scholarly journals Collaborative Leadership Roles in the Implementation of Adventist Health Lifestyle: A Case Study of the Chinese Union Mission

2014 ◽  
Author(s):  
◽  
James Wu
Keyword(s):  
Collaborative Leadership ◽  
Leadership Roles ◽  
Health Lifestyle

Leadership and Strategic Change under Ambiguity

1996 ◽  
Vol 17 (4) ◽  
pp. 673-699 ◽  
Author(s):  
Jean-Louis Denis ◽  
Ann Langley ◽  
Linda Cazale ◽  
Jean-Louis Denis ◽  
Linda Cazale ◽  
...  
Keyword(s):  
Strategic Change ◽  
Collaborative Leadership ◽  
Radical Change ◽  
Leadership Roles ◽  
Linear Pattern ◽  
Effective Change ◽  
Leadership Group ◽  
Political Realignment ◽  
University Affiliation

This paper draws on a case study of a large public hospital to examine the processes of leadership and strategic change in organizations where goals are unclear and authority is fluid and ambiguous. The case history describes the evolution of leadership roles during a period of radical change in which a general hospital acquires a university affiliation while moving towards a more integrated form of management. The study traces the tactics used by members of the leadership group to stimulate change, and the corresponding impact of these tactics on both the progress of change and on leadership roles themselves. It is suggested that strategic change in these organizations requires collaborat ive leadership involving constellations of actors playing distinct but tightly-knit roles. Yet, collaborative leadership is fragile and can easily disintegrate due to intemal conflict or to discreditation associated with more unpopular (although potentially effective) change tactics. Thus, under ambiguity, radical trans formations may tend to occur in a cyclical non-linear pattern with periods of substantive change alternating with periods of political realignment. The paper concludes with a series of five propositions concerning the collaborative, cyc lical, interpretative, and entropic nature of leadership and strategic change pro cesses under ambiguity.

scholarly journals LEADERSHIP PERCEPTIONS AND COMPETENCIES OF DEPUTY PRINCIPALS

2016 ◽  
Vol 71 (1) ◽  
pp. 16-30
Author(s):  
Suleyman Goksoy
Keyword(s):  
Descriptive Analysis ◽  
Leadership Competencies ◽  
Leadership Role ◽  
Leadership Roles ◽  
Leadership Perceptions ◽  
Human Relations ◽  
Case Study Method ◽  
Technical Competencies ◽  
Interpersonal Competencies

The research aims to determine the leadership levels the deputy principals feel, their perceptions of their personal features and the environment of the organization in which they demonstrate leadership role. In the research, case study method from qualitative research methods was used. The data were collected by one of the qualitative data collection tools; interviewing. The data were analysed with descriptive analysis techniques. The following results were obtained in the research: Deputy Principals consider themselves as leaders in terms of personal features and behaviours. The competencies of deputy principals in terms of leadership are; technical competencies, interpersonal competencies, conceptual and cognitive competencies. The aspects that deputy principals think that they need to improve and enhance are; human relations, determinedness, consistency, sensitivity, talkativeness and hurriedness. According to research results, it is found that deputy principals are of the opinion that schools have the centralist, inflexible, disaggregated, officialised and non-creative features of the organizational structure in terms of institution, culture, legislation and management. Key words: case study, deputy principals, leadership roles and attitudes, leadership competencies.

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.

Managing Biomass Supply Chains

2020 ◽  
pp. 1-27
Author(s):  
Victoria Muerza ◽  
Luca Urciuoli ◽  
E. (Bert) Annevelink ◽  
J.C.M.A (Joost) Snels ◽  
Jan E. G. van Dam
Keyword(s):  
Supply Chains ◽  
Economies Of Scale ◽  
Agricultural Crops ◽  
Leadership Roles ◽  
Strategic Objectives ◽  
Biomass Logistics ◽  
Fodder Production ◽  
Management Leadership ◽  
Operational Activities

This chapter explores the feasibility and advantages of integrated biomass logistics centres (IBLCs). These are centres aiming to collect residues from farming activities and transform these into new intermediate bio-products. Operations in these IBLCs aim to achieve economies of scale through integration of resources and business lines, while creating technical and environmental advantages for firms and societies. The experience from one agro-industry case study in Spain (fodder production) highlights the importance of leadership roles to manage the newly created supply chains, through the identification of strategic objectives and the coordination of operational activities. Hence, the scope of this chapter is to review the concept of IBLCs under the lens of supply chain management leadership. Thereafter, it will discuss the potential to transfer the IBLC concept to emerging markets, with examples for African agricultural crops.

scholarly journals Religious Regulation and Churches’ Responses—A Case Study on the Anti-Demolition Actions of Christians in Wenzhou

Religions ◽  
2018 ◽  
Vol 9 (11) ◽  
pp. 344 ◽  
Author(s):  
Jianzhong Zhu
Keyword(s):  
Central Government ◽  
Free Market ◽  
Cost Benefit ◽  
Field Studies ◽  
Leadership Roles ◽  
Wide Range ◽  
Market Operation ◽  
Government Planning ◽  
The Cost

This article focuses on the characteristics, causes, and patterns of the anti-demolition actions by churches in Wenzhou. Based on my six field studies from July 2014 to February 2016, I discovered that: (1) these actions are more explicit in Wenzhou churches due to their regional distinctiveness; (2) a wide range of differences can be observed among Wenzhou churches due to their doctrinal diversity; and (3) ‘poor pastors’ have taken the leadership roles in the anti-demolition activities instead of the ‘boss Christians’. Considering the ongoing tension in the Chinese religious environment between central government planning and free market operation, the author points out that the pastoral district system in Wenzhou plays a very important role in anti-demolition and offers the ‘cost–benefit’ exchange theory to explain the pattern of the anti-demolition activities by Wenzhou churches.

