Transitional Leadership of Advisors as a Facilitator of Successors’ Leadership Construction

2013 ◽  
Vol 26 (3) ◽  
pp. 235-255 ◽  
Author(s):  
Carlo Salvato ◽  
Guido Corbetta
Keyword(s):  
Grounded Theory ◽  
Leadership Development ◽  
Leadership Skills ◽  
Leadership Role ◽  
Factors Affecting ◽  
Development Processes ◽  
Ethnographic Data ◽  
Succession Process ◽  
Transitional Leadership ◽  
Interim Leadership

Succession literature addressed factors affecting the development of successors’ leadership skills. Yet the role professional advisors play in this process is not well understood. This study contrasts the detailed descriptions of four advisor-directed leadership development processes, to suggest a grounded theory of how advisors can facilitate the construction of successors’ leadership. Adopting an insider–outsider approach to the collection and analysis of ethnographic data, the study revealed that the assumption of a transitional leadership role by advisors—an interim leadership held by the advisor while supporting the successor’s leadership development—was critical to moving the succession process forward.

scholarly journals Students’ perspective of need for leadership development program in dental education

2020 ◽  
Vol 2 ◽  
pp. 93-98
Author(s):  
M. Vikneshan ◽  
Mamata Hebbal ◽  
Anil V. Ankola ◽  
M. Suganya ◽  
Ratika Sharma
Keyword(s):  
Leadership Development ◽  
South India ◽  
Dental Health ◽  
Leadership Skills ◽  
Development Program ◽  
Leadership Role ◽  
Leadership Roles ◽  
Item Questionnaire ◽  
Leadership Development Program ◽  
Student's Attitudes

Objectives: The aim of this study was to explore dental student’s attitudes toward leadership development and their perceptions of the importance of leadership skills for dentists. Materials and Methods: A 33-item questionnaire with a combination of both closed- and open-ended items (31 closed-ended items and 2 open-ended items) was administered to 862 students from three dental institutes in South India. Results: Majority of students agreed that it is important for dentists to have leadership skills and they can be learned. Most reported that they expect to assume a leadership role in their dental practice (50.9%). Over one- third (35.4%) anticipate participating in leadership roles in dental associations, 27.4% in academic dentistry, and 17.1% in military dentistry. Approximately two-thirds of respondents strongly agreed (39.4%) or agreed (27.1%) that they would be interested in participating in a leadership development program if offered at their school. Most of the students (92.3%) had not participated in any leadership program. Conclusion: Majority of the students had a positive attitude toward the development of leadership among dentists and were ready to take a leadership role in the future. This study implies the need for leadership development program to improve the leadership skills of dental health workforce.

scholarly journals EXPLORING THE LEADERSHIP SKILLS OF PRE-SERVICE SOCIAL WORK STUDENTS: IMPLICATIONS FOR SOCIAL WORK EDUCATION

2019 ◽  
Vol 77 (5) ◽  
pp. 598-615 ◽  
Author(s):  
Nadiia Horishna ◽  
Hanna Slozanska ◽  
Olha Soroka ◽  
Lyudmila Romanovska
Keyword(s):  
Social Work ◽  
Leadership Development ◽  
Interpersonal Communication ◽  
Leadership Skills ◽  
Social Work Students ◽  
Sample Population ◽  
Cross Sectional Survey ◽  
Cross Sectional ◽  
Factors Affecting ◽  
The Social

