Leadership and Management Strategies for Creating Agile Universities

2022 ◽  
Keyword(s):  
Management Strategies ◽  
Leadership And Management

Leadership and Management in a Workshop-Based Educational Project

2017 ◽  
pp. 929-940
Author(s):  
Kin Wai Michael Siu ◽  
Yi Lin Wong
Keyword(s):  
Project Management ◽  
Environmental Sustainability ◽  
Management Strategies ◽  
Project Managers ◽  
Educational Activities ◽  
Leadership And Management ◽  
Educational Project ◽  
The Core ◽  
Hands On

The current project management literature seldom addresses the leadership and management strategies used in educational project. The knowledge specialized for workshop-based educational project is even more limited. As one of the most complicated educational projects, this chapter aims to define what workshop-based educational project and its uniqueness is, examine the concerns in such workshop and analyze possible roles of project manager through the case study of the environmental sustainability project. The parties involved and their relationship in work are also clearly revealed. Six unique concerns which specifically exist in such kind of project and five roles of its project managers are identified are discussed and explained by using the case study. It is hoped that the discussion in this chapter is able to give references for educators or administrators who plan to hold projects which involve hands-on workshops as the core of educational activities.

scholarly journals Interpersonal competence and service leadership

2015 ◽  
Vol 14 (3) ◽  
Author(s):  
Daniel T.L. Shek ◽  
Lu Yu ◽  
Andrew M.H. Siu
Keyword(s):  
Hong Kong ◽  
Conflict Management ◽  
Management Strategies ◽  
Interpersonal Competence ◽  
Leadership And Management ◽  
Self Reflection ◽  
Service Leadership ◽  
Service Leader ◽  
Professional Field ◽  
Effective Service

AbstractAccording to the Hong Kong Institute of Service Leadership and Management, interpersonal competence is an important component of an effective service leader. The present paper introduces a lecture embedded in a service leadership subject that focuses on promoting students’ interpersonal competence. Several topics are covered in this lecture. First, concepts and theories about interpersonal competence are introduced. Second, the relevance of interpersonal competence to service leadership is outlined. Third, methods of developing interpersonal competence are presented, particularly different conflict management strategies and assertiveness skills. Finally, conclusions and reflections on students’ own interpersonal competence and its relevance to the service leadership in one’s professional field are discussed. Different activities have been designed and incorporated in the lecture to facilitate students’ active learning and self-reflection. Students are also encouraged to explore their own ways to promote the development of interpersonal competence.

VocaLink wins gold for outstanding people practices

2014 ◽  
Vol 22 (4) ◽  
pp. 4-7
Keyword(s):  
Employee Engagement ◽  
Design Methodology ◽  
Management Strategies ◽  
Induction Programs ◽  
Payment Systems ◽  
Leadership And Management ◽  
Content Type ◽  
International Payment ◽  
The Uk ◽  
Practical Implications

Purpose – This paper aims to observe that strong policies on employee engagement helped the UK and international payment-systems provider VocaLink to introduce organizational change smoothly and win Investors in People (IiP) gold for its human resource (HR) practices. Design/methodology/approach – This paper describes the company’s HR policies and the advantages they bring. Findings – The authors explain that to achieve Investors in People gold, the company should exceed the benchmark for a number of assessment categories including: business and people strategies, leadership and management strategies and effectiveness, involvement and empowerment, reward strategies, performance measurement and continuous improvement. Practical implications – It is revealed that the company has strong induction programs, listens to feedback and puts a lot of energy into ensuring that leadership across the business is organized in a way that both deliver the corporate message and develop teams. Social implications – This paper contends that by offering a great place to work where people can grow and develop, VocaLink can recruit and retain great staff. Originality/value – This paper describes an organization where people are enthusiastic about the potential of the business and the opportunity it offers to further improve processes and relationships.

