Leadership in the Society of Counseling Psychology and the Academy: Insights and Reflections

2018 ◽  
Vol 46 (8) ◽  
pp. 1010-1023 ◽  
Author(s):  
Arpana G. Inman
Keyword(s):  
Leadership Development ◽  
Leadership Style ◽  
Counseling Psychology ◽  
Developmental Process ◽  
Presidential Address ◽  
Early Career ◽  
Relational Leadership ◽  
Master's Level ◽  
Leadership Roles ◽  
Political Responsibility

In this Presidential Address, I reflect on my leadership journey both within the Society of Counseling Psychology and within the academy. Consistent with the theme of my presidency, Leadership Through Advocacy: Influencing and Advancing Change, I speak to the four initiatives that I developed during my presidential year (2017–2018), namely (a) leadership development in midcareer and early career professionals, (b) continued engagement in respectful dialogues, (c) master’s-level training, and (d) the Society’s strategic plan. Embedded within my leadership style, I speak to nine lessons that I learned as I navigated different leadership roles: leadership is a way of being; leadership is an evolving and developmental process; leadership is relational; leadership is about humility; leadership is about listening; leadership is about communication and amplification; leadership is about respectful and courageous engagement; leadership is about social and political responsibility; and leadership is about transparency and linking the past, present, and future.

Society of Counseling Psychology Leadership Academy: Cultivating Leadership Competence and Community

2017 ◽  
Vol 45 (7) ◽  
pp. 965-991 ◽  
Author(s):  
Julia C. Phillips ◽  
Candice Hargons ◽  
Y. Barry Chung ◽  
Linda Forrest ◽  
Katharine Hahn Oh ◽  
...  
Keyword(s):  
Leadership Development ◽  
Counseling Psychology ◽  
American Psychological Association ◽  
Early Career ◽  
Professional Organization ◽  
Leadership Academy ◽  
Implementation Processes ◽  
History Of ◽  
Leadership Competence ◽  
Conceptual Foundations

The Society of Counseling Psychology Leadership Academy is a year-long program designed to engage and develop student and early career psychologist leaders in counseling psychology. As a division of the American Psychological Association, the Society of Counseling Psychology is part of a nonprofit professional organization that seeks to recruit and retain members as well as to develop talent to meet future organizational leadership needs. This article describes the history of the Leadership Academy, its conceptual foundations, curriculum and program components, and associated implementation processes. We discuss how we utilized results of a formative program evaluation to improve the program over time. Outcomes associated with three cohorts of the Leadership Academy suggest that the program was largely effective in achieving its functional goals. Conclusions and recommendation for leadership development and research are discussed.

Attitude Tpward Visionary Leadership

1992 ◽  
Vol 2 (1) ◽  
pp. 34-44 ◽  
Author(s):  
Sandra J. Lesourd ◽  
Susan Tracz ◽  
Marilyn L. Grady
Keyword(s):  
Professional Development ◽  
Leadership Development ◽  
Leadership Style ◽  
School Effectiveness ◽  
School Quality ◽  
Visionary Leadership ◽  
Leadership Roles ◽  
Development Programs ◽  
Research Findings ◽  
Outstanding Leadership

Typologies of leadership style are emerging from naturalistic studies conducted by researchers at school sites. Through extensive observation and interviews with members of schools, researchers have accomplished a specific description of the values and behavioral attributes of leaders. For example, Bennis and Nanus (1985), Blumberg and Greenfield (1980), Deal and Kennedy (1982), Lightfoot (1983), and Wolcott (1973) have presented informative studies of schools and organizations. These analyses of leadership in context have contributed to the identification of notable, effective leadership qualities. In addition, the genre of effective school research clarified the existence of variation in the principals’ influence upon school quality (Leithwood and Montgomery, 1982; Purkey and Smith, 1982). Investigation of school effectiveness confirmed that some principals are more influential than others in making improvements. Some develop reputations as dynamic leaders who foster institutional change, while others are primarily concerned with routine maintenance functions. While documentation of the distinctive propensities of notable principals is available, specific techniques for assessing these propensities are lacking. There is a need to integrate research findings into preparation and professional development programs for school leaders. Information gained from studies of outstanding leaders should be converted into techniques and strategies applicable to the preparation of candidates for leadership roles and continued professional development of individuals who have assumed leadership roles. The following reports an attempt to formulate descriptive research findings into a utilitarian tool for leadership development programs. An instrument to measure attitude toward a leadership ideal was developed, administered, and analyzed for construct validity. Findings from the previously cited studies of leaders, who had reputations for implementing outstanding leadership, were summarized to establish the leadership ideal. It was postulated that the instrument would address a need to assess individual acceptance of the qualities identified in outstanding leaders.