The importance of leadership is discussed widely in the social work literature. However, little is known about the leadership skills of social work students and factors affecting their development in the environment specific to higher educational institutions (HEIs). This research aimed to find out what skills pre-service social work students had related to leadership and to determine if significant differences existed in terms of such predictor variables as level and form of study, employment status, and involvement in co-curricular activities. The research employed the quantitative approach based on a descriptive cross-sectional survey involving a sample of 158 social work students from three Ukrainian universities. The research group consisted of 88% female and 12% male respondents, aged between 19 and 31. Data were obtained through the Student Leadership Outcomes Inventory, which contained 60 items measuring skills on 8 scales: (a) self-management, (b) interpersonal communication, (c) problem-solving and decision-making, (e) cognitive development and critical analysis, (f) organization and planning, (g) self-confidence, (h) diversity awareness, and (h) technology which served as outcome variables. All items were rated along a 5-point Likert scale, from poor (1) to excellent (5). The results of the research revealed lower than average levels of leadership skills and existing significant differences by outcome variables for the sample population. The findings suggest the need to strengthen the leadership skills of social work students through the implementation of formal and informal developmental activities and recognition of leadership participation within the social work curriculum. Keywords: descriptive cross-sectional survey, leadership development, leadership skills, pre-service social work students, social work.

scholarly journals Leaders on a Mindfulness-Based Program: Experience, Impact, and Effect on Leadership Role

Human Arenas ◽  
2021 ◽  
Author(s):  
Deryl Dix ◽  
Katie Norton ◽  
Gemma M. Griffith
Keyword(s):  
Leadership Development ◽  
Leadership Skills ◽  
Development Program ◽  
Emotional Awareness ◽  
Leadership Role ◽  
Future Research ◽  
Work Related ◽  
Leadership Development Program ◽  
Manufacturing Organization ◽  
The Impact

AbstractAlthough there is putative evidence that mindfulness-based programs (MBPs) may contribute to leadership skills, little is known about the direct experience of leaders who attend such programs. It is therefore unknown how MBPs delivered in the corporate environment are experienced by leaders, or how MBPs may facilitate leadership development. This qualitative study explored how leaders experienced an MBP, introduced as a part of a wider leadership development program, and the impact of this intervention on their work lives and leadership role. Participants (N = 10) were leaders who worked for a global manufacturing organization and who had attended a three-day mindfulness-based program as part of a leadership development program. They were interviewed and the data was analysed using thematic analysis. Following the MBP, eight participants reported enhanced emotional awareness, and a greater understanding of the impact of work-related stress, which in turn helped their leadership role. Two did not see how mindfulness could enhance their leadership skills although the MBP was well received by most of the participants. Three superordinate themes were identified: (1) The participant journey: Mixed experiences of the MBP; (2) A clash of cultures: The challenge of integrating mindfulness into the workplace, and (3) Impact on leadership. These results may inform future research, program design, and implementation.

“But We've Got No Power”

2017 ◽  
pp. 42-54
Author(s):  
Geraldine Torrisi-Steele
Keyword(s):  
Leadership Development ◽  
Curriculum Design ◽  
Leadership Skills ◽  
Program Directors ◽  
Leadership Role ◽  
Leadership Strategies ◽  
Theoretical Frameworks ◽  
Academic Leaders ◽  
Program Leadership ◽  
University Settings

Program directors are academic leaders at “the coal-face” of a university's teaching activities. Responsible for curriculum design and co-ordination of the programs into which students enroll, program directors play a crucial role not only in the success of the programs offered, but potentially, in the survival of their respective faculties/schools. As oftentimes occurs in university settings, appointment to leadership positions is made on the basis of academic, rather than leadership, expertise – program directors are no exception. Hence, some program directors arrive into their leadership role with little or no experience/knowledge of leadership strategies. Lack of leadership skills aside, program directors are additionally challenged by the current ‘difficult' state of higher education. Interestingly, although the importance of the program director's role is being recognized and institutions are beginning to invest in developing program directors leadership skills, there remains relatively little literature surrounding program directors' leadership. The present chapter thus seeks to raise discussion around leadership and program directors. Challenges are identified and useful theoretical frameworks to guide leadership development for program directors are explored. The chapter serves as a primer for establishing foundational understanding of what the program leadership entails and for identifying the key capacities of a program director.

