Gotowe bibliografie tematyczne / Leadership transition

Gotowa bibliografia na temat „Leadership transition”

Autor: Grafiati
Data publikacji: 4 czerwca 2021
Data aktualizacji: 31 stycznia 2023

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Artykuły w czasopismach na temat "Leadership transition"

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Pollack, Martha, i Henry Kautz. "AAAI Leadership Transition". AI Magazine 31, nr 2 (15.06.2010): 7. http://dx.doi.org/10.1609/aimag.v31i2.2308.

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AAAI’s leadership underwent a major change in March of this year. Martha Pollack, who had been serving as AAAI president since July 2009 resigned her position, and Henry Kautz, who had been serving as AAAI president-elect assumed the duties and responsibilities of the president. As stipu- lated in the AAAI bylaws, Kautz will serve in this capacity until the 2010 AAAI annual business meeting, after which he will begin his full two-year term as president, starting one year ahead of schedule. In addi- tion, Eric Horvitz, who has already served one year as AAAI past president, has agreed to serve one addi- tional year so that the position will remain filled throughout Kautz’s tenure as president. An election will be held this year for the now-open position of president elect.
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Stano, Joseph F. "Transition of Leadership". Journal of Applied Rehabilitation Counseling 51, nr 1 (1.03.2020): 2. http://dx.doi.org/10.1891/jarc-d-19-00023.

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Duckett, Jane. "China's Leadership Transition". Political Insight 3, nr 2 (23.08.2012): 22–25. http://dx.doi.org/10.1111/j.2041-9066.2012.00108.x.

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Eva, Kevin W. "A leadership transition". Medical Education 44, nr 3 (marzec 2010): 220–21. http://dx.doi.org/10.1111/j.1365-2923.2009.03618.x.

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Ehrat, Karen S. "Leadership in Transition". JONA: The Journal of Nursing Administration 20, nr 10 (październik 1990): 6???7. http://dx.doi.org/10.1097/00005110-199010000-00003.

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Stepan, Alfred. "Multiple but Complementary, Not Conflictual, Leaderships: The Tunisian Democratic Transition in Comparative Perspective". Daedalus 145, nr 3 (lipiec 2016): 95–108. http://dx.doi.org/10.1162/daed_a_00400.

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Many classic studies of leadership focus on strong leadership in the singular. This essay focuses on effective leaderships in the plural. Some of the greatest failures of democratic transitions (Egypt, Syria, Libya) have multiple but highly conflictual leaderships. However, a key lesson in democratization theory is that successful democratic transitions often involve the formation of a powerful coalition, within the opposition, of one-time enemies. This was accomplished in Chile, Spain, and Indonesia. In greater detail, this essay examines Tunisia, the sole reasonably successful democratic transition of the Arab Spring. In all four cases, religious tensions had once figured prominently, yet were safely transcended by the actions of multiple leaders via mutual ideological and religious accommodations, negotiated socioeconomic pacts, and unprecedented political cooperation. A multiplicity of cooperating leaders, rather than a single “strong leader,” produced effective democratic leadership in Tunisia, Indonesia, Spain, and Chile.
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Marques-Quinteiro, Pedro, Hans van Dijk, David R. Peterson, Mladen Adamovic, Claudia Buengeler i Catarina M. Santos. "A Model of Leadership Transitions in Teams". Group & Organization Management 47, nr 2 (24.03.2022): 342–72. http://dx.doi.org/10.1177/10596011221082394.

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Teams with shared leadership arrangements are ubiquitous in twenty-first century organizations. Although transitions in leadership are a common and key feature of such teams, there is little insight into how and when leadership arrangements transition over time. Bridging the shared leadership and team adaptation literatures, we present a model of Leadership Transitions in Teams to describe the adaptive process through which teams intentionally modify the existing leadership arrangement. The basic assumption underlying this model is that leadership transitions occur when there is a mismatch between the team’s needs and its current leadership arrangement. Such a mismatch results from an anticipated or observed change. If it is anticipated, team members can democratically discuss and try out a new leadership arrangement, preventing mismatch and thus lowered team effectiveness. In contrast, if the mismatch has already occurred, teams are more likely to adopt a less democratic process—either a coalition-based or intervening-based process—to change the leadership arrangement in their team to counteract faltering team effectiveness. We propose that the ways in which leadership transition episodes can unfold and relate to team effectiveness will depend on the type (determined by the timing of the leadership transition episode in relation to the change), approach (determined by the extent to which there is consensus on if and how to change the leadership transition episode), and boundary conditions of leadership transition episodes. We advance an agenda for research on leadership transitions in teams and outline practical implications for teams with shared leadership structures.
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Ren, Shuang, Ngan Collins i Chris Rowley. "Managerial leadership within Vietnam’s transition". Journal of General Management 46, nr 3 (kwiecień 2021): 197–209. http://dx.doi.org/10.1177/0306307020953799.

