Статті в журналах: "Building Leader"

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Akin, Terrence B., and Mandy C. Eaton. "Leader Legacy Building." Frontiers of Health Services Management 36, no. 4 (2020): 12–20. http://dx.doi.org/10.1097/hap.0000000000000083.

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Bianco, Colleen, Pamela B. Dudkiewicz, and Donna Linette. "Building nurse leader relationships." Nursing Management (Springhouse) 45, no. 5 (May 2014): 42–48. http://dx.doi.org/10.1097/01.numa.0000442635.84291.30.

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Tourangeau, Ann E. "Building Nurse Leader Capacity." JONA: The Journal of Nursing Administration 33, no. 12 (December 2003): 624–26. http://dx.doi.org/10.1097/00005110-200312000-00002.

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Norouzi Kandalan, Roya, Murali Varanasi, Bill Buckles, and Kamesh Namuduri. "Impact of Leadership and Mobility on Consensus-Building in Sensor Networks." Sensors 20, no. 4 (February 17, 2020): 1081. http://dx.doi.org/10.3390/s20041081.

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Introducing leadership and mobility is known to benefit wireless sensor networks in terms of consensus-building and collective decision-making. However, these benefits are neither analytically proven nor quantified in the literature. This paper fills this gap by investigating the mobility dynamics in wireless sensor networks analytically. The results of the analytical investigation are presented as a set of theorems and their proofs. This paper also establishes a natural synergy between the leader-follower model and its bipartite graph representation. It demonstrates the advantages of the leader-follower model for consensus-building over others in terms of improved convergence rate. It presents a strategy for choosing leaders from among the agents participating in the consensus-building process using the well-known graph-coloring solution. Then, it shows how the leader-follower model helps improve the convergence rate of consensus-building. Finally, it shows that the convergence rate of the consensus-building process can be further improved by making the leaders mobile.

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Gjerde, Susann, and Gro Ladegård. "Leader Role Crafting and the Functions of Leader Role Identities." Journal of Leadership & Organizational Studies 26, no. 1 (May 28, 2018): 44–59. http://dx.doi.org/10.1177/1548051818774553.

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This article explores how experienced leaders address an inherent tension between leader role expectations and leader role identities when they enter a new position. Building on analysis of interviews with leaders in intrarole transition, role, and identity theories, we suggest they engage in a process of leader role crafting. We present four sets of role-crafting strategies which aim to influence the development of leader roles, and show how leader role identities both facilitate and impede the use of these. The article contributes to the leadership literature by extending contemporary perspectives on dynamic roles and role identities, while shedding light on an important challenge for today’s leaders who are faced with a particularly ambiguous and demanding role that is always in the making. The study also adds to practice by suggesting ways that leaders can engage in leader role crafting in a more reflexive manner.

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Holmes, Barbara, Christopher Hahn, and Carson Perry. "Building the Organizational Leader Brand: Change Agent, Scholar, Thought Leader." International Research in Higher Education 2, no. 2 (May 26, 2017): 45. http://dx.doi.org/10.5430/irhe.v2n2p45.

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Who we are matters. Developing the personal brand communicates to the world the values that fuel daily leadership habits and practices. Exposure to branding is constant in everyday life. People are continuously exposed to various brands, including clothing, vehicles, food selection, recreation, and media. Building the organizational leader brand requires the same processes, strategies, and tactics as branding and promoting traditional products, yet is much more involved.Research supports that millennial audiences connect best with individuals, rather than organizations. Consequently, effective personal branding is essential to building trust and a reputation that supports such viable relationships within organizations. Successful brands are constructed to embody traits the target market or followers identify with, and thus develop an affinity to. Likewise, organizational leadership brands must incorporate the personal traits of the leader into its identity making them unique, compelling and approachable to stakeholders.

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Johnson, Russell E., Elisa Adriasola, Alvaro Espejo, Kerrie Unsworth, Dawn L. Eubanks, Darja Miscenko, Steven A. Y. Poelmans, and Karoline Strauss. "Fostering Positive Leader Development Trajectories: Building upon Leader Identity Research." Academy of Management Proceedings 2016, no. 1 (January 2016): 16962. http://dx.doi.org/10.5465/ambpp.2016.16962symposium.

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Chudasama, Meera. "Building bridges for teachers as researchers." Management in Education 35, no. 1 (October 5, 2020): 66–68. http://dx.doi.org/10.1177/0892020620963119.

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There has been little exploration of how Research Leads build bridges and manage networks to encourage teachers to be researchers. As a middle leader on a teaching timetable, in this article, I focus on some of the current issues and dilemmas I have personally faced when trying to thrive in this role. I address these issues and draw on my own experience as evidence to support possible solutions in being a middle leader. Some of the challenges faced in this role are encouraging teachers to become researchers, motivating teachers to engage in research, making research relatable to teachers and using reflective practice to develop researching practitioners. Further to this, I explore how using a bottom-up strategy can work with senior leaders through to classroom teachers; even though this can be a difficult process, this strategy is constantly evolving with the aim to create a research-informed community. In all, this article takes a personal perspective and reflects personal experiences in being a Research Lead and a teacher-researcher. It aims to provide some strategies in managing the challenges of being a middle leader, not in the traditional sense but as a networker, community builder and teacher-researcher.

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Dotger, Benjamin H. "The School Leader Communication Model: An Emerging Method for Bridging School Leader Preparation and Practice." Journal of School Leadership 21, no. 6 (November 2011): 871–92. http://dx.doi.org/10.1177/105268461102100606.

