Determining factors in the performance of integrated vocational education schools

PurposeThe purpose of this paper is to identify the determining factors in the performance of integrated vocational education schools, in addition to management characteristics and specificities.Design/methodology/approachBy means of a descriptive study with a qualitative approach, a case study was conducted in two schools located in the cities of Cotia and São Roque.FindingsThe following factors were identified: engagement and commitment of teachers; motivation and focus of teachers and students; team of professionals; commitment and focus of students; family involvement; leadership and climate and selection of students. The following characteristics were observed: participative leadership associated with the use of management tools; pedagogical leadership in partnership with the school community; monitoring of student performance; performance assessment and training of teachers related to career plan; selection of students and actions along the community.Research limitationsThe results reflect the vision of the schools' managers and teachers and not that of the managing institution. There is no intention whatsoever to obtain generalization to other ETECs but rather inferences that could shed light on future studies.Practical implicationsThis research ratifies what has already been proven in the literature, showing that there are no isolated factors that interfere with performance, but an interrelationship among them, given the characteristics and peculiarities of each school.Originality/valueThis study is expected to contribute to guiding school managers and teachers in the search for quality education, whether vocational or regular basic education.

Initiating Change Through Participative Leadership

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The Syuro-Participative Leadership in Al-Qur’an-Based Pesantren in the Disruption Era

This study discussed the renewal of leadership models in Al-Qur'an-based pesantren. Leadership in pesantren has a major influence on its development and existence. Ibn Abbas Islamic Boarding School is interesting to study because it is modern managed. This is a case study to examine in depth the developed leadership model. The data were collected through observation, documentation, and interview, and analyzed using the Miles Huberman triangulation model, so that the results were in the form of abstractions showing their novelty. Pesantren Ibnu Abbas Klaten is led by a director who acted as a manager as well as mufti and kyai. The director supervises three educational units; the pesantren, the santri, and the school unit, which each led by a chief. Even though a director (or Kyai) has full leadership rights, the "syuro-participative" leadership model is implemented in regular meetings every week, and the deliberation results showing the participation of each existing institution. This indicated that the highest forum is at the leadership meeting, not unilaterally by the Kyai.

Autocratic, Democratic, Transformational and Charismatic Leadership Styles and Contingency of Different Performance Outcomes in SMEs

We analyze four different leadership styles from multiple dimensions to find out the suitability of these styles for the leaders working in Pakistani small and medium enterprises (SMEs). Theoretically, it is an additional perspective in the debate on effectiveness of different leadership styles in different environments for different purposes. It starts with analyzing contemporary theories of leadership and their derivative styles. Next, it discusses the major aspects of organizational environment coming from the broader culture of a country. Subsequently, it tries to provide a more balanced view in the debate on cause and effect of leadership styles and their effectiveness in specific organizational culture. In the empirical analyses the study analyzes the productivity, acceptance and sustainable success of different leadership styles in the organizations working in Pakistan. The data is collected both from business leaders and their relevant followers. The findings of study explains that outputs when measured in terms quantity shows better results for autocratic leadership style while democratic leadership style give better results when measured in terms of quality. Similarly, willingness of followers to continue and their inspirations beyond the formal organizational structure are higher for charismatic and participative leadership styles.

Leadership behaviour that facilitates shared leadership emergence in internationally dispersed non-formal teams

Purpose: Globalisation and the increased complexity of organisations create the need for alternative leadership approaches that can harness the collective intellectual capital that exists within the dispersed employees of organisations.Design/methodology/approach: This qualitative study explored how shared leadership can be facilitated in internationally dispersed non-formal teams through increased team connectedness, leader humility, empowering leadership, participative leadership and quality leader-member exchanges. The study explored the perspectives of 12 purposively sampled internationally dispersed team members, who represented three different functional nonformal teams.Findings/results: As dispersion of teams increases, some traditional leadership approaches become less effective. Shared leadership, however, has greater effects on team performance when team dispersion increases.Practical implications: The study offers a theoretical framework of leadership in internationally dispersed non-formal teams, which serves as a basis for future empirical research. It provides leaders of teams and organisations, as well as human resource practitioners with guidance on how to achieve the benefits of shared leadership of teams in this context. Participants represented nine nationalities, dispersed across eight countries, on four continents.Originality/value: Studies into shared leadership have increased over the past decade; however, the antecedents that facilitate shared leadership are still not exhaustive, and the majority of studies have been in co-located and formal teams. This study provides insight into how non-formal leaders can facilitate the emergence of shared leadership in the context of dispersed, non-formal teams.