Youth Political Participation, Good Governance and Social Inclusion in Nigeria

As the Nigerian population continues to increase, so does the number of youth. The population of youth (18–35 years) in Nigeria is 52.2 million (i.e., about 28% of the total population), which is more than the entire population of Ghana, London and Benin Republic put together. In spite of the prospects that this number holds, young people in Nigeria are largely marginalised from governance, leaving them helpless about their continued exclusion. This is evidenced in the low percentage of youth who hold political and leadership positions in the country. The purpose of this study was to examine the relationship between youth political participation, good governance and social inclusion in Nigeria. Using a quantitative approach, 1,208 youth aged 18–35 selected from Nairaland participated in the study. Data gathered was analysed using the Spearman correlation coefficient and the result indicates that there is a significant positive relationship between youth political participation and good governance in Nigeria (r s, (1206) = .615, p < .001), and that there is a significant positive association between youth political participation and social inclusion in Nigeria (r s, (1206) = .875, p < .001). It was recommended that government should create Leadership and Democratic Institutes [LDI] across the states of the federation and establish an Online Leadership Orientation Agency [OLOA] to utilise various social networking sites to provide free leadership courses, webinars, and orientation on the art of governance and the promotion of social inclusion among the youth.

Youth Political Participation, Good Governance and Social Inclusion in Nigeria: Evidence from Nairaland

As the Nigerian population continues to increase, so does the number of youth. The population of youth (18-35 years) in Nigeria is 52.2 million (i.e. about 28% of total population) and more than the entire population of Ghana, London and Benin Republic put together. In spite of the prospects that this number holds, young people in Nigeria are largely marginalized from governance, leaving them helpless to counter their continued exclusion. This is evidenced by the lower percentage of youth that hold political and leadership positions in the country. The purpose of this study was to examine the relationship between youth political participation, good governance, and social inclusion in Nigeria. Using a quantitative approach, 1,208 youth aged 18-35, selected from Nairaland, participated in the study. Data gathered was analyzed with Spearman Correlation Coefficient and the result indicates that there is significant positive relationship between youth political participation and good governance in Nigeria (r s, (1206) = .615, p < .001) and that there is significant positive association between youth political participation and social inclusion in Nigeria (r s, (1206) = .875, p < .001). It was recommended that the government should create Leadership and Democratic Institutes [LDI] across the states of the Federation and establish an Online Leadership Orientation Agency [OLOA] to utilize various social networking sites to provide free leadership courses, webinars, and orientation on the art of governance and the promotion of social inclusion among youth.

Concept of Designing Online Manuals

In recent years, no field of human activity has advanced as rapidly as in the field of computer technology. Here, the most impressive advances have been made in the creation of the Internet and, as a consequence, web technologies. The article deals with the formation of the concept of online leadership both in general terms and taking into account the specifics of the educational environment of Georgia. Based on our interests, it is proposed to provide training materials to users simultaneously in several, at least two languages. The concept of the formation of such guides proposed in the article is considered on the example of teaching the Javascript language of one of the subject on web technologies. In particular, the article deals with the development of structuring rules and the name of files containing training materials that would make it easy to make the changes required over time.

Online Leadership and Learning

Online working environments develop and change continuously, meaning that online leaders and online team members must learn to adapt to change and should utilize emerging possibilities for doing their jobs. The purpose of this chapter is to explore how online leaders learn from experiences developed by and with online teams; the chapter also provides a metaphor by which online leaders' learning is likened to a spiral. The theoretical foundation rests in activity theory and proactive review. The methodological approach involves a case study and netnography, the latter of which is utilized for researching phenomena that occur in the interaction between humans and information and communication technology. Data were gathered online from an online team in a global IT company classified as big business. The following research question was addressed: How do online leaders learn from experiences generated by their online teams by utilizing proactive review as a practice of learning?

The Development of Village Potential Through Capacity Building in Tunjungtirto Village Singosari Sub-District Malang District

This study analyze about development of village potential through capacity buildingin Tunjungtirto village, Singosari Sub-District, Malang district. The author analyze that development of village potential through capacity building has five main elements, knowledge in the form of developing educational potential, religious potential, agriculture potential, farm potential and village library. Than leadership by the village head, cooperation between villages, community in the form of village business entity (BUMDesa), travel conscious group and agriculture group. Than online information program which is conducted by village head to facilitate submitting information about village activities to villagers or submitting community suggestions and critisms by online. Leadership by the village head in accordance with the law number 6 of 2014 about village has regulate local village authority. Collaboration between Tunjungtirto village with Lang Lang village about the use of clean water sources. Travel conscious group (Pokdarwis) has develop creativity through mural village and dolanan village to attract tourist.

Gender, Sense of Power, and Desire to Lead: Why Women Don’t “Lean In” to Apply to Leadership Groups That Are Majority-Male

We investigated why women may have lower desires and intentions to apply to become a member of a leadership group (i.e., committee) than men when the majority of its members are men. In four studies, we examined the interaction between gender and gender composition of the leadership group on leader candidates’ sense of power, desire to lead, and intentions to apply to become a member of a leadership group. Informed by research on gender, perceived power, and the model of goal-directed behavior, we found that women, compared to men, expected lower sense of power when considering applying to a majority-male (vs. gender-balanced) online leadership committee (Study 1A, N = 294; Study 1B, N = 278). This pattern observed for women in majority-male leadership committees was not, however, evident for men in majority female leadership committees (Study 2, N = 560). Furthermore, women’s lower sense of power explained why they expressed lower desires to lead and intentions to apply for a majority-male leadership committee compared to men. Finally, we found that increasing women’s sense of power increased their desires and intentions to lead in a majority-male committee (Study 3, N = 460). We contribute to understanding why there still exists a discrepancy in the number of men versus women in leadership groups despite ongoing efforts to reduce it. We hope readers will apply these findings by identifying ways to increase women leader candidates’ sense of power in order to increase women’s representation on leadership committees and groups (e.g., boards). Online slides for instructors who want to use this article for teaching are available on PWQ's website at http://journals.sagepub.com/doi/suppl/10.1177/0361684320939065

Implementing an Online Longitudinal Leadership Development Program Using a Leadership-Specific Continuing Professional Development (CPD) Tool

As the roles of a pharmacist continue to evolve, leadership is an imperative skill for pharmacists to advance in their profession. To advance leadership behaviors, a number of tools, programs, and services have been developed worldwide to encourage the use of these behaviors in practice. A brief summary of different leadership opportunities around the globe are provided. A continuing professional development process and tool for developing and mentoring leaders that are ready to take the next step in their growth journey is introduced. This tool can be used in a live or online setting and is amenable to a longitudinal environment for leadership development and mentoring. A detailed process for implementing an online leadership development program and opportunities for future development are also described. While leadership skills can be developed in many ways, it is still unclear which methods and tools are the most effective in training pharmacists to maximize their leadership abilities. Additional research on effectiveness and impact of tools and processes for development are needed. Individuals and organizations are encouraged to consider implementing easily accessible leadership development and mentoring programs to advance the leadership skills of interested individuals.