scholarly journals Awakenings: An Authentic Leadership Development Program to Break the Glass Ceiling

2021 ◽  
Vol 13 (13) ◽  
pp. 7476
Author(s):  
Miryam Martínez-Martínez ◽  
Manuel M. Molina-López ◽  
Ruth Mateos de Cabo ◽  
Patricia Gabaldón ◽  
Susana González-Pérez ◽  
...  
Keyword(s):  
Social Capital ◽  
Sustainable Development ◽  
Leadership Development ◽  
Glass Ceiling ◽  
Women Executives ◽  
Authentic Leadership ◽  
Development Program ◽  
Development Goals ◽  
Authentic Leadership Theory ◽  
Authentic Leadership Development

Companies are vital agents in achieving the United Nations’ Sustainable Development Goals. One key role that businesses can play in achieving the 5th Sustainable Development Goal on gender equality is implementing training programs for their women executives so they can reach top corporate leadership positions. In this paper, we test the effectiveness of an Authentic Leadership Development (ALD) program for women executives. By interviewing 32 participants from this ALD program and building on authentic leadership theory, we find that this program lifts women participants’ self-efficacy perception, as well as their self-resolution to take control of their careers. The driver for both results is a reflective thinking process elicited during the program that leads women to abandon the stereotype of a low status role and lack of self-direction over time. Through the relational authenticity developed during the program, women participants develop leadership styles that are more congenial with their gender group, yet highly accepted by the in-group leader members, which enhances their social capital. After the program, the women participants flourished as authentic leaders, were able to activate and foster their self-esteem and social capital, and enhanced their agency in career advancement, increasing their likelihood of breaking the glass ceiling.

Trigger events and crucibles in authentic leaders' development

2020 ◽  
Vol 39 (3) ◽  
pp. 324-333 ◽  
Author(s):  
Mark R. Shannon ◽  
Maurice Buford ◽  
Bruce E. Winston ◽  
James Andy Wood
Keyword(s):  
Leadership Development ◽  
Critical Incident ◽  
Authentic Leadership ◽  
Relevant Literature ◽  
Leadership Theory ◽  
Content Type ◽  
Moral Perspective ◽  
Authentic Leadership Theory ◽  
Authentic Leadership Development ◽  
Trigger Events

PurposeThe purpose of this study is to examine the role of trigger events and leadership crucibles in the lives of authentic leaders. The study was based on two theories: authentic leadership theory and born versus made theory.Design/methodology/approachParticipants were included in the study if they scored between 64 and 80 on the Authentic Leadership Questionnaire (ALQ). The qualified leaders were then asked to participate in a qualitative interview utilizing an interview guide born out of the relevant literature. The interview followed the guidelines of the Critical Incident Technique (CIT).FindingsThe data indicated that trigger events and leadership crucibles play a significant role in authentic leadership development.Practical implicationsPractitioners should emphasize the prominent themes of self-awareness, relational transparency, balanced processing and moral perspective and the connection with other themes that emerged from the current study when developing or training leaders. Furthermore, practitioners concerned with creating an authentic leadership culture may consider the findings of the current study to develop and employ hiring and promotion strategies that increase the probabilities of hiring and promoting leaders that exhibit authentic leadership behaviors.Originality/valueThe findings of the research indicate that trigger events and crucibles both affect authentic leadership development. The research findings confirm characteristics associated with authentic leadership theory were predominant in the participants. However, one theme that prevailed was that of spirituality, which may or may not be considered to be part of an authentic leader's moral perspective

Global Pull of Community Engagement

2020 ◽  
pp. 264-283
Author(s):  
Samar El Hitti ◽  
Deborah Hecht
Keyword(s):  
New York ◽  
Sustainable Development ◽  
Leadership Development ◽  
Undergraduate Students ◽  
Development Program ◽  
Quality Education ◽  
Global Sustainability ◽  
Development Goals ◽  
Leadership Development Program ◽  
The City

This chapter discusses the CUNY Youth Ambassador Program, an undergraduate mentorship and leadership development program with an emphasis on global sustainability that focuses on the United Nations Sustainable Development Goals, specifically Goal Number 4: Quality Education. The creation and development of this program is one way two educators at the City University of New York responded to the global call for action on quality education, by initiating a collaboration with UNESCO to seed a movement of informed youth undergraduate advocates active in education spaces. This chapter showcases the framework and components of the CUNY Youth Ambassador Program and the aforementioned collaboration, as well as the experience and impact on the undergraduate students involved in this initiative.

