COVID-19 and the Call for Elder Change Leadership

2021 ◽  
pp. 218-239
Author(s):  
Stan Amaladas
Keyword(s):  
Leadership Practices ◽  
Change Leadership ◽  
Story Telling ◽  
Leadership Model ◽  
Four Dimensions ◽  
Leadership Framework ◽  
Change Leaders

The author argues that post-COVID-19 change leadership is neither a matter of technically improving what change leaders are already doing or refining existing systems and regulation. Within the context of abrupt, sudden, and unexpected change, two questions are raised. First, if it is not a matter of technically improving what change leaders are already doing, or refining existing systems, what more do post-COVID-19 change leaders need to do? Second, what new qualities would change leaders need to embrace (theory) so that they can meaningfully fulfill their change leadership practices in a post-COVID-19 era? Approaching various paradigms of change leadership as stories, the author addresses (1) the seduction of pre-COVID-19 story of change leadership, (2) offers a post-COVID-19 elder change leadership model, (3) offers a post-COVID-19 elder change leadership framework centered around four dimensions: humility, generating meaning amid chaos, compassion and empathy, and affirming hope through story telling.

scholarly journals Servant Leadership and Job Satisfaction among Academicians

2020 ◽  
Vol 12 (2) ◽  
pp. 08-17
Author(s):  
Muhammad Hashim ◽  
Haider Ali Malik ◽  
Anam Bhatti ◽  
Mahboob Ullah ◽  
Ghazala Haider
Keyword(s):  
Job Satisfaction ◽  
Servant Leadership ◽  
Direct Effect ◽  
Leadership Practices ◽  
Public Universities ◽  
Faculty Satisfaction ◽  
Human History ◽  
Leadership Model ◽  
Four Dimensions ◽  
Emotional Healing

Servant leadership model is not something to have recently been explored that integrates subjects towards better teaming and productivity but playing well in the field ever since the recorded human history. The lives of the known Messengers of the God would explicitly reveal that they displayed servant leadership every now and then by dint of which they are yet followed yet in all social, political and economic spheres of lives. Here, in this study, four dimensions of servant leadership like: Altruistic Calling. (AC), Wisdom (W), Emotional Healing (EH), Organizational Stewardship.(OS) and Persuasive Mapping.(PM), have been examined to find whether, do they have an impact on workplace related outcome (job satisfaction)? Drawing on an information of 335 academicians of public universities in Khyber Pakhtunkhwa, Pakistan, uncovered that all components of servant leadership have direct effect on faculty satisfaction. These results add to the commitment of servant leadership practices, in like manner to values-based authority, which may conceivably demonstrates as originality to the literature about the effect of servant leader model practices on the efficiency of the academicians.

A Lesson on Human Factors in Airway Management Learnt From the Death of George Washington

2020 ◽  
Vol 163 (5) ◽  
pp. 1000-1002
Author(s):  
Ahmad K. Abou-Foul
Keyword(s):  
Human Factors ◽  
Airway Management ◽  
Situational Awareness ◽  
Resistance To Change ◽  
Change Leadership ◽  
Acute Epiglottitis ◽  
George Washington ◽  
Leadership Model ◽  
Factors Analysis ◽  
Human Factors Analysis

On December 14, 1799, 3 prominent physicians—Craik, Brown, and Dick—gathered to examine America’s first president, George Washington. He was complaining of severe throat symptoms and was being treated with bloodletting, blistering, and enemas. Dick advised performing an immediate tracheotomy to secure the airway. Both Craik and Brown were not keen on trying tracheotomy and overruled that proposal. Washington was not involved in making that decision. He most likely had acute epiglottitis that proved to be fatal at the end. If Dick had prevailed, a tracheotomy could have saved Washington’s life. Human factors analysis of these events shows that his physicians were totally fixated on repeating futile treatments and could not comprehend the need for a radical alternative, like tracheotomy. That was aggravated by an impaired situational awareness and significant resistance to change. Leadership model was also based on hierarchy instead of competency, which might have also contributed to Washington’s death.