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School leaders make countless decisions but do not receive adequate preparation for communicating their decisions to parents, students, and teachers. Building on the need to prepare school leaders for a variety of complex professional situations, this article introduces the medical education pedagogy of standardized patients to the field of school leader preparation, outlining how simulated interactions serve as a pedagogical bridge between school leader preparation and practice.

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Popper, Micha, and Ofra Mayseless. "The building blocks of leader development." Leadership & Organization Development Journal 28, no. 7 (September 25, 2007): 664–84. http://dx.doi.org/10.1108/01437730710823905.

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LeBoeuf, Joe. "The building blocks of leader development." Leader to Leader 2006, S1 (August 5, 2009): 40–46. http://dx.doi.org/10.1002/ltl.352.

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Magsaysay, Jowett F., and Ma Regina M. Hechanova. "Building an implicit change leadership theory." Leadership & Organization Development Journal 38, no. 6 (August 7, 2017): 834–48. http://dx.doi.org/10.1108/lodj-05-2016-0114.

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Purpose The purpose of this paper is to propose a model for implicit change leadership theory (ICLT) and to explore its relationship with perceived effectiveness of change management (CM). Design/methodology/approach The study employed a mixed-methods design. It used a qualitative approach to identify schemas on the traits and behaviors of an ideal leader and schemas on what constitute effective CM. A quantitative approach was followed to test the conceptual model. Findings The study suggests five competencies of ideal change leaders: strategic and technical competencies, execution competencies, social competencies, character, and resilience. Together, these five competencies comprise an ICLT. Moreover, schema congruence correlates with perceived effectiveness of CM. The closer the congruence between subordinates’ ideal change leader and their actual change leader, the greater the perceived effectiveness of CM. Research limitations/implications The study was limited to employees in the Philippines. It is thus suggested that data gathering in other populations be conducted to allow for generalizability of results. The research was cross-sectional in design, that limits causal explanations. Longitudinal studies examining perceptions and attitudes during and after the implementation of change could provide more robust evidence of the relationships between schemas and perceptions of change. Practical implications The results suggest that to increase the chances of success of their change initiatives, organizations could consider leadership development interventions that could enhance the competencies of their leaders in the implicit change leadership constructs. Organizations also need to consider employee schemas of effective CM when implementing change. Originality/value The main contribution of this paper is to expand implicit leadership theory by applying it to a specific leadership context, that of organizational change, and to derive an ICLT.

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Van Dyck, Brandon. "External Appeal, Internal Dominance: How Party Leaders Contribute to Successful Party Building." Latin American Politics and Society 60, no. 1 (January 15, 2018): 1–26. http://dx.doi.org/10.1017/lap.2017.3.

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AbstractMany successful political parties depend for their initial popularity and cohesion, and even for their long-term brand strength, on a leader. Nevertheless, literature on successful party building downplays the role of leaders. Thus, the question, what type of leader is good for party building?, remains undertheorized. This article presents and provides initial evidence for a leadership-centered theory of successful party building. It argues that externally appealing, internally dominant leaders facilitate party building by lifting new parties to electoral prominence and helping to prevent debilitating schisms. The article provides evidence for this argument through a most similar cases comparison of three new left parties in Latin America: two that took root (Brazil’s Workers’ Party, Mexico’s Party of the Democratic Revolution), and one that collapsed (Peru’s United Left).

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Ashmore, Ayisha Adeeba, Kate Kanga, Tejinder Kaur-Desai, Kate Thorman, and Natasha Archer. "Building leadership capabilities in maternity." BMJ Leader 6, no. 1 (November 26, 2021): 10–14. http://dx.doi.org/10.1136/leader-2021-000449.

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BackgroundOver recent years, there has been increasing recognition that effective leadership is critical to establishing positive organisational culture and improving patient outcomes. In maternity, there is a unique interplay between different specialties and disciplines in providing high-quality services.MethodsReview of literature pertaining to leadership and maternity.ResultsGood leadership is the key determinant in ensuring that our multi-professional teams function effectively. The relational aspects of teamworking, linked to safer delivery of services, have been explored in great detail in maternity services. However, there has been less focus on the application of leadership theory in this environment and the impact of interventions used in developing leadership skills within maternity teams.ConclusionsIn this paper, we discuss how leadership theory can be used to understand high profile maternity service failures and how effective team culture, clinical team building and individual leadership skill-development are strong contributors to this thinking. Specific examples are used to describe ongoing work in our drive for improvement and to highlight the current lack of evidence in this area.

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Jiang, Wen, Menglin Liu, Lu Gan, and Chong Wang. "Optimal Pricing, Ordering, and Coordination for Prefabricated Building Supply Chain with Power Structure and Flexible Cap-and-Trade." Mathematics 9, no. 19 (September 29, 2021): 2426. http://dx.doi.org/10.3390/math9192426.

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Under the increasing pressure of global emission reduction, prefabricated buildings are becoming more and more popular. As prefabricated building manufacturers and assemblers are emerging in the market, how do they make decisions of pricing, ordering, and emission reduction? In this paper, game theory is used to make the decisions for the prefabricated building supply chain with flexible cap-and-trade and different power structures, i.e., using prefabricated building manufacturers as the leader, using the vertical Nash equilibrium, and using prefabricated building assemblers as the leader. The two-part tariff contract is designed to coordinate the supply chain and to improve the supply chain performance. Moreover, we discuss the influence of different power structures and the two-part tariff contract on the optimal decisions and profits. Finally, numerical analysis is used to verify the conclusions. This indicates that the supply chain leaders will gain a higher profit and that the power structure has a significant influence on the two-part tariff contract, which will result in an unfair distribution of profit. High carbon trading prices benefit carbon emission reduction. Consumer low-carbon awareness has a positive effect on carbon emission reduction and supply chain performance.

