplace to assess safety program success. Comprehensive inspections of both facilities and programs not only confirm their effectiveness in achieving the desired performance, but also detect specific problems and help to identify weaknesses in the safety effort. The Company’s eighth principle states that all deficiencies must be corrected promptly. Without prompt action, risk of injuries will increase and, even more important, the credibility of management’s safety efforts will suffer. Our ninth principle is a statement that off-the-job safety is an important part of the overall safety effort. We do not expect nor want employees to “turn safety on” as they come to work and “turn it off” when they go home. The company safety culture truly becomes of the individual employee’s way of thinking. The tenth principle recognizes that it’s good business to prevent injuries. Injuries cost money. However, hidden or indirect costs usually exceed the direct cost. Our last principle is the most important. Safety must be integrated as core business and personal value. There are two reasons for this. First, we’ve learned from almost 200 years of experience that 96 percent of safety incidents are directly caused by the action of people, not by faulty equipment or inadequate safety standards. But conversely, it is our people who provide the solutions to our safety problems. They are the one essential ingredient in the recipe for a safe workplace. Intelligent, trained, and motivated employees are any company’s greatest resource. Our success in safety depends upon the men and women in our plants following procedures, participating actively in training, and identifying and alerting each other and management to potential hazards. By demonstrating a real concern for each employee, management helps establish a mutual respect, and the foundation is laid for a solid safety program. This, of course, is also the foundation for good employee relations. An important lesson learned in DuPont is that the majority of injuries are caused by unsafe acts and at-risk behaviors rather than unsafe equipment or conditions. In fact, in several DuPont studies it was estimated that 96 percent of injuries are caused by unsafe acts. This was particularly revealing when considering safety audits — if audits were only focused on conditions, at best we could only prevent four percent of our injuries. By establishing management systems for safety auditing that focus on people, including audit training, techniques, and plans, all incidents are preventable. Of course, employee contribution and involvement in auditing leads to sustainability through stakeholdership in the system. Management safety audits help to make manage the “behavioral balance.” Every job and task performed at a site can do be done at-risk or safely. The essence of a good safety system ensures that safe behavior is the accepted norm amongst employees, and that it is the expected and respected way of doing things. Shifting employees norms contributes mightily to changing culture. The management safety audit provides a way to quantify these norms. DuPont safety performance has continued to improve since we began keeping records in 1911 until about 1990. In the 1990–1994 time frame, performance deteriorated as shown in the chart that follows: This increase in injuries caused great concern to senior DuPont management as well as employees. It occurred while the corporation was undergoing changes in organization. In order to sustain our technological, competitive, and business leadership positions, DuPont began re-engineering itself beginning in about 1990. New streamlined organizational structures and collaborative work processes eliminated many positions and levels of management and supervision. The total employment of the company was reduced about 25 percent during these four years. In our traditional hierarchical organization structures, every level of supervision and management knew exactly what they were expected to do with safety, and all had important roles. As many of these levels were eliminated, new systems needed to be identified for these new organizations. In early 1995, Edgar S. Woolard, DuPont Chairman, chartered a Corporate Discovery Team to look for processes that will put DuPont on a consistent path toward a goal of zero injuries and occupational illnesses. The cross-functional team used a mode of “discovery through learning” from as many DuPont employees and sites around the world. The Discovery Team fostered the rapid sharing and leveraging of “best practices” and innovative approaches being pursued at DuPont’s plants, field sites, laboratories, and office locations. In short, the team examined the company’s current state, described the future state, identified barriers between the two, and recommended key ways to overcome these barriers. After reporting back to executive management in April, 1995, the Discovery Team was realigned to help organizations implement their recommendations. The Discovery Team reconfirmed key values in DuPont — in short, that all injuries, incidents, and occupational illnesses are preventable and that safety is a source of competitive advantage. As such, the steps taken to improve safety performance also improve overall competitiveness. Senior management made this belief clear: “We will strengthen our business by making safety excellence an integral part of all business activities.” One of the key findings of the Discovery Team was the identification of the best practices used within the company, which are listed below: ▪ Felt Leadership – Management Commitment ▪ Business Integration ▪ Responsibility and Accountability ▪ Individual/Team Involvement and Influence ▪ Contractor Safety ▪ Metrics and Measurements ▪ Communications ▪ Rewards and Recognition ▪ Caring Interdependent Culture; Team-Based Work Process and Systems ▪ Performance Standards and Operating Discipline ▪ Training/Capability ▪ Technology ▪ Safety and Health Resources ▪ Management and Team Audits ▪ Deviation Investigation ▪ Risk Management and Emergency Response ▪ Process Safety ▪ Off-the-Job Safety and Health Education Attention to each of these best practices is essential to achieve sustained improvements in safety and health. The Discovery Implementation in conjunction with DuPont Safety and Environmental Management Services has developed a Safety Self-Assessment around these systems. In this presentation, we will discuss a few of these practices and learn what they mean. Paper published with permission.