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Vietnam’s transition towards a market orientation has generated many changes in cultural values, competing demands and diverse expectations related to managerial leadership. This study makes a timely contribution to both theory and practice by exploring what makes effective leadership in the Vietnam’s context. Taking into account ‘universalistic’ and ‘contextual’ perspectives, this study addresses two research questions regarding the characteristics of indigenous leadership in Vietnam and its interaction with coexisting cultural values and norms in the country’s transition. These research questions were examined based on 48 qualitative interviews conducted across a broad spectrum of domestic-private, foreign-invested and state-owned companies. Study findings enrich the understanding of indigenous interpretations of the leadership phenomenon and provide support for context-specific examinations of general management leadership issues in transitional economies.
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Skott, Pia, i Elisabet Nihlfors. "Educational Leadership in Transition". Nordic Journal of Studies in Educational Policy 2015, nr 3 (styczeń 2015): 30410. http://dx.doi.org/10.3402/nstep.v1.30410.

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Badger, William, Avi Wiezel, Peter H. Bopp i Stretch Dunn. "Leadership Transition and Growth". International Journal of Construction Education and Research 6, nr 1 (5.03.2010): 46–69. http://dx.doi.org/10.1080/15578770903355640.

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Rozprawy doktorskie na temat "Leadership transition"

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Ramage, Sean D. "A Leadership Transition| An Examination of the Transition from Face-to-face Leadership to Remote Leadership in a Retail Sales Context". Thesis, The George Washington University, 2017. http://pqdtopen.proquest.com/#viewpdf?dispub=10255018.

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This exploratory interpretive study investigated the lived experience of ten leaders that had recently transitioned from a face-to-face leadership role to a remote leadership role. The main research question was, “What is the lived experience of the leader who has transitioned from face-to-face leadership to remote leadership in a retail sales context?”

Study participants met the following criteria: (1) work for an organization that utilizes a “remote supervision” structure, whether this goes by the term district, region, area, territory, or similar; (2) have supervisory responsibility for at least six separate and distinct locations, but fewer than 25 locations; (3) have supervisory responsibility for locations with a minimum of 10 employees, but a maximum of 100 employees; (4) have transitioned from a face-to-face leadership context to a remote leadership context; and (5) have been in the new remote leadership role for at least six months but no longer than 39 months. These criteria are important and were selected specifically for their alignment with the conceptual frame.

Interviews were conducted with the leaders to learn how they experienced the transition from one role to another. These interviews were conducted using the Seidman (2013) method. The process for representing the data and interpreting the data consisted of five main parts in alignment with an interpretive phenomenological approach, or IPA (Smith, Flowers, & Larkin, 2009).

There were four key conclusions from this study: (1) the leaders were able to adapt to their new leadership context as a result of their transition experience; (2) there were common leadership style balances for leaders in this study; (3) the leaders realized that there were subtle, but important communication differences in the remote context; and, (4) trust plays a unique role in remote, transactional leadership. Implications for theory include a new understanding of the balance of transformational and transactional leadership in the remote context. Recommendations for practice include potential new approaches for human resource practitioners.

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Malmberg, Sharon. "Leadership in a time of transition". Thesis, National Library of Canada = Bibliothèque nationale du Canada, 2001. http://www.collectionscanada.ca/obj/s4/f2/dsk3/ftp04/MQ62027.pdf.

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Gill, Linda J. "Understanding New Principals' Transition to Instructional Leadership". Thesis, The George Washington University, 2018. http://pqdtopen.proquest.com/#viewpdf?dispub=10752460.