scholarly journals A Strategic Framework for Transformational Leadership Development in Megaprojects

2021 ◽  
Vol 13 (6) ◽  
pp. 3480
Author(s):  
Abdulla Abdulaziz Al-Subaie ◽  
Mohd. Nishat Faisal ◽  
Belaid Aouni ◽  
Faisal Talib
Keyword(s):  
Transformational Leadership ◽  
Leadership Development ◽  
Leadership Style ◽  
Structural Model ◽  
Project Success ◽  
Project Managers ◽  
Transformational Leaders ◽  
Policy Makers ◽  
Transformational Leadership Style ◽  
Interpretive Structural Model

Project managers’ leadership has a direct and an indirect effect on project success. Extant literature has established that transformational leadership style positively affects project success in a major way. The main aim of this research is to understand the variables that positively affects transformational leadership development and their interrelationships in megaprojects. The Total Interpretive Structural Model (TISM) methodology is adopted to propose a framework, and Impact Matrix Cross-Reference Multiplication Applied to a Classification (MICMAC) approach is used to examine the strategic nature of the enablers. The research shows that there exists a group of enablers having a high driving power and low dependence, requiring maximum attention and of strategic importance, while another group consists of those variables that have high dependence and are resultant actions. Furthermore, the model explains the relationships among each pair of variables. Organisations dealing in megaprojects would be the major beneficiaries of this study. Policy makers in these organisations would explicitly understand the variables and their interrelationships that needs attention for transformational leadership development. This would help them to prioritize their efforts and implement suitable strategies to focus on the most important variables for developing transformational leaders ultimately leading to project success.

Assistant principal leadership development: a narrative capture study

2014 ◽  
Vol 52 (2) ◽  
pp. 173-192 ◽  
Author(s):  
Lisa Petrides ◽  
Cynthia Jimes ◽  
Anastasia Karaglani
Keyword(s):  
Leadership Development ◽  
School Leadership ◽  
Principal Leadership ◽  
Assistant Principals ◽  
Teaching And Learning ◽  
Assistant Principal ◽  
Leadership Roles ◽  
Content Type ◽  
Leadership Challenges ◽  
Teacher Professional

Purpose – The purpose of this paper is to contribute to the knowledge base on the ways in which assistant principals view their roles, and on the potential challenges involved in a distributed leadership model. Design/methodology/approach – The study employed a narrative capture method, in which assistant principals from two large urban school districts were asked to relate and self-interpret two leadership stories through a web-based narrative capture form. A total of 90 stories were collected from 45 assistant principals. Participants rated their stories based on a set of leadership indicators (including method of decision making and type of teacher interaction present in the story, among others); the results were analyzed statistically. Findings – Overall, participants tended to view their roles in terms of instructionally focussed leadership. However, leadership challenges emerged in several areas of leadership practice, including operational management and teacher professional development (PD). Demographic factors were found to influence leadership perceptions and practices. Research limitations/implications – This study begins to fill the empirical gap on assistant principal leadership roles, practices, and perceptions. Further research, using other methods (e.g. observation), is needed to collect evidence of in situ leadership practices of assistant principals, and how those practices impact and relate to school objectives for teaching and learning. Practical implications – The study sheds light on the leadership development needs of assistant principals and on the importance of ongoing, tailored PD, based on factors including where leaders are in their careers and how they envision their roles. Originality/value – This paper contributes to nascent scholarship regarding assistant principal school leadership.

