The accountability generation: exploring an emerging leadership paradigm for beginning principals

2017 ◽  
Vol 39 (4) ◽  
pp. 509-520 ◽  
Author(s):  
Amanda Heffernan
Keyword(s):  
Beginning Principals ◽  
Emerging Leadership

Perceptions of Beginning Public School Principals

1993 ◽  
Vol 3 (2) ◽  
pp. 186-202
Author(s):  
James E. Lyons
Keyword(s):  
Public School ◽  
Time Management ◽  
School Principals ◽  
Beginning Principals ◽  
New Principals ◽  
Local School ◽  
Principal's Role ◽  
Public School Principals ◽  
School Operations

This study was designed to determine the level of competency that beginning principals perceived they had in their primary areas of responsibility when appointed to the position. Secondarily, the study determined what beginning principals perceived to be their greatest challenges and frustrations, most familiar and most unfamiliar areas of responsibility, and who was most and least helpful to them as new principals. The findings indicated that beginning principals are challenged by the following: delegating responsibilities and becoming familiar with the principal's role, the local school, and school operations. Their major frustrations were role adjustment, the (large) amount of responsibility, and time management.

Development of a Uniquely South African Leadership Questionnaire

2002 ◽  
Vol 32 (2) ◽  
pp. 9-25 ◽  
Author(s):  
Hermann H. Spangenberg ◽  
Callie C. Theron
Keyword(s):  
South African ◽  
Goodness Of Fit ◽  
Principal Component ◽  
Charismatic Leadership ◽  
Fit Indices ◽  
Confirmatory Factor Analyses ◽  
Leadership Model ◽  
Emerging Leadership ◽  
Confirmatory Factor ◽  
Unit Performance

This paper describes the development of a leadership questionnaire the aim of which is to assess the behaviours required to lead change and transformation, while at the same time managing organisational unit performance effectively. A Delphi technique was used to facilitate the identification and testing of emerging leadership dimensions and items, starting with a three-stage model of charismatic leadership, The resultant leadership model comprises four stages, measured as 21 dimensions. The research questionnaire consists of 235 items. The questionnaire was field tested by means of 360° assessment conducted amongst 189 unit managers from a diverse group of organisations. Seven hundred and fifty completed questionnaires were obtained. Unrestricted principal component analyses were performed on each of the sub-scales (dimensions) to examine the unidimensionality assumption. This procedure resulted in the formation of three additional sub-scales. Item analyses on each of the sub-scales produced highly satisfactory Cronbach Alpha values. Further confirmatory factor analyses using LISREL were conducted on each of the 24 sub-scales. A series of goodness-of-fit indices generally showed satisfactory results. Overall, results indicate that a 96-item questionnaire format consisting of 24 dimensions with four items each (selected on the basis of factor loadings) could be used with confidence. Recommendations are made for further research.

scholarly journals Dialogic Leadership and New Alternative Masculinities: Emerging Synergies for Social Transformation

2016 ◽  
Vol 5 (1) ◽  
pp. 70 ◽  
Author(s):  
Gisela Redondo
Keyword(s):  
Social Transformation ◽  
Leadership Practices ◽  
Emerging Leadership ◽  
Alternative Masculinities ◽  
Relevant Role ◽  
Recent Developments ◽  
Analysis Of Dynamics ◽  
School Influence

<p>Leadership plays a relevant role in the improvement of organisations and its study has influenced the analysis of dynamics of social change in current societies. There is a trend to analyse leadership considering issues such as its distribution or transformative dimension. According to recent developments in this field, dialogic leadership implies the whole community in the process of creation, development and consolidation of leadership practices. However, less is known about the role of dialogic leadership in relation to men´s movements and masculinities, particularly in the field of the New Alternative Masculinities (NAM). This article presents the results of a qualitative case study developed in an adult school being part of the Learning Communities project. It illustrates existing synergies between dialogic leadership and the NAM movement. It is explored in which ways the school influence transformative processes beyond its organisation and contributes to make more visible the NAM movement. The paper shows evidence on how dialogic leadership contributes to create an environment in which emerging leadership practices of the community in relation to the NAM movement have flourished. </p>

Research-Based Leadership for Next-Generation Leaders

2017 ◽  
pp. 1-39
Author(s):  
Peggy M. Delmas
Keyword(s):  
Decision Making ◽  
Problem Solving ◽  
Leadership Styles ◽  
Leadership Style ◽  
Self Awareness ◽  
Leadership Theories ◽  
Comprehensive Overview ◽  
Effective Leaders ◽  
Emerging Leadership ◽  
Organizational Needs

This chapter uses a leadership typology to review categories of traditional and emerging leadership theories and styles. Those theories and styles that have particular application or extensive research in the areas of education, change, problem solving, decision making, and organizational culture are emphasized. Strategies for increasing leader self-awareness, matching leadership styles and organizational needs, and improving problem solving and decision making are provided. The aim of this chapter is to give a clear and comprehensive overview of the array of leadership styles and theories grounded in research. The intent is to help practitioners working in education be more effective leaders by providing a comprehensive theory base to guide their actions, and to help them utilize the leadership style(s) most appropriate for their organization.

Developing Leadership Talent for Success in the Fourth Industrial Revolution

2021 ◽  
pp. 53-68
Author(s):  
Nermin Kişi
Keyword(s):  
Leadership Styles ◽  
Industry 4.0 ◽  
Industrial Revolution ◽  
Leadership Skills ◽  
Pivotal Role ◽  
Leadership Roles ◽  
Fourth Industrial Revolution ◽  
Emerging Leadership ◽  
Core Components ◽  
Digital Disruption

Digital disruption brought by the Fourth Industrial Revolution (4IR) technologies has a major impact on cultures, strategies, structures, and processes of organizations. This change also requires a shift in leadership mindset to respond to opportunities, challenges, and dilemmas in the implementation of Industry 4.0 (I4.0). Moreover, effective leadership in the digital age requires developing a wide variety of core components of leadership. Therefore, improving the essential characteristics, capabilities, and skills of leaders plays a pivotal role in accelerating the path to success in the I4.0. In this regard, this chapter provides an in-depth discussion on leadership aspects of I4.0. The purpose of this chapter is to first present emerging leadership styles in I4.0. The chapter also explores what leadership roles have become more relevant in the age of I4.0 and what kind of fundamental leadership skills they need to possess in order to succeed.

Leader Launch

2020 ◽  
pp. 235-260
Author(s):  
Candice Freeman
Keyword(s):  
Leadership Development ◽  
Organizational Development ◽  
Development Program ◽  
Instructional Interventions ◽  
Three Phase ◽  
Emerging Leadership ◽  
Improvement Interventions ◽  
Leadership Development Program ◽  
And Performance

This case study examines how a rural healthcare system implemented LeaderLaunch, a leadership development program specifically supporting all front-line to director-level leaders employed within the organization's facilities. John DeJoria, the healthcare system's Director of Organizational Development, is a seasoned instructional designer and Certified Professional in Learning and Performance (CPLP) who was charged with the opportunity of determining the system's leadership development needs and responding with aligned performance improvement interventions, intended to build competency and capacity in current, new, and emerging leadership. This case explains how John and his team designed, conducted, and utilized a three phase needs assessment to select and design instructional and non-instructional interventions.

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