Leadership development in the military: bridging theory and practice

2006 ◽  
Vol 6 (2/3/4) ◽  
pp. 200 ◽  
Author(s):  
Keith Thomas
Keyword(s):  
Leadership Development ◽  
Theory And Practice ◽  
The Military

scholarly journals Problematizing leadership learning facilitation through a trickster archetype: An investigation into power and identity in liminal spaces

Leadership ◽  
2021 ◽  
pp. 174271502199822
Author(s):  
Gareth Edwards ◽  
Beverley Hawkins ◽  
Neil Sutherland
Keyword(s):  
Leadership Development ◽  
Power Relations ◽  
Theory And Practice ◽  
Liminal Spaces ◽  
Learning Facilitation ◽  
Reflective Conversations ◽  
Permanent Resident ◽  
Shadow Side ◽  
Learning Development

This study uses the archetype of a ‘trickster’ to reflect back on, and hence problematize, the role of the educator/facilitator identity in leadership learning. This is based on the view that a trickster is a permanent resident in liminal spaces and that these liminal spaces play an important role in leadership learning. Our approach was based on the reading of the trickster literature alongside reflective conversations on our own experiences of facilitation of leadership learning, development and education. We suggest that paying attention to the trickster tale draws attention to the romanticization of leadership development and its facilitation as based on a response to crisis that leads to a further enhancement of the leader as a hero. Hence, it also offers ways to problematize leadership learning by uncovering the shadow side of facilitation and underlying power relations. We therefore contribute by showing how, as facilitators, we can use the trickster archetype to think more critically, reflectively and reflexively about our role and practices as educators, in particular, the ethical and power-related issues. In our conclusions, we make recommendations for research, theory and practice and invite other facilitators to share with us their trickster tales.

HARMONIZATION OF TRADE AND INDUSTRIAL POLICY AND STATE SUPPORT

2021 ◽  
Vol 5 (199) ◽  
pp. 33-43
Author(s):  
I.F. Bogatyrev ◽  
Keyword(s):  
Industrial Policy ◽  
Theory And Practice ◽  
Industrial Complex ◽  
Electronic Industry ◽  
State Support ◽  
Military Industrial Complex ◽  
Radio Electronic ◽  
The Status ◽  
Main Activity ◽  
The Military

The purpose of the study is to consider the status of state support, to determine its main trends in Russia, including in the radio-electronic industry, in connection with the harmonization of trade and industrial policy. To achieve the purpose of the study, the main approaches to the concepts of "harmonization", "harmonization of trade and industrial policy" were studied, the place of state support in the structure of the mechanism for harmonization of trade and industrial policy was determined, the problems of state support both in general and specifically in the radio-electronic industry were formulated, the ways of solving these problems were suggested. Within the framework of the study, legislative documents related to state support of the radio-electronic industry are analyzed, its main characteristics are determined. The relevance of state support of enterprises of the military-industrial complex, whose main activity is concentrated on the production of radio electronics, is shown. Possible ways of improving the activities of enterprises of the military-industrial complex are proposed, the use of state support tools of an institutional nature is highlighted. The results of the study have novelty and originality, expand the theory and practice of the issue of harmonization, since they focus on those aspects of it that were not previously considered in detail.

scholarly journals Names for Actors in the Medical Field in the 1920 Issues of Medicina, the First Medical Magazine in Independent Lithuania

Lituanistica ◽  
2020 ◽  
Vol 66 (4) ◽  
Author(s):  
Palmira Zemlevičiūtė
Keyword(s):  
Medical Information ◽  
Medical Training ◽  
Venereal Disease ◽  
Medical Science ◽  
Word Formation ◽  
Theory And Practice ◽  
Medical Field ◽  
Medical Theory ◽  
High Degree ◽  
The Military

