Diversity orientation and disability in organizational leadership

2018 ◽  
pp. 147-160
Author(s):  
Mark E. Moore ◽  
Lana L. Huberty
Keyword(s):  
Organizational Leadership ◽  
Diversity Orientation

Section 6.a Introduction

2019 ◽  
Vol 1 (1) ◽  
Author(s):  
Rebecca PRICE ◽  
Christine DE LILLE ◽  
Cara WRIGLEY ◽  
Kees DORST
Keyword(s):  
Case Studies ◽  
Organizational Leadership ◽  
Research Community ◽  
Design Management ◽  
Management Research ◽  
Research Methodologies ◽  
Organizational Research ◽  
Research Perspectives ◽  
Rapid Changes

There is an increasing need for organizations to adapt to rapid changes in society. This need requires organizations’ and the leader within them, to explore, recognize, build and exploit new capabilities. Researching such capabilities has drawn attention from the design management research community in recent years. Dominantly, research contributions have focused on perspectives of innovation and the strategic application of design with the researcher distanced from context. Descriptive and evaluative case studies of past organizational leadership have been vital, by building momentum for the design movement. However, there is a need now to progress toward prescriptive and explorative research perspectives that embrace context through practice and the simultaneous research of design.  Therefore, the aim of this track is to lead and progress discussion on research methodologies that support the research community in developing explorative and prescriptive research methodologies for context-orientated organizational research. This track brings together a group of diverse international researchers and practitioners to fuel discussion on design approaches and subsequent outcomes of prescriptive and explorative research methodologies.

Behoefte aan leiderschap in organisaties: wie heeft het en waarom?

2004 ◽  
Vol 17 (3) ◽  
Author(s):  
Reinout E. de Vries ◽  
Robert A. Roe ◽  
Tharsi C.B. Taillieu ◽  
Nico J.M. Nelissen
Keyword(s):  
Organizational Leadership ◽  
Personal Characteristics ◽  
Leadership Role ◽  
Leadership Model ◽  
Situational Context ◽  
De Vries ◽  
Relative Prevalence

Who needs leadership in organizations and why? Who needs leadership in organizations and why? Reinout E. de Vries, Robert A. Roe, Tharsi C.B. Taillieu & Nico J.M. Nelissen, Gedrag & Organisatie, Volume 17, June 2004, nr. 3, pp. 204-226. Leadership literature most often deals with the leader and his/her effects on the performance and attitudes of employees. In contrast with these so-called leader-centred models, the follower-centred 'need for leadership' model focuses on the employee and his/her needs and wishes towards the leadership role. The model proposes that leadership effects are dependent on an employee's actual need for leadership. This article reviews the research on the effects of need for leadership on various individual and organizational leadership outcomes. Additionally, results of studies on the relative prevalence of various leadership needs – leadership functions that employees do and do not need – and predictors of need for leadership are presented. In particular, the article addresses the extent to which need for leadership is based on situational context or personal characteristics of the employee. Based on the findings presented here, the following is concluded: a) employees most strongly need a leader's 'connecting' function (to arrange things with higher management and to pass on information), b) leaders may have a different perception of employees' need for leadership than employees themselves, and c) need for leadership is mainly predicted by personal characteristics of employees, such as age, education, expertise and personality, and by the perceived style of the leader him-/herself.

scholarly journals Þjónandi forysta og starfsánægja í framhaldsskólum

Netla ◽  
2020 ◽  
Author(s):  
Sigrún Gunnarsdóttir ◽  
Sandra Borg Gunnarsdóttir
Keyword(s):  
Organizational Leadership ◽  
Leadership Assessment ◽  
Organizational Leadership Assessment

Það er mikilvægt að stjórnun og forysta innan framhaldsskóla stuðli að árangri og vellíðan starfsfólks og nemenda. Þjónandi forysta er hugmyndafræði um samskipti, stjórnun og forystu með áherslu á sameiginlega ábyrgðarskyldu, sjálfsþekkingu og gagnkvæman stuðning. Margar vísbendingar eru um gagnsemi þjónandi forystu í tengslum við til dæmis starfsánægju og árangur teyma. Fáar rannsóknir liggja fyrir um þjónandi forystu innan menntastofnana hér á landi, en í ljósi vísbendinga í fyrri rannsóknum um gagnsemi þjónandi forystu var ákveðið að kanna vægi þjónandi forystu í framhaldsskólum og tengsl hennar við starfsánægju. Gerð var könnun meðal starfsmanna í sjö framhaldsskólum með spurningalistanum Organizational Leadership Assessment (OLA), sem mælir vægi þjónandi forystu á nokkrum sviðum skipulagsheildar, og jafnframt var starfsánægja metin. Könnunin tók til alls starfsfólks skólanna og voru þátttakendur 219. Flestir svarendur voru kennarar (80%), almennir starfsmenn voru 11% og stjórnendur 8%. Niðurstöður sýna að þátttakendur meta vægi undirþátta þjónandi forystu á bilinu 3,25 til 3,72 á kvarðanum 1 til 5, þannig að þeir telja að ýmis einkenni þjónandi forystu sé að finna í framhaldsskólunum. Skólastjórnendur mátu vægið mest og kennarar minnst. Starfsmenn framhaldsskólanna virðast almennt vera ánægðir í starfi (85,1%). Sterk jákvæð og marktæk tengsl mældust milli heildarvægis þjónandi forystu og starfsánægju og einnig milli allra undirþátta þjónandi forystu og starfsánægju. Niðurstöður staðfesta niðurstöður fyrri rannsókna og gefa vísbendingar um að eftir því sem vægi þjónandi forystu sé meira innan framhaldsskóla megi búast við meiri starfsánægju. Niðurstöðurnar eru framlag til þróunar þekkingar á þjónandi forystu og umræðu um árangursríkar leiðir til að styrkja framhaldsskóla og stuðla að ánægju starfsfólks.

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