scholarly journals Pelatihan Kepemimpinan Dan Pembinaan Untuk Meningkatkan Kemampuan Para Pengurus OSIS SMA Dan SMK Negeri Di Jakarta Utara

2020 ◽  
Vol 2 (2) ◽  
pp. 72-79
Author(s):  
Muhammad Ramaditya ◽  
Syahrul Effendi ◽  
Faris Faruqi
Keyword(s):  
Social Life ◽  
Change Leadership ◽  
Visionary Leadership ◽  
Participative Leadership ◽  
School Environments ◽  
Leadership Model ◽  
Student Council ◽  
Leadership Motivation ◽  
Evolution Of Mind ◽  
Modern Era

In the modern era, the leadership values and processes that must be passed by someone to become a leader has been changed. The evolution of mind and social life has changed the paradigm of modern humans in the view of the concept of leadership. To be a leader, a person must speak and train himself to have the character, abilities or qualities that should be owned by leaders. The Students who manage intra-school organizations (OSIS) are one of the forerunners of future leaders in the future and have an interest in driving change in their respective schools so that they become better. As a form of caring in building a leadership model that has integrity, Indonesia College of Economics conducts leadership training and coaching for OSIS administrators in SMA & SMK Negeri as well as the private sector in North Jakarta. The method used in this training consisted of lecture activities, question and answer sessions, discussion of case studies, by explaining the basic concepts of visionary leadership, participative leadership styles, change leadership and how to make decisions correctly. After this training, it is hoped that the student council officials will possess and demonstrate leadership motivation skills that are ready to challenge and can inspire students in their respective school environments.

Lean Six Sigma leadership in higher education institutions

2017 ◽  
Vol 66 (5) ◽  
pp. 638-650 ◽  
Author(s):  
Jing Lu ◽  
Chad Laux ◽  
Jiju Antony
Keyword(s):  
Higher Education ◽  
Six Sigma ◽  
Higher Education Institutions ◽  
Lean Six Sigma ◽  
Quality Of Education ◽  
Leadership Model ◽  
Content Type ◽  
Wide Range ◽  
Leadership Framework

Purpose The purpose of this paper is to critically evaluate whether a Lean Six Sigma (LSS) leadership model could be effectively utilized to resolve efficiency and effective issues like rising costs, quality of education, graduation and retention rates encountered in higher education institutions (HEIs) in the modern era. Design/methodology/approach The authors systematically reviewed the literature on key concepts of LSS and leadership in HEIs in to develop a theoretical model using an inductive theory-building approach in accordance with the exploratory nature of the study. Findings The results of the study proposed a conceptual LSS leadership framework, which provides a basis for testing of LSS leadership representations in HEIs. The results suggest that LSS leadership has advantages for HEI to overcome currents issues and challenges. Research limitations/implications This research is a theoretical study based on the existing literature that identified characteristics that may be adopted in higher education. The proposed LSS leadership framework is based upon leadership, statistical thinking, continuous change and improvement. This model is based upon service and the concepts of adaptive, rather than technical work, of leaders in higher education. Practical implications The proposed LSS leadership framework brings new aspects and perspectives of leadership in HEIs. LSS leadership model has its practical meaning in providing a fundamental base for HEIs to overcome challenges, fulfill missions, and sustain improvements. Social implications HEIs are a foundation for principles of democracy, equality and diversity. HEIs have been a path for citizens but HEIs are facing challenges that are reducing the ability of individuals to improve themselves. Leadership of HEI needs to incorporate new principles to adapt to a changing society. Originality/value LSS project leaders have achieved improved bottom line results and customer satisfaction in a wide range of industries, but LSS application in the HEIs remains to be explored. This paper proposes an effective LSS leadership model, which can help improve the quality of education, reduce non-value added costs and enhance operational efficiency of HEIs.