Learning while leading: a realist evaluation of an academic leadership programme

BMJ Leader ◽  
2021 ◽  
pp. leader-2021-000508
Author(s):  
Shelly-Anne Li ◽  
Ruth Chen ◽  
X Catherine Tong ◽  
Anne K Wong ◽  
Teresa M Chan
Keyword(s):  
Leadership Development ◽  
Leadership Skills ◽  
Realist Evaluation ◽  
Development Programme ◽  
Academic Leadership ◽  
Leadership Role ◽  
Work Settings ◽  
Evaluation Approach ◽  
Personal Leadership ◽  
The Impact

IntroductionMany academic health centres and universities have implemented leadership development programmes; however, their potential impact in different contexts in healthcare remains unknown. We assessed the impact of an academic leadership development programme on the self-reported leadership activities of faculty leaders in their respective work contexts.MethodsTen faculty leaders who participated in a 10-month leadership development programme between 2017 and 2020 were interviewed. The realist evaluation approach was used to guide deductive content analysis, allowing concepts related to what works for whom, why and when to emerge from the data.ResultsFaculty leaders benefited in different ways depending on the organisational context (eg, culture) in which they reside and their individual contexts (eg, personal aspirations as a leader). Faculty leaders who have minimal mentorship in their leadership role gained an increased sense of community and belongingness with peer leaders and received validation in their personal leadership approach from the programme. Faculty leaders with accessible mentors were more likely than their peers to apply the knowledge they learnt to their work settings. Prolonged engagement among faculty leaders in the 10-month programme fostered continuity of learning and peer support that extended beyond programme completion.ConclusionsThis academic leadership programme included participation of faculty leaders in different contexts, resulted in varying impacts on participants’ learning outcomes, leader self-efficacy and application of acquired knowledge. Faculty administrators should look for programmes with a multitude of learning interfaces to extract knowledge, hone leadership skills and build networks.

THE PROFILE OF A LEADER AND HIS LEDERSHIP

2018 ◽  
Vol 28 (1) ◽  
pp. 345-350
Author(s):  
Ali Hajro
Keyword(s):  
Leadership Skills ◽  
Real Power ◽  
Governmental Organization ◽  
Factors Affecting ◽  
The Real ◽  
The Core ◽  
Behavior Code ◽  
The People ◽  
Study Case ◽  
Personal Skills

The Current and future leaders live in a turbulent and chaotic environment, where the real power of acting derives from the recognition of the concept of change and looking for options. In this type of environment a lot of competence is necessary for the leaders to survive. The aim of this study case was to explore i.e. gain a clearer picture of the position of the leader, their characteristics, functions, levels, the core and the factors affecting the leader and their leadership. To see what type of leader the people want simply to draw conclusions about the characteristics, qualities and techniques of a leader and their leadership. So that in the end, to have empirical proof of the leader. The set goal in this study case is today’s leaders in everyday process, starting from the very beginning of their work, to serve as an example in developing inter-personal skills at the same time as treating people with dignity and respect. In other words, they have to possess leadership skills, characteristics and the necessary actions. This research aims at finding out the real attributes that is the profile of a leader and their leadership running an organization regardless if it is economic, political, and military or some other non-governmental organization. The values are more than a set of rules, they are not only behavior code, and they say what a leader should be every day in every action that they take. The values shade the leaders’ identity and the organization that they run.

A Competency-Based Approach to Addressing the Leadership Gap in the Oil and Gas Industry

2021 ◽  
Author(s):  
C. Susan Howes ◽  
Robert W. Taylor
Keyword(s):  
Leadership Development ◽  
Oil And Gas ◽  
Leadership Skills ◽  
Development Program ◽  
Oil And Gas Industry ◽  
Emerging Leaders ◽  
Gas Industry ◽  
Competency Based ◽  
Leadership Development Program ◽  
Technical Professionals

