Leadership malpractice: exposing the reality underpinning unleaderly behaviour

Background A mounting body of research literature is highlighting the prevalence of serious malpractice by persons in leadership positions. Arguably, too many of those appointed to a leadership position believe that they have the right to act in any way that they choose. They believe that the title of ‘leader’ affords them the licence to act with little regard for others. But just because a person has been appointed to a leadership position, this does not automatically make them a leader. Nor does it imply that everything they do is leadership. Thus, the impetus for this article is the acknowledgement that it's time to clearly distinguish what truly constitutes leadership from that which is its antithesis – leadership malpractice. Not to do so only allows serious leadership malpractice to become normalised as acceptable leadership activity. Research Aim Therefore, the aim of this article is to first use research literature to describe the growing concern about the prevalence of malpractice by persons in leadership positions and then to illustrate how such malpractice can be naturally eradicated when leadership is seen, fundamentally, as a relational phenomenon. The purpose of this article is thus to provide a new theoretical perspective of leadership, one that will help to distinguish between that which is and is not leadership. Findings A close inspection of the extremely damaging and injurious outcomes produced by leadership malpractice shows that these mirror those caused by persons with extremely harmful psychosocial disorders. Despite any short-term gains, the research shows that leadership malpractice can ultimately cause serious and enduring poisonous effects on the individuals, families, organizations, communities, and even entire societies they lead. Furthermore, rules, regulations and policies have proven powerless. Seemingly, one cannot mandate true leadership; its manifestation must be inherent within our leadership theory. Practical implications In response, this article first explores the foundational values, principles and norms underpinning true leadership practice and then presents a new way to understand leadership from a transrelational perspective which naturally eradicates malpractice by those in leadership positions. Social implications Given that worldwide research has demonstrated how leadership malpractice causes seriously toxic personal, organisational and social outcomes, this article seeks to provide a theoretical rather than a technical or practical way of redressing this untenable situation. By inference, when leadership is practiced properly, when it is based upon apporpriate foundational values and principles, then malpractice is ended and workplaces become safe, gratifying and productive. Originality This article makes a significant contribution to the expanding area of research that is exploring the benefits to be gained by theorising leadership as a relational phenomenon.

LEADERSHIP POSITION AS A COMPONENT OF THE PERSONALITY OF THE FUTURE SPECIALIST

the article reveals the concept of leadership position of the future specialist in the context of his connections with personal qualities. The latest research on the topic of leadership is considered. It is specified that the leadership position of the future specialist is a personal education that includes awareness of the future specialist’s readiness to play the role of leader and ability to organizational influence on the production team, it is based on leadership potential and is formed in the process of mastering leadership in various life situations, including conditions of the professional sphere. The results of the study of the leadership position of future specialists in various professional fields are presented. It is determined that most future professionals are characterized by the presence of personal traits necessary for the development of leadership, but their experience in the process of education does not allow to try on the role of leader, which negatively affects their motivation to develop leadership.

THE ESSENCE OF THE LEADERSHIP POSITION OF FUTURE PUBLIC MANAGEMENT AND ADMINISTRATION SPECIALISTS

the essence of such concepts as “position”, “leader”, “leadership”, “leadership position” is revealed in the article, based on the analysis of the scientific literature it is proved that most of the works of scientists are devoted to the study of leadership as such, to the working out the approaches to the formation and development of leadership qualities, the author’s interpretation of the essence of the leadership position of future specialists in public management and administration is given, which is seen as a synergy of their personal, professional, civic qualities, actions and deeds aimed at implementing their main mission, that is readiness to ensure constructive interaction of public authorities, education, science, business and civil society.

Reflecting on Crucibles: Clarifying Values in Authentic Leaders

This qualitative study explores the role of crucibles, life-triggering moments, parents’ life mottos and definitions of success, and holding values in the lives of authentic leaders. This research used the life-story approach to explore the experience of such concepts on authentic leaders. Self-identified leaders with more than five years of experience in a leadership position or in a role of managing and developing others were invited to this research. Qualified authentic leaders (between 65 to 80 in ALQ) were invited to a qualitative interview utilizing the life story approach to explore significant forming factors of their leadership qualities. An inductive coding method was used in analyzing the transcription of interviews. Significant themes and codes show that life-triggers, crucibles, parents’ life mottos, their definition of success, and holding values play a significant role in authentic leadership development. Leadership scholars should emphasize the forming experiences of authentic leadership in their leadership development studies. In other words, the experienced dynamics of parents (life mottos and definitions of success), the experience of crucibles are suggested as antecedents of authentic leadership. The research shows that parents’ dynamics, crucibles, and life-triggering moments resonate with Erikson’s stages of development on authentic leadership development.