Authentic leadership development: scrutiny of an apparent paradox

2014 ◽  
Author(s):  
António Calheiros
Keyword(s):  
Leadership Development ◽  
Authentic Leadership ◽  
Organizational Context ◽  
Social Identification ◽  
Self Awareness ◽  
True Self ◽  
Apparent Paradox ◽  
Positive Behaviors ◽  
Individual Self ◽  
Authentic Leadership Development

Leadership has long been a topic of interest for both academics (Hiller, DeChurch, Murase, & Doty, 2011; Sanders & Davey, 2011) and practitioners (Bennis, 2007; George, 2003). Academics have tried to understand the concept and identify its consequences and determinants. Practitioners have focused their efforts in its training and development hoping to reap its promised benefits. Over the last decade, authentic leadership has emerged as the fashionable leadership theory. More than just promising impacts on performance and subordinates’ work satisfaction, authentic leadership addresses management’s long term demand for and ethic and moral commitment (Ghoshal, 2005; Rosenthal et al., 2007). Authentic leadership is “a process that draws from both positive psychological capacities and a highly developed organizational context, which results in both greater self-awareness and self-regulated positive behaviors on the part of leaders and associates, fostering positive self-development” (Luthans and Avolio, 2003). The components of authentic leadership’s self-regulated authentic positive behaviours are balanced (non-prejudice) processing, relational orientation and internalized moral perspetive. One key point of authentic leadership is the authenticity of leaders, which can be defined as “knowing, accepting, and remaining true to one’s self” (Avolio et al., 2004). Recent research (Ford & Harding, 2011) have argued that this demand for one’s true self privileges a collective (organizational) self over an individual self and thereby hampers subjectivity to both leaders and followers, and could lead to destructive dynamics within organizations. This paper discusses the seeming paradox of developing authenticity in leaders, (namely addressing the issues raised by Ford & Harding) and clarifies the aim of authentic leadership development. It also assesses the suitability of traditional leadership development methodologies in meeting the challenges posed by a process-based approach to leadership with a focus on individual and social identification.

National Far East Development Program and Sustainable Development Prospects

2019 ◽  
Vol 40 (3) ◽  
pp. 33-40 ◽  
Author(s):  
M. Yu. Dyakov ◽  
E. G. Mikhaylova
Keyword(s):  
Sustainable Development ◽  
Sustainable Development Goals ◽  
Development Process ◽  
Far East ◽  
Development Program ◽  
The Sustainable Development ◽  
Development Goals ◽  
Economic Balance ◽  
Formal Requirements ◽  
Development Prospects

The article contains some comments on the project of the National Program for the Development of the Far East until 2025 and for the future till 2035. It is noted that the project does not meet the formal requirements of the program document, has a number of unreasonable proposals and measures, the implementation of which may threaten the sustainable development of the region. The authors believe that in the development process it is necessary to take into account the principles of environmental and economic balance. The conclusion is made about the feasibility of developing a methodological framework for evaluating such documents as a tool for achieving sustainable development goals.

scholarly journals Characteristics of Household Waste Management in an Effort to the Achievement of Sustainable Development Goals (SDGs) in Krembangan District of Surabaya City

2017 ◽  
Vol 1 (1) ◽  
pp. 40-46
Author(s):  
Abdul Wahid Arfanto ◽  
F Rooslan Edy Santosa
Keyword(s):  
Sustainable Development ◽  
Waste Management ◽  
Sustainable Development Goals ◽  
Development Program ◽  
Household Waste ◽  
Role Of Government ◽  
Development Goals ◽  
Household Waste Management ◽  
And Behavior ◽  
Attitudes And Behavior