The article deals with the names referring to persons engaged in medicine and related sciences as used in the 1920 issues of Medicina, a medical theory and practice magazine of independent Lithuania. The author identifies their meanings and typical groups, discusses their composition and characteristics, and, to some extent, touches upon the matters of their structure and origin. The names of the actors in the medical field carry a high degree of semantic diversity and fall into four identifiable core groups: (1) the names of persons administering treatment, (2) the names of medical training persons, (3) the names of pharmacy persons, and (4) the names of persons undergoing treatment. Within these groups, names further branch off into subgroups based on a set of different, often individual aspects. Still, there are several frequently occurring aspects that should be distinguished: these are the aspects of college medical education, the connection with the military, and the qualifying degree. Although all names of these actors in the medical field are covered by the overarching seme of medicine, they all vary in differential semes. In terms of word formation, the prevailing names for the actors in the medical field are compound words with their key components mostly deriving from Lithuanian terms. Obviously, the prevalence of compounds is the outcome of the need to name different persons associated with medical science and practice, as well as patients, something that cannot be done with single-word terms. Today, many think of a scientific text as one defined by an abundance of foreign terms. The subject source of the names for the actors in the medical field is a science magazine, yet most of the names are of Lithuanian origin. Many of them are suffixal derivatives: gydytojas ‘physician’, mokovas ‘expert’, slaugytojas ‘nurse’, pribuvėja ‘midwife’, seselė ‘sister’, vaistininkas ‘pharmacist’, ligonis ‘a sick person’, džiovininkas ‘a consumptive’, etc. Loanwords are dominated by words of Latin (daktaras ‘doctor’, medikas ‘medic’, pacientas ‘patient’, provizorius ‘pharmaceutical chemist’, sanitaras (‘orderly’), etc.) and Greek (anatomas ‘anatomist’, chirurgas ‘surgeon’, fiziologas ‘physiologist’, terapeutas ‘therapist’, etc.) origin. Hybrids are not very common and usually have a borrowed root and a Lithuanian suffix (stipendininkas ‘scholar’, farmacininkas ‘pharmacist’, venerininkas ‘a male with a venereal disease’, kretinaitė ‘a female with cretinism’, and so on). Conformity with the terminological criterion can mostly be observed in the names of persons administering treatment, whereas a number of the names of persons undergoing treatment are not very terminological due to them being expressed by substantival adjectives and, typically, participles (apsikrėtusysis ‘one who has caught a disease’, pažeistasis ‘(the) affected’, sergantysis ‘(the) sick’, sveikasis ‘(the) healthy’, etc.), or descriptive word combinations (akių liga sergantysis ‘one with an eye disease’, grįžtamąja šiltine sergantysis (‘one with recurrent typhus’, etc.). In addition to linguistic and terminological evidence, the names of actors in the medical field convey a certain amount of subject-related (medical) information. Their meanings provide insight into the medical situation in Lithuania in 1920, practitioners, the most common illnesses of the period, and so on.

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.

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.

Leader, “know yourself”: bringing back self-awareness, trust and feedback with a theory O perspective

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Ngaio Crook ◽  
Ozan Nadir Alakavuklar ◽  
Ralph Bathurst
Keyword(s):  
Leadership Development ◽  
Organizational Context ◽  
Small Sample ◽  
Theory And Practice ◽  
Self Awareness ◽  
Structured Interviews ◽  
Theory U ◽  
Conceptual Tool ◽  
Content Type ◽  
Experience Of Change

PurposeThis paper explores how leaders identify their roles and selves when they lead change in a dynamic organizational context.Design/methodology/approachUsing a qualitative approach, ten ICT leaders participated in semi-structured interviews depicting their experiences of change. A thematic method of interpretative analysis was used to develop findings, supported by Theory U as a conceptual tool for leadership self-awareness.FindingsLeaders struggle with organizational constraints and boundaries, specifically the complexities that form and limit their leadership underpinned by unrealistic expectations due to the construction of romanticized heroic leadership. While these restrictions lead to feelings of detachment of leaders from their organizations, leadership development exists in the acts of letting go of old behaviors, and welcoming emergence and experimentation by trusting more.Research limitations/implicationsThis study may be limited by its small sample and the use of one framework to make sense of the leaders' experience of change. It confirms that change can challenge organizing norms and how leadership is identified.Practical implicationsDespite the feeling of detachment from their organizations, developing greater self-awareness, being open to new ideas and trusting more can bring about better organizational outcomes, which is represented with Theory O as a contribution both for theory and practice.Originality/valueThis study illustrates (1) leaders' inner work or personal experience of change, and (2) how improvement of self-awareness can contribute to the involvement of leaders to the change process. Based on self-awareness, trust and feedback relationship, this study suggests a new practical and conceptual tool called Theory O by advancing Theory U.