Abstract As oil and gas industry technical professionals land their first supervisory roles, gaps in their leadership skills often become apparent. Years of technical education and training have prepared them well for roles as individual technical contributors, but stronger business, management, and leadership skills are needed as they move into emerging leadership roles in which they direct others. Competency assessments of first-level supervisors and mid-career experienced hires are conducted to determine mission-critical leadership gaps. This process is done in alignment with competency-focused job descriptions that enumerate key soft skills needed in each leadership role and build on a sound foundation of technical competency. Bringing emerging leaders together as a group enhances their networking opportunities as they advance through the program; including experienced hires helps them become attuned to the company's management style. Learning opportunities can include face-to-face instruction, webinars, e-learning, online resources, exercises, business simulations, and coaching and mentoring. Building future leaders is key to succession planning. Introducing experienced hires to the leadership styles of the company ensures the successful integration of new talent into the team. A competency-based approach to assessing emerging leaders provides the roadmap for creating a deep bench of candidates for future roles in executive management. Experienced instructors and mentors are crucial to ensuring the leadership program delivery is aligned with the corporate mission, vision and values. The delivery of the leadership development program can be self-sustaining if program graduates and external expert facilitators are incorporated into the delivery of the program to future cohorts. Technical professionals progress through supervisory/management positions on their respective career ladders primarily by ‘learning on the job' rather than through formal training. This paper looks at differences between the current state of supervisory development and what professionals actually need in leadership skills. These are new skills needed for transitioning from supervisor/manager to an effective leader. New methods of digital delivery allow greater interaction between participants and instructors. Building an innovative leadership development program enhances the company's brand and attracts and retains top talent.

Social Change Model of Leadership Development: A 4-Year Program

2018 ◽  
Vol 4 (2) ◽  
pp. 138-147
Author(s):  
Deirdre P. Dixon ◽  
Ana Maia Wales ◽  
Julia R. Pennington ◽  
Shannon Calega
Keyword(s):  
Social Change ◽  
Leadership Development ◽  
Leadership Skills ◽  
Change Model ◽  
Leadership Program ◽  
Social Change Model ◽  
The Social ◽  
Leadership Experiences ◽  
20Th Anniversary ◽  
Personal Level

The social change model (SCM) of leadership development defines all students as potential leaders. Service acts as a powerful means for developing leadership skills within our students. After the 20th anniversary celebration by the International Leadership Association of the SCM, the authors wanted to illustrate how practice can inform research as they applied the model to a 4-year leadership program. The President’s Leadership Fellows is a 4-year program where all students have an opportunity to develop into leaders through classroom and cocurricular leadership experiences. Students actively participate in individual and group activities designed to experience social change and leadership theory on a practical, personal level. The students can then identify with the key elements of the SCM framework. This article outlines this leadership program and how it can help inform further research from practice.

Implementation uptake: organisational factors affecting evidence-based reform in community corrections in the United States

2017 ◽  
Author(s):  
Danielle S. Rudes ◽  
Kimberly R. Kras ◽  
Kimberly S. Meyer ◽  
Shannon Magnuson
Keyword(s):  
Leadership Development ◽  
Observational Data ◽  
Organizational Factors ◽  
The United States ◽  
Community Corrections ◽  
Policy And Practice ◽  
Factors Affecting ◽  
Organizational Survey ◽  
Strategic Implementation ◽  
Changing Times

As community corrections organizations adapt to changing times, probation/parole agencies work to reform both organizational policy and practice. However, reform is much easier planned than implemented. With little or no formal training on strategic implementation, most community corrections agencies face a complex web of inter- and intra-organizational dynamics and contexts that make implementing reform challenging and sustaining reforms nearly impossible. Using survey and interview/observational data from both adult and juvenile probation in two U.S. states, this chapter examines organizational factors such as culture/climate, cynicism and commitment as key internal issues to consider prior to implementation of reform and during reform uptake. Using dual methods reveals while organizational actors respond similarly on organizational survey response measures, the observational data detail a more nuanced story for understanding implementation. Specifically, findings suggest a need for new training approaches, continued leadership development and improved communication at all organizational levels.

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