Integrated leadership transitions

2021 ◽  
pp. 302-327
Author(s):  
Tom Kennie ◽  
Robin Middlehurst
Keyword(s):  
Leadership Transitions ◽  
Integrated Leadership

Integrated Leadership Measure

2010 ◽  
Author(s):  
Sergio Fernandez ◽  
Yoon Jik Cho ◽  
James L. Perry
Keyword(s):  
Integrated Leadership

The Impact of Principal Attrition and Replacement on Indicators of School Quality

2021 ◽  
pp. 1-26
Author(s):  
Marcus A. Winters ◽  
Brian Kisida ◽  
Ikhee Cho
Keyword(s):  
New York ◽  
Public Schools ◽  
School Quality ◽  
Causal Effect ◽  
New Principal ◽  
Study Approach ◽  
Leadership Transitions ◽  
Principal Attrition ◽  
Negative Effect ◽  
The Impact

Abstract Transitions to a new principal are common, especially within urban public schools, and potentially highly disruptive to a school's culture and operations. We use longitudinal data from New York City to investigate if the effect of principal transitions differs by whether the incoming principal was hired externally or promoted from within the school. We take advantage of variation in the timing of principal transitions within an event-study approach to estimate the causal effect of principal changes. Changing principals has an immediate negative effect on student test scores that is sustained over several years regardless of whether hired internally or externally. However, externally hired principals lead to an increase in teacher turnover and a decline in perceptions of the school's learning environment, whereas transitions to an internally promoted principal have no such effects. This pattern of results raises important questions about leadership transitions and the nature of principal effects on school quality.

scholarly journals The Importance Of Different Leadership Roles In The Strategic Management Process

2004 ◽  
Vol 2 (1) ◽  
Author(s):  
Mojaki S. Mosia ◽  
Theo H. Veldsman
Keyword(s):  
Empirical Study ◽  
Strategic Management ◽  
Management Process ◽  
Leadership Roles ◽  
Management Processes ◽  
Leadership Framework ◽  
Integrated Leadership ◽  
Strategic Management Process

The drive towards flatter and more flexible, empowered, interdependent and responsive organisations in the current rapidly changing global situation necessitates the establishment of an integrated set of leadership roles. The purpose of this study was to propose the Integrated Leadership-Champion Framework (IL-C); and to determine empirically the importance of the IL-C for, as well as the importance of the sub-roles of the IL-C across the strategic management processes. The IL-C as a complete leadership framework could enable organisations to execute their strategic management processes more effectively and efficiently. The empirical study demonstrated the importance of IL-C overall and its leadership sub-roles for the strategic management processes. OpsommingDie soeke na platter, asook meer buigsame, bemagtigde, interafhanklike en responsiewe organisasies in die huidige vinnig veranderende, globale omgewing noodsaak die daarstelling van ’n geïntegreerde stel van leierskaprolle. Die doel van hierdie studie was om ’n Geïntegreerde Leierskap-kampioen Raamwerk (GL-R) voor te stel; en om empiries die belangrikheid van die GL-R vir, asook die belangrikheid van die subrolle van GL-R oor die strategiese bestuursprosesse te bepaal. Die GL-R as ’n volledige leierskapraamwerk kan organisasies in staat stel om hul strategiese bestuursprosesse meer doeltreffend en doelmatig te bestuur. Die empiriese studie toon die belangrikheid van GL-R oorhoofs, asook sy onderskeie leierskapsubrolle vir die strategiese bestuursprosesse.

scholarly journals Build It and They Will Come! Or, Built to Last? Key Challenges and Insights into the Sustainability of Nonprofit and Philanthropy Programs and Centers

2020 ◽  
Author(s):  
Patrick Rooney ◽  
Dwight Burlingame
Keyword(s):  
Succession Planning ◽  
Academic Programs ◽  
Leadership Succession ◽  
Funding Sources ◽  
Advisory Boards ◽  
Leadership Transitions ◽  
Revenue Sources ◽  
Nonprofit Studies ◽  
Key Informant

Using results from 22 key informant interviews from 15 different universities, we analyze why various centers/programs on philanthropic and nonprofit studies started, their key revenue sources, the diversity of funding sources, the role of leadership, succession planning, and what they might have done differently to make things better. These case studies provide insights as to why some centers/programs fail, others barely survive, yet some thrive. While the old saying, “It’s better to be lucky than good” remains true. We found that many of the things we teach in our academic programs work well when leading academic centers: diversify income streams, do not become too reliant on one donor, provide for leadership transitions and succession plans, raise money for endowments, and build advisory boards.