scholarly journals Academic leadership development programs: a model for sustained institutional change

2014 ◽  
Vol 27 (6) ◽  
pp. 1008-1024 ◽  
Author(s):  
Ortrun Zuber-Skerritt ◽  
Ina Louw
Keyword(s):  
Higher Education ◽  
Leadership Development ◽  
Institutional Change ◽  
Process Model ◽  
Academic Staff ◽  
Action Learning ◽  
Development Program ◽  
Theory And Practice ◽  
Content Type ◽  
Multiplier Effect

Purpose – The purpose of this paper is to evaluate a leadership development program (LDP) for senior academic staff on “qualitative research” after two years to establish the success, limitations and overall impact of the program in terms of personal, professional and organizational benefits. Design/methodology/approach – The paper presents the background, outline of the LDP and evaluation of results through participant feedback: at the end of the program; and after two years, using a “participatory action learning and action research” (PALAR) approach. Findings – All participants were very positive about the design, conduct and learning outcomes of the program in terms of their own and their students’ learning during and after the program. But although the workshop had prepared them, some had not cascaded their learning and skills by conducting similar programs in their department, faculty or university wide, which was one of the main original objectives to achieve a multiplier effect across the institution. The authors discuss various reasons for this shortcoming and develop a process model for positive institutional change management in higher education. Research limitations/implications – Medium- and long-term effects of an LDP need to be followed up after a timespan of one to three or five years to establish whether the development has been effective and sustainable and to learn from limitations and shortcomings for future R&D activities. Practical implications – The authors identify the limitations and suggest practical institutional changes that encourage cascading of learning in theory and practice with a multiplier effect. Social implications – The paper aims to assist higher education institutions to ensure sustainability in their LDPs. Originality/value – The process model for leadership development in higher education can be adopted, adapted or further developed by other scholars interested in designing, conducting and evaluating a sustainable LDP in their field and organization.

scholarly journals The Essence of Cross-Domain Deterrence

2020 ◽  
pp. 129-158
Author(s):  
Tim Sweijs ◽  
Samuel Zilincik
Keyword(s):  
Theory And Practice ◽  
Grey Zone ◽  
New Wave ◽  
Military Operations ◽  
Deterrence Theory ◽  
Cross Domain ◽  
Multiple Domains ◽  
The Military

AbstractBoth deterrence theory and deterrence practice are evolving to address contemporary strategic challenges. In the military domain, states progressively integrate and synchronise military operations. Outside of it, they exploit grey zone strategies that combine different instruments of influence across multiple domains. These developments are now giving birth to a new wave of thinking about cross domain deterrence (CDD), what it precisely entails, and what favouring conditions are necessary for it to be effective. This chapter situates CDD in the context of today’s challenges, and identifies the prerequisites for these favouring conditions based on a review of a rather diverse body of literature. It finds that one strand of that literature predominantly focuses on practical and technical prerequisites in order for CDD to be effective, leaving the framework of traditional deterrence theory intact. It also finds a second strand that holds that the nature of today’s challenges requires more than mere innovation in application. The ideas about deterrence proposed by this second strand are expanding on common understandings of deterrence to the extent that deterrence is no longer only about fear nor about convincing opponents to refrain from certain behaviour. The conclusion summarises the findings and elaborates their implications for theory and practice.

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