Gotowe bibliografie tematyczne / Leadership role

Gotowa bibliografia na temat „Leadership role”

Autor: Grafiati

Data publikacji: 4 czerwca 2021

Data aktualizacji: 31 stycznia 2023

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Artykuły w czasopismach na temat "Leadership role"

Nasseef, Mohammed. "The Role of Administrative Leadership in Supporting Culture of Quality and Excellence Based on Kaqa Excellence Model: An Implementation Study". Journal of Business and Management Studies 4, nr 1 (30.01.2022): 91–106. http://dx.doi.org/10.32996/jbms.2022.4.1.12.

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Based on the King Abdullah Quality Award (KAQA) excellence model, this study seeks to understand management leadership's role in supporting quality and excellence. The study applied in Saudi Electricity Company, estimated to have (33957) employees in all Saudi Arabian branches (KSA). The current study used a constructed questionnaire with 32 items spanning six dimensions. The first dimension assesses management leadership's role in determining the company's strategic direction, while the second assesses management leadership’s role in monitoring the management system and institutional performance. On the other hand, the third dimension is about the enhancement of the relationship with all in concern. The fourth dimension aims to assess management leadership's role in promoting a company culture of quality, excellence, and innovation. The fifth dimension is the measurement of a management leadership role in implementing governance and social responsibility. The last dimension is the measurement of a management leadership role in managing changes, risks, and crises. The current study found statistically significant differences between participants in an administrative leadership role in monitoring, reviewing management system, and institutional performance. Thus, the organization should evaluate administrative leadership's role in management. Administrative leadership also fosters quality, excellence, and creativity. This demonstrates the need for leadership to review, develop, and improve the company's strategic direction.

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Prasad, Kalpana. "Maintaining Leadership Role". Psychiatric News 38, nr 23 (5.12.2003): 56. http://dx.doi.org/10.1176/pn.38.23.0056.

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Alharafsheh, Malek, Ahmad Albloush, Rami Hanandeh, Medhat Alsafadi i Ayed Ahmad Khwlldh. "Impact of intelligence leadership on organizational excellence: Mediating role of organizational culture". Problems and Perspectives in Management 20, nr 3 (19.09.2022): 362–73. http://dx.doi.org/10.21511/ppm.20(3).2022.29.

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The absence of intelligence leadership may lead to a failure to motivate employees within universities, which leads to adverse effects on organizational excellence, primarily if the prevailing organizational culture does not support the processes of development and success. Thus, organizational culture is expected to play an essential role in enhancing the leadership’s ability to use its intelligence to achieve organizational excellence. Accordingly, the study aims to identify the mediating role of organizational culture in the impact of leadership intelligence on achieving organizational excellence in Jordanian universities. Qualitative data were collected and quantitatively analyzed. A questionnaire was designed using a leadership intelligence scale and distributed to a sample of 371 faculty members in 33 Jordanian universities. The sample size was chosen according to the statistical tables, and this sample is considered statistically acceptable. The data were processed using structural equations using SPSS and AMOS software. The study concluded that there is an effect of intelligence leadership on organizational excellence. It was also found that organizational culture mediates the relationship between intelligence leadership and organizational excellence. Therefore, the study recommends that the decision makers in Jordanian universities strengthen intelligence leadership, with the need to establish clear foundations in the selection of university leaders, ensuring intelligence leaders’ existence.

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Saleem, Farida, Yingying Zhang Zhang, C. Gopinath i Ahmad Adeel. "Impact of Servant Leadership on Performance: The Mediating Role of Affective and Cognitive Trust". SAGE Open 10, nr 1 (styczeń 2020): 215824401990056. http://dx.doi.org/10.1177/2158244019900562.

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Servant leadership style has drawn much attention in the last decade to leadership studies on account of its focus on serving others first. Extant literature calls for a better understanding of the underlying mechanism for servant leadership to positively influence performance within an organization. We position servant leadership to contribute to firms’ sustainable performance, by empirically studying the mediating mechanism of bi-dimensional trust, namely affective and cognitive trust, between servant leadership and individual performance. Our data comprised of dyadic samples of 233 pairs of subordinates and their supervisors. The results from hierarchical linear model (HLM) for clustered data showed that servant leadership strongly predicted affective trust, organizational citizenship behaviors (OCBs), and task performance of subordinates; affective trust fully mediated servant leadership’s effect on task performance while partially mediates servant leadership’s effect on subordinates’ OCB. In contrast, cognitive trust did not mediate servant leadership’s effect on either OCB or task performance. These findings reveal the relevance of affective trust as the underlying mechanism which mediates and deciphers servant leadership into positive individual performance.

