“Constant Communication”: Rural Principals' Leadership Practices During a Global Pandemic

Rural school leaders are met with serious challenges and opportunities to lead rural schools in times of normalcy, but these challenges are amplified during a crisis. Rural school principals in the United States faced an unprecedented crisis when school buildings closed in spring 2020 due to the COVID-19 pandemic. The measure of rural school principals and their response to this crisis is exemplified through their leadership practices. Through qualitative methods, we examined the leadership practices of rural principals through the initial months of the COVID-19 pandemic and quarantine, and we found that rural principals exhibit the practices of caretaker leadership. From the findings, we used a meta-leadership frame to discuss the caretaker leadership practices of rural school principals.

Leader behaviours of family and non-family executives in family firms

Purpose Several studies of family firm failures have pointed to non-family members in leading positions as a reason. However, non-family members have often played a key role in family-firm longevity, while non-family executives’ involvement in family firms is increasing. These non-family executives who (co-)run family firms are thought to require an almost impossible set of behavioural qualities. The aim of this exploratory study is to find out how specific leader behaviours of effective family executives and non-family executives may differ. Design/methodology/approach Based on Dulewicz and Higgs’ (2005) broad leadership frame, the authors draw attention to a large range of behaviours of family-firm executives. In-depth interviews were conducted with successful German executives, both family and non-family ones. Their answers had to contain specific behavioural examples. Findings More behavioural similarities than differences are shown between family- and non-family-based executives. Yet, the self-reflective communicative behavioural qualities of the non-family executives could balance a lack of such qualities among the family-based executives. Based on the three major differences – decision-making style, communication versatility and self-awareness – specific new research propositions are distilled about effective family firm leadership. Originality/value Practical suggestions for recruiting non-family executives are offered. Future quantitative longitudinal research on how to pair specific behavioural qualities of family and non-family based executives that optimise family-firm longevity is urgently needed.

Investigation of the relationship of the morphometric measurements of the hands and fingers with the personality traits of leadership

Background: The hand is a functionally critical organ at the distal end of the upper extremity. Also, the creases in the hands and the digital flexion creases on the fingers are the important external anatomical landmarks.Objectives: There are no studies found in the literature, linking solely the leadership personality traits with the anthropometric measurements of the hand.Methods: This descriptive study was to investigate the relationship between the 44 anthropometric measurements about hand, and the leadership personality traits in young adults from both genders.Results: When the leadership frames were compared by the scores, human resource leadership scores were significantly higher in the females. The charismatic leadership frame scores positively correlated with the parameters in males; including the breadth of the right hand, the breadth of the left hand, the index finger length of the left hand, and the distal phalanx length of the index finger on the left hand. The transformational leadership score was positively correlated with the left hand width and with the distal phalanx of the index finger on the left hand. In females, it was found out that the frames of human leadership and charismatic leadership correlated negatively with the length of the right thumb.Conclusions: According to the results of our study, we concluded that the breadth of the hand and the measurements of the thumb and the index fingers can provide opinion on leadership personality traits.

Indonesian Visions of Regionalism: From Yudhoyono to Jokowi

With the “leadership frame,” the chapter unearths a new interpretive frame of the Charter from 2009 onward, suggesting a gradual return of extant ideas of Indonesian foreign policymaking. The chapter also scrutinizes the internalization of the new EU-inspired ideas of regionalism. The litmus tests were events in which the territorial and economic sovereignty of Indonesia was challenged, such as the disputes with Malaysia over maritime borders and the ASEAN-China Free Trade Area. The response to these events showed that most stakeholders except civil society threw overboard many of the liberal-cosmopolitan values associated with European regional integration. Last, the chapter examines whether this ideational reversal continued under the Jokowi government and suggests that the latter did not abruptly break with the foreign policy of his predecessor. Many of the seemingly new Jokowi policies had their roots in the second term of the Yudhoyono presidency.