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Metcalf, Ellyn, and Jonathan Heller. "Building a Deliberate and Repeatable Program for Developing Leaders of Character." Journal of Character and Leadership Development 10, no. 1 (December 23, 2022): 58–64. http://dx.doi.org/10.58315/jcld.v10.252.

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For decades, Military Service Academies have long purported to build leaders of character. Over the last six years, the U.S. Coast Guard Academy has built a repeatable system for leader development with curriculum, evaluation, and assessments. The Loy Institute for Leadership has played a key role in this effort ingraining the Guide to Officer and Leader Development and the LEAD Strategy with the Coast Guard’s 13 Coast Guard Leading Self and Leading Others Competencies by writing curricula across experiential programs, integrating core academic courses, evaluating leadership competencies, and providing an annual cycle for program assessment and review.

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Owen, Susanne Mary, Toabwa Toaiauea, Tekonnang Timee, Tebetaio Harding, and Taaruru Taoaba. "School leadership capacity-building: developing country successful case studies." International Journal of Educational Management 34, no. 10 (August 1, 2020): 1615–36. http://dx.doi.org/10.1108/ijem-10-2019-0379.

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PurposeSystems educational reform in developing countries through effective principal capacity- building programs is essential for improving student learning, with the purpose of this paper being to use case studies to identify key success factors in the implementation of an instructional leadership program in the developing country of Kiribati.Design/methodology/approachA case study approach involving mixed methods including semi-structured interviews and document analysis was used within three purposively sampled schools to examine implementation success factors relevant to instructional leadership literatureFindingsThe case studies reveal the overall value of the Kiribati instructional leadership program involving school leader workshops and ongoing coaching support, with instructional leadership reflecting directive and collaborative, as well as transformative theoretical aspects. Key implementation success factors within researched schools were leaders undertaking regular observations in classrooms, systematic tracking of student achievement and nurturing a positive culture for learning, as well as establishment of various collaborative processes involving community and teacher peer learning groups.Research limitations/implicationsThe study provides in-depth information through teacher and school leader interviews and examining relevant school documentation artefacts. A limitation is that the study involved only three schools and was undertaken less than a year into program implementation. Future research involving more schools and several years after implementation would be beneficial to investigate sustainability across the school system and longer-term program impacts.Practical implicationsThe data provides practical tips for school leaders regarding effective teacher capacity-building approaches, as well as providing information for policy makers, especially in developing countries, about effective professional development programs for school leaders and teachers. 10; 10;Originality/valueThe study examines a system-wide workshop series and coaching approach to school leader and teacher capacity-building in a developing country from a theoretical and practical perspective relevant to instructional leadership and also transformational leadership, which is an under-researched area. 10; 10; 10;

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Tseng, Carol. "Building a Display Field Leader: SKL's Journey." Information Display 37, no. 4 (July 2021): 40–42. http://dx.doi.org/10.1002/msid.1234.

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Steckler, Nicole, and Nanette Fondas. "Building team leader effectiveness: A diagnostic tool." Organizational Dynamics 23, no. 3 (December 1995): 20–35. http://dx.doi.org/10.1016/0090-2616(95)90023-3.

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Yuan, Ling, Leilei Zhang, and Yanhong Tu. "When a leader is seen as too humble." Leadership & Organization Development Journal 39, no. 4 (June 4, 2018): 468–81. http://dx.doi.org/10.1108/lodj-03-2017-0056.

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Purpose The purpose of this paper is to investigate how leader humility affects the engagement of employees in creative processes, using perceived organizational support (POS) as a mediator and leader competence as a moderator. Design/methodology/approach Data were collected from a two-wave sampling of 113 dyads of leaders and subordinates in China. Findings A curvilinear relationship was found between leader humility and employee engagement in creative processes. Further, POS partially mediates this relationship, and leader competence positively moderates the relationship between leader humility and POS. Practical implications First, organizations should select and train leaders who show humility as a character trait and foster a supportive organizational climate. Second, managers should study the benefits of moderate and harms of superfluous humility, especially in the Chinese cultural context. Third, competent leaders are more effective as humble leaders. Originality/value Few studies have concentrated on leader humility in the eastern cultural context. The results challenge traditional views of the impact of leader humility and shed light on its mechanism and the conditions under which it promotes employee engagement in creation. This study also clarifies the nonlinear influence of leader humility, building a fine-grained theoretical framework integrating the motivation-opportunities-abilities model and Chinese Zhong-Yong theory.

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Mathai, Sajan, and Aparna Anna Mathai. "Neuroscience in HR: Steer and Take Charge." NHRD Network Journal 11, no. 4 (October 2018): 29–34. http://dx.doi.org/10.1177/2631454118802502.

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A leader builds an organisation and her/his mood and behaviour often drives the mood and behaviour of the team, and this has implications for the organisation. Current advances in neuroscience have revealed underlying brain patterns possibly associated with certain components of leadership. A leader could build her/his team by learning to manage herself/himself and others in an organisation during critical, challenging situations by using resources on their own volition to balance themselves. When leaders manage, attune themselves and lead, they create a climate of emotional and social intelligence, thereby building a culture leading an organisation into the future with sustained business results. This article attempts to look at why leaders need to continually work on themselves and explores different ways of building socially and emotionally intelligent leaders.

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Lazor, K. P. "THE ROLE OF IMPLICIT LEADERSHIP THEORY IN BUILDING THE IMAGE OF A POLITICAL LEADER." PSYCHOLOGY AND SOCIAL WORK, no. 2(52) (December 15, 2020): 96–110. http://dx.doi.org/10.18524/2707-0409.2020.2(52).225432.