(Dis)Ableing Notions of Authentic Leadership Through the Lens of Critical Disability Theory

2017 ◽  
Vol 19 (4) ◽  
pp. 362-377 ◽  
Author(s):  
Greg Procknow ◽  
Tonette S. Rocco ◽  
Sunny L. Munn
Keyword(s):  
Leadership Development ◽  
Human Resource Development ◽  
Interpersonal Relationships ◽  
Leadership Style ◽  
Authentic Leadership ◽  
Belief Systems ◽  
Self Awareness ◽  
Persons With Disabilities ◽  
Deficit Model ◽  
The Disabled

The Problem Persons with disabilities (PWD) are regarded as “the Other” and are sequestered from “normative” society because of their “Otherness.” “Othering” results in discrimination and the systemic preclusion of PWD. Ableism is the belief that being without a disability, impairment, or chronic illness is the norm. The notion that people without disabilities are the norm and are inherently superior is accepted without critique by those that advocate for authentic leadership. This privileges ableism and furthers the “Othering” of PWD within a leadership style intended to promote self-awareness, beliefs and ethics, and interpersonal relationships. The Solution The disabled experience and differently abled voice must be restored through relationally “being” with others and authentic dialogue. What is needed is a shift from the deficit model of authentic leadership to a social paradigm of authentic leadership, welcoming of bodily and psychic difference. This will better enable both leaders and employees to craft an authentic profile in the workplace. The Stakeholders Leaders and those who seek to become leaders following an authentic leadership approach can benefit from a better understanding of how their ingrained belief systems impact those that they lead who are both “able-bodied” and “disabled.” Human resource development (HRD) practitioners and leadership development practitioners can use this information to deconstruct and reconstruct leadership development opportunities to be inclusive as an authentic leader.

scholarly journals Women in oncology pharmacy leadership: A white paper

2019 ◽  
Vol 26 (1) ◽  
pp. 175-186
Author(s):  
Alexandra Shillingburg ◽  
Laura B Michaud ◽  
Rowena Schwartz ◽  
Jaime Anderson ◽  
David W Henry ◽  
...  
Keyword(s):  
Leadership Development ◽  
White Paper ◽  
Gender Disparity ◽  
Professional Organizations ◽  
Leadership Roles ◽  
Leadership Positions ◽  
Call To Action ◽  
Current State ◽  
Key Issues ◽  
Development Committee

Gender disparity exists in leadership roles within healthcare. While the majority of the healthcare workforce is comprised of women, significantly fewer women occupy leadership positions, particularly at executive and board levels. As the field of oncology pharmacy continues to rapidly expand and evolve, an assessment of the current state of women in oncology pharmacy leadership roles is vital to the growth and development of the profession. In the fall of 2017, the Hematology/Oncology Pharmacy Association (HOPA) hosted a summit to explore leadership issues facing women in oncology pharmacy which have the potential to affect our membership and our profession. This meeting included invited participants from across the fields of oncology and pharmacy and was part of HOPA’s strategic leadership initiative developed through the work of the HOPA Leadership Development Committee in 2016. This promotes a primary goal of HOPA, which is to support oncology pharmacists as they assume leadership roles within their practices and within healthcare to assure oncology pharmacy is integrated into cancer care. The purpose of this white paper is to (1) summarize key issues that were identified through a membership survey; (2) review ongoing efforts to address the needs of female oncology pharmacists in leadership development; (3) serve as a call to action for individuals and professional organizations to assist with and disseminate these efforts and highlight available resources, and (4) to provide practical steps to meet the needs of individuals, training programs, and institutions/employers.

scholarly journals A Study on the Leadership Style and the Organizational Performance in Korea and USA

2016 ◽  
Vol 11 (7) ◽  
pp. 42
Author(s):  
Young Kwan Lee ◽  
Cheon Deok Hee
Keyword(s):  
Job Satisfaction ◽  
Servant Leadership ◽  
Organizational Performance ◽  
Leadership Style ◽  
Customer Orientation ◽  
Developmental Process ◽  
Innovative Behavior ◽  
Global Competitiveness ◽  
The Us ◽  
Expert Opinion Survey

