Organisation Ethics, Relational Leadership and Nursing

2020 ◽  
pp. 99-115
Author(s):  
Louise Campbell
Keyword(s):  
Relational Leadership

EXPRESS: From Empathic Leader to Empathic Leadership Practice: An Extension to Relational Leadership Theory

2021 ◽  
pp. 001872672199845
Author(s):  
Guowei Jian
Keyword(s):  
Social Constructionist ◽  
Dyadic Interaction ◽  
Relational Leadership ◽  
Leadership Studies ◽  
Leader Emergence ◽  
Leadership Practice ◽  
Constructive Process ◽  
Narrative Practice ◽  
Relational Leadership Theory ◽  
Empathic Leadership

Does empathy merely take place in leaders’ mind? How does it help us better understand and practice leadership? In the past, entitative relational leadership studies have mainly drawn on a mind-based understanding of empathy and focused on the association between individual empathy trait and leader emergence and effectiveness. Such an approach overlooks leadership practice of empathy as a constructive process. By integrating emerging research from diverse disciplines from philosophy to communication, the paper first offers a constructionist view of empathy, based on which empathic leadership practice is conceptualized. The paper explicates how leadership practice of empathy construction is rooted in relational ethics and takes place in both synchronic dyadic interaction through conversation as well as diachronic narrative practice with a collective other. By conceptualizing empathic leadership practice through a social constructionist approach to empathy, the paper makes significant contributions to our understanding of relational leadership.

Relational Leadership: Perspectives of Key Constructs on Diversity, Inclusion, and Social Equity in Higher Education

2021 ◽  
Author(s):  
Rodney Luster ◽  
Henry A. Cooper ◽  
Gena Aikman ◽  
Kim Sanders ◽  
Garry Jacobs ◽  
...  
Keyword(s):  
Higher Education ◽  
Social Equity ◽  
Relational Leadership ◽  
Leadership Perspectives

A Relational Leadership Perspective on Unit-Level Safety Climate

2011 ◽  
Vol 41 (11) ◽  
pp. 479-487 ◽  
Author(s):  
Debra N. Thompson ◽  
Leslie A. Hoffman ◽  
Susan M. Sereika ◽  
Holly L. Lorenz ◽  
Gail A. Wolf ◽  
...  
Keyword(s):  
Safety Climate ◽  
Relational Leadership ◽  
Unit Level

scholarly journals Enabling relational leadership in primary healthcare settings: lessons from the DIALHS collaboration

2018 ◽  
Vol 33 (suppl_2) ◽  
pp. ii65-ii74 ◽  
Author(s):  
Susan Cleary ◽  
Alison du Toit ◽  
Vera Scott ◽  
Lucy Gilson
Keyword(s):  
Primary Healthcare ◽  
Relational Leadership ◽  
Healthcare Settings

Successes and Failures of the University-Community Partnership: A Case Study of Imbali Semi-Rural Settlement

2021 ◽  
pp. 001312452110273
Author(s):  
Molise David Nhlapo ◽  
Dipane Joseph Hlalele
Keyword(s):  
Community Partnership ◽  
Relational Leadership ◽  
Leadership Model ◽  
Rural Context ◽  
The Rich ◽  
Effective Group ◽  
University Leaders ◽  
The University ◽  
University Community

Universities should conduct research and provide services to the society in their environment. In this article, the relational leadership model was used to evaluate a University-Community partnership in a semi-rural context in South Africa. The relational leadership model is an aspirational model supporting a healthy, ethical, and effective group. It comprises five components necessary for sustainable positive change in an organization. The model advocates for five components of which four were used to evaluate the project which the article is based on. Data were produced through interviews with two main university leaders of the project and the results show that the partnership has lost momentum in recent years based on non-conformity to some of the principles of the components suggested by the relational leadership. Through the rich experiences from participants, the article reflects on methods and recommendations in which the threads facing the partnership can be circumvented.

Multicultural skills in open innovation: relational leadership enabling knowledge sourcing and sharing

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Aurelia Engelsberger ◽  
Jillian Cavanagh ◽  
Timothy Bartram ◽  
Beni Halvorsen
Keyword(s):  
Boundary Conditions ◽  
Human Resource ◽  
Social Exchange ◽  
Open Innovation ◽  
Research Question ◽  
Relational Leadership ◽  
Knowledge Sourcing ◽  
Content Type ◽  
Innovation Teams

PurposeIn this paper, the authors argue that multicultural skills and relational leadership act as enablers for open innovation, and thereby examine the process through which teams can utilize multicultural skills to support the development of relational leadership and knowledge sourcing and sharing (KSS) through individual interaction and relationship building. The authors address the following research question: How does relational leadership enable open innovation (OI) among employees with multicultural skills?Design/methodology/approachThis paper applies a multi-level approach (team and individual level) and builds on interviews with 20 employees, middle and senior managers with multicultural experiences, working in open innovation environments.FindingsThe authors’ findings shed light on the process through which social exchange relationships among team members (e.g. R&D teams) and knowledge exchange partners are enhanced by the use of multicultural skills and support the development of relational leadership to facilitate KSS and ultimately OI. The decision for participants to collaborate and source and share knowledge is motivated by individual reward (such as establishing network or long-lasting contacts), skill acquisition (such as learning or personal growth in decision-making) and a sense of reciprocity and drive for group gain. The authors encourage greater human resource (HR) manager support for relational leadership and the development and use of multicultural skills to promote KSS.Research limitations/implicationsDespite the value of our findings, this paper is not without limitations. The authors explained that the focus of this study design was on the work activities of the participants and their skill development and not specific projects or organizations. It was outside the scope of this study to examine variations across organizations and individuals as the authors wanted to focus on multicultural skills and relational leadership as enablers for OI. The authors recommend that future studies extend our research by unpacking how various boundary conditions including relational leadership and multicultural skills impact KSS and OI over the life cycle of innovation teams within large multinational organizations, across countries and ethnicities.Practical implicationsThe study’s findings provide managers with improved understandings of how to enable an individual's willingness and readiness to source and share knowledge through multicultural skills and relational leadership. Managers need to ensure that human resource management (HRM) practices celebrate multicultural skills and support relational leadership in innovation teams. The authors suggest managers engaged in OI consider the components of social exchange as described by Meeker (1971) and utilize reciprocity, group gain, rationality and status consistency to support the emergence relational leadership and KSS in innovation teams.Originality/valueIn this paper, the authors contribute to the dearth of literature on the boundary conditions for OI by examining the role of relational leadership and characteristics/skills of the workforce, namely multicultural skills and contribute to the scarce research on the role of employees with multicultural skills and their impact on OI and present multicultural skills/experiences and relational leadership as enablers for OI.

Re-Framing the Formation of Rural Educational Leaders

2017 ◽  
pp. 600-619
Author(s):  
R. John Halsey
Keyword(s):  
Educational Leaders ◽  
Relational Leadership ◽  
Critical Dimensions ◽  
Field Placements ◽  
Rural Space ◽  
Contextual Intelligence

The primary purpose of this chapter is to present a rationale for reframing the formation of educational leaders1 that is distinctively rural in its purpose, its character, its ontology, and how it might be progressed. Firstly, understandings of rural and rurality are considered, followed by a discussion of sustainability because of its profound importance to there “being future.” Next, selected critical dimensions and challenges associated with reframing the preparation of rural educational leaders are discussed, including data from an Australia-wide survey. A section on privileging the constructs of rural, space, and spatiality, plus contextual intelligence, relational leadership, and extended leadership field placements completes the chapter.

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