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An important role in building an effective, competitive image of a political leader is played by his perception by the population, especially during the election campaign. From today on, most Ukrainians have a tendency to personify political parties and factions with their political leader. When building the image of a political leader, it is important for image makers to take into account the implicit perception of images. After all, the image of a political leader, correctly formed by image makers, is a guarantee of victory and the achievement of certain goals set by a political leader. In this work, the author focused his attention on the psychological foundations of the implicit theory of leadership, in order to build an adequate image of a political leader. Since the implicit theory, regardless of its degree of truth, allows for the categorization of the phenomena of reality and affects the behavior and actions of a person. The purpose of the study is to analyze the existing implicit theories of leadership and determine their role in shaping the image of a political leader. Research methods: bibliographic: analysis, systematization, theoretical data and literary sources, historical: study of the emergence, formation and development of implicit theories of leadership and the concept of the image of a political leader. The author analyzes scientific concepts and stages of the formation of implicit theories and theories of personality attitudes. The diversity of existing approaches to the implicit theory is emphasized both from the standpoint of psychological, social and political concepts. The influence of attitudes on the perception and construction of images of political leaders among the population is explained. The structural components of the image of a political leader are highlighted: socio-demographic characteristics of a politician; ideological component; expectations of the target audience. Their relationship with the implicit representations of the personality is considered. It was emphasized that the image of a political leader should be built taking into account all three components, and meet the needs and images of society that are relevant during the period of the leader’s nomination. All of the above allows us to consider the «implicit theory» of personality as a cognitive mechanism for the promotion of a political leader, and complements the action of a behavioral mechanism similar in function — psychological exchange and attitudes formation.

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Livermore, Celia Romm, and Pierluigi Rippa. "Leaders and Followers in Social Networking Environments." International Journal of E-Politics 5, no. 3 (July 2014): 33–45. http://dx.doi.org/10.4018/ijep.2014070103.

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This conceptual paper focuses on understanding the characteristics and behaviors of leaders and followers in social networking communities. The study differentiates between four groups of actors: “Established Leaders”, “Emergent Leaders”, “Newbies”, and “Supporters”. Based on a review of the literature on leaders and followers in virtual groups, the Leader/Follower Behavior in Social Networking Environments model is presented. The model assumes that the characteristics of actors determine the type of leader or follower they are likely to become. Building on this assumption, the model considers leader/follower characteristics and behaviors as independent variables that lead to a range of outcomes for actors. The outcomes can range from the leader/follower increasing his/her power, maintaining the same level of power, decreasing his/her power, or leaving the community altogether. The discussion and conclusions section develops the theoretical implications from the model and offers suggestions on how the model can be tested and expanded.

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Chung, Yunhyung, Yuan Jiang, Joseph R. Blasi, and Douglas L. Kruse. "Effects of Leader Networking Behaviors and Vertical Faultlines on Support for Innovation." Small Group Research 51, no. 5 (May 8, 2020): 616–50. http://dx.doi.org/10.1177/1046496420915243.

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Leader networking behaviors for innovation (LNBI) is an important yet less studied topic in innovation research. This study investigates the behavioral cascading effect of LNBI on organizational support for innovation. Building on faultline theory and the demographic representativeness approach, we conceptualize vertical faultlines as demographic misalignment across job ranks, and hypothesize their moderating effects on the relationships between LNBI and organizational support for innovation. Results from a large, multi-source sample of 55 work units in a U.S. high-technology firm support the mediation model that senior leaders’ LNBI influences unit-level support for innovation through junior leaders’ LNBI. Moreover, the relationship between junior leaders’ LNBI and unit-level support for innovation was more pronounced in work units with weaker rather than stronger vertical faultlines between employees and junior leaders. Our findings highlight the importance of leader networking activities and structural configurations of workforce diversity in building organizational support for innovation.

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Abawi, Lindy-Anne, Tania Leach, and Julie Raitelli. "Building Leadership Capacity and Enacting School Improvement Policy: Voices from the Field." International Journal of Education 10, no. 1 (March 31, 2018): 106. http://dx.doi.org/10.5296/ije.v10i1.12930.

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Education contexts engaging in reform, operate in complex environments that require the coherent implementation of education policies. Research highlights that systems that support shared leadership, strong communication practices and a sharp focus on the articulation of shared beliefs, are positioned to support strong policy interpretation though the enactment of school improvement strategies. This paper explores the inter-connected roles of a system middle leader (regional Project Officer) and a school leader (Principal) in interpreting and enacting systemic policy and direction in a state primary school within a regional context in Queensland, Australia. The case study utilised the regional Project Officer and Principal participants as co-researchers and captured their experiences through recorded narratives and narrative inquiry conversations. The thematic data analysis provides useful information about how school leaders can work with system middle leaders and their own school’s teaching teams to proactively grow the capacity, credibility and strength of teachers to translate policy into enacted school improvement strategies.

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Clayton, Jennifer K., and Bryce Johnson. "If It Ain’t Broke, Don’t Fix It." Journal of Cases in Educational Leadership 14, no. 4 (December 2011): 22–30. http://dx.doi.org/10.1177/1555458911432964.

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This case uncovers the balance between school culture and academic success that school leaders must consider while leading their schools. New school leaders as well as experienced leaders transitioning into new buildings find that each school has its own distinctive culture. The existing culture and ethos of a school must be considered as leaders gauge the need for short-term and long-term improvements. This must be balanced with the experiences and expectations brought by the leader that have the ability to create positive change. This transition process should not be taken lightly, and administrators should carefully observe what traditions their new school communities value when considering what change needs to be incorporated. This case uncovers the need for new building principals to reflect and analyze background data, both qualitative and quantitative, prior to mandating change in their building. In that sense, it gives aspiring leaders an opportunity to reflect on leadership style and whether there is an opportunity to contextualize that style.