scholarly journals Follower perceptions of the emotional intelligence of change leaders: A qualitative study

Leadership ◽  
2011 ◽  
Vol 7 (4) ◽  
pp. 435-462 ◽  
Author(s):  
Roy Smollan ◽  
Ken Parry
Keyword(s):  
Emotional Intelligence ◽  
Organizational Change ◽  
Qualitative Study ◽  
Qualitative Data ◽  
Change Leadership ◽  
Qualitative Investigation ◽  
Change Leaders ◽  
Follower Perceptions ◽  
The Impact

We present and explore a follower-centric model of how employees perceive the emotional intelligence (EI) of change leaders. Qualitative investigations of EI are rare and have not explored the field of organizational change leadership. Accordingly, we analyse qualitative data from a series of interviews set within the context of organizational change. We examine follower attributions about the abilities of their leaders to manage and express their own emotions and to respond appropriately to the followers’ emotions. The findings reveal that the ways in which leaders deal with emotion might be the key to followers sharing their own emotions with them. The impact of perceived leader EI on follower responses to change is also discussed. The complexity and ambivalence of our participants’ perceptions of the EI of their change leaders highlight the utility of a qualitative investigation.

Value congruence and tenure as moderators of transformational leadership effects

2017 ◽  
Vol 38 (2) ◽  
pp. 254-269 ◽  
Author(s):  
Denis Lajoie ◽  
Jean-Sébastien Boudrias ◽  
Vincent Rousseau ◽  
Éric Brunelle
Keyword(s):  
Transformational Leadership ◽  
Leadership Practices ◽  
Value Congruence ◽  
Content Type ◽  
New Employees ◽  
Leadership Framework ◽  
Employee Tenure ◽  
Reported Data ◽  
Substitutes For Leadership

Purpose Using the substitute for leadership framework, the purpose of this paper is to verify whether employees’ perceived value congruence with their organization can act as a moderator of the relationship between transformational leadership and empowered behaviors. A triple moderation hypothesis, wherein value congruence could both enhance or substitute leadership practices depending on employee tenure, is tested. Design/methodology/approach Self-reported data were collected from 1,934 employees of a large public organization. Findings Hierarchical regressions show that value congruence enhances transformational leadership’s effectiveness in new employees, but plays either a substitute role or no role at all in more tenured employees. Research limitations/implications Findings suggest that the substitutes for leadership framework are useful in understanding both the enhancing and substitute role of value congruence with regards to transformational leadership. This study also underlines this framework’s complexity and the need for additional research that goes beyond bivariate models to further our understanding of transformational leadership moderators. Practical implications The knowledge of when leadership practices are enhanced or substituted could help leaders focus their efforts to maximize empowered behaviors. Originality/value This study verifies the theorized moderating role of value congruence in transformational leadership, which has been largely ignored in research. Additionally this study shows that this role can fluctuate according to tenure.

scholarly journals Change Leadership Practices at the University of Khartoum, Sudan

2021 ◽  
Vol 21 ◽  
pp. 20-29
Author(s):  
Saifaldin Idris Onia ◽  
Matebe Tafere Gedifew ◽  
Amare Sahile
Keyword(s):  
Change Process ◽  
Leadership Practices ◽  
Change Leadership ◽  
Major Purpose ◽  
Staff Members ◽  
Sustaining Change ◽  
Significant Difference ◽  
University Leaders ◽  
High Level ◽  
The University

