Building the capacity for student leadership in high school: a review of organizational mechanisms from the field of student voice

2020 ◽  
Vol 58 (3) ◽  
pp. 357-372 ◽  
Author(s):  
Lindsay Lyons ◽  
Marc Brasof
Keyword(s):  
High School ◽  
Leadership Development ◽  
Student Voice ◽  
Design Methodology ◽  
Student Leadership ◽  
Governance Structure ◽  
Youth Leadership ◽  
Content Type ◽  
Youth Leadership Development ◽  
Organizational Mechanisms

PurposeThe purpose of this paper is to understand the organizational mechanisms by which schools can increase opportunities for student leadership.Design/methodology/approachA review of the student voice literature conducted in high schools was used to identify organizational mechanisms for enhancing student leadership.FindingsFive leadership-fostering organizational mechanisms were identified: consistency, research, group makeup, governance structure and recognition.Originality/valueThis paper examines the existing body of student voice research to identify organizational mechanisms for fostering student leadership in schools. Researchers can use this to operationalize student leadership mechanisms and study their impact. Practitioners can implement these mechanisms in schools to support youth leadership development.

Towards understanding a multi-stakeholder approach in a youth leadership development program

2016 ◽  
Vol 12 (2) ◽  
pp. 143-153
Author(s):  
Manuel J. De Vera ◽  
Jose Enrique R. Corpus ◽  
Donn David P. Ramos
Keyword(s):  
Leadership Development ◽  
Stakeholder Engagement ◽  
Development Program ◽  
Theory And Practice ◽  
Youth Leadership ◽  
Content Type ◽  
Stakeholder Approach ◽  
Youth Leaders ◽  
Youth Leadership Development ◽  
Multi Stakeholder

Purpose The purpose of this paper is to explore the experiences gained by participants of youth leadership development (YLD) programs that introduce multi-stakeholder processes as part of its training within the last five years. Moreover, the study delves into how participants are able to apply leadership and multi-stakeholder processes in their everyday lives and in their communities. Design/methodology/approach A perception survey of 41 respondents was conducted to examine leadership concepts identified and youth leadership practices in different social reform contexts. Findings Diverse challenges in terms of multi-stakeholder mobilization were evident in youth leaders’ engagement in communities. In spite of this, the YLD programs’ emphasis on multi-stakeholder process is very much embedded in the current youth leaders’ practice. Research limitations/implications The study contributes to the conduct of YLD programs, as well as on stakeholder engagement. Moreover, it contributes to advancing public leadership theory and practice by demonstrating how it extends to youth leadership experiences. Practical implications Multiple dimensions of YLD, especially in the realm of multi-stakeholder engagement, are discussed that may contribute to YLD programs. Originality/value To the best of knowledge, the authors provide the first study that investigates the contribution of the Bridging Leadership Framework that utilizes a multi-stakeholder approach in a YLD program using empirical data.

Makers on the move: a mobile makerspace at a comprehensive public high school

2015 ◽  
Vol 33 (4) ◽  
pp. 497-504 ◽  
Author(s):  
IdaMae Louise Craddock
Keyword(s):  
High School ◽  
Public School ◽  
Design Methodology ◽  
School Setting ◽  
Maker Movement ◽  
Public High School ◽  
Content Type ◽  
Advantages And Disadvantages ◽  
Maker Culture ◽  
The Maker Movement

Purpose – The purpose of this paper is to describe the implementation of a mobile makerspace program in a public school setting. Insights, challenges, successes, projects as well as recommendations will be shared. Design/methodology/approach – This paper describes a mobile makerspace program in a public high school in Virginia. It discusses the growth of mobile making, the advantages and disadvantages of mobility, and how the program was implemented. Findings – Mobile makerspaces are a fast-growing manifestation of maker culture. It is possible to have a makerspace in a public school and take the maker culture to other schools in the area. Having a steady supply of students or library interns that are willing to travel to other schools is critical. Originality/value – Makerspaces in libraries is still a relatively new phenomenon. While the research is coming on stationary makerspaces, mobile making is a new horizon for the maker movement. This paper seeks to provide a description of one such program.