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Stolz, Celina, Marc-André Reinhard, and Luise Ende. "Mean girls, queen bees and iron maidens? Female leadership and accusations of workplace bullying." Open Psychology 4, no. 1 (January 1, 2022): 249–64. http://dx.doi.org/10.1515/psych-2022-0127.

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Abstract We examined whether female leaders would be evaluated less favorably compared to male leaders regarding workplace bullying. Previous research has demonstrated that women violating prescriptive gender norms of communality experience backlash, and that female leaders are stereotyped of having a communality deficit. Building on that, we hypothesized (1) more moral outrage against and (2) more intentions to punish a female leader compared to a male leader. We further hypothesized (3) the accusations of workplace bullying against a female leader were going to be judged as more accurate than against a male leader. Further, defendants that stereotypically fit to the crime they are accused of were found to be judged guilty more often. So, we assumed, (4) a suspected bully that is a female leader was going to be judged as less credible, while (2) the suspected victim of a female leader bully was going to be judged as more credible compared to a male leader. Participants (N = 202) read a workplace bullying scenario with a female employee accusing either a female or a male leader of bullying. No effect of gender of suspected bully was found for moral outrage measures, punishment intention judgments, and credibility judgments. Contrary to our predictions, participants found the accusations against the male leader significantly more accurate than against the female leader. Gender and sex-role scores of participants were found to be linked to judgments. Implications for future research are discussed.

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Riska Destiana and Donie Tuah Fitriano Putra. "Leadership Patterns in Improving the Quality of State Civil Apparatus (ASN) Training in the Human Resources Development Agency (BPSDM) of Riau Islands Province." KEMUDI : Jurnal Ilmu Pemerintahan 7, no. 1 (September 30, 2022): 85–101. http://dx.doi.org/10.31629/kemudi.v7i1.4939.

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Training is one of the competency development pathways for the State Civil Apparatus. To realize the implementation of quality, quality and standardized training for State Civil Apparatus in a sustainable manner, Human Resources Development Agency of Riau Islands Province implements training quality assurance through accreditation of training institutions. One of the elements assessment is the role of leaders in improving the quality of training through their contribution to building a quality culture, improving quality and building a positive work culture to improve performance. This study aims to analyze the role of the leader of the Human Resources Development Agency of Riau Islands Province in building a quality culture in the organization. The research method used is a mixed method (mix-method). The results showed that in most indicators of the assessment of the leader's role, respondents gave a very good assessment of the role of the leader Human Resources Development Agency of Riau Islands Province in building a quality culture. Leadership in the Human Resources Development Agency of Riau Islands Province is considered capable of being the main key to realizing the best quality of performance produced by the organization. The efforts of the Head of the Human Resources Development Agency of Riau Islands Province to create collaboration and coordination in achieving performance must continue to have the support and involvement of all employees.

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Brouns, Tim, Kai Externbrink, and Pablo Salvador Blesa Aledo. "Leadership beyond Narcissism: On the Role of Compassionate Love as Individual Antecedent of Servant Leadership." Administrative Sciences 10, no. 2 (March 26, 2020): 20. http://dx.doi.org/10.3390/admsci10020020.

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While we already know a lot about the outcomes and boundary conditions of servant leadership, there is still a need for research on its antecedents. Building on the theory of purposeful work behavior and further theorizing by van Dierendonck and Patterson (2015), we examine if leaders’ propensity for compassionate love will evoke servant leadership behavior. At the same time, we contrast compassionate love to leaders’ narcissism as psychological counterpart to compassionate love, because narcissism is not associated with leader effectiveness, but with leader emergence instead. We collected data from 170 leader-follower-dyads in a field study in Germany, while measuring leaders’ compassionate love and narcissism, and followers’ perceptions of servant leadership. We found a positive association between leaders’ compassionate love and servant leadership behavior, while narcissism was negatively associated with servant leadership. Theoretical and practical implications, as well as pathways for future research are discussed.

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Hazelton, Lara, and Michelle MacDonald. "Building belief: establishing credibility as a medical leader." Canadian Journal of Physician Leadership 7, no. 3 (April 17, 2021): 101–7. http://dx.doi.org/10.37964/cr24735.

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Credibility depends upon both an individual’s personal characteristics and how they are perceived. Because a leader’s credibility profoundly affects what they are able to accomplish, establishing credibility can be an important component of leadership development. However, while some factors that affect credibility may be modified through deliberate effort, others cannot. In this article, we explore steps leaders can take to increase their credibility and the limitations imposed by factors beyond the individual’s control.

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Chen, Siyuan, Mingyu Zhang, Yihua Zhang, Wen Wu, Zhimin Xiao, Shaoxue Wu, Pan Liu, and Yuhuan Xia. "Influence of relationship conflicts with leaders and coworkers on employees' voice." Social Behavior and Personality: an international journal 48, no. 11 (November 4, 2020): 1–16. http://dx.doi.org/10.2224/sbp.9120.

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Building on self-determination theory and relational attribution theory, in this study we examined how relationship conflicts with leaders and coworkers simultaneously affect employee voice behaviors. We expanded relational attribution theory by developing two new constructs we labeled leader-relational attribution orientation and coworker-relational attribution orientation to describe employees' different responses to relationship conflicts with leaders and coworkers via psychological needs satisfaction. We surveyed 328 employee–leader dyads who were employed at a semiconductor manufacturer to test our hypotheses. We found that leader-relational attribution orientation can strengthen the influences of relationship conflicts with leaders on psychological needs satisfaction and its indirect effects on employee voice behaviors. Coworker-relational attribution orientation can strengthen the influences of relationship conflicts with coworkers on psychological needs satisfaction and its indirect effects on employee voice behaviors. Theoretical and practical implications are discussed.