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Bardsley, Joan. "Embracing Our Leadership Role". AADE in Practice 2, nr 1 (18.12.2013): 12–13. http://dx.doi.org/10.1177/2325160313515439.

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Zbrozek, Arthur S. "Pharmacy's institutional leadership role". American Journal of Health-System Pharmacy 44, nr 5 (1.05.1987): 1038–44. http://dx.doi.org/10.1093/ajhp/44.5.1038.

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Casazza, J. A. "Understanding Our Leadership Role". IEEE Power Engineering Review 12, nr 10 (październik 1992): 8. http://dx.doi.org/10.1109/mper.1992.159920.

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GORDAN, PEGGY. "Launching a Leadership Role". MCN, The American Journal of Maternal/Child Nursing 16, nr 1 (styczeń 1991): 24–26. http://dx.doi.org/10.1097/00005721-199101000-00006.

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Karimi, Saeid, Farzaneh Ahmadi Malek, Ahmad Yaghoubi Farani i Genovaitė Liobikienė. "The Role of Transformational Leadership in Developing Innovative Work Behaviors: The Mediating Role of Employees’ Psychological Capital". Sustainability 15, nr 2 (9.01.2023): 1267. http://dx.doi.org/10.3390/su15021267.

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Despite growing research on the significance of transformational leadership as a key contextual factor that determines innovative behavior, recent studies have not investigated the psychological mechanisms that link transformational leadership to employees’ innovative behavior thoroughly. Thus, the main purpose of this study was to examine the mediating role the four dimensions of psychological capital—self-efficacy, hope, resilience, and optimism—play in the relationship between transformational leadership and employees’ innovative work behavior. Data from 178 Iranian agriculture experts were collected and analyzed using structural equation modeling. The results indicated that transformational leadership was related to employees’ innovative work behavior directly and positively. Furthermore, the results showed that hope and self-efficacy partially mediated the relationship. This study fills a gap in the literature by clarifying the way the dimensions of psychological capital influence transformational leadership’s positive relationship to employees’ innovative work behavior in the public sector of developing countries. The results imply that to be innovatively effective, organizations need to manage both employees’ contextual (transformational leadership) and psychological (psychological capital) resources to enhance their innovative work behavior. The theoretical and practical implications were further discussed.

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Pahi, Munwar Hussain, Umair Ahmed, Abdullah Zafar Sheikh, Sarfraz Ahmed Dakhan, Faiz Muhammad Khuwaja i T. Ramayah. "Leadership and Commitment to Service Quality in Pakistani Hospitals: The Contingent Role of Role Clarity". SAGE Open 10, nr 4 (październik 2020): 215824402096364. http://dx.doi.org/10.1177/2158244020963642.

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The health care system is usually a reflection of the human development and prosperity index of a country. In particular, a sound health care system is generally deemed essential for providing quality service delivery to service users. Pakistan, in this respect, is lagging even after implementing the district health management model of World Health Organization (WHO). In particular, the province of Sindh reports a higher level of dissatisfaction among the service recipients and, therefore, remains a core concern for the concerned authorities. This study, therefore, aims to investigate the levels of employees’ commitment to service quality in Pakistan’s health care sector. A quantitative survey method was adopted to collect data from 315 medical officers working in 43 public-sector hospitals in Sindh, Pakistan. The data were analyzed using the partial least squares structural equation modeling (PLS-SEM) technique and Smart PLS 3 software. Based on cognitive dissonance theory and path-goal theory, the present study investigated the role of leadership styles in influencing commitment to service quality with the moderation of role clarity. The findings lend support to the direct hypothesized relationships of transformational and transactional leadership with commitment to service quality. The study found significant support for all the hypothetical relationships except laissez-faire leadership’s direct link with commitment to service quality. While role clarity was found to moderate the relationships of two leadership styles, namely, transformational leadership and laissez-faire leadership with commitment to service quality, there was no such moderating effect for the relationship between transactional leadership and commitment to service quality. These findings offer useful theoretical and managerial implications on the importance of leadership styles in influencing commitment to service quality and provide the basis for future research.