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Understanding New Principals’ Transition to Instructional Leadership The purpose of this study was to understand the instructional leadership role development of new principals. The overarching research question that guided this study was: How do new principals transition into an instructional leadership role? Using a basic qualitative approach, 12 new principals participated in the study. Data collection included a series of three interviews with each principal. Additionally, they were observed enacting an instructional leadership activity.

Novice principals have a repertoire of strategies they use in an effort to improve instruction. They draw on their experiences to inform their instructional leadership initiatives, relying on familiar approaches with which they have experienced success. A lack of preparation for some aspects of the role is a source of role conflict for new principals.

Multiple school stakeholders – students, staff, parents, and district administrators - influence principals’ conceptualizations of their expected role and require principals to negotiate competing demands. Stakeholders’ conceptualizations of the principal’s role complicate instructional improvement efforts. District messages to focus on important instructional matters conflict with school-level messages to focus on urgent non-instructional matters. Principals find themselves juggling the multiple priorities of the role.

Analysis of these findings suggests that principals require increased support to enact the role effectively. Professional development to address skill gaps promotes instructional practices. Additionally, an area for continued research is the exploration of how effective principals reframe schools so that instructional improvement is both important and urgent.

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McCowan, Charles Davis. "Leading before, during, and after a major organizational transition". [Johnson City, Tenn. : East Tennessee State University], 2004. http://etd-submit.etsu.edu/etd/theses/available/etd-1124103-154611/unrestricted/McCowanC21104f.pdf.

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Thesis (Ed. D.)--East Tennessee State University, 2004.
Title from electronic submission form. ETSU ETD database URN: etd-1124103-154611. Includes bibliographical references. Also available via Internet at the UMI web site.
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Nwuke, Okechukwu Vitalis. "Leadership Transition Strategies for Medium-Sized Family Businesses' Sustainability". ScholarWorks, 2017. https://scholarworks.waldenu.edu/dissertations/4315.

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Medium-sized family businesses are major contributors to economic activities and job creation in Nigeria, but more than 50% of such family businesses fail after leadership succession. The purpose of this multiple case study was to explore the strategies that owners of medium-sized family businesses use to sustain the businesses after the leadership transition from the founders. The population for this study included 3 family business leaders in Lagos and Port Harcourt in Nigeria who have sustained their family businesses after the leadership transition from their founders. The conceptual framework for the study was based on the transformational leadership theory and the theory of planned behavior. Data collection was through semistructured face-to-face interviews and from company documents and artifacts. Data analysis was supported by follow up questions and member checking to enhance the credibility and trustworthiness of interpretations. The 4 themes that emerged were the founders' desire and support for transition, preparation of successors, trust and credibility of successors, and clarity of vision for both the founders and the successors. The findings from this study could contribute to positive social change by providing family business owners with strategies for managing leadership transitions to enable them to sustain their business operations after these transitions. Sustaining the family businesses might lead to a reduction in unemployment and enhance the incomes and well-being of the family members, communities, and Nigerian economy.
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Campbell, Michael, i Brandy A. Brown. "Toxic Leader Transition Mini Case Study: Yahoo! Inc. 2009-2012". The University of Arizona, 2015. http://hdl.handle.net/10150/346935.

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Nichols, Christopher A. "Leading change the study of a leadership team in transition /". Greensboro, N.C. : University of North Carolina at Greensboro, 2007. http://libres.uncg.edu/edocs/etd/1401/umi-uncg-1401.pdf.

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Thesis (Ed.D.)--University of North Carolina at Greensboro, 2007.
Title from PDF t.p. (viewed Oct. 22, 2007). Directed by Ulrich C. Reitzug; submitted to the School of Education. Includes bibliographical references (p. 122-125).
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Kutz, Steven E. "Sensemaking for followers in leadership transition what's going on here /". abstract and full text PDF (free order & download UNR users only), 2008. http://0-gateway.proquest.com.innopac.library.unr.edu/openurl?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:dissertation&res_dat=xri:pqdiss&rft_dat=xri:pqdiss:1453594.