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London, Manuel, and Gary D. Sherman. "Becoming a Leader: Emergence of Leadership Style and Identity." Human Resource Development Review 20, no. 3 (April 15, 2021): 322–44. http://dx.doi.org/10.1177/15344843211009632.

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This conceptual paper presents a model for understanding how new leaders’ styles of leadership emerge and self-identity changes. New leaders’ interpersonal orientation, power motivation, and regulatory focus along with organizational expectations are predicted to influence their beliefs about how to exert power and their motivation to lead (MTL). New leaders’ power beliefs, MTL, and perceptions of situational needs affect their engaging in transactional and transformational behaviors. This is the emergence of leadership style and the development of identity as a leader. Over time, new leaders’ behaviors, outcomes, and identity formation alter their power beliefs and MTL. This model suggests directions for human resource development research and practice supporting new leader development and building a culture of leadership consistent with the organization’s expectations.

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Osmond-Johnson, Pamela. "Becoming a teacher leader: building social capital through gradual release." Journal of Professional Capital and Community 4, no. 1 (January 21, 2019): 66–80. http://dx.doi.org/10.1108/jpcc-05-2018-0016.

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Purpose The purpose of this paper is to explore the use of a mentored model of gradual release to build social capital and support teachers as they adopt new identities as leaders of professional learning. Design/methodology/approach Data for the paper were collected as part of a case study which explored the Provincial Facilitator Community (PFC) in Saskatchewan, Canada as one approach to creating a collaborative culture of teacher-led learning and leadership. Findings The findings suggest that becoming a leader of professional learning is a complex process of gaining confidence, building capacity and transitioning into a new professional identity. In the PFC, this process was markedly supported through a structured and intentional system of modeling and peer-mentorship that promoted the development of social capital across the group. Originality/value The paper provides new insights around the use of a mentored model of gradual release to create opportunities to develop social capital that, in turn, helped prepare and sustain teachers in adopting new roles as leaders of professional learning.

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Ganesh, S. R., and Padmanabh Joshi. "Institution building : Lessons from Vikrarn Sarabhai's leadership." Vikalpa: The Journal for Decision Makers 10, no. 4 (October 1985): 399–414. http://dx.doi.org/10.1177/0256090919850404.

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Leadership actions are among the most complex to analyse, especially those involved in the creation and development of institutions. Drawing upon .Vikram Sarabhai's actions in the early stages of two institutions‐the Ahmedabad Textile Industry's Research Association and the Physical Research Laboratory— the authors provide insights for leaders of modern organizations. They present their analysis of the early stages of institutions around three basic strategies, all of which are built on the primacy of the individual as the core value. The three leadership strategies are networking, trusting, and caring. The leader played a multiplicity of roles in the network to impart relevant values through his personal relationships.

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Niphadkar, Chaitanya. "Boosting Team Performance with Leadership Development." International Journal of Operations Management 1, no. 5 (October 20, 2021): 23–25. http://dx.doi.org/10.18775/ijom.2757-0509.2020.15.4004.

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Have you ever wondered that there’s a leader within you? On a daily basis we face situations that are outside the scope of our control but we are, most of the times, forced to deal with it. Sometimes there is no escape allowed and we knowingly or unknowingly display leadership qualities in our behaviour. Moreover, it is not wise to run away from situations but logical to face them boldly. In this sense, I believe that we are the leader of our actions. However, one cannot be simply termed as a leader unless one strives to develop the qualities. This article speaks about developing the leader in you. It makes us aware about the leadership development programmes and building leaders at the workplace.

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Niphadkar, Chaitanya. "Boosting Team Performance with Leadership Development." International journal of operations management 2, no. 1 (October 1, 2021): 23–25. http://dx.doi.org/10.18775/ijom.2757-0509.2020.21.4004.

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Have you ever wondered that there’s a leader within you? On a daily basis we face situations that are outside the scope of our control but we are, most of the times, forced to deal with it. Sometimes there is no escape allowed and we knowingly or unknowingly display leadership qualities in our behaviour. Moreover, it is not wise to run away from situations but logical to face them boldly. In this sense, I believe that we are the leader of our actions. However, one cannot be simply termed as a leader unless one strives to develop the qualities. This article speaks about developing the leader in you. It makes us aware about the leadership development programmes and building leaders at the workplace.

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Haque Bhuiyan, Md Majidul. "MILITARY FAMILIES SOCIETY TO ADAPT CHILD WITH LEADERSHIP QUALITY WITH PSYCHOLOGICAL AND PHYSICAL DEVELOPMENT." International Journal of Engineering Technologies and Management Research 9, no. 6 (June 29, 2022): 55–70. http://dx.doi.org/10.29121/ijetmr.v9.i6.2022.1172.

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Today’s Children’s are the leaders of future. To become a leader, balanced quality care process is in paramount requirement for children in a family. Caring of children has various dimensions like physical growth, mental growth etcetera. The ultimate aim is to become a good leader. As a requirement all families do care their children to become a good leader. Where Military families were prominent in the race. Military families have norms and traditions which leads the children to grow up. Military environment had also a significant role in children’s growing process. After the birth of Bangladesh children of military family led the society in all sector namely Government job, social affairs, society development, nation building even in international forum. Obviously business sector was not untouched after nineteen eighties nationally and internationally. The reason of doing well in all sector was, proper molding of military children’s as a leader. Even currently most of the sector has quality leaders, who have military background but not leading as it was in early Eighties and Nineties. Being a developing countries Bangladesh is in need of quality leaders.