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Rozprawy doktorskie na temat "Leadership role"

Carson, Jay Britton. "Internal team leadership an examination of leadership roles, role structure, and member outcomes /". College Park, Md. : University of Maryland, 2006. http://hdl.handle.net/1903/3895.

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Thesis (Ph. D.) -- University of Maryland, College Park, 2006.
Thesis research directed by: Business and Management. Title from t.p. of PDF. Includes bibliographical references. Published by UMI Dissertation Services, Ann Arbor, Mich. Also available in paper.

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Threeton, Abel D. "Studies into transforming leadership case studies of the use of transforming leadership principles and practices in Christian families #9 /". Theological Research Exchange Network (TREN) Access this title online, 2005. http://www.tren.com.

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Hess, Clara E. "Trust in Leadership: The Role of Implicit Leadership Theory Congruence". NCSU, 2010. http://www.lib.ncsu.edu/theses/available/etd-03252010-120318/.

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Research on trust has increased in recent years as has research on implicit leadership theory (ILT). However, there is a paucity of research on the relationship between ILT and trust in leadership. The purpose of this research was to investigate three antecedents of trust in leadership; ability, benevolence, and integrity. In addition, I explored how a) leader-follower ILT congruence and b) congruence between follower ILT and their perceptions of leadersâ ILT relevant behaviors relate to ability, benevolence, and integrity. Results are based on a sample of 308 temporary summer camp employees who completed the study questionnaires at two time points. Results indicated that ability, benevolence, and integrity were all related to trust in leadership. Leader-follower ILT congruence was related to ability and benevolence, but not integrity. Congruence between follower ILT and leadersâ ILT relevant behaviors was related to ability and integrity, but not benevolence. This study extended the previous work on trust and ILTs. Implications of the results and future research directions are discussed

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Matys, Lukáš. "Leadership - analýza činnosti vrcholového manažera". Master's thesis, Vysoké učení technické v Brně. Fakulta podnikatelská, 2009. http://www.nusl.cz/ntk/nusl-222389.

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The diploma thesis “The Analysis of the Performance of a Top Manager” is concerned with the analysis of the actual work of people in leader positions of the company structure. The analysis is based on a questionnaire survey and follow-up interviews with a selected group of managers, which made it possible to gain data on the actual work of these people. The analysis and comparison of theoretical approaches and practice lead to conclusions and recommendations related to the training and education of people in management positions.

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Ševčíková, Jana. "Leadership a management". Master's thesis, Vysoké učení technické v Brně. Fakulta podnikatelská, 2016. http://www.nusl.cz/ntk/nusl-241475.

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The master´s thesis entitled „Leadership and Management“ provides not only for a theoretical picture on the issue of leadership and management in general but also a practical view of a company investigated, an undisclosed law firm. The theoretical part will feature some of the basic concepts of the monitored area, especially management, leadership, functions of management, role of management and leadership style. Lessons learned are further applied to the practical part of the thesis and result in recommendations for increased satisfaction both of employees and the entire firm.

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Decker, Robert G. "The transformation of church leadership through an understanding of biblical maleness". Online full text .pdf document, available to Fuller patrons only, 2003. http://www.tren.com.

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Lovings, Erin. "The role of media in teacher's leadership roles and teaching practices". Diss., Connect to online resource, 2005. http://wwwlib.umi.com/cr/colorado/fullcit?p1425753.

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Ho, Joshua. "The Role of Leadership in Employee Performance". Scholarship @ Claremont, 2013. http://scholarship.claremont.edu/cmc_theses/736.