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Bernhardsson, Felix, Benjamin Khochaba i Robin Etaix. "Leadership in a virtual work environment : A case study of managers perception of transition to virtual leadership". Thesis, Jönköping University, IHH, Företagsekonomi, 2021. http://urn.kb.se/resolve?urn=urn:nbn:se:hj:diva-52651.

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Technological development has made it possible to perform virtual work, and the use of virtual work increased in a stunning pace as the world was hit by the COVID-19 pandemic.   We have conducted a single-case study with an inductive design where eight managers in a distribution center delivered valuable insights and their perceptions of the sudden transition to a virtual work environment.   Our findings discovered a change in work relations between leaders and followers, and further discovered a set of new challenges that managers have had to face after this sudden transition to virtual leadership.
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Smith, Kathleen S. "Congregational worship and leadership in times of crisis, transition, and conflict". Theological Research Exchange Network (TREN) Theological Research Exchange Network (TREN) Access this title online, 2006. http://www.tren.com.

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Książki na temat "Leadership transition"

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Hayes, Catherine. Transition Leadership. Cham: Springer International Publishing, 2020. http://dx.doi.org/10.1007/978-3-030-42787-0.

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Borin, Elena, Mara Cerquetti, Marta Crispí i Judith Urbano, red. Cultural Leadership in Transition Tourism. Cham: Springer International Publishing, 2022. http://dx.doi.org/10.1007/978-3-031-14121-8.

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Peercy, Chavanne L. Local Leadership in Democratic Transition. London: Palgrave Macmillan UK, 2013. http://dx.doi.org/10.1057/9781137282507.

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Next: Surviving a leadership transition. Nashville: Abingdon Press, 2013.

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Wilkes, C. Gene. Paul on leadership: Servant leadership in a ministry of transition. Nashville, TN: LifeWay Press, 2004.

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Leadership in transition: The community college presidency. New York: American Council on Education, 1989.

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Management in transition. San Francisco: Jossey-Bass, 1985.

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Manager to leader: Skills and insights for a successful transition. Sydney, N.S.W: CCH Australia, 2011.

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1938-, Brown Archie, i Shevt͡s︡ova Lilii͡a︡ Fedorovna, red. Gorbachev, Yeltsin, and Putin: Political leadership in Russia's transition. Washington, D.C: Carnegie Endowment for International Peace, 2001.

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1952-, Saporito Thomas J., red. Inside CEO succession: The essential guide to leadership transition. Hoboken, N.J: Wiley, 2012.

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Części książek na temat "Leadership transition"

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Hayes, Catherine. "Transition Perspectives". W Transition Leadership, 7–16. Cham: Springer International Publishing, 2020. http://dx.doi.org/10.1007/978-3-030-42787-0_2.

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Hayes, Catherine. "Transition Practices". W Transition Leadership, 105–27. Cham: Springer International Publishing, 2020. http://dx.doi.org/10.1007/978-3-030-42787-0_8.

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Hayes, Catherine. "Introduction". W Transition Leadership, 1–4. Cham: Springer International Publishing, 2020. http://dx.doi.org/10.1007/978-3-030-42787-0_1.

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Hayes, Catherine. "Conducting Self-Inquiry". W Transition Leadership, 149–62. Cham: Springer International Publishing, 2020. http://dx.doi.org/10.1007/978-3-030-42787-0_10.

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Hayes, Catherine. "Territories of Transitions". W Transition Leadership, 17–32. Cham: Springer International Publishing, 2020. http://dx.doi.org/10.1007/978-3-030-42787-0_3.

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Hayes, Catherine. "The Impact of Transitions". W Transition Leadership, 33–48. Cham: Springer International Publishing, 2020. http://dx.doi.org/10.1007/978-3-030-42787-0_4.

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Hayes, Catherine. "Self-Insight". W Transition Leadership, 51–65. Cham: Springer International Publishing, 2020. http://dx.doi.org/10.1007/978-3-030-42787-0_5.

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Hayes, Catherine. "Team Transitions". W Transition Leadership, 67–83. Cham: Springer International Publishing, 2020. http://dx.doi.org/10.1007/978-3-030-42787-0_6.

