Integrating Two Leadership Models: Augmentation Effects with Initiating Structure

2015 ◽  
Vol 2015 (1) ◽  
pp. 18038
Author(s):  
Adriana Hoogeboom ◽  
Celeste P. M. Wilderom
1999 ◽  
Vol 10 (4) ◽  
pp. 247-268 ◽  
Author(s):  
Josephine D. Wallace ◽  
Catherine R. Nesbit ◽  
Anne-Courtney S. Miller

2002 ◽  
Vol 16 (1) ◽  
pp. 34-47 ◽  
Author(s):  
John Edmonstone ◽  
Jane Western

The NHS in England has developed a strong focus on clinical and managerial leadership. The article describes both emerging ideas on leadership models and approaches to developing leaders as a background to the description of two evaluation studies of leadership programmes for executive directors and the lessons learned for the future.


2021 ◽  
pp. 1-36
Author(s):  
Proma Ray Chaudhury

Abstract Operating within the androcentric premises that support idealized models of populist leadership, self-representations cultivated by female populist leaders often involve precarious balancing acts, compelling them to appropriate contextualized traditionalist discourses and modes of power to qualify for conventional leadership models. This article engages with the stylistic performance of populist leadership by Mamata Banerjee of the All India Trinamool Congress in the state of West Bengal, India, focusing on her adoption of the discursive mode of political asceticism, nativist rhetoric, and religious iconography. Through an interpretive analysis of selected party documents, autobiography, and semistructured interviews with Banerjee's followers and critics, the article delineates Banerjee's populist self-fashioning as a political ascetic and explores perceptions of her leadership. The article argues that while the self-makings of female populist leaders remain fraught and contested, they contribute substantially toward redrawing the boundaries of both conventional leadership models and the broader political landscapes they inhabit.


Kairos ◽  
2021 ◽  
Vol 15 (1) ◽  
pp. 7-27
Author(s):  
Eric Maroney

Leadership styles in southeast Europe tend to lie at the poles along a line stretched between passivity and authoritarianism. This is a universal problem in the global church, not one unique to southeast Europe. However, the fact remains that the mainstream leadership models in this part of the world need to be appraised and healthier models need to be developed. Unfortunately, the leadership models being imported from the West take as their cue business management, often times focusing on efficiency, productivity, and growth rather than focusing on Kingdom expansion and serving the Bride of Christ. However, a model does exist for servant leadership, a model that emerged from the Eastern Church 17 centuries ago. In this paper, I will examine Gregory Nazianzen’s Oration II which presents a spiritual model of leadership for the 21st century. While written many centuries ago, this text is still able to speak to the modern mind and remains relevant for several reasons. First, this is the first extant extra-Biblical account of an individual’s struggle with calling and obedience to Christian ministry. Second, Gregory’s model is saturated with Scripture, providing a sound though unique perspective from his brilliant and highly trained mind. Finally, as one of Gregory’s primary concerns is remaining faithful during a corrupt public form of Christianity, the context is appropriate to the traditional church contexts of southeast Europe. Following a brief historical background, this paper will look at three elements of Christian ministry and how Gregory addresses their spiritual components. First, the roles of a minister, under the titles of priest, king, and prophet. Second, the challenges that beset ministers who seek to serve. And third, the personal struggles that an individual must face and overcome to be obedient in this calling.


2020 ◽  
Vol 2 (2) ◽  
pp. 109-118
Author(s):  
Desti Samarenna

Research aims to explain leadership in the Old Testament to find out ideally and pragmatically spiritual leadership has essential philosophical principles and in the pragmatic level the leadership is manifested in the light of philosophical principles with a theological ethical nuance. This attitude needs to be emphasized by noting that a Christian leader is an individual who has been redeemed by God, by whom he must be sure that he is called by God to assume the responsibility given. In writing this scientific paper, the writer uses the research method namely: The author obtains data through library research that is the writing books and lecture dictates. Based on the entire discussion, the following conclusions can be drawn: First, the Leader gives influence. This means that a church or organization without a leader will not produce an order of values and good results. Second, the leadership model. This means that there are several leadership models that can be applied in church leadership and leadership in non-Christian institutions. Abstrak Penelitian bertujuan untuk menjelaskan kepemimpinan dalam Perjanjian Lama untuk mengetahui secara idealis maupun pragmatis kepemimpinan rohani itu memiliki prinsip-prinsip filosofis yang esensial dan dalam tataran pragmatis kepemimpinan itu diwujudkan dalam terang prinsip-prinsip filosofis yang bernuansa etis teologis. Sikap ini perlu dipertegas dengan memperhatikan bahwa seorang pemimpin Kristen adalah seorang individu yang telah ditebus Allah, yang olehnya ia harus yakin bahwa ia terpanggil Allah untuk memangku tanggung jawab yang diberikan. Dalam penulisan karya ilmiah ini, penulis menggunakan metode penelitian yaitu: Penulis memperoleh data melalui penelitian kepustakaan yaitu buku-buku penulisan serta diktat-diktat perkuliahan. Berdasarkan seluruh pembahasan maka dapat ditarik kesimpulan sebagai berikut: Pertama, Pemimpin itumemberikan pengaruh. Artinya gereja atau organisasi tanpa pemimpin tidak akan menghasilkan tatanan nilai dan hasil yang baik. Kedua, model kepemimpinan. Artinya ada beberapa model kepemimpinan yang bisa diterapkan dalam kepemimpinan gereja dan kepemimpinan pada lembaga-lembaga non-Kristen.


Author(s):  
Evgenia Theodotou ◽  
Avraam Papastathopoulos ◽  
Panagiotis Koutsouvelis

This chapter discusses the theoretical framework of management and leadership of change, focusing on the construct of power in educational institutions. Managers and leaders in educational institutions can adopt different models to apply change in the existing organisational procedures. According to the model they follow, they use their power differently. This chapter argues that the manner managers and leaders utilise their power strongly influences effective organisational change and their role in the organisation. Relevant managerial and leadership models of change are analysed in relation to different forms of power, with regard to the theoretical and research literature. The argument is further illuminated with a change event in a school in Greece in order to create a link between theory and everyday practice.


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