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A motivated workforce is crucial for the success of an organization. Increasing employee performance is a key ingredient to a successful organization. Effective leaders should therefore be able to motivate their subordinates. How can leaders use vision, empowerment, culture, and ethics to increase employee performance main subject of this thesis. “Vision represents a leader's idealized goal that is shared with followers” (Johnson 2009). Strong visions are inspiring, and associated with higher organizational performance. Transformational leadership articulate an appealing vision of the future, challenge followers with high standards, and provide encouragement and meaning for their work (Johnson 2009). Empowerment is an important element that leaders can utilize to increase employee performance in organizations. Empowerment refers to individuals’ self-motivating mechanisms and consists of meaning, competency, self-determination, and impact (Spreitzer, 1995). Employees who are empowered reported high job satisfaction, organizational commitment, and decreased turnover rates (Sparrowe, 1994; Koberg et al., 1999). Ethical leaders are leaders with right values and strong character that set examples for others and withstand temptations (Freeman & Steward 2006). Ethical leadership behavior has been found promote employee attitudes and behaviors and increase task significance, resulting in improved employee performance (Piccolo et al., 2010). “Organizational culture is defined as patterns of shared values and beliefs over time which produces behavioral norms that are adopted in solving problems” (Owens 1987; Schein, 1990). A strong organizational culture inspires, motivate, and enable employees to perform at a high level and work towards a common objective.

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Logie, Nicholas. "The role of leadership in conducting orchestras". Thesis, Open University, 2012. http://oro.open.ac.uk/38069/.

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This thesis examines the leadership role of the orchestral conductor. Conducting is one of the most visible manifestations of leadership in action. Because of this, references to conductor leadership can be found in literature on management and studies into organizational leadership as well as seminars aimed at corporate leadership. However, issues of leadership appear to form only a tangential part of conductor training and development. Compared to the in-depth study of musicianship and gestural technique, leadership appears to be a skill left to ‘on-the-job’ experience and with minimal reference to existing studies and understanding of leadership. In order to explore further the nature of the conductor’s leadership role, a survey of 31 aspiring conductors from eleven different countries forms the original research element of this thesis. The survey is comprised of seven open-ended questions and includes questions on the perceived relevance of leadership in conducting orchestras, role models, leadership metaphors from other disciplines, and exposure to issues of leadership during training. The survey material is analysed and then discussed with reference to established leadership theory. In addition, reference is made to the views of established conductors to be found in openly available interviews. The question that lies at the core of this thesis asks whether leadership skills are relevant to conducting orchestras. And, if so, are there ways in which aspiring conductors can be helped to assimilate these skills? In addition, the investigative nature of the literature review seeks to pull together all the strands of scholarship that find inspiration for other fields from the leadership role of the conductor. The conclusion proposes three elements to understanding conductor leadership: exploring personal authenticity, two theoretical leadership frameworks (conductor leadership continuum and modes of leadership) and practical suggestions for accelerating leadership experience including real-time mentoring and an increased emphasis on the direct interaction between student-conductor and orchestra.

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Govindji, Reena. "The role of wisdom in organisational leadership". Thesis, Aston University, 2015. http://publications.aston.ac.uk/26695/.

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This thesis begins with a review of the literature on wisdom models, theories of wise leadership, and existing wisdom measures. It continues with a review of how the concept of wisdom may add value to existing leadership models, highlighting the need to empirically identify the characteristics of wise leaders and develop a wise leadership measure. A nomological framework for wise leadership is then presented. Based on a review of the wisdom and leadership paradigms, a mixed-methods research design is described for three studies to define the characteristics of wise leadership in organisations; identify specific leadership challenges that might require wise responses; and to develop the wise leadership measure comprising of vignettes. The first study involves critical incident interviews with 26 nominated wise leaders and 23 of their nominators, which led to the identification of nine wise leadership dimensions which include Strong Ethical Code, Strong Judgement, Optimising Positive Outcomes, Managing Uncertainty, Strong Legacy, Leading with Purpose, Humanity, Humility, and Self-Awareness. The second study includes critical incident interviews with 20 leaders about organisational challenges associated with the nine dimensions, to elucidate the wise leadership measure. The third study includes the design of 45 vignettes based on organisational challenges that measure the nine wise leadership dimensions. The measure is then administered to 250 organisational leaders to establish its construct validity, leading to the selection of 18 vignettes forming the final wise leadership measure. Theoretical, methodological and practical implications of this research are then discussed with recommendations for future research.

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Książki na temat "Leadership role"

Vidyasagar, Shruti, i Poornima Hatti, red. Leadership and Role Modelling. Cham: Springer International Publishing, 2018. http://dx.doi.org/10.1007/978-3-319-69056-8.