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Hayes, Catherine. "Creating Supportive Environments". W Transition Leadership, 85–104. Cham: Springer International Publishing, 2020. http://dx.doi.org/10.1007/978-3-030-42787-0_7.

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Hayes, Catherine. "Inquiry in Organisations". W Transition Leadership, 131–47. Cham: Springer International Publishing, 2020. http://dx.doi.org/10.1007/978-3-030-42787-0_9.

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Streszczenia konferencji na temat "Leadership transition"

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Costache, Andra. "TRANSITION TO TRANSFORMATIONAL LEADERSHIP IN EDUCATION". W 6th SWS International Scientific Conference on Social Sciences ISCSS 2019. STEF92 Technology, 2019. http://dx.doi.org/10.5593/sws.iscss.2019.4/s13.084.

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"Building Leadership for Life Cycle Business Transition by Hybrid Innovation". W 2009 42nd Hawaii International Conference on System Sciences. IEEE, 2009. http://dx.doi.org/10.1109/hicss.2009.98.

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Fernando, Abiramy, Gregory Landon, Nicola Scanlon, Bethany Singh, Sarah Taylor i Neena Kim. "588 Supporting transition to leadership within a virtual learning environment". W Royal College of Paediatrics and Child Health, Abstracts of the RCPCH Conference–Online, 15 June 2021–17 June 2021. BMJ Publishing Group Ltd and Royal College of Paediatrics and Child Health, 2021. http://dx.doi.org/10.1136/archdischild-2021-rcpch.85.

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Giraldo-Garcia, Regina. "Exploring Adult Learners' Transition to Leadership Roles in Urban Education". W 2020 AERA Annual Meeting. Washington DC: AERA, 2020. http://dx.doi.org/10.3102/1576909.

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"Cost-Estimation in Customised Production: When to Expect Transition to Big Data age". W 16th European Conference on Management Leadership and Governance. ACPI, 2020. http://dx.doi.org/10.34190/elg.20.013.

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King, Kathleen. "Lessons From the Storm: Emotions, Meaning-Making, and Leadership During Transition". W 2021 AERA Annual Meeting. Washington DC: AERA, 2021. http://dx.doi.org/10.3102/1690020.

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Righter, James, Chase Wentzky i Joshua D. Summers. "Application of a Protocol to Observe Leadership Behaviors in Engineering Design Teams". W ASME 2019 International Design Engineering Technical Conferences and Computers and Information in Engineering Conference. American Society of Mechanical Engineers, 2019. http://dx.doi.org/10.1115/detc2019-97632.

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Abstract This protocol study was conducted to increase understanding of the emergence and distribution of functional leadership behaviors in undergraduate engineering design teams. This study applies the protocol presented at the 2018 IDETC to observe design teams consisting of novice engineers constructing a function model during a video recorded session. The videos were then coded for leadership functions and analyzed to determine the distribution of informal leadership functions between the team members and the temporal emergence of the informal leadership structures within the teams. Leadership behaviors were observed to be predominantly transition and action functions with relational behaviors occurring less frequently. The behaviors were quantified by number of occurrences per quintile. The leaders observed to perform the most leadership behaviors early in the sessions often remained consistent. However, leadership functions were shared between team members as demonstrated by the leadership network graphs.
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Richter, Alexander, i David Wagner. "Leadership 2.0: Engaging and Supporting Leaders in the Transition towards a Networked Organization". W 2014 47th Hawaii International Conference on System Sciences (HICSS). IEEE, 2014. http://dx.doi.org/10.1109/hicss.2014.78.

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Ershaghi, Iraj, i Donald L. Paul. "Integrating the Energy Transition into Petroleum Engineering and Geoscience Education". W SPE Western Regional Meeting. SPE, 2022. http://dx.doi.org/10.2118/209302-ms.