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Maurer, Rick. "The challenge of building support for human resource programs." Strategic HR Review 16, no. 3 (June 12, 2017): 131–35. http://dx.doi.org/10.1108/shr-02-2017-0012.

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Purpose The purpose of this paper is to provide human resource (HR) leaders with a practical, straightforward approach to the challenge of building support (and reducing resistance). Building support for new programs is difficult in many organizations, and the cost of failed change is large. HR is not immune to these pitfalls. The primary reason that projects fail is resistance. Resistance itself is not the problem. But, how leaders look at and work with resistance is a significant problem. Design/methodology/approach This approach is based on some 20 years of practice working with leaders on ways to build support for change. The author has helped leaders apply this approach in HR departments, as well as many other departments within organizations. This approach has been applied in aerospace, healthcare, large city library systems and telecommunications, to name a few. Findings The key finding is not that this approach is so wonderful, but that the mindset of the leader(s) is the key. When a leader or a leadership team believes that people and their thoughts and feelings actually matter, and that the department is best-served by respecting the people who work with and for them, then building support for change has a good chance of succeeding. The approach described here works well with leaders who want to engage others with dignity and respect. Practical implications This paper is meant to be practical. In fact, it invites readers to consider a change they are considering as they read the paper. By the end of the paper, readers should begin to see ways to apply these ideas immediately. Many people apply these ideas without further education or consultant assistance. Originality/value Resistance remains a bad word in organizations. (Organization development is a notable exception to that generality.) Leaders often give lip service to engagement and take part in high-involvement activities but fail to follow through. The author attempts to make the work as easy to access as possible, while avoiding simplistic thinking, to give leaders low-risk ways to begin to increase their respect for people (and their resistance). Leaders who try out more respectful ways to engage people are likely to up the ante and experiment with deeper ways of making contact with others.

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Waris Tasrim, Isnada, and Mahfud M Gamar. "Leadership Competencies: a School Leader Evaluation." Istawa : Jurnal Pendidikan Islam 7, no. 1 (April 21, 2022): 1–17. http://dx.doi.org/10.24269/ijpi.v7i1.5002.

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This study aimed at examining how teachers evaluate their principal’s leadership competencies in terms of principal-staff relation, organization, and building management, student relationship, curriculum and program development, community, and parent relation. This descriptive qualitative research was conducted at elementary and middle schools. The subjects were 30 teachers. The data were gathered using the Performance Evaluation of Education Leader. The data were analyzed qualitatively and descriptively reported. The findings revealed that the principals at the two schools show different results. The principal of elementary school effectively perform in principal-staff relations, students’ relationships, and community and parent relations. Meanwhile, the principal of middle school show effective performance not only in the above three-mentioned aspects but also in organization and building management as well as curriculum and program development.

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Patel, Kirtan. "The Physician Leader and the Clinical Integration of the Supply Chain." Physician Leadership Journal 9, no. 6 (November 8, 2022): 41–44. http://dx.doi.org/10.55834/plj.8688703336.

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Physician leaders have an important place in healthcare today, and the COVID-19 pandemic accentuated the need for physician involvement and leadership within the supply chain. A physician leader informed of the fundamentals and complexities of the healthcare supply chain can be a strategic asset in building resiliency and mitigating disruption within the supply chain.

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Guinalíu, M., and P. Jordán. "Building trust in the leader of virtual work teams." Spanish Journal of Marketing - ESIC 20, no. 1 (February 2016): 58–70. http://dx.doi.org/10.1016/j.reimke.2016.01.003.

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KAHN, SHULAMIT, KEVIN LANG, and DONNA KADEV. "National Union Leader Performance and Turnover in Building Trades." Industrial Relations 25, no. 3 (September 1986): 276–91. http://dx.doi.org/10.1111/j.1468-232x.1986.tb00685.x.

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Tjosvold, Dean, and Alfred S. H. Wong. "The leader relationship: building teamwork with and among employees." Leadership & Organization Development Journal 21, no. 7 (November 2000): 350–54. http://dx.doi.org/10.1108/01437730010377890.

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Pelechano, Nuria, and Norman Badler. "Modeling Crowd and Trained Leader Behavior during Building Evacuation." IEEE Computer Graphics and Applications 26, no. 6 (November 2006): 80–86. http://dx.doi.org/10.1109/mcg.2006.133.

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Kasekende, Francis, John C. Munene, Joseph M. Ntayi, and Augustine Ahiauzu. "Building psychological contract: the role of leader member exchanges." Evidence-based HRM: a Global Forum for Empirical Scholarship 4, no. 3 (December 5, 2016): 257–78. http://dx.doi.org/10.1108/ebhrm-06-2015-0024.

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Purpose The purpose of this paper is to address the building blocks for psychological contract among public institutions in Uganda by investigating the mediation effect of leader-member exchanges (LMX) in the relationship between perceived environmental dynamism and psychological contract. Design/methodology/approach The authors use structural equation modelling (AMOS) to investigate the hypotheses. Findings LMX is a significant mediator in the association between generational work values and psychological contract and technological advancement and psychological contract among employees in public institutions in Uganda. Practical implications At commissions and agencies level, generational work values and technological advancement seem to create better effects on employee-employer unwritten expectations and obligations when they go through LMX. This has important implications for the investment in and outcomes of these LMX endeavours from both the employer and the employee. Originality/value The study is one of the pioneers to demonstrate that the presence of LMX reflected in the form of a dyadic relationship helps to extend the positive effects generational work values and technological advancement have on psychological contract.