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Ogilvie-White, Tanya. Preventing nuclear terrorism: Australia's leadership role. Barton, A.C.T.]: Australian Strategic Policy Institute, 2014.

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Japanese diplomacy: The role of leadership. Albany: State University of New York Press, 2014.

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Andrew, Ward. The leadership lifecycle: How the leadership role changes over time. New York, N.Y: Palgrave Macmillan, 2002.

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Instructional leadership: The role of the supervisor. Eden Prairie, MN: Paradigm, 1990.

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Wortman, Bob. Leadership in whole language: The principal's role. York, Me: Stenhouse Publishers, 1995.

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Williams, Leonard E. Principals' perceptions of their instructional leadership role. St. John's: Committee on Publications, Faculty of Education, Memorial University of Newfoundland, 1986.

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Kundell, James E. Leadership in watershed management: The county role. Washington, D.C: National Association of Counties, 1999.

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Wortman, Robert. Leadership in whole language: The principal's role. York, Me: Stenhouse Publishers, 1995.

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Effective group participation: Using leadership role cards. Seattle, WA: Will I Am Books, 1992.

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Części książek na temat "Leadership role"

Drønnen, Merethe. "The Leader Role". W Positive Leadership, 29–31. Cham: Springer International Publishing, 2022. http://dx.doi.org/10.1007/978-3-031-10816-7_4.

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Lüscher, Lotte S. "The role paradox". W Managing Leadership Paradoxes, 68–90. 1 Edition. | New York : Routledge, 2019.: Routledge, 2018. http://dx.doi.org/10.4324/9781351019941-6.

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Zapke-Schauer, Gerhard. "Role models". W The Art of Leadership, 69–95. Wiesbaden: Gabler Verlag, 2005. http://dx.doi.org/10.1007/978-3-322-89507-3_3.

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Patching, Keith. "Job role". W Leadership, Character and Strategy, 104–13. London: Palgrave Macmillan UK, 2007. http://dx.doi.org/10.1057/9780230625426_8.

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Lüscher, Lotte S. "Role paradoxes in practice". W Managing Leadership Paradoxes, 91–99. 1 Edition. | New York : Routledge, 2019.: Routledge, 2018. http://dx.doi.org/10.4324/9781351019941-7.

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Ray, Cassandra A., i Michelle T. Violanti. "A Followership Perspective on Role Modelling and Mentorship". W Leadership and Role Modelling, 3–22. Cham: Springer International Publishing, 2018. http://dx.doi.org/10.1007/978-3-319-69056-8_1.

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Nyanjom, Julie. "Role Modelling and Its Impact on the Self-Development of Academics". W Leadership and Role Modelling, 23–45. Cham: Springer International Publishing, 2018. http://dx.doi.org/10.1007/978-3-319-69056-8_2.

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Coleman, Tanjia M. "Role Modelling as an Alternative to Mentoring for Career Development Outcomes in Organisations". W Leadership and Role Modelling, 47–75. Cham: Springer International Publishing, 2018. http://dx.doi.org/10.1007/978-3-319-69056-8_3.

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Lyman, Alexandra L., i Stacie F. Chappell. "Close and Distant Female Role Models in the Workplace". W Leadership and Role Modelling, 79–104. Cham: Springer International Publishing, 2018. http://dx.doi.org/10.1007/978-3-319-69056-8_4.

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Mathew, Annu. "Complexities in the Role Model Identification Process for Educated Women from Rural India". W Leadership and Role Modelling, 105–33. Cham: Springer International Publishing, 2018. http://dx.doi.org/10.1007/978-3-319-69056-8_5.

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Streszczenia konferencji na temat "Leadership role"

Ahmadi, Ahmad. "Leadership’s role in business development and organizations competitiveness – Leadership styles and appropriate leadership". W 5th International Conference on New Ideas in Management, Economics and Accounting. Acavent, 2018. http://dx.doi.org/10.33422/5imea.2018.02.50.

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MUSACCHIO, AMELIA. "MEDICINE AND LEADERSHIP ROLE". W IX World Congress of Psychiatry. WORLD SCIENTIFIC, 1994. http://dx.doi.org/10.1142/9789814440912_0283.

