Constructing and Standardizing Administrative Bureaus Transitional Leadership Scales in Olympic Central Federation from the General Bureau’s Point of View

The importance of the research lies in transitional leadership as a new topic in sport administration and especially in Iraqi national Olympic federations. The researchers constructed a scale for measuring transitional administration in Olympic federation members from administrative members’’ point of view. The scale consisted of (8) fields and was distributed on (73) items. The data was collected and treated using proper statistical operations to conclude that Olympic federations’ members have many standards levels while general bureau members gained an intermediate level in transitional leadership scale.

Transitional leadership to resolve conflict, facilitate change and restore wellbeing

Purpose This paper aims to explore the experiences of church ministers who played the role of transitional leaders in congregational situations involving conflict. Design/methodology/approach Grounded theory was chosen as a suitable approach to investigate phenomena that occasionally penetrate religious publications and even less frequently scholarly management journals. Accordingly, in-depth interviews were conducted with six church ministers who had been transitional leaders in one Christian denomination in New Zealand. Findings Participants indicated that the drivers of transitional ministry were conflict, dysfunction and loss of direction; the goals were to heal the damage caused by conflict and restore functionality and well-being; the process, underpinned by a leadership philosophy of affirmation, trust-building, engagement and communication, involved working with church members to instil hope, establish operational structures, identify and resolve dysfunction, envision a future and ultimately recruit a permanent minister. Research limitations/implications The limitations of a small sample size in one Christian denomination could be addressed by using wider samples in other contexts. It is suggested that insights into transitional leadership after conflict will be of interest to researchers as well as practitioners in other religious organizations, the wider non-profit sector and the private sector. Future research into the impact of transitional leadership, against a background of conflict and organizational change, will add to this empirical foundation. Originality/value The model of transitional ministry is a unique contribution to religious literature and practice. It also offers insight into how other types of organization could deal with the exit of its permanent leader, in circumstances of conflict, and manage the transition phase of a temporary replacement, so that the organization returns to a state of well-being with a renewed sense of purpose.

Transitional Leadership of Advisors as a Facilitator of Successors’ Leadership Construction

Succession literature addressed factors affecting the development of successors’ leadership skills. Yet the role professional advisors play in this process is not well understood. This study contrasts the detailed descriptions of four advisor-directed leadership development processes, to suggest a grounded theory of how advisors can facilitate the construction of successors’ leadership. Adopting an insider–outsider approach to the collection and analysis of ethnographic data, the study revealed that the assumption of a transitional leadership role by advisors—an interim leadership held by the advisor while supporting the successor’s leadership development—was critical to moving the succession process forward.

A Second Chance

This chapter describes the history of the Second Chance Books Program, a partnership between the Austin Public Library and the Gardner Betts Juvenile Justice Center. It covers the initiation of the partnership in 2002, through the early days and challenges, the growth of the partnership in 2007, and the maturation of the program in 2010. The focus is on the challenges encountered by a maturing community partnership and the resolution of those challenges. Topics include coordination of administrative tasks, transitional leadership, maintaining partnerships through staffing changes, strengthening partner buy-in, and funding concerns for long-term partnerships. The goal of the chapter is to help librarians with established or budding long-term partnerships strategize ways to prepare for and resolve problems encountered along the way.