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Abstract The emerging carbon-constrained environment for energy is creating both opportunities and challenges for the established oil and gas industry. The petroleum industry engineering and geoscience professionals will need to evolve to meet both the challenges of the Energy Transition and continue to provide the feedstock for hydrocarbon-based products needed for a stable and robust economy. There are opportunities for the petroleum engineering schools and geoscience programs to develop and offer expanded educational opportunities for both new graduates and industry professionals to equip them with critical expertise and leadership skills for the Energy Transition.
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Gordeev, Sergey, Sergey Zyryanov i Arseniy Sitkovskiy. "Conditions for the Transition from “Path Dependence” to Leadership: A Case of the Urals". W 6th International Conference on Social, economic, and academic leadership (ICSEAL-6-2019). Paris, France: Atlantis Press, 2020. http://dx.doi.org/10.2991/assehr.k.200526.020.

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Raporty organizacyjne na temat "Leadership transition"

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Marcy, Scott C. Presidential Leadership and Decisionmaking: National Security Strategy in Transition, 1992-93. Fort Belvoir, VA: Defense Technical Information Center, kwiecień 1993. http://dx.doi.org/10.21236/ada265485.

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Sperberg, Robert J. Major General Leonard Wood: A Study of Leadership in an Army in Transition. Fort Belvoir, VA: Defense Technical Information Center, marzec 1992. http://dx.doi.org/10.21236/ada249411.

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Gentry, William, i Richard Walsh. Mentoring First-Time Managers: Proven Strategies HR Leaders can Use. Center for Creative Leadership, 2015. http://dx.doi.org/10.35613/ccl.2015.2047.

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"When individual contributors or professionals are promoted into their first formal leadership position, many do not realize how tough that transition can be for them. We often hear that these leaders are not prepared, and lack the support and development to help make that transition successfully. When they are not supported, they suffer, and so too do their teams, the organization, and the HR leadership pipeline, which ultimately can negatively impact the organization’s bottom line. First-time managers are an important part of an organization’s talent and succession management. In turn, organizations may attempt to help first-time managers make the transition into leadership easier by implementing a formal mentoring program. This white paper supports this effort by: • Explaining the benefits a mentoring program can provide for first-time managers and their mentor. • Providing organizations a way to strengthen their own mentoring programs. • Offering HR leaders specific steps to follow and best practices applied in starting and maintaining a successful formal mentoring program specifically aimed at first-time managers. Formal mentoring programs are useful to support and develop first-time managers, an important leadership population that is vital for strengthening your leadership pipeline and succession management efforts. Armed with the knowledge from this white paper, we believe you will be able to gain a competitive advantage".
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Rubin, Alex, Alan Omar Loera Martinez, Jake Dow i Anna Puglisi. The Huawei Moment. Center for Security and Emerging Technology, lipiec 2021. http://dx.doi.org/10.51593/20200079.

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For the first time, a Chinese company—Huawei—is set to lead the global transition from one key national security infrastructure technology to the next. How did Washington, at the beginning of the twenty-first century, fail to protect U.S. firms in this strategic technology and allow a geopolitical competitor to take a leadership position in a national security relevant critical infrastructure such as telecommunications? This policy brief highlights the characteristics of 5G development that China leveraged, exploited, and supported to take the lead in this key technology. The Huawei case study is in some ways the canary in the coal mine for emerging technologies and an illustration of what can happen to U.S. competitiveness when China’s companies do not have to base decisions on market forces.
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Amoah, Solomon Kofi Amoah. An Analysis of Leadership Transitions and Governance Within Civil Society Organisations in Ghana. West Africa Civil Society Institute (WACSI), styczeń 2018. http://dx.doi.org/10.15868/socialsector.36755.

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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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Olsen, Laurie, Kathryn Lindholm-Leary, Magaly Lavadenz, Elvira Armas i Franca Dell'Olio. Pursuing Regional Opportunities for Mentoring, Innovation, and Success for English Learners (PROMISE) Initiative: A Three-Year Pilot Study Research Monograph. PROMISE INITIATIVE, luty 2010. http://dx.doi.org/10.15365/ceel.seal2010.

