PEACOCK MODEL PEDAGOGY: INTERVENTION AND INNOVATIVE CATALYST IN THE NEW NORMAL PERSPECTIVE OF TEACHING AND LEARNING

The study aims to analyze and identify how peacock model pedagogy improves the intervention and innovation catalyst in the new normal perspective of teaching and learning among the respondents. The study employs both a descriptive quantitative and qualitative research approach and design because it is used in analysing the intervention and innovative catalyst in the new normal perspective of teaching and learning. Purposive sampling is utilized in gathering the sample size of the study. It is a selection of intentional formats based on the concept that elucidates the specific theme or phenomenon of the study. This study comprised thirty six (36) respondents. Results show that students are actively participating and developing quality of leadership and initiative and are actively participating through exchange of ideas and interactions in the peacock model pedagogy on innovation of teaching and learning, participation, with a weighted mean of 4.06 or Agree which shows that students are actively participating and developing quality of leadership and initiative and are participating actively through exchange of ideas and interactions, questioning and experimentation, with a weighted mean of 3.66 or Agree which shows that students are able to frame learning related questions and inquisitive lessons for discussion and are able to frame learning related questions but have difficulties in exploring to answer the question raised among them, empathy and cooperation, with a weighted mean of 3.75 or Agree which shows that students are empathetic towards both the known and unknown persons in the pedagogy of learning in the new normal and are actively empathetic towards the known but only sympathetic towards the unknown process of learning, aesthetic and creative expression of knowledge, with a weighted mean of 3.75 or Agree which shows that students are aesthetic and creative in their new normal learning perspective pedagogy and are aesthetic and creative in their online classes as part of their innovative learning perspective. Findings show that there is a significant difference in the peacock model pedagogy that improves the intervention and innovation catalyst in the new normal perspective of teaching and learning as observed by the respondents.

Perception of just culture and its association with work–related psychosocial factors in an Iranian industrial setting: Implications for prevention of errors

BACKGROUND: A just culture is one in which the reporting of errors and near misses is supported without fear of retribution. The relationship of just culture and psychosocial factors at work has not been explored sufficiently in the literature. OBJECTIVE: To investigate the perception of just culture and its association with socio-demographic and work-related psychosocial factors among 302 employees in an industrial setting in Iran. METHODS: Just culture was assessed using the Just Culture Assessment Tool, and the Copenhagen Psychosocial Questionnaire was used for evaluation of psychosocial work factors (including influence at work, meaning of work, commitment to the workplace, predictability, rewards, quality of leadership, social support from supervisors, trust, and justice and respect). Data were analysed using t test, analysis of variance (ANOVA), and general linear regression analysis. RESULTS: The results indicated that the employees had a fairly positive view on their organisation’s just culture, though there were some areas such as trust and balance that needed further attention. The psychosocial issues (particularly commitment to the workplace, meaning of work, social support from supervisors, and rewards) were not adequate from the employees’ perspective. Predictability, rewards, and quality of leadership, were the significant psychosocial predictors of just culture in a multivariate regression model. CONCLUSIONS: The findings highlight the areas that need to be considered to improve the experience of organisational just culture, which is important from the point of view of prevention of safety errors and incidents.

Performance Evaluation of the Urban Cadastral System in Addis Ababa, Ethiopia

The cadastral system is a land management and land administration tool to provide a safe and reliable real property registration system. In Ethiopia, however, the attempts to implement a reliable urban cadastral system have not been successful, which translates into a deficient land administration system. This paper is an evaluation of the performance of the urban cadastral system of Addis Ababa, based on the European Foundation for Quality Management (EFQM) excellence model. The nine criteria of the model were used as independent and dependent variables. Data were collected through interviews, Likert-type questionnaires, and focus group discussions, and validated with method-to-method technique. Qualitative and quantitative data analysis techniques (ordinal logistics regression model) were employed. In order to ascertain reliability of the data, Cronbach’s alpha reliability test was performed in SPSS, and a coefficient of 0.883 was calculated, confirming that the items (questions) have relatively high internal consistency. According to the statistical result from the independent variables, the people result criteria estimated the achievement of cadastral organization at most (1.724). The societal result predicted with a coefficient of 0.281 less. This indicates that the people criterion determines more importantly than other variables. Overall, the independent variables scored the performance of the cadastral organization 24.92 out of 40 points. Findings from interviews and group discussion also confirmed that the most bottlenecks for the organizational achievement are the strategic plan, quality of leadership, bureaucratic processes, and supply of resources. Therefore, we suggest that the responsible authorities need to pay more attention to the enabler criteria (especially, the design of policy and strategy, quality of leadership, provision of resource and partnership, and the process), in order to improve the achievements of the urban cadastral system organization.

NEW TRENDS IN LEADERSHIP AND GOVERNANCE IN AFRICA: THE JONATHAN – MANDELA EXPERIENCE

This paper examined the changes recorded in the leadership and governance structure in Africa with particular reference to the Jonathan and Mandela administration in Nigeria and South Africa respectively. The study made use of secondary data while the analysis was done qualitatively through contents analysis. Conflict theory was also applied to guide the study. Findings revealed that the policy actions and leadership styles of some African leaders affected the quality of leadership and governance structure in various African countries. The paper concluded that the gains recorded in the democratization process in Africa can be sustained when leaders and citizens abandon sit-tight leadership and embrace democratic values and principles as clearly demonstrated by Dr Goodluck Ebele Jonathan of Nigeria and Nelson Mandela of South Africa.

