Leadership

2020 ◽  
pp. 173-191
Author(s):  
George E. Mitchell ◽  
Hans Peter Schmitz ◽  
Tosca Bruno-van Vijfeijken
Keyword(s):  
Leadership Development ◽  
Leadership Styles ◽  
Leadership Models ◽  
Focus On Results ◽  
Traditional Leadership ◽  
Strategic Changes ◽  
Personal Needs ◽  
Culture Of Inquiry ◽  
Collaborative Skills ◽  
Blind Spots

Chapter 9 identifies specific leadership blind spots that frequently emerge as TNGOs move to adopt more ambitious mandates and implement strategic changes to secure organizational relevance and legitimacy. Traditional leadership in the sector has often lacked a culture of inquiry while also struggling to work in an environment of growing complexity and ambiguity. While organizations in crisis may be tempted to rely on charismatic leaders and their promises, new leadership models emphasize shared, distributed forms of leadership, post-heroic leadership styles, collaborative skills, humble personalities, a capacity to self-reflect and identify personal needs, and a focus on results, credit-sharing, and the building of authentic relationships. There is growing consensus around a shift in leadership needs, but sectoral norms tend to relegate leadership development to an area of underinvestment and neglect.

scholarly journals Requirements for developing ethical leaderships in Vietnam

2020 ◽  
Vol 4 (2) ◽  
pp. 82
Author(s):  
Nguyen Hai Thanh ◽  
Nguyen Van Quang
Keyword(s):  
Leadership Development ◽  
Leadership Styles ◽  
Ethical Leadership ◽  
Leadership Practices ◽  
Industrial Revolution ◽  
Planned Economy ◽  
Service Leadership ◽  
Traditional Leadership ◽  
Service Fairness ◽  
Theoretical Issues

Challenges associated with leadership practices are rapidly increasing, thereby assigning more qualities to leaders. One of the recent theoretical issues that interest many scholars is ethical leadership development, using industrial revolution 4.0. This method does not only follow the traditional leadership styles, rather it is associated with universal qualities such as respect, service, fairness, honesty, and responsibility. For communities, increasing assertions is one of the essential foundations used to help leaders influence their subordinates' actions. This means that ethical leadership is the motto of the spirit of service leadership, especially for Vietnam leaders, a country with a strong transformation from a planned economy to a socialist-oriented market. Therefore, leadership values need to be adjusted, supplemented, and developed to keep up with the Industrial Revolution's requirements 4.0.

Leadership development in health care: what do we know?

2002 ◽  
Vol 16 (1) ◽  
pp. 34-47 ◽  
Author(s):  
John Edmonstone ◽  
Jane Western
Keyword(s):  
Health Care ◽  
Leadership Development ◽  
Evaluation Studies ◽  
Lessons Learned ◽  
Executive Directors ◽  
Managerial Leadership ◽  
Leadership Models ◽  
Strong Focus ◽  
The Future

The NHS in England has developed a strong focus on clinical and managerial leadership. The article describes both emerging ideas on leadership models and approaches to developing leaders as a background to the description of two evaluation studies of leadership programmes for executive directors and the lessons learned for the future.

scholarly journals Gregory Nanzianzen’s Oration II

Kairos ◽  
2021 ◽  
Vol 15 (1) ◽  
pp. 7-27
Author(s):  
Eric Maroney
Keyword(s):  
Leadership Styles ◽  
Business Management ◽  
Historical Background ◽  
Southeast Europe ◽  
The West ◽  
Traditional Church ◽  
Leadership Models ◽  
Modern Mind ◽  
The World ◽  
Global Church

Leadership styles in southeast Europe tend to lie at the poles along a line stretched between passivity and authoritarianism. This is a universal problem in the global church, not one unique to southeast Europe. However, the fact remains that the mainstream leadership models in this part of the world need to be appraised and healthier models need to be developed. Unfortunately, the leadership models being imported from the West take as their cue business management, often times focusing on efficiency, productivity, and growth rather than focusing on Kingdom expansion and serving the Bride of Christ. However, a model does exist for servant leadership, a model that emerged from the Eastern Church 17 centuries ago. In this paper, I will examine Gregory Nazianzen’s Oration II which presents a spiritual model of leadership for the 21st century. While written many centuries ago, this text is still able to speak to the modern mind and remains relevant for several reasons. First, this is the first extant extra-Biblical account of an individual’s struggle with calling and obedience to Christian ministry. Second, Gregory’s model is saturated with Scripture, providing a sound though unique perspective from his brilliant and highly trained mind. Finally, as one of Gregory’s primary concerns is remaining faithful during a corrupt public form of Christianity, the context is appropriate to the traditional church contexts of southeast Europe. Following a brief historical background, this paper will look at three elements of Christian ministry and how Gregory addresses their spiritual components. First, the roles of a minister, under the titles of priest, king, and prophet. Second, the challenges that beset ministers who seek to serve. And third, the personal struggles that an individual must face and overcome to be obedient in this calling.