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The Pursuing Regional Opportunities for Mentoring, Innovation, and Success for English Learners (PROMISE) Initiative Research Monograph is comprised of four sub-studies that took place between 2006 and 2009 to examine the effectiveness of the PROMISE Initiative across six implementing counties. Beginning in 2002, the superintendents of the six Southern California County Offices of Education collaborated to examine the pattern of the alarmingly low academic performance of English learners (EL) across Los Angeles, Orange, San Bernardino, San Diego, Riverside, and Ventura. Together, these six counties serve over one million EL students, more than 66% of the total EL population in the state of California, and close to 20% of the EL population in the nation. Data were compiled for the six counties, research on effective programs for ELs was shared, and a common vision for the success of ELs began to emerge. Out of this effort, the PROMISE Initiative was created to uphold a critical vision that ensured that ELs achieved and sustained high levels of proficiency, high levels of academic achievement, sociocultural and multicultural competency, preparation for successful transition to higher education, successful preparation as a 21st century global citizen, and high levels of motivation, confidence, and self-assurance. This report is organized into six chapters: an introductory chapter, four chapters of related studies, and a summary chapter. The four studies were framed around four areas of inquiry: 1) What is the PROMISE model? 2) What does classroom implementation of the PROMISE model look like? 3) What leadership skills do principals at PROMISE schools need to lead transformative education for ELs? 4) What impact did PROMISE have on student learning and participation? Key findings indicate that the PROMISE Initiative: • resulted in positive change for ELs at all levels including achievement gains and narrowing of the gap between ELs and non-ELs • increased use of research-based classroom practices • refined and strengthened plans for ELs at the district-level, and • demonstrated potential to enable infrastructure, partnerships, and communities of practice within and across the six school districts involved. The final chapter of the report provides implications for school reform for improving EL outcomes including bolstering EL expertise in school reform efforts, implementing sustained and in-depth professional development, monitoring and supporting long-term reform efforts, and establishing partnerships and networks to develop, research and disseminate efforts.
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Olsen, Laurie, Kathryn Lindholm-Leary, Magaly Lavadenz, Elvira Armas i Franca Dell'Olio. Pursuing Regional Opportunities for Mentoring, Innovation, and Success for English Learners (PROMISE) Initiative: A Three-Year Pilot Study Research Monograph. PROMISE INITIATIVE, luty 2010. http://dx.doi.org/10.15365/ceel.promise2010.

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The Pursuing Regional Opportunities for Mentoring, Innovation, and Success for English Learners (PROMISE) Initiative Research Monograph is comprised of four sub-studies that took place between 2006 and 2009 to examine the effectiveness of the PROMISE Initiative across six implementing counties. Beginning in 2002, the superintendents of the six Southern California County Offices of Education collaborated to examine the pattern of the alarmingly low academic performance of English learners (EL) across Los Angeles, Orange, San Bernardino, San Diego, Riverside, and Ventura. Together, these six counties serve over one million EL students, more than 66% of the total EL population in the state of California, and close to 20% of the EL population in the nation. Data were compiled for the six counties, research on effective programs for ELs was shared, and a common vision for the success of ELs began to emerge. Out of this effort, the PROMISE Initiative was created to uphold a critical vision that ensured that ELs achieved and sustained high levels of proficiency, high levels of academic achievement, sociocultural and multicultural competency, preparation for successful transition to higher education, successful preparation as a 21st century global citizen, and high levels of motivation, confidence, and self-assurance. This report is organized into six chapters: an introductory chapter, four chapters of related studies, and a summary chapter. The four studies were framed around four areas of inquiry: 1) What is the PROMISE model? 2) What does classroom implementation of the PROMISE model look like? 3) What leadership skills do principals at PROMISE schools need to lead transformative education for ELs? 4) What impact did PROMISE have on student learning and participation? Key findings indicate that the PROMISE Initiative: • resulted in positive change for ELs at all levels including achievement gains and narrowing of the gap between ELs and non-ELs • increased use of research-based classroom practices • refined and strengthened plans for ELs at the district-level, and • demonstrated potential to enable infrastructure, partnerships, and communities of practice within and across the six school districts involved. The final chapter of the report provides implications for school reform for improving EL outcomes including bolstering EL expertise in school reform efforts, implementing sustained and in-depth professional development, monitoring and supporting long-term reform efforts, and establishing partnerships and networks to develop, research and disseminate efforts.
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Fostering Joint Leadership on Energy Productivity Transitions in Saudi Arabia and China. King Abdullah Petroleum Studies and Research Center (KAPSARC), lipiec 2018. http://dx.doi.org/10.30573/ks--2018-wb18.

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