Quality of Leadership and its Impact on Productivity of an Organisation (with Special Reference to N. M. Compusys Private Limited)

To motivate your workers into higher levels of teamwork, there are firm things you must be, know, and, do. These do not come naturally, but are acquired through continual work and study. Good leaders are repeatedly working and studying to improve their leadership abilities; they on their achievements. The work force under study is comprised of males only. In fact, the work force of entire company is mainly comprised of males. Females are confined to ministerial staff and service groups. The foregoing analysis clearly reveals the nature of leadership pattern in the company. It was found out the workers in the company are, by the large, satisfied with pattern of supervision prevailing in their organization. However, they have also not failed in pin-pointing the areas which requires further strength.

Quality of Leadership and Organizational Climate in a Sample of Spanish Workers. The Moderation and Mediation Effect of Recognition and Teamwork

The purpose of this study is to analyze the relationships between the quality of leadership, achievement recognition, and teamwork with the organizational climate and quality of life at work. A questionnaire was prepared that included all items of the variables in this study of the scales ECO IV and ISTAS21. The sample selected was composed by 1179 workers of a multinational company; mediation and moderation analysis was applied with Process v3.4. The results of this study suggest that teamwork exerts significantly the expected mediating effect in the relationship between the quality of leadership and the organizational climate. However, recognition of achievement does not produce moderation in the relationship between leadership quality with the organizational climate. To sum up, leadership quality, teamwork, and recognition of achievements improve the perception of the organizational climate and quality of life at work. Therefore, the organization must establish its own leadership style that allows it to achieve its objectives and improve the quality of life of workers.

RELATIONSHIP LEADERSHIP QUALITY AND CULTURE ORGANIZATION WITH THE PERFORMANCE OF SMAN 28 TANGERANG DISTRICT

This research was conducted to determine the relationship between the quality of the Principal's leadership and organizational culture with the performance of SMAN 28 Tangerang District employees. The study uses a quantitative approach with a descriptive correlational survey method, using correlation theory which is about product moment. Research data collection techniques from respondents carried out through questionnaires or questionnaires. The sample population was 103 employees in each section of SMAN 28 Tangerang, with simple random sampling technique. The magnitude of the effect of leadership quality and organizational culture together on employee performance by 87.2% This shows the higher the quality of leadership and organizational culture, the better the performance of employees, and vice versa the lower the quality of leadership and organizational culture will have an impact for employee performance.

PREDICTION OF WORK STRESS, LEADERSHIP QUALITY, MOTIVATION OF WORK AND ORGANIZATION CULTURE TO WORK SATISFACTION AND IMPACT ON TURNOVER INTENTION EMPLOYEES

<p>This research aimed to analyze and predict how work stress factors, quality of leadership, work motivation, organizational culture, and job satisfaction affect the turnover intention. Observations on this research were conducted on 150 employees in national companies engaged in satellite-based telecommunications. Data were collected by using questionnaire. The analysis method used <em>Structural Equation Model </em>(SEM) with <em>Partial Least Square</em>(PLS) as an analysis tool. The research results showed that work stress and job satisfaction influence on turnover intention while the quality of leadership, work motivation, and organizational culture have no effect on turnover intention. Suggestions for future research and the company are outlined in the closing section.</p>

Integrity and derailment of senior leaders in the Southern African context

Orientation: In recruiting and developing senior leaders for the organisation, great emphasis is placed on the personality of these individuals and on the resulting manifestations of their behaviour in the work context.Research purpose: The objective of this study was to explore the relationship between integrity and derailment to identify the dimensions of integrity that may reduce the risks of derailing in a group of senior leaders.Motivation for the study: As organisations become more complex, a higher quality of leadership is demanded. The quality of leadership is often determined by, among other things, the level of leaders’ integrity and the manner in which they are able to manage their own derailment at work. In this study, integrity is defined as the conflict and balance between our instincts (i.e. vices) and our ability to reason (i.e. our virtues), while leadership derailment is defined as the way in which leaders behave under stress or when they overuse a particular strength. Both constructs are of particular concern when they manifest in the organisation’s pool of high-potential leaders, who are the organisation’s future successors. However, most derailment cases are predictable and can be managed effectively with proper intervention.Research approach/design and method: A cross-sectional quantitative, correlational research design was followed. A non-probability purposive sample of 108 senior leaders in companies in Southern Africa participated in the study.Main findings: The results enabled the researchers to assess the relationship between integrity and derailment in order to identify the dimensions of integrity that are associated with a lowered risk of derailing in a group of senior leaders. It is apparent from the results that several of the integrity dimensions measured in the current study acted as significant predictors of derailment. The results indicate that the Giotto scales predict five of the Hogan scales to a degree that could be regarded as practically significant and are associated with medium to large effect sizes). These are Excitable, Cautious, Leisurely, Bold and Colourful. The prediction of Cautious can be described as practically important, while the prediction of the remainder of the Hogan scales was practically non-significant.Practical/managerial implications: From a practical point of view, the research findings allow leadership development practitioners, consultants and coaches to assist leaders in identifying the ways in which leaders will probably derail based on the results of the Giotto integrity test. Those involved in the development of leaders will also be able to develop the leaders’ level of integrity in order to reduce unnecessary derailment at work.Contribution/value-add: The study findings contribute valuable information on the relationship between integrity and derailment and the dimensions of integrity, which may reduce the risks of derailment of senior leaders.