Grassroots Leadership Training: A Case Study of an Effort to Integrate Theory and Method

2014 ◽  
pp. 81-104
Keyword(s):  
Leadership Training ◽  
Integrate Theory

Servant leadership behavior

2021 ◽  
Vol 3 (1) ◽  
pp. 269-281
Author(s):  
Nur Basuki
Keyword(s):  
Servant Leadership ◽  
Leadership Training ◽  
Social Practice ◽  
Leadership Behavior ◽  
Phenomenological Approach ◽  
Symbolic Capital ◽  
Cultural Economic ◽  
Leadership Practice ◽  
2Nd Generation

This research is based on the reality of the high leadership achievements of the participants of the Supervisory Leadership Training (PKP) of the Human Resources Development Agency (BPSDM) of DKI Jakarta Province in 2020 and the length of change in one's leadership. This study aims to describe the servant leadership behavior of the alumni of Supervisory Leadership Training. This research departs from the perspective that leadership behavior is formed through social processes. The theory used as an analytical tool and to explain the leadership behavior of PKP alumni is the theory of social practice from Pierre Bourdieu. According to this theory, leadership behavior depends on the habitus, capital and arena of leaders. This qualitative research categorized as a case study was conducted on 19 purposively selected PKP alumni informants of the 2nd generation. Data were collected by written interview and analyzed by ideal type approach. Field findings show that the leadership behavior of alumni varies depending on the habitus formed, the capital they have and the arena that surrounds them. In conclusion, the informants have behaviors that are in accordance with the characteristics of servant leadership. Informants have a new leadership habitus and a confirmed habitus of the existing leadership practice. The informants also have a variety of capital in the form of social, cultural, economic and symbolic capital. Finally, there are two kinds of arenas owned by the informants, namely the arena of the Official Responsible for Technical Activities (PPTK) and the arena of the Budget User Authority (KPA). As a recommendation, this research is continued with a phenomenological approach to dig deeper into leadership serving the informants.  

Leadership Training for 21st Century Librarians Using INELI-SSAf Model as a Case Study

2020 ◽  
pp. 75-88
Author(s):  
Rachel Ronke Ojo
Keyword(s):  
21St Century ◽  
Leadership Training ◽  
Time Management ◽  
Public Libraries ◽  
Leadership Skills ◽  
Sub Saharan Africa ◽  
New Ideas ◽  
Sub Saharan ◽  
Gates Foundation

Leadership is an integral aspect of successful organisations including libraries. Helping librarians to acquire leadership skills in order to adroitly navigate libraries through 21st century changes and challenges of the information environment is crucial. INELI (International Network for Emerging Library Innovators) was birthed globally as an initiative of the Bill and Melinda Gates Foundation to provide young leaders in public libraries across the world the opportunities to connect, learn, and explore new ideas and services that can transform their communities. INELI Sub-Saharan Africa (INELI-SSAf), an offshoot of the initiative for African public librarians, is a leadership training program with the primary objectives of exposing participants to concepts and practices about innovative information services in current times and assisting them to create within and across border networks for peer leaning. The topics taught include time management, advocacy, data management, smart risks, and innovations in libraries. (INELI SSAf is run by African Library and Information Associations and Institutions (AfLIA)).

scholarly journals Leadership Training at First Bank of Nigeria: A Case Study

2016 ◽  
Vol 5 (2) ◽  
pp. 9
Author(s):  
Fatai Lawal ◽  
Randall Thompson ◽  
Elizabeth Thompson
Keyword(s):  
Leadership Development ◽  
Leadership Training ◽  
Personal Development ◽  
Development Program ◽  
Corporate Leadership ◽  
Face To Face ◽  
Exemplary Leadership ◽  
Training Strategies ◽  
Nigerian Banking

<p>The purpose of this qualitative exploratory case study was to identify components of an exemplary leadership development program that might serve as a framework for training leaders for banking organizations in Nigeria. We recruited 30 managers, supervisors, and officers with at least 10 years of banking experience to explore leadership development at First Bank of Nigeria’s headquarters in Lagos, Nigeria. Face-to-face interviews focused on exploring what type of corporate leadership training strategies worked for First Bank of Nigeria. Four major leadership development strategies that worked best for First Bank emerged from analysis of the qualitative data obtained: (a) classroom, online, and on-the-job training; (b) mentoring; (c) coaching by a shadow manager; and (d) personal development and work-life balance. First Academy, the training arm at First Bank of Nigeria, has made valuable contributions to developing leaders in the fast-paced Nigerian banking industry. Other banking organizations in Nigeria may want to incorporate leadership training strategies used by First Bank of Nigeria.</p>

Learning the theory, improving the practice? A case study of award-bearing leadership training among college principals from Bangladesh

2021 ◽  
pp. 089202062110332
Author(s):  
Adrian Jarvis ◽  
Simranjeet K. Judge
Keyword(s):  
Professional Development ◽  
World Bank ◽  
Leadership Training ◽  
Planning Stage ◽  
Mixed Methods Approach ◽  
Professional Development Training ◽  
Bearing Design ◽  
The Individual ◽  
Over Time

Award-bearing transnational professional development training has received little attention in the literature. By taking a longitudinal mixed-methods approach, this project's researchers investigated the ways in which participants on a World Bank-funded programme practised leadership at the start of their training, before revisiting them a year later to find out what, if any, changes had resulted. It was discovered that the award-bearing design had been very influential in endowing the participants with concepts that they enthusiastically adopted, but that, over time, the concepts had undergone a process of simplification, largely driven by incongruities between the concepts and the cultural environments to which they had been applied. It is recommended that award-bearing programmes might more readily take into account the individual and contextual circumstances of their participants at the planning stage.

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