Sustainable Development Goals (SDGs) is a continuous development program which 17 destinations.This research was conducted in District Krembangan Surabaya, the goal is to determine the level of knowledge, attitudes and behavior of public in waste management activities and the role of government in waste management activities. The determination of the respondents were selected by a procedure in the Study of Environmental Health Risk Assessment (EHRA). The data obtained from interviews and observations will be entered into the software EHRA, then processed using Microsoft Excel. The results of this study include the management of household waste, the frequency and accuracy of transporting waste and waste sorting activities. 89% of respondents are already carrying out waste management by means of collected and discharged intotemporary landfill. Waste hauling was done in a regular frequency, as much as 14% respoden have done sorting waste at home before being dumped intotemporary landfill.

scholarly journals Rural Community Tourism: An Approach toward Sustainable Development Goals

2018 ◽  
Vol 15 ◽  
pp. 1-10
Author(s):  
Bharat Prasad Badal
Keyword(s):  
Sustainable Development ◽  
Rural Community ◽  
Sustainable Development Goals ◽  
Development Program ◽  
United Nations Development Program ◽  
Research Issues ◽  
New Approach ◽  
Community Tourism ◽  
Comparative Review ◽  
Development Goals

This paper highlights on Rural Community Tourism (RCT) that can be a new approach to achieve sustainable development goals (SDGs). However, United Nations Development Program and concerned government Agency has yet started working by linking two fundamental tools of Rural Development i.e., Rural Community Development and Rural Tourism. Therefore, to identify the linkages between such tools and for developing new RCT as new approach, the study has been conducted. Methodologically, this study applied library based method for data collection and comparative review analysis method for appraising research issues. Theoretically, this study look at on 17 SDGs and RCT both are developed based on the principles of sustainable development. This study comes up with conclusion that only RCT can link entire 17 sustainable goals with nominal investment. Hence, better to apply RCT, a new approach by federal governments (federation, provincial and local levels) as well as UN development agencies and I/NGOs while planning and implementing 17 SDGs related plans, programs and projects.

Social Capital Accounting

2019 ◽  
pp. 107-146
Author(s):  
John P. Wilson ◽  
Sonal Choudhary
Keyword(s):  
Social Capital ◽  
Sustainable Development ◽  
Supply Chain ◽  
United Nations ◽  
Social Impact ◽  
Natural Capital ◽  
Large Majority ◽  
The Social ◽  
12 Steps ◽  
Development Goals

Sustainability accounting has become a mainstream practice for a large majority of S&P500 companies, and this reflects global society's increasing interest and concern around sustainability issues. In particular, the United Nations published its “Transforming Our World: The 2030 Agenda for Sustainable Development,” and 193 countries signed up to achieving the 17 Sustainable Development Goals (SDGs) and 169 associated targets. The UN also called upon companies to help this process across their supply chains and developed a natural capital protocol for assessing and valuing environmental areas and a social capital protocol (SCP) for assessing and valuing human and societal capital such as skills, knowledge, wellbeing, shared values, and institutions. This chapter systematically investigates each of the 12 steps of the social capital protocol and identifies a range of benefits and substantial challenges which companies will face if they wish to account for their social impact across the supply chain.

Leadership in Tourism

2021 ◽  
pp. 261-281 ◽  
Author(s):  
Josh Rowlands ◽  
Matthew Wayne Knox ◽  
Tessa Campbell ◽  
Anna Cui ◽  
Luke DeJesus
Keyword(s):  
Economic Growth ◽  
Sustainable Development ◽  
Literature Review ◽  
United Nations ◽  
Authentic Leadership ◽  
Research Question ◽  
Tourism Industry ◽  
Employment Practices ◽  
The Sustainable Development ◽  
Development Goals

This chapter proposes to discuss the application of authentic leadership as the ‘vehicle' forward for tourism. Specifically, how authentic leaders in the tourism industry can help achieve the United Nations Sustainable Development Goals (SDGs), and why they are important to the Tasmanian tourism industry. As such, the authors propose the research question: How can authentic leadership enable the sustainable development of tourism in Tasmania? This chapter commences by exploring tourism in Tasmania and the related leadership gap found in the industry, followed by a brief explanation of our critical review method. The literature review then examines how tourism, a diverse industry, has the potential to contribute to the United Nation's SDGs. The authors aim to demonstrate how sound authentic leadership behaviours among tourist vendors facilitate ethical employment practices and economic growth in Tasmania. Finally, the chapter explores the possible implications of a synthesis of authentic leadership and sustainable development in the context of Tasmania.

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