The Relationship Between Longevity and a Leader’s Emotional Intelligence and Resilience

The role of an educational leader is complex, challenging and, at times, fraught with adversity. Overcoming the many challenges and hardships, and flourishing as an educational leader, requires resilience and an instinct for survival. According to Maulding, Leonard, Peters, Roberts and Sparkman (2012), understanding how to prevail in the face of difficult conditions, by employing one’s emotional strengths as well as vulnerabilities and how to increase one’s ability to remain resilient, is valuable for an educational leader to succeed in the face of adversity. The purpose of this study was to research Montana educational leaders to discern whether emotional intelligence (EI) is necessary to remain resilient and successful in a leadership role despite adversity. This quantitative research was undertaken as a non-experimental, ex post facto, or after-the-fact research. Participants for this study included sixty-one superintendents, principals, and assistant principals, from a population of 935 educational leaders, who held a leadership position in the State of Montana during the 2017-2018 school year. A linear regression was used to examine the proportion of variance in years in a leadership position that can be explained by emotional intelligence and resilience. This analysis demonstrated that some EI competencies appear to have an effect on the longevity of an educational leader in a position. However, the effects vary between assistant principals, principals, and superintendents, not all competencies were equal. The coefficient of determination showed assistant principals and principals’ years of service is more strongly influenced by all emotional intelligence competencies than is that of the superintendent.

The positive connection between dark triad traits and leadership levels in self- and other-ratings

People with high dark triad tendencies are often found in leadership positions. Yet research is lacking on whether dark triad personality traits positively correlate with the height of leadership levels (no leadership position, low-level leaders, high-level leaders, head and founder of the company). To explore this relationship between the dark triad and these leadership levels, three studies (NGermany = 137; NHungary = 333; NBothCountries = 355) were conducted, to measure dark triad scores for each leadership level. The results reveal that people in higher leadership levels display both higher self-rated and subordinate-rated dark triad scores. Further research is needed to investigate whether this finding is replicable for more objective measures and longitudinal studies as well as cultural norms, which may discourage or support dark triad traits. As the organizations are an important factor in promoting ethic-oriented behavior in individuals, one practical implication could be increased focus on developing ethical behavior during the assessment and training of leadership positions.

Views from the Inside: Roles of Deputy Directors in Early Childhood Education in Finland

This study explored the perceptions of deputy directors about their leadership in Early Childhood Education (ECE) centres in Finland. Our aim was to look beyond task distribution and understand how deputy directors enacted leadership with their colleagues. Six deputy directors employed in one municipality in Finland participated in this study. Interviewed individually, the participants discussed how they themselves perceived being in a leadership position and what their leadership looked like in practice. The emphasis they placed on the various relationships highlight the importance of paying attention to the relational dynamics amongst staff within a centre, taking into account both formal and informal authority. Given the increasing global interest in understanding leadership enactment within ECE centres, and its connection with quality service provision, knowledge of the positional leadership roles of deputy directors is of importance to the ECE sector. This is one of the first studies dedicated to exploring the work of ECE deputy directors.

The Perception of Russia by Young People in Post-Soviet Countries: the Experience of Sociological Assessment

The decades that have passed since the collapse of the USSR have identified serious challenges for Russia, the answer to which depends on the prospect of maintaining its leadership position in the integration processes in the modern post-Soviet space, not only due to objective advantages in the possession of resources, but also due to its attractiveness for the younger generation of the post-Soviet countries. The article makes an attempt of a sociological assessment of the perception of modern Russian humanitarian projects by young people in post-Soviet countries, their willingness to join the international educational projects proposed by Russia and build a trajectory of professional development, taking into account the opportunities available in Russia. The authors draw attention to the need for regular monitoring of the perception of Russia by the youth of the post-Soviet countries in order to adapt the proposed programs of international cooperation to the needs of the target audience, and also offer a methodology for its construction.

Treatment Utilization and Characteristics Among Patients with Higher-Risk Myelodysplastic Syndromes According to Hypomethylating Agent Use

