The Alberta Women in Sport Leadership Project: A Social Learning Intervention for Gender Equity and Leadership Development

2019 ◽  
Vol 27 (2) ◽  
pp. 110-117 ◽  
Author(s):  
Diane M. Culver ◽  
Erin Kraft ◽  
Cari Din ◽  
Isabelle Cayer
Keyword(s):  
Leadership Development ◽  
Gender Equity ◽  
Best Practice ◽  
Female Athletes ◽  
Sport Organizations ◽  
Female Head ◽  
Women In Sport ◽  
Leadership Impact ◽  
Sport Leadership ◽  
Leadership Diversity

This best practice paper describes a Canadian intervention to address the lack of women in sport coaching and leadership roles. While the number of female athletes has increased over the last decades, the opposite is true of female head coaches, both nationally and internationally. The issues influencing this trend are mostly institutional and societal. There is a lack of support systems in place for females attempting to become involved (recruitment) and maintain their involvement (retention) in coaching. The Alberta Women in Sport Leadership Impact Program (AWiSL) takes a community of practice approach to increase gender equity and leadership diversity in Alberta sport organizations. The AWiSL began in October 2017 and continues until early 2020. There are currently 6 mentors and 12 sport leaders from Alberta sport organizations, who engage in monthly meetings to learn and participate in the co-creation of knowledge to meet the project outcomes, which include the planning and implementation of initiatives for their individual sport organizations, all in the service of supporting gender equity. Descriptions of specific activities thus far are presented as well as information about the how to of conducting such an intervention. Various challenges and lessons are discussed. The description of the AWiSL and ongoing program evaluation aims to support other organizations seeking an example of an initiative to create equitable coaching and leadership opportunities, and to create change.

scholarly journals The Impact of Leadership Development on the Organizational Culture of a Canadian Academic Library

2013 ◽  
Vol 8 (4) ◽  
pp. 60 ◽  
Author(s):  
Jill Crawley-Low
Keyword(s):  
Organizational Culture ◽  
Leadership Development ◽  
Strategic Change ◽  
Academic Library ◽  
Development Program ◽  
Learning Opportunities ◽  
Library Leadership ◽  
Leadership Development Program ◽  
The University ◽  
The Impact

Objective – To determine the perceived impact of leadership development on the behaviours and competencies of employees and the organizational culture of the University Library, University of Saskatchewan, Canada. Methods – Using grounded theory methodology, the study was conducted in an academic library serving a mid-sized medical-doctoral university in western Canada. Twenty-one librarians and support staff who had completed the University Library’s Library Leadership Development Program (LLDP) participated in one-on-one interviews of 40-60 minutes duration. Interview transcripts were prepared by the researcher and reviewed by the participants. After editing, those source documents were analyzed to reveal patterns and common threads in the responses. The coding scheme that best fits the data includes the following four headings: skill development, learning opportunities, strategic change management, and shared understanding of organizational vision and values. Results – According to the responses in interviews given by graduates of the Library Leadership Development Program, the library’s investment in learning has created a cohort of employees who are: self-aware and engaged, committed to learning and able to develop new skills, appreciative of change and accepting of challenges, or accountable and committed to achieving the organization’s vision and values. Conclusion – Competencies and behaviours developed through exposure to leadership development learning opportunities are changing the nature of the organization’s culture to be more collaborative, flexible, open and accepting of change and challenge, supportive of learning, able to create and use knowledge, and focussed on achieving the organization’s vision and values. These are the characteristics commonly associated with a learning organization.

Determinants Linked to Executive Succession Planning in Public Sector Organizations

2020 ◽  
Vol 24 (3) ◽  
pp. 284-299
Author(s):  
Muna Al Suwaidi ◽  
Fauzia Jabeen ◽  
Agata Stachowicz-Stanusch ◽  
Matthew Webb
Keyword(s):  
Leadership Development ◽  
Public Sector ◽  
United Arab Emirates ◽  
Succession Planning ◽  
Best Practice ◽  
Executive Succession ◽  
Analytic Hierarchy ◽  
Organizational Growth ◽  
The Public ◽  
Public Sector Organizations

Succession planning is important for organizational growth and business sustainability in the public sector. However, few organizations have attempted to introduce the concept and practice. This article aimed to identify and prioritize the factors that influence executive succession planning in the public sector in the United Arab Emirates (UAE), using the analytic hierarchy process. A model was developed with 5 criteria and 29 sub-criteria and tested using data collected from 40 interviews with top executives from various public sector organizations. The findings showed that succession planning strategy, organizational culture and leadership development opportunities were the most significant factors linked to executive succession planning in the UAE public sector. A framework for decision-makers was developed which could be used to overcome some of the challenges of executive succession planning. It is hoped that this study will help policymakers to formulate suitable policies and strategies to promote executive succession planning in public sector organizations. It will also help them to implement best practice in this field.

Identification and analysis of 'best-practice' leadership development programs: case of Qatar

2019 ◽  
Vol 17 (2) ◽  
pp. 189
Author(s):  
Adel H. Salih Al Mafrachi ◽  
Abdulkarim M. Bakir ◽  
Ali M. Alradi ◽  
Omar O. Almwajeh
Keyword(s):  
Leadership Development ◽  
Best Practice ◽  
Development Programs ◽  
Leadership Development Programs

Case study: maximising return on health, safety, environment, and quality (HSE&Q) investments

2014 ◽  
Vol 54 (2) ◽  
pp. 553
Author(s):  
Christopher Homsey ◽  
Jane Austin ◽  
Christopher Butler
Keyword(s):  
Leadership Development ◽  
Best Practice ◽  
Health Issues ◽  
Manual Task ◽  
Coaching Process ◽  
The People ◽  
Fold Reduction ◽  
Sustainability Challenges ◽  
High Level ◽  
Simulation Centre

Farstad Shipping operates a fleet of large anchor handling and platform supply vessels globally. Priding itself on its motto Better By Far, Farstad Shipping’s vision of zero harm faced key safety challenges, including: leadership/communications; manual task related injuries; fly In/fly out fatigue; mental health issues relating to stress, depression etc.; an ageing workforce; and, changing/challenging client requirements. These challenges created a high level of indecision and frustration when trying to determine where best to focus time and money with HSE&Q programs to effectively impact operational productivity and safety performance. Beginning in 2007, Farstad Shipping partnered with Intertek Consulting & Training and implemented a framework designed to pinpoint areas of greatest concern. This approach uses research from OECD indicating best practice. Using this approach enabled Farstad to gather objective data on specific behaviours and to formulate targeted action plans that addressed the people, culture, processes, delivery, and sustainability challenges identified above. The framework was applied at sea on more than 25 Farstad vessels via onboard coaching, at onshore workshops, and at the Offshore Simulation Centre based in Western Australia. Subsequently, some key achievements included: three-fold reduction in injury frequency; reduction of total recordable case frequency from 14.0 to > 5.0; 50% reduction in workcover claims; and zero lost time injuries since September 2012. The methodology used by Farstad, which can be applied to organisations’ approaches to hiring, training, coaching, process design, and leadership development, is examined in detail and its application to Farstad’s challenges explored.

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