Disability and Dominant Leadership Models Over Time

2020 ◽  
pp. 274-293
Author(s):  
Melanie Lee
Keyword(s):  
Higher Education ◽  
Leadership Development ◽  
Students With Disabilities ◽  
Personal Narrative ◽  
Student Leadership ◽  
Development Programs ◽  
Leadership Development Programs ◽  
Leadership Models ◽  
Models Of Disability ◽  
Over Time

This chapter is grounded in scholarly sources and personal narrative, and it concludes with recommended best practices about fostering more socially just higher education environments for college students. Specifically, the author focuses on the development of more equitable inclusion of students with disabilities in curricular and co-curricular leadership development programs. This chapter provides a context of major models of disability over time, a chronological scaffold of dominant student leadership models, and recommendations for educators inside and outside of classroom spaces. The intersection of models of disability and leadership models has not been explored. This chapter fills that gap in the literature.

scholarly journals An investigation into the effect of leadership style on stress-related presenteeism in South African knowledge workers

2017 ◽  
Vol 15 (0) ◽  
Author(s):  
Reuben George ◽  
Manoj Chiba ◽  
Caren B. Scheepers
Keyword(s):  
Transformational Leadership ◽  
Leadership Development ◽  
Leadership Styles ◽  
Job Stress ◽  
Transactional Leadership ◽  
Knowledge Workers ◽  
Quality Of Work Life ◽  
Limited Attention ◽  
Organisational Performance ◽  
Laissez Faire

Orientation: Leadership styles influence knowledge workers’ job-stress-related presenteeism (JSRP) and, ultimately, organisational performance. Knowledge workers generally work under strict deadlines in fast-paced, stressful environments, and require organisational support.Research purpose: The objective of this study was to examine empirically the effect of three leadership styles, namely transformational, transactional and laissez-faire, on job-relatedstress presenteeism in knowledge workers across a number of industries in South Africa.Motivation for the study: Absenteeism has been the subject of much investigation but more research is required into the antecedents and consequences of presenteeism, the phenomenon of employees being physically present at work, but not fully functional and therefore unproductive. Illness as an antecedent to presenteeism has been studied, but limited attention has been given to presenteeism caused by stress. There are very few studies that investigate leadership styles as antecedents for JSRP and this study therefore sets out to provide quantitative evidence of this relationship.Research design, approach and method: The researchers used a cross-sectional quantitative approach within the positivism research philosophy. Two questionnaires were administered: the multifactor leadership questionnaire form 6S and the job-related-stress presenteeism questionnaire. Descriptive statistics and Pearson’s product-moment correlation were used to answer the research questions. The participants (N = 242) were knowledge workers, representing 12 widely categorised industries. The researchers analysed job role descriptions to ensure the respondents were all knowledge workers.Main findings: Transformational leadership has a higher negative correlation with JSRP than does transactional leadership, whereas laissez-faire leadership has no significant relationship with job stress or JSRP.Practical/managerial implications: The research provides a compelling case for investment into transformational and transactional leadership development by showing the preventative effect that transformational leadership and, to a lesser degree, transactional leadership, has on stress-associated presenteeism.Contribution/value-add: Presenteeism lowers organisational performance even more than absenteeism does, and exists at huge cost to employees’ quality of work-life. This empirical study, the first to use valid, reliable questionnaires to investigate the relationship between transformational, transactional and laissez-faire leadership on the one hand, and JSRP on the other, suggests that transformational leadership development should be prioritised.

scholarly journals Interplay of Leadership Styles, Employees' Performance and Organizational Life Cycle

2019 ◽  
Vol IV (IV) ◽  
pp. 389-397
Author(s):  
Mujahid Hussain ◽  
Amna Niazi ◽  
Kanwal Iqbal Khan
Keyword(s):  
Life Cycle ◽  
Leadership Development ◽  
Leadership Styles ◽  
Organizational Life ◽  
Organizational Life Cycle ◽  
Democratic Leadership ◽  
And Performance ◽  
The Relationship

The study investigates the moderation role of Organizational Life Cycle (OLC) stages on the relationship between leadership styles and employees' performance. The study remained restricted to four basic leadership styles, namely authoritative, democratic, transformational and transactional styles. The findings of the study are (1) OLC stages have no significant impact on the relationship between transformational style and performance employees and on the relationship between transactional style and performance of employees (2) OLC stages have a significant impact on the relationship between authoritative styles and performance employees and on the relationship between democratic leadership styles and performance of employees. Findings can be used in the hiring of new leadership by organizations and in the deciding priorities of leadership development as per the stages of OLC. It is expected that the findings of the study are generalizable due to the size of the sample and the extensiveness of the study.

Afghanistan: Leadership Development

2015 ◽  
pp. 212-228
Author(s):  
Noor Ali
Keyword(s):  
Leadership Development ◽  
Leadership Styles ◽  
Women Managers ◽  
Access To Higher Education ◽  
Management Skills ◽  
Donor Funding ◽  
Afghan Women ◽  
Public Sector Organization ◽  
International Donor ◽  
Transformational And Transactional Leadership

This case study investigates the leadership styles of Afghan men and women managers as practiced in Afghanistan, originally prepared as background research to developing their leadership skills in the context of a public sector organization receiving extensive international donor funding. The case includes a detailed study of the barriers that women managers face in Afghanistan. The research revealed that compared with men, Afghan women managers are more balanced in terms of being people-oriented and task-oriented and practice a mix of transformational and transactional leadership styles (rather than mostly transactional). To overcome the existing barriers that prevent Afghan women from reaching senior leadership positions in Afghanistan, the case concludes that Afghan women need more access to higher education and need more training in management skills. Increased awareness of women's leadership talents by men, requiring the need to change male attitudes towards female participation in leadership, may help improve the situation. This process may need greater mobility in workplaces in Afghanistan.

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