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Tanasyah, Yusak, Iswahyudi Iswahyudi, and Steven Phang. "MEMBANGUN KEPEMIMPINAN KRISTEN ENTREPRENEURIAL SEBAGAI LANDASAN KEBERHASILAN UPAYA MEMIMPIN (BUILDING ENTREPRENEURIAL CHRISTIAN LEADERSHIP AS A FUNDAMENTAL OF SUCCESSFUL LEADING EFFORTS)." QUAERENS: Journal of Theology and Christianity Studies 2, no. 2 (December 3, 2020): 127–46. http://dx.doi.org/10.46362/quaerens.v2i2.19.

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Why are some leaders successful, while others fail? The truth is that there is no "magic combination" of characteristics that make a leader successful, and different characteristics matter in different situations. This does not mean, however, that we cannot learn to be effective leaders. We just need to understand the different approaches to leadership, so that we can use the right approach for our own situation. This paper offers how to build entrepreneurial Christian leadership in achieving the success of a leader. The conclusion is that entrepreneurial leadership is a personal strength of a leader. It is very necessary that the soul of leadership in every human person. Mengapa beberapa pemimpin yang sukses, sementara yang lain gagal? Yang benar adalah bahwa tidak ada "kombinasi ajaib" dari karakteristik yang membuat seorang pemimpin yang sukses, dan karakteristik yang berbeda penting dalam situasi yang berbeda. Ini tidak berarti, bagaimanapun, bahwa kita tidak bisa belajar untuk menjadi pemimpin yang efektif. Kita hanya perlu memahami berbagai pendekatan kepemimpinan, sehingga kita dapat menggunakan pendekatan yang tepat untuk situasi sendiri. Tulisan ini menawarkan bagaimana membangun kepemimpinan Kristen entrepreneurial dalam mencapai keberhasilan seorang pemimpin. Kesimpulannya bahwa kepemimpinan entrepreneurial adalah suatu kekuatan pribadi dari seorang pemimpin. Sangat diperlukan sekali jiwa kepemimpinan pada setiap pribadi manusia.

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Gilani, Uzma Syeda, and Umar Ali Khan. "A Comparative and Narrative Analysis: Executive Leader as Team Builder at the University Level." Global Social Sciences Review IV, no. III (September 30, 2019): 39–47. http://dx.doi.org/10.31703/gssr.2019(iv-iii).06.

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This study was to compare and narrate the difference in the role of team building, through self-assessed inventory by VC (Executive Leader), observation sheet filled by co-workers as well as the narrated view of executive leaders regarding team-building of the newly established University of the region. Concurrent triangulation mixed-method design was followed. Vice-Chancellors of all Public universities of Khyber Pakhtunkhwa, Pakistan constitutes the population of the study. According to the design, the same sampling technique was used. Four ViceChancellors of newly established Universities and five observers among their co-workers of each VC were taken as respondents of the study. There were significant differences among the self-assessed views of VCs regarding team building and views of their coworkers and narrative views of executive leaders at newly established universities. For team leadership, egalitarian style, knowledge of emotional intelligence and target-oriented communication are recommended

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Savolainen, Taina, and Palmira López-Fresno. "Trust in Leadership for Sustaining Innovations: How Leaders Enact on Showing Trustworthiness." Nang Yan Business Journal 1, no. 1 (November 20, 2014): 129–36. http://dx.doi.org/10.2478/nybj-2014-0018.

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Abstract In the environment of continuous change today, trust is needed more in most organizations but is enacted less. This paper discusses trust in leadership. Trust is the essence of leadership forming a foundation for functioning relationships and co-operation. Trust is intangible asset, a managerial skill, and an influencing power for leaders. Leadership by trust emphasizes trustful behavior towards employees. It can be defined as an interactive way of leading organizations for effectiveness and profitability. In this paper, we suggest that, it is trustworthiness in leader behavior that matters. Showing trustworthiness by competence, integrity, benevolence, and credibility makes a difference in daily leadership work and sustaining innovations. This paper focuses on how leaders enact on trust by showing trustworthiness to subordinates. Real life case examples are presented and their implications are discussed. In conclusion, leadership by trust matters in building innovative work environment. As to untrustworthy leader behavior, it is worth noting that building and sustaining trust is reciprocal in nature. A practical implication for leaders is that the development of an awareness of trustworthiness and skills for demonstrating it should be a top priority in the current business environment, which demands strong interaction, cooperation, and communication abilities.

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DEBS, ALEXANDRE, and H. E. GOEMANS. "Regime Type, the Fate of Leaders, and War." American Political Science Review 104, no. 3 (August 2010): 430–45. http://dx.doi.org/10.1017/s0003055410000195.

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We propose and test a formal model of war and domestic politics, building on recent evidence on the relationship between regime type, the effect of war on the probability of losing office, and the consequences of losing office. The less the outcome of international interaction affects a leader's tenure and the less punitive are the consequences of losing office, the more a leader is willing to make concessions to strike a peaceful bargain. We demonstrate that our theory successfully predicts war involvement among nondemocratic regime types. Moreover, our theory offers an intuitive explanation for the democratic peace. Compared to nondemocratic leaders, the tenure of democratic leaders depends relatively little on the war outcome, and democratic leaders fare relatively well after losing office. Thus, democratic leaders should be more willing and able to avoid war, especially with other democrats.

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Auvinen, Elina, Mari Huhtala, Ulla Kinnunen, Heidi Tsupari, and Taru Feldt. "Leader motivation as a building block for sustainable leader careers: The relationship between leadership motivation profiles and leader and follower outcomes." Journal of Vocational Behavior 120 (August 2020): 103428. http://dx.doi.org/10.1016/j.jvb.2020.103428.

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