Giving voice to the voiceless: connecting graduate students with high school students by incubating DRR plans through participatory mapping

2022 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Miguel Angel Trejo-Rangel ◽  
Adriano Mota Ferreira ◽  
Victor Marchezini ◽  
Daniel Andres Rodriguez ◽  
Melissa da Silva Oliveira ◽  
...  
Keyword(s):  
High School ◽  
High School Students ◽  
Graduate Students ◽  
Design Methodology ◽  
Civil Defense ◽  
Participatory Mapping ◽  
School Students ◽  
Content Type ◽  
Governmental Organization ◽  
The City

PurposeThe purpose of this study is to encourage graduate students to facilitate a participatory mapping activity with high school students, to have their voices heard in the disaster risk reduction (DRR) agenda.Design/methodology/approachA participatory mapping, youth-led session, was conducted with 22 high school students, where they had to identify flood and landslide-prone areas. Then, they were asked to propose and plan DRR measures in collaboration with local partners in São Luiz do Paraitinga, Brazil.FindingsThe participatory method engaged the graduate students and the high school students in the DRR debate, allowing them to map hazards and vulnerabilities, and to discuss five incubation projects for enhancing DRR in the city.Originality/valueThis research highlights the importance of involving young people in DRR formulation and planning to build local capacities in younger generations. The outputs were shared with the local civil defense and a local non-governmental organization (NGO), who suggested recommendations to improve the five incubation projects.

The prosocial leadership development process as a means to prepare the next generation of organizational leaders

2018 ◽  
Vol 26 (3) ◽  
pp. 225-237
Author(s):  
Timothy Ewest
Keyword(s):  
Social Justice ◽  
Leadership Development ◽  
Design Methodology ◽  
Development Process ◽  
Leadership Behaviors ◽  
Pedagogical Practices ◽  
Organizational Leaders ◽  
Content Type ◽  
Social Challenges ◽  
Practical Implications

Purpose This paper aims to outline the prosocial leadership development process for guiding pedagogical and social justice course goals as a means to foster prosocial leadership values within the millennial generation. Design/methodology/approach The paper is guided by a social justice framework and proven classroom pedagogies as a means to align millennial characteristics within the four stages of the prosocial leadership development process. Findings An educational rubric is provided as a means to guide classroom pedagogies, course goals and millennial characteristics through a prosocial leadership development process. Research limitations/implications The paper is conceptual in nature, and therefore, theoretical correspondence remains speculative. Practical implications The research in this paper provided guidelines for educators to use pedagogical practices as a means to develop prosocial values as a basis for organizational leadership behaviors. Social implications This leadership development process when facilitated through proven pedagogical techniques (guided by established social justice curriculum goals) and is within the context of millennial characteristics (those born between the years 1982 and 2005) becomes catalytic in empowering leaders to be a remedy for the world’s environmental and social challenges. Originality/value This paper connects characteristics of millennials to a prosocial leadership development model.

Leadership and organizational ambidexterity

2016 ◽  
Vol 35 (6) ◽  
pp. 778-788 ◽  
Author(s):  
Saša Baškarada ◽  
Jamie Watson ◽  
Jason Cromarty
Keyword(s):  
Transformational Leadership ◽  
Leadership Styles ◽  
Design Methodology ◽  
Organizational Ambidexterity ◽  
Structured Interviews ◽  
Senior Leaders ◽  
Content Type ◽  
Organizational Mechanisms ◽  
Exploratory Innovation ◽  
Transactional And Transformational Leadership

Purpose – The purpose of this paper is to answer calls for more research on how leaders may promote organizational ambidexterity (i.e. exploitation and exploration), and how such behaviors relate to transactional and transformational leadership styles. Design/methodology/approach – The findings presented in this paper are based on semi-structured interviews with 11 senior leaders in Australian Defence. Findings – This paper identifies three organizational mechanisms that leaders rely on to promote exploitation, and five behaviors that leaders rely on to promote exploration. These mechanisms and behaviors closely match transactional and transformational leadership styles, respectively. Originality/value – This paper provides support for the leadership ambidexterity construct, and for the thesis that transformational leadership is appropriate in the context of exploratory innovation, while transactional leadership is appropriate in the context of exploitative innovation.

