Constructivist Theories of Leadership

2018 ◽  
pp. 1100-1103
Author(s):  
Linda M. Johnston
Keyword(s):  
Theories Of Leadership

Another Look at Personality Theories of Leadership

1982 ◽  
Vol 27 (8) ◽  
pp. 644-645
Author(s):  
Daniel C. Feldman
Keyword(s):  
Personality Theories ◽  
Theories Of Leadership

Enhancing Leadership Training Through an Experiential Approach: An Online Model for the 21st Century

2021 ◽  
pp. 104515952110124
Author(s):  
Anita Samuel ◽  
Steven J. Durning
Keyword(s):  
Adult Learners ◽  
Organizational Performance ◽  
Corporate Culture ◽  
Leadership Training ◽  
Health Care Professionals ◽  
Training And Development ◽  
Experiential Approach ◽  
Leadership Experiences ◽  
Expert Coaching ◽  
Theories Of Leadership

Billions of dollars are spent annually on leadership training and development courses. Unfortunately, this training, both at organizational and university levels, does not appear to consistently result in significant adult learning or better organizational performance. These programs tend to focus on the theories of leadership within closed classroom environments and sometimes present case studies to encourage application of knowledge. The content is typically dissociated from both context and leadership experiences and a “one size fits all” approach is adopted. This approach does not account for the corporate culture that is unique to every organization, even every department. In this innovation in practice article, we present a leadership practicum course tailored for adult learners that provides an experiential approach to leadership training enhanced by expert coaching. Initial results indicate that health care professionals appreciate the ability to transfer theory to practice and the feedback they receive from expert coaches. We present the practicum course and provide two cases to explicate the process; we share initial findings from the course and end with our next steps.

Implicit Theories of Leadership and Judgments of Leadership among Group Members

1990 ◽  
Vol 21 (3) ◽  
pp. 374-392 ◽  
Author(s):  
Charles Pavitt ◽  
Pamela Sackaroff
Keyword(s):  
Implicit Theories ◽  
Group Members ◽  
Theories Of Leadership

Educational Leadership for Enhancing Quality in Teacher Education

2016 ◽  
pp. 1632-1654
Author(s):  
Neeta Baporikar
Keyword(s):  
Teacher Education ◽  
Educational Leadership ◽  
Business Leader ◽  
Separate Entity ◽  
Educational Leader ◽  
Educational Aims ◽  
Theories Of Leadership ◽  
Special Case ◽  
Central Purpose

Educational leadership refers to the process of soliciting and managing the capacities and vitalities of teachers, pupils and parents toward achieving common educational aims. Educational leadership also refers to an individual or group of people who are in charge and lead schools, institutions, programmes and students. The development of leadership as a separate entity goes some way in arguing that an effective educational leader will share much of the same characteristics as a successful business leader. If one sees leadership as a distinct vocation, then one can see that many of the skills and traits are transferable. However, education is a special case, because teaching students has to be the central purpose that educational leadership must reflect. Hence, even if it is drawn from various existent theories of leadership, yet the success is dependent on how much it would enhance the quality of teacher education. The overall mission of this valuable study is to aid researchers in recognizing and understanding the need of educational leadership for enhancing the quality of teacher education.

Interpersonal Communication Application to Leadership

2017 ◽  
pp. 296-316
Author(s):  
Corinth M. Evans
Keyword(s):  
Interpersonal Communication ◽  
Critical Analysis ◽  
Effective Leadership ◽  
Interpersonal Trust ◽  
Leadership Traits ◽  
Social And Emotional ◽  
Classical Studies ◽  
Integral Element ◽  
Psychosocial Processes ◽  
Theories Of Leadership

The purpose of this chapter is to study the elements of communication, and to explore the interrelations of interpersonal communication and effective leadership applications. Thanks to the leadership evolution, divergent leadership methodologies have rejuvenated classical studies. An empirical analysis of leadership traits, behaviors, characteristics, types, and styles (e.g., approaches) will be reviewed. Given the theories of leadership, a critical analysis on power and influence are also necessary to understand the sensitivities and delicacies of the leader-follower relationships. Because speaking, listening, writing, and reading are the basic forms of communication, the dynamics of communication is fundamental and an integral element to effective leadership application. Executives, directors, mangers, other leadership staffers, will find this chapter interesting as it aims to link the ideologies of communication-centered and interpersonal trust perspectives to leadership theologies. When analyzing the pragmatics of interpersonal communication, this chapter will examine the behavioral, attitudinal, cognitive-perceptual, and psychosocial processes that attribute to the communicable factors of one's thoughts, ideas, feelings, emotions, motives, attitudes, behaviors, and actions. This chapter may assist leaders in developing social and emotional intelligences. With the relentless pressure to change an organization, emotional and social intelligences give us an entirely new way of looking at the root causes of organizational dysfunctions. The scope and depth of EI and SI, employs interpersonal interactions that cultivates trust and continuity through an exchange of meaningful messages.

Leadership in Social Entrepreneurship

2017 ◽  
pp. 768-789
Author(s):  
Jorge Colvin Díez ◽  
José Manuel Saiz-Alvarez
Keyword(s):  
Social Entrepreneurship ◽  
Social Impact ◽  
Evolutionary Process ◽  
Social Value ◽  
Social Entrepreneur ◽  
Social Entrepreneurs ◽  
New Concepts ◽  
The Social ◽  
Theories Of Leadership ◽  
Indirect Action

The social entrepreneur has been analyzed from many perspectives, either from its social impact, its proposed social value, or its direct or indirect action. This chapter attempts to analyze the entrepreneur from a new approach: the perspective of the leader. Therefore, the question arises: is leadership in social entrepreneurs an evolutionary process or not? Is it a natural ability or a learned technique? Is the social entrepreneur a leader born or made? To answer this, [1] we will analyze the main contemporary theories of leadership from two different paradigms (Colvin, 2013), [2] we will define new concepts in the world of social entrepreneurship, [3] we will establish a life cycle of strategic leadership promoted by the social entrepreneur focused on his or her organization in order to serve as a seed for the intended social impact.

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