<p>This study aimed to suggest ways Korea’s top-class hotels can improve their global competitiveness, using as a model the developmental process of hotel leadership in the US. We conducted an expert opinion survey on hotel leaders in Korea and the US and explored the differences between their perceptions of emotional leadership and servant leadership and ways to improve organizational performance. We also conducted a quantitative study involving employees of Korea's top-class hotels to investigate the effect of emotional and servant leadership styles on job satisfaction, innovative behavior, and customer orientation. The results suggest that, to improve job satisfaction, respect for values and support for growth under servant leadership should be focused on and that innovative behavior is encouraged by respect for values and the formation of community under servant leadership. To enhance customer orientation, respect for values and support for growth should be focused on. Finally, job satisfaction and innovative behavior contribute directly to improving customer orientation.</p>

A Case Study of Innovation Platforms for Agricultural Research, Extension, and Development

2015 ◽  
pp. 173-197 ◽  
Author(s):  
Matthew L. S. Gboku ◽  
Oitshepile M. Modise ◽  
Jenneh F. Bebeley
Keyword(s):  
Decision Making ◽  
Adult Education ◽  
Leadership Development ◽  
Adult Learning ◽  
Sierra Leone ◽  
Agricultural Research ◽  
Agricultural Extension ◽  
Leadership Roles ◽  
Agricultural Technologies

Stakeholder organizations clearly need to have more than a symbolic role in IAR4D decision making. They are currently hindered by their lack of knowledge of leadership roles and capacity to implement the IAR4D. In this chapter, the authors have presented the use of the IAR4D in Sierra Leone with clear justification of how it fits into contemporary approaches and interventions at the national, regional and global levels. The chapter focuses on the “Dissemination of New Agricultural Technologies in Africa (DONATA)” project in Sierra Leone as a shining example of leadership development and adult learning in both formal and non-formal settings. The authors highlight current challenges of the use of innovation platforms through IARD and articulate implications of the case study for adult education, agricultural extension and non-formal training in agricultural research institutions. The chapter ends with recommendations for surmounting the current challenges of the case described.

Current Trends in Practicing Leadership

2020 ◽  
pp. 137-165
Author(s):  
Deniz Palalar Alkan ◽  
Ayşegül Özbebek Tunç
Keyword(s):  
Leadership Development ◽  
Leadership Style ◽  
Harvard Business Review ◽  
Theory And Practice ◽  
Theoretical Development ◽  
Leadership Studies ◽  
Related Literature ◽  
Current Trends ◽  
Current Leadership ◽  
Organizational Leader

There is a growing body of theoretical and practical studies conducted on a variety of subjects under the multifaceted leadership concept. In this chapter, the authors first explain recently discussed concepts in the Leadership Quarterly by category (leader, contingency, outcome, and leadership development) and subcategory (traits; leader-subordinate interaction, leadership style, organizational; leader, followers, organizational), explore current leadership trends at practice by analyzing Harvard Business Review articles, and then compare them. The essential objective of this chapter is to explore the current trends emerging from real business life in comparison to theoretical development in the leadership field and to highlight common concepts coming from the theory and practice of leadership. From this aspect, this chapter may provide a basis for comparative leadership studies and contribute to the related literature and practical studies. The strength of this study is to present a comparison between current theoretical and practical leadership trends by conducting a content analysis.

Leadership

2022 ◽  
pp. 106-123
Keyword(s):  
Leadership Development ◽  
Human Resources ◽  
Leadership Style ◽  
Roles And Responsibilities ◽  
Leadership Management

Leadership development happens when one can determine and/or strengthen leadership style. Development continues when there is a trusting connection, when there are clear roles and responsibilities, and when an environment that facilitates quality communication is maintained. This chapter examines a study that shows a disconnect in opinions from employees, CEOs, and human resources professionals who were all asked the same questions about how people view their organization. Top-level leaders were overly optimistic about the frequency with which their employees were being recognized for their contributions. Conversely, human resources professionals were pessimistic about frequent recognition while employees seemed to be divided about the frequency and appropriateness of recognition. The authors find a variety of team qualities as they peruse thousands of leadership, management, and self-improvement books. This chapter narrows the focus to engagement, the setting of leader and manager roles, and developing members.

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