scholarly journals Early global Trotters and their entrepreneurial employment practices

2016 ◽  
Vol 8 (3) ◽  
pp. 378-384 ◽  
Author(s):  
Qianqian Chai ◽  
Cherry Wun Mei Cheung ◽  
Caleb Kwong
Keyword(s):  
Host Country ◽  
Multinational Enterprises ◽  
Design Methodology ◽  
Wage Differential ◽  
Governance Structure ◽  
Employment Practices ◽  
Content Type ◽  
Blue Book ◽  
Host Country Nationals ◽  
Internal Context

Purpose Questions have often been asked of the ethicality of multinational enterprises (MNEs) with the conducts of many being classified as exploitative. This is particularly so the internal context, where MNEs are often reluctant to employ host country nationals at important positions and treat their host and parent countries employees differently. This study aims to examine whether the locals are really getting the raw end of the deal. Design/methodology/approach Utilising a unique record book that is available about the employment details of civil servants in Hong Kong known as the blue book, this study intends to examine whether first-moving multinational organisations treated their local employees in an ethical and reasonable manner, for the employees entering the service between 1845-1850. Findings The data suggests that, overall, host country nationals earn much less than not only the British but also those from third countries. Moreover, parent country nationals were placed at important officer and supervisory roles, as oppose to host country nationals at the bottom, forming a typically ethnocentric governance structure (Perlmutter, 1969). Furthermore, even divided by grade, the starting salary difference between host and parent country nationals remain considerable. However, the reason for this is complex, and the authors do not have a quick and precise answer as to whether there has been discrimination. Research limitations/implications The findings perhaps explain the dilemma faced by the early-movers because they tend to feel the strong need of adopting an ethnocentric approach, which can be extremely costly as a result of the large wage differential. A balance needs to be struck between this and utilising host country nationals, which might not necessarily possess all the essential qualities but might be cheaper. Originality/value This is the first study examining the employment practices of fast-moving MNEs.

Retooling leadership development

2018 ◽  
Vol 17 (6) ◽  
pp. 275-281 ◽  
Author(s):  
Michael A. Couch ◽  
Richard Citrin
Keyword(s):  
Human Capital ◽  
Leadership Development ◽  
Design Methodology ◽  
Capital Management ◽  
Human Capital Management ◽  
Content Type ◽  
The Future

Purpose This paper aims to describes how properly designed and executed leadership development can make a difference, an approach the authors call intentional development. Design methodology/approach By building unique connections among recent advancements in human capital management and neuroscience, this paper proposes the components that any organization can use to significantly improve the return on their investment in leadership development. Findings It is estimated that US companies spend over US$13bn annually on leadership development. Match that number to the abundant research that finds most leadership development to be ineffective, and the conclusion is a phenomenal amount of waste. The situation does not need to be that dire. Originality/value Following the practices of yesterday are not sufficient to build leaders needed for now and the future. It is time to retool leadership development.

Creative leadership for workplace innovation: an applied SAP-LAP framework

2016 ◽  
Vol 30 (1) ◽  
pp. 10-14 ◽  
Author(s):  
Koustab Ghosh
Keyword(s):  
Leadership Development ◽  
Design Methodology ◽  
Content Type ◽  
Creative Leadership ◽  
Workplace Innovation

Purpose – The main focus of this paper is to apply the SAP-LAP model for developing creative leadership. Design/methodology/approach – The paper was developed by drawing inputs from the previous scholarly works and applying the SAP-LAP model by the author in the context of creative leadership development. Findings – The paper offers a workable solution that can be suitably adopted by the organizations to transform the performing managers or executives to creative leaders in their respective domains. Originality/value – This paper suggests that the SAP-LAP model is underrepresented in previous studies conducted in the area.

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