scholarly journals Refractory Frontier: Intra-party Democracy in the Zambian Polity

2018 ◽  
Vol 6 (2) ◽  
pp. 7
Author(s):  
John Bwalya ◽  
Owen B. Sichone
Keyword(s):  
Political Parties ◽  
Political Party ◽  
National Development ◽  
Democratic Consolidation ◽  
Third Wave ◽  
Leadership Positions ◽  
Leadership Transitions ◽  
Party Members ◽  
Selection Of

Despite the important role that intra-party democracy plays in democratic consolidation, particularly in third-wave democracies, it has not received as much attention as inter-party democracy. Based on the Zambian polity, this article uses the concept of selectocracy to explain why, to a large extent, intra-party democracy has remained a refractory frontier. Two traits of intra-party democracy are examined: leadership transitions at party president-level and the selection of political party members for key leadership positions. The present study of four political parties: United National Independence Party (UNIP), Movement for Multiparty Democracy (MMD), United Party for National Development (UPND) and Patriotic Front (PF) demonstrates that the iron law of oligarchy predominates leadership transitions and selection. Within this milieu, intertwined but fluid factors, inimical to democratic consolidation but underpinning selectocracy, are explained.

Integrated leadership system in the Australian Public Service

2004 ◽  
Vol 63 (4) ◽  
pp. 108-118 ◽  
Author(s):  
Andrew Podger ◽  
Anne Simic ◽  
Jane Halton ◽  
Peter Shergold ◽  
Tina Maher
Keyword(s):  
Public Service ◽  
Integrated Leadership

scholarly journals Gender Segregation and Trajectories of Organizational Change: The Underrepresentation of Women in Sports Leadership

2019 ◽  
Vol 34 (1) ◽  
pp. 81-105 ◽  
Author(s):  
Madeleine Pape
Keyword(s):  
Organizational Change ◽  
Women Leaders ◽  
Gender Equity ◽  
Gender Segregation ◽  
Leadership Positions ◽  
Women's Bodies ◽  
Sports Organizations ◽  
Underrepresentation Of Women ◽  
Integrated Leadership ◽  
Gender Similarity

This article offers an account of organizational change to explain why women leaders are underrepresented compared to women athletes in many sports organizations. I distinguish between accommodation and transformation as forms of change: the former includes women without challenging binary constructions of gender, the latter transforms an organization’s gendered logic. Through a case study of the International Olympic Committee from 1967-1995, I trace how the organization came to define gender equity primarily in terms of accommodating women’s segregated athletic participation. Key to this was the construction of women’s bodies as athletically able but inferior to men, an arrangement formalized in codified rules and procedures and legitimized by external stakeholders. Defined in these terms, gender equity did little to transform the organization’s binary and hierarchically gendered logic, which continued to shape the informal norms and procedures associated with the organization’s allegedly gender-neutral and meritocratic yet male-dominated leadership. I argue that the exclusion of women from ostensibly gender-integrated leadership positions allows organizations to avoid revealing gender similarity between men and women. This maintains a logic underpinned by notions of binary gender difference and masculine superiority.

scholarly journals Developing leaders by supporting their transitions into senior positions

2018 ◽  
Vol 49 (1) ◽  
Author(s):  
Nicky H.D. Terblanche ◽  
Ruth M. Albertyn ◽  
Salome Van Coller-Peter
Keyword(s):  
South Africa ◽  
Leadership Development ◽  
Social Transformation ◽  
Macro Level ◽  
Senior Leadership ◽  
Senior Leaders ◽  
Leadership Transitions ◽  
Support Strategies ◽  
Systemic Level ◽  
Micro Level

The need for social transformation in South Africa is intrinsically linked to the transformation of corporate South Africa. Strong senior leadership is required to ensure that organisations remain sustainable during this transformation. There is, however, a shortage of skilled senior leaders, hence the need for leadership development. When leaders transition into senior positions, they face a plethora of personal and systemic challenges. Many fail with resulting disastrous effects on individual (micro) and organisational (macro) levels. This research investigates the challenges faced by newly promoted senior leaders in order to lay the groundwork for designing support strategies for individuals and organisations. The qualitative findings suggest that leadership transitions present unexpected challenges on a personal and systemic level to such individuals and that they do not receive adequate support from their organisations. For transformation to be successful and sustainable on macro level, concurrent and appropriate micro-level support and development are essential.

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