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Hvorecky, Jozef. "University leadership and role distribution". W 2017 15th International Conference on Emerging eLearning Technologies and Applications (ICETA). IEEE, 2017. http://dx.doi.org/10.1109/iceta.2017.8102489.

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Kittikunchotiwut, Ploychompoo. "ROLE OF TRANSFORMATIONAL LEADERSHIP AND TRANSACTIONAL LEADERSHIP ON ORGANIZATION INNOVATION". W 48th International Academic Conference, Copenhagen. International Institute of Social and Economic Sciences, 2019. http://dx.doi.org/10.20472/iac.2019.048.027.

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Mardiningsih, Heni. "The Role of Leadership and Training in Improving Operational Leadership Competences". W Proceedings of the 3rd International Conference on Education Innovation (ICEI 2019). Paris, France: Atlantis Press, 2019. http://dx.doi.org/10.2991/icei-19.2019.39.

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Prestiadi, Dedi, Imam Gunawan i Raden Bambang Sumarsono. "Role of Transformational Leadership in Education 4.0". W 6th International Conference on Education and Technology (ICET 2020). Paris, France: Atlantis Press, 2020. http://dx.doi.org/10.2991/assehr.k.201204.020.

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Tavarnesi, Giulio, Andrea Laus i Matteo Malatesta. "IMPROVING LEADERSHIP SKILLS VIA DIGITAL ROLE PLAY". W 13th International Technology, Education and Development Conference. IATED, 2019. http://dx.doi.org/10.21125/inted.2019.0696.

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Mokat, Jetty Erna Hilda. "The Role of Leadership in Academic Services". W 3rd International Conference on Social Sciences (ICSS 2020). Paris, France: Atlantis Press, 2020. http://dx.doi.org/10.2991/assehr.k.201014.023.

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Bucha, Agostinho Inácio, i Abílio Ferreira. "THE ROLE OF THE DEPARTMENT COORDINATOR: LEADERSHIP AND SUPERVISION". W 4th International Scientific Conference – EMAN 2020 – Economics and Management: How to Cope With Disrupted Times. Association of Economists and Managers of the Balkans, Belgrade, Serbia, 2020. http://dx.doi.org/10.31410/eman.2020.149.

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With greater autonomy schools require assertive leadership in school management. Thus, it is crucial to understand the intermediate manager’s role in guiding a curriculum department, seeking to know how to validate their skills within the team. The department is shown functional, organized and communicative. Coordinator is spokesperson, democratic manager and performs duties within a framework of collaboration and valorisation, with joint decision and validation. Leadership is democratic and supervision relies on support for teachers and the figure of case manager emerges. Relevant constraints include bureaucracy and resistance to change. Functions in inclusive education, leadership, pedagogical supervision and in democratic, pedagogical, collaborative and mediating management are envisaged.

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Binde, Juris, i Ilze Saulīte. "The Role of Leadership in Project-Oriented Organizations". W Project Management Development – Practice and Perspectives. University of Latvia, 2013. http://dx.doi.org/10.22364/pmdpp.2013.01.

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Raporty organizacyjne na temat "Leadership role"

Cox, Anthony J. Total Quality Operational Leadership: The Role of Total Quality Leadership in Joint Military Operations. Fort Belvoir, VA: Defense Technical Information Center, luty 1997. http://dx.doi.org/10.21236/ada325243.

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Kim, Seong Eun, Jiyeon Lee i Kyu-Hye Lee. Millennials� Perspectives on Leadership and Fashion: The Role of Gender. Ames (Iowa): Iowa State University. Library, styczeń 2019. http://dx.doi.org/10.31274/itaa.9491.

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Robinson, Michael C. Hindsight Serving Foresight: The Role of History in Strategic Leadership. Fort Belvoir, VA: Defense Technical Information Center, marzec 1998. http://dx.doi.org/10.21236/ada344884.

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Crossan, Mary, Gerard Seijts, Jeffrey Gandz i Carol Stephenson. Leadership on Trial : A Manifesto for Leadership Development. Richard Ivey School of Business, 2010. http://dx.doi.org/10.5206/iveypub.44.2010.