A mature teacher who continuously seeks improvement should be recognised as a professional who has autonomy in conducting their job and has the autonomy to engage in a professional community of practice (Hyslop-Margison and Sears, 2010). In other words, teachers’ engagement in professional development activities should be driven by their own determination rather than extrinsic sources of motivation. In this context, teachers’ self-determination can be defined as a feeling of connectedness with their own aspirations or personal values, confidence in their ability to master new skills, and a sense of autonomy in planning their own professional development path (Stupnisky et al., 2018; Eyal and Roth, 2011; Ryan and Deci, 2000). Previous studies have shown the advantages of providing teachers with autonomy to determine personal and professional improvement. Bergmark (2020) found that giving teachers the opportunity to identify areas of improvement based on teaching experience expanded the ways they think and understand themselves as teachers and how they can improve their teaching. Teachers who plan their own improvement showed a higher level of curiosity in learning and trying out new things. Bergmark (2020) also shows that a continuous cycle of reflection and teaching improvement allows teachers to recognise that the perfect lesson does not exist. Hence, continuous reflection and improvement are needed to shape the lesson to meet various classroom contexts. Moreover, Cheon et al. (2018) found that increased teacher autonomy led to greater teaching efficacy and a greater tendency to adopt intrinsic (relative to extrinsic) instructional goals. In developed countries, teacher autonomy is present and has become part of teachers’ professional life and schools’ development plans. In Finland, for example, the government is responsible for providing resources and services that schools request, while school development and teachers’ professional learning are integrated into a day-to-day “experiment” performed collaboratively by teachers and principals (Niemi, 2015). This kind of experience gives teachers a sense of mastery and boosts their determination to continuously learn (Ryan and Deci, 2000). In low-performing countries, distributing autonomy of education quality improvement to schools and teachers negatively correlates with the countries’ education outcomes (Hanushek et al., 2011). This study also suggests that education outcome accountability and teacher capacity are necessary to ensure the provision of autonomy to improve education quality. However, to have teachers who can meet dynamic educational challenges through continuous learning, de Klerk & Barnett (2020) suggest that developing countries include programmes that could nurture teachers’ agency to learn in addition to the regular content and pedagogical-focused teacher training materials. Giving autonomy to teachers can be challenging in an environment where accountability or performance is measured by narrow considerations (teacher exam score, administrative completion, etc.). As is the case in Jakarta, the capital city of Indonesia, teachers tend to attend training to meet performance evaluation administrative criteria rather than to address specific professional development needs (Dymoke and Harrison, 2006). Generally, the focus of the training relies on what the government believes will benefit their teaching workforce. Teacher professional development (TPD) is merely an assignment for Jakarta teachers. Most teachers attend the training only to obtain attendance certificates that can be credited towards their additional performance allowance. Consequently, those teachers will only reproduce teaching practices that they have experienced or observed from their seniors. As in other similar professional development systems, improvement in teaching quality at schools is less likely to happen (Hargreaves, 2000). Most of the trainings were led by external experts or academics who did not interact with teachers on a day-to-day basis. This approach to professional development represents a top-down mechanism where teacher training was designed independently from teaching context and therefore appears to be overly abstract, unpractical, and not useful for teachers (Timperley, 2011). Moreover, the lack of relevancy between teacher training and teaching practice leads to teachers’ low ownership of the professional development process (Bergmark, 2020). More broadly, in the Jakarta education system, especially the public school system, autonomy was never given to schools and teachers prior to establishing the new TPD system in 2021. The system employed a top-down relationship between the local education agency, teacher training centres, principals, and teachers. Professional development plans were usually motivated by a low teacher competency score or budgeted teacher professional development programme. Guided by the scores, the training centres organised training that could address knowledge areas that most of Jakarta's teachers lack. In many cases, to fulfil the quota as planned in the budget, the local education agency and the training centres would instruct principals to assign two teachers to certain training without knowing their needs. Realizing that the system was not functioning, Jakarta’s local education agency decided to create a reform that gives more autonomy toward schools and teachers in determining teacher professional development plan. The new system has been piloted since November 2021. To maintain the balance between administrative evaluation and addressing professional development needs, the new initiative highlights the key role played by head teachers or principals. This is based on assumption that principals who have the opportunity to observe teaching practice closely could help teachers reflect and develop their professionalism. (Dymoke and Harrison, 2006). As explained by the professional development case in Finland, leadership and collegial collaboration are also critical to shaping a school culture that could support the development of professional autonomy. The collective energies among teachers and the principal will also direct the teacher toward improving teaching, learning, and caring for students and parents (Hyslop-Margison and Sears, 2010; Hargreaves, 2000). Thus, the new TPD system in Jakarta adopts the feature of collegial collaboration. This is considered as imperative in Jakarta where teachers used to be controlled and join a professional development activity due to external forces. Learning autonomy did not exist within themselves. Hence, teachers need a leader who can turn the "professional development regulation" into a culture at schools. The process will shape teachers to do professional development quite autonomously (Deci et al., 2001). In this case, a controlling leadership style will hinder teachers’ autonomous motivation. Instead, principals should articulate a clear vision, consider teachers' individual needs and aspirations, inspire, and support professional development activities (Eyal and Roth, 2011). This can also be called creating a professional culture at schools (Fullan, 1996). In this Note, we aim to understand how the schools and teachers respond to the new teacher professional development system. We compare experience and motivation of different characteristics of teachers.