This study aimed to examine change leadership practices at the University of Khartoum with a major purpose of enhancing the importance and understanding of change leadership practices at the University of Khartoum. This study tried to capture staff members’ perception of the creating a climate for change, engaging and enabling the whole organization and implementing and sustaining change. In doing so, a survey research design was employed. Data were collected using questionnaire from university's staff members. The result shows high level of change leadership practices in the University of Khartoum with its different dimensions. Consequently, creating a climate for change has practiced in the University of Khartoum. The University of Khartoum has engaged and enabled the whole organization in the change process. The findings indicate that the University of Khartoum has implemented and sustained change process. Besides, no statistically significant difference between the male and female groups in the extent of change leadership practices. Therefore, it was reflected that the university leaders should make a strong case for the necessity of the change prior to implementation. Overall, the vision, strategies and objectives of the University of Khartoum should involve the importance of change. In addition, extra efforts should be made to maintain change leadership culture in the University of Khartoum.

scholarly journals The implementation of Jesus' transformative leadership in leaders and activists of the Protestant Christian church in Bali, Indonesia

2021 ◽  
Vol 4 (4) ◽  
pp. 149-153
Author(s):  
I Ketut Darsana ◽  
Muner Daliman ◽  
Suwarsono Warnomartoyo ◽  
Sri Wahyuni ◽  
Jamin Tanhidy
Keyword(s):  
Role Model ◽  
Gospel Of Matthew ◽  
Transformative Leadership ◽  
Christian Church ◽  
Leadership Model ◽  
Four Dimensions ◽  
Traditional Church ◽  
Church Ministry ◽  
Future Challenges ◽  
Traditional Paradigm

Jesus Christ is a role model for leaders, with His leadership still relevant until now. Jesus brought transformation to His community, and this transformative leadership model is needed to renew church ministry and evangelism. This article aims to find out the level of implementation of Jesus' transformative leadership among church leaders and activists of the Protestant Christian Church in Bali (GKPB) at Denpasar. This “traditional” church needs transformation to improve its quality and range of services outside Bali Island. The research used a quantitative method by measuring the Four Dimensions (D) in the concept of transformative leadership of Jesus according to the Gospel of Matthew. Results show that first, the implementation of Jesus' transformative leadership among GKPB Denpasar leaders and activists was found to be in "moderate" level due to the leadership model that was still committed to the system of institutional centralization and local autonomy based on tradition, which became an obstacle to develop mission work outside Bali. Second, the implementation of Jesus' transformative leadership among GKPB Denpasar leaders and activists was more dominantly influenced by the understanding of the Kingdom of Heaven (D2), meaning that leaders of GKPB Bali had practiced the Jesus transformative leadership model. However, the adequate salary and facilities provided by the synod created anthropocentric comfort, which diluted the spirit of the mission. Third, the background of "long-serving" (L5) dominantly influenced GKPB Denpasar leaders and activists to adjust Jesus’s transformative leadership model, but this was not yet able to fully optimize the practice. Therefore, GPKB Denpasar leaders and activists need to shift from the traditional paradigm to the transformative one to carry out personal and institutional transformations to improve their quality, range of services and answer future challenges.

Virtual Teams

2016 ◽  
pp. 1-24
Author(s):  
Jamie S. Switzer ◽  
Ralph V. Switzer
Keyword(s):  
Virtual Teams ◽  
Leadership Practices ◽  
Virtual Team ◽  
Leadership Practices Inventory ◽  
Team Leaders ◽  
Leadership Model ◽  
Exemplary Leadership ◽  
And Behaviors ◽  
Five Practices

As the use of virtual teams becomes increasingly more common in all types of organizations, those involved must have the knowledge to operate efficiently and collaboratively and communicate effectively, particularly the virtual team leaders. Virtual teams will not succeed without strong leadership. Many traditional leadership principles apply to virtual teams, but virtual team leaders have additional challenges. This chapter examines the role of virtual team leaders and determines what characteristics and behaviors are exemplified by those leaders, using an instrument developed by Jim Kouzes and Barry Posner. The Leadership Practices Inventory (LPI) identifies five practices and behaviors of successful leaders. Additionally, embedded in the “Five Practices of Exemplary Leadership” model are behaviors that serve as the basis for learning to lead, called “The Ten Commitments of Leadership.”

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