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Recent books and articles have analyzed the causes of the global financial and economic crisis of 2007-09. Yet little attention has been paid to the quality of leadership in organizations that were at the epicentre of the storm, were victims of it, avoided it or even prospered from it. In the summer of 2009 a multi-disciplinary group of Ivey faculty decided to look at the leadership dimensions of the recent financial and economic crisis. We started by writing a working paper that laid out our preliminary views. We then engaged more than 300 business, public sector and not-for-profit leaders in small and large groups, as individuals and collectives, to get their reaction to this paper and, more generally, to discuss te role that organizational leadership played before, during and after the crisis. We examined leadership not just in the financial sector but also in many other public and private sector organizations that were affected by the crisis. In a sense, we were putting leadership on trial. Our aim in doing this was not to identify and assign blame. Rather, we examined leadership during this critical period in recent history to learn what we could, and use the learning to improve practice in leadership today and the development of next generation leaders. As we analyzed the role of leadership in this crisis we were faced with one major question: "Would better leadership have made a difference?" Our answer is unequivocal: "Yes!" We recognize that many people could argue it is unfair to criticize leaders whose decisions were based on their knowledge of the situation at the time and which only eventually, with the aid of 20/20 hindsight proved bad. We respect this view but we disagree with it. Some business and public sector leaders predicted better than others the bursting of the housing bubble and financial markets turmoil, positioned their organizations to avoid problems, and coped with them skillfully. Their organizations were not badly damaged by the crisis and some even prospered. Some governments and regulatory agencies' control and monitoring systems were superior to those in the U.S., the U.K., Ireland, Spain, Iceland and other countries that had to bail out their banks and other industries. Our evidence supports the conclusion that these companies, these agencies, these governments and these countries had better leadership. Good leadership mattered then and good leadership will matter in the future. We are presenting our conclusions about what good leadership involves in the form of a public statement of principles - a manifesto that addresses what good leaders do, who they are, and how they can be developed in organizations.

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Filippidou, Anastasia. The Role of Leadership in Transitional States: The Cases of Lebanon, Israel-Palestine. Fort Belvoir, VA: Defense Technical Information Center, listopad 2014. http://dx.doi.org/10.21236/ada611482.

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Still, Bryan C. The Role of Leadership in Self-Synchronized Operations - Implications for the U.S. Military. Fort Belvoir, VA: Defense Technical Information Center, luty 2003. http://dx.doi.org/10.21236/ada422736.

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Cullen, Kristen, Charles Palus i Craig Appaneal. Developing network perspective: Understanding the basics of social networks and their role in leadership. Center for Creative Leadership, czerwiec 2014. http://dx.doi.org/10.35613/ccl.2014.1019.

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Lattimore, Vergel L. Instruments of Peace: The Viable and Strategic Role of Religious Leadership Factors in Averting War. Fort Belvoir, VA: Defense Technical Information Center, kwiecień 1998. http://dx.doi.org/10.21236/ada397211.

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Inman, Robert. Presidential Leadership and the Reform of Fiscal Policy: Learning from Reagan's Role in TRA 86. Cambridge, MA: National Bureau of Economic Research, lipiec 1993. http://dx.doi.org/10.3386/w4395.

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Jeong, Stephen, Sarah Stawiski, Sol Bukin i Heather Champion. Stemming the Great Resignation through Leadership Development. Center for Creative Leadership, 2022. http://dx.doi.org/10.35613/ccl.2022.2051.

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The recent rise in voluntary turnover has sparked a renewed focus on attracting and retaining talent. In their attempts to stem the tide of the Great Resignation, organizations are augmenting traditional retention strategies – e.g., higher pay, enhanced benefits, more opportunities for career advancement etc. – with remote and hybrid work schedules brought about by the COVID pandemic. Given its inherent appeal to both employees and organizations, leadership development (LD) opportunities have long been believed to play a crucial role in helping to attract and retain employees. While the body of existing correlational research does point to a positive relationship between LD opportunities and retention, there is scant research that elucidates the mechanism(s) that may help to bridge the two. Guided by existing research, this paper examined Center for Creative Leadership’s large database of program evaluation data to uncover those potential mechanisms. We found preliminary support for three specific outcomes of leadership development that may serve as potential mediators linking LD with retention; they include enhanced self-efficacy, meaningful connections, and capacity to engage followers. We conclude with implications of these findings for future research as well as some caveats related to our investigation.

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