What Coalition Factors Foster Community Capacity? Lessons Learned From the Fighting Back Initiative

2006 ◽  
Vol 34 (2) ◽  
pp. 354-375 ◽  
Author(s):  
Ronda C. Zakocs ◽  
Sarah Guckenburg
Keyword(s):  
Collaborative Leadership ◽  
Organizational Capacity ◽  
Lessons Learned ◽  
Community Capacity ◽  
Coalition Building ◽  
Community Based ◽  
Lead Agency ◽  
Active Involvement ◽  
Quantitative Analyses

Coalitions build community capacity by encouraging local organizations to expand services, programs, or policies (i.e., organizational capacity). The aim of the study was to identify coalition factors—resources, lead agency, governance, and leadership—that foster organizational capacity. Thirteen coalitions funded by Robert Wood Johnson Foundation's Fighting Back (FB) Initiative were examined in a multiple-site case study where coalition served as the unit of analysis. Organizational capacity was measured by creating a scale for each community based on changes in programs, services, or policies among eight types of organizations. Both qualitative and quantitative analyses were conducted to identify relationships among organizational capacity and coalition factors. FB sites with greater organizational capacity shared seven characteristics: received more funds for coalition building; delayed establishing new lead agencies; were housed in agencies supportive of FB; maintained stable, participatory decision-making bodies; cultivated active involvement of local government; practiced collaborative leadership; and had effective, long-serving project directors.

Ensuring the Organization's Future: A Leadership Development Case Study

2002 ◽  
Vol 31 (4) ◽  
pp. 431-439 ◽  
Author(s):  
Marnie E. Green
Keyword(s):  
Leadership Development ◽  
San Diego ◽  
Executive Leadership ◽  
Leadership Team ◽  
Leadership Roles ◽  
Leadership Academy ◽  
Employer Of Choice ◽  
Human Resource Director

Many public sector agencies currently facing mass retirements from long-term, experienced workers are struggling to fill higher-level leadership roles. The County of San Diego has employed creative methods to address this “brain drain.” Through intensive leadership development, the county is developing its future leaders using a variety of cutting-edge training tools. According to Human Resource Director Carlos Arauz, “By involving the executive leadership team and by implementing a comprehensive Leadership Academy, among other key HR-related improvements, the county is working to become an employer of choice.” This article will outline the steps taken by the County of San Diego to implement the Leadership Academy and will offer tips for other agencies wishing to embark on their own leadership development efforts.

scholarly journals Institutional Racism and Individual Agency

2019 ◽  
Vol 15 (1) ◽  
Author(s):  
Carmen Lavoie
Keyword(s):  
Social Work ◽  
Principal Factor ◽  
Institutional Racism ◽  
Institutional Constraints ◽  
Leadership Roles ◽  
Disciplinary Power ◽  
Dynamic Interactions ◽  
Direct Practice ◽  
Individual Agency

Institutional racism is a principal factor in the exclusion and oppression of racialized groups.  Social work scholars have examined the organizational indicators, attitudes, and actions of staff that contribute to institutional racism in order to elucidate its function.  However, an understanding of the interplay between institutions and individuals within institutional racism has remained largely elusive. This paper aims to address this gap.  Using the work of French philosopher Michel Foucault and his theorization of disciplinary power, this paper presents a case study of one social worker’s efforts to address racism in her organization. The result is a unique understanding of institutional racism that considers the dynamic interactions between institutional constraints and individual agency. Such an analysis enables those in direct practice as well as in leadership roles who are committed to anti-oppression social work to understand the barriers and routes to anti-racist institutional change.

scholarly journals Digital age: A challenge for project managers in security organizations

2021 ◽  
Vol 63 (2) ◽  
pp. 89-106
Author(s):  
Vesna Buha ◽  
Miroslav Bjegović ◽  
Rada Lečić
Keyword(s):  
Human Resource Development ◽  
Data Science ◽  
New Technologies ◽  
Collaborative Leadership ◽  
Digital Age ◽  
Project Managers ◽  
Project Manager ◽  
It Practices ◽  
Security Organizations

The digital age has brought great challenges to organizations. New technologies, methodologies, and products require a competent project manager who is able to meet the requirements of the digital age. Thus, the aim of this paper is: an analysis of the relevant theoretical context, the necessary competencies of the project manager, consideration of his position and actions in the organizational framework, and especially in organizations dealing with security. Also, the paper deals with the analysis of the model DevSecOps that implements security within IT practices. The results of the presented research indicate the fact that the total number of jobs performed by the project manager shows global growth in quantitative and qualitative terms. Research on human resource development in the field of project management distinguishes innovators from traditionalists. Innovators, in the age of globalization, have given priority to security training, followed by market topics, data science, innovative ways of behaving, and collaborative leadership. A case study is presented, which considers the steps of building a new product in the field of IT with implemented activities that provide an adequate level of security.

Sign in / Sign up

Export Citation Format

Share Document