Introduction: Hypomethylating agents (HMAs) are standard of care treatment for patients with higher-risk myelodysplastic syndromes (HR-MDS) who are ineligible for stem-cell transplantation or intensive chemotherapy. Until recently, approved HMAs included intravenous or subcutaneous azacitidine and decitabine, which should be administered for a minimum of 4-6 cycles to elicit response in the absence of progression or unacceptable toxicity. In real-world clinical practice, underutilization of HMA therapy has been documented; however, prior estimates have utilized data preceding 2016. The study objectives were to understand recent treatment utilization and characteristics among patients newly diagnosed with HR-MDS in the United States (US). Methods: This retrospective observational study utilized the IQVIA PharMetrics ® Plus database which comprises adjudicated claims for more than 190 million unique patients across the US. Adult patients newly diagnosed with HR-MDS from July 1, 2016 through December 31, 2019 were included. Patients had ≥1 inpatient claim or ≥2 outpatient claims >60 days apart with diagnosis codes for high grade MDS lesions and/or refractory anemia with excess blasts (RAEB), and continuous enrollment for 6 months prior to and ≥180 days following the index date (index date = first diagnosis claim). Patients had a variable follow-up period up to 1 year post-index, and were followed through June 30, 2020. Patient characteristics at baseline, and treatment utilization based on observed MDS-related therapy (HMAs and supportive care), over the variable follow-up period were evaluated. Results: A total of 371 patients were included; the mean age of patients at baseline was 69.2 years and 57.7% were male. Of these, 61 (16.4%) patients received no HMA and no supportive care over the variable follow-up period following diagnosis. Half (n=182, 49.1%) received no HMA but received supportive care, and the remainder (n=128, 34.5%) received HMA therapy over the variable follow-up period; 45 (12.1%) received decitabine as the first HMA in a mean of 89.2 days from diagnosis, and 83 (22.4%) received azacitidine as the first HMA in a mean of 51.1 days from diagnosis (Table). Patients receiving no HMA therapy but with supportive care were older (mean age 70.6 years; 45.6% aged ≥75 years) and had higher comorbidity burden (mean Charlson Comorbidity Index [CCI] 2.5) than the other cohorts (mean age 66.6-68.8 years; 24.4-37.7% aged ≥75 years; CCI 1.2-2.0). For example, a higher proportion of patients receiving no HMA therapy but with supportive care had baseline renal disease (21.4%) compared to the other cohorts (4.9-15.6%). Patients receiving no HMA or supportive care in this study had a similar mean age compared to those who received HMAs (68.8 vs 66.6-68.0 years), but tended to have lower comorbidity burden (CCI 1.2 vs 1.9-2.0). Conclusions: In this real-world study using contemporary data, utilization of HMA therapy among patients with HR-MDS in the US was low, with only around one-third of patients receiving HMAs. Patients who did not receive HMAs but received supportive care tended to be older and have higher comorbidity burden than those who received HMAs, suggesting potential barriers for physicians in prescribing HMAs to older, frailer patients. Figure 1 Figure 1. Disclosures Zeidan: Pfizer: Other: Travel support, Research Funding; Jazz: Consultancy; Jasper: Consultancy; AstraZeneca: Consultancy; Janssen: Consultancy; Novartis: Consultancy, Other: Clinical Trial Committees, Travel support, Research Funding; Loxo Oncology: Consultancy, Other: Clinical Trial Committees; Ionis: Consultancy; Kura: Consultancy, Other: Clinical Trial Committees; Incyte: Consultancy, Research Funding; Gilead: Consultancy, Other: Clinical Trial Committees; Genentech: Consultancy; Epizyme: Consultancy; Daiichi Sankyo: Consultancy; Geron: Other: Clinical Trial Committees; BMS: Consultancy, Other: Clinical Trial Committees, Research Funding; Cardiff Oncology: Consultancy, Other: Travel support, Research Funding; Boehringer Ingelheim: Consultancy, Research Funding; BioCryst: Other: Clinical Trial Committees; BeyondSpring: Consultancy; Astex: Research Funding; Astellas: Consultancy; Aprea: Consultancy, Research Funding; Amgen: Consultancy, Research Funding; Agios: Consultancy; ADC Therapeutics: Research Funding; Acceleron: Consultancy, Research Funding; AbbVie: Consultancy, Other: Clinical Trial Committees, Research Funding. Divino: IQVIA: Current Employment, Other: IQVIA received funding for this study from Epstein Health in connection with this study. DeKoven: IQVIA: Current Employment, Other: IQVIA received funding for this study from Epstein Health in connection with this study. Shah: IQVIA: Current Employment, Other: IQVIA received funding for this study from Epstein Health in connection with this study. Wang: IQVIA: Current Employment, Other: IQVIA received funding for this study from Epstein Health in connection with this study. Bey: Taiho Oncology: Current Employment. Salimi: Taiho Oncology: Current Employment. Epstein: Epstein Health: Current Employment; Fate Therapeutics: Other: Holds leadership position; Veracyte: Other: Holds leadership position; Illumina: Other: Holds leadership position; Merck: Consultancy; Radius Health: Consultancy; Halozyme: Consultancy; Intra-Cellular Therapies: Consultancy; Taiho Oncology: Consultancy; Otsuka: Consultancy.

Transformational Leadership Practice in the Context of the Church in Nigeria: Literature Review

Over the last twenty years, researchers and practitioners have become increasingly interested in the transactionaltransformational leadership paradigm. However, only a few studies tested the validity of this approach to leadership concerning church growth. Thus, Momoh (2015) researched on transformational leadership as a tool for church development. The Results revealed that there is a significant positive correlation between transformational leadership style and church growth. They were found to be influential to the growth of the church and the gospel. Momoh also observed that the foundation of any leadership determines the height such leadership can attain. He further elaborates that many problems that are confronting leadership especially the church leaders today is on wrong foundation. To him, leadership position can be attainable through craftiness, professionalism and administration capacity but once a leader lacks spiritual charisma, character and vision, he will only end up messing things up. Implications of these results for theory and practice are discussed.