Creating “sticky” culture: how to drive lasting behavioral change

2018 ◽  
Vol 17 (6) ◽  
pp. 270-274
Author(s):  
Chris Dyer
Keyword(s):  
Cultural Change ◽  
Behavioral Change ◽  
Design Methodology ◽  
Management Strategies ◽  
Leadership And Management ◽  
Content Type ◽  
Practical Advice ◽  
Company Culture ◽  
A Company

Purpose The paper aims to show how you can create a lasting cultural change within a company. Design/methodology/approach The paper is based on in-depth research that world-leading organizations are taking to build and maintain their culture, revealing the “seven pillars” of success. Findings In the author’s research into what comprises healthy culture in the world’s most successful businesses, the author identified seven crucial support pillars. Among these are leadership and management strategies that bolster employees mentally. These are what change people’s minds about how and why to perform well. Originality/value This paper gives practical advice on how to cement behavioral change in a company and create a promising, healthy new company culture.

Change Leadership, Management and Strategies to Promote Quality University Teaching and Learning

2017 ◽  
pp. 377-403
Author(s):  
Lynne Hunt ◽  
Denise Chalmers
Keyword(s):  
Teaching And Learning ◽  
Management Strategies ◽  
Student Experience ◽  
Change Leadership ◽  
University Teaching ◽  
Leadership And Management ◽  
Learning And Teaching ◽  
Strategic Vision ◽  
Leadership Management

This chapter provides an overview of change leadership and management strategies to promote the quality of university teaching and learning. It draws attention to the organisational contexts of universities that encompass change leadership processes, emphasizing the need for whole-of-university approaches and ‘joined-up' policies, plans and procedures that support teaching. The discussion is organized in terms of five principles of action (McInnes et al., 2012). These are (1) Shape the strategic vision that puts student learning and student experience at its core; (2) Inspire and enable excellence; (3) Devolve leadership of learning and teaching; (4) Reward, recognize and develop teaching; and (5) Involve students.

Ancient Wisdom for Transformational Leadership and Its Insights from the Bhagavad-Gita

2016 ◽  
pp. 1-10 ◽  
Author(s):  
Biswajit Satpathy ◽  
Balakrishnan Muniapan
Keyword(s):  
Transformational Leadership ◽  
Indian Population ◽  
Management Strategies ◽  
Business Leaders ◽  
Leadership And Management ◽  
Bhagavad Gita ◽  
Moral Principles ◽  
The Past ◽  
Asian Leadership ◽  
Bhagavad Gītā

During the past one decade we have witnessed an increase in number of literatures on ancient wisdom in leadership. Among the Indian (Asian) literatures, the Bhagavad-Gita is often cited by many scholars. Therefore, in this chapter, the authors attempt to draw a parallel between the transformational leadership and the Bhagavad-Gita. The significance of transformational leadership has received great attention and good amount of study has been done in this area. For this chapter, the authors have employed hermeneutics, which is a methodology used for the interpretation of ancient literatures. The Bhagavad-Gita advocates a consciousness and a spirit-centered approach to transformational leadership based on eternal values and moral principles. This chapter is likely to provide insights into Indian (Asian) leadership (and management) strategies for Western business leaders, enabling them to work more effectively with Indian business leaders in India, and in regions where there are significant Indian population.

scholarly journals Coexistence of Competence Management and Leadership Programs as Important Competitive Factor of Polish Companies Which Possess Foreign Entities

2019 ◽  
Vol 51 (1) ◽  
pp. 167-180
Author(s):  
Łukasz Haromszeki
Keyword(s):  
Management Strategies ◽  
Human Capital Management ◽  
Leadership Programs ◽  
Leadership And Management ◽  
Average Value ◽  
The World ◽  
Competence Management ◽  
Competitive Factor ◽  
Similarities And Differences ◽  
High Level

The article discusses the issue of co-existence of competence management programs and shaping of traits and leadership relationships in Polish companies which possess foreign entities. If we assume that the leadership and management of competencies characteristic of human capital management strategies are important in shaping the high level of companies’ competitiveness in international space of the end of the second decade of the 21st century, it is worth having tools to measure and develop these programs. The article presents similarities and differences in the scope of competency management and shaping of traits and leadership relations in company headquarters (average value from all units in the world) and their largest foreign units. The survey was conducted using CATI and CAWI methods in January and February 2018 on a sample of 200 Polish companies which possess foreign entities.

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