The Impact of effective leadership on the performance of individuals in Saudi Airlines: تأثير القيادة الفعالة على أداء الأفراد في شركة الخطوط السعودية

The study aimed to get acquainted with the actual practices of effective leadership through the democratic style of the Saudi Airlines Company and to know the reality of the level of performance from their point of view of the Saudi Airlines Company, as well as to develop a proposed model to show the most important variables that affect raising the level of individuals ’performance according to effective leadership practices through the democratic pattern in Leadership at Saudi Airlines Company, the study relies on the descriptive and analytical approach to clarify its objectives, and to identify the extent of practicing effective leadership aspects by following the democratic management in the Saudi Arabian Airlines Company and its role in the performance of individuals. As this approach helps to study the reality, diagnose, express and describe the phenomenon under study accurately. The study population consists of all employees and employees working for the Saudi Airlines Company in the Jeddah branch (central) and their number reached 1497, and the target sample size was determined by 100 individuals, and the link to the questionnaire was distributed to them. The responses valid for statistical analysis reached 84 individuals, i.e. 84% of the target. According to the results, the study made several recommendations, the most important of which is raising the level of individuals' awareness of some democratic leadership practices and increasing human and social communication with subordinates as this contributes to raising performance efficiency.

Educational Leadership practised through internal evaluation in New Zealand ECE services.

<p><b>The New Zealand Teaching Council’s Leadership Strategy vision is:To enable every teacher, regardless of their role or setting, to have the opportunity to develop their own leadership capability so that through principled and inspirational leadership, a culturally capable, competent and connected teaching profession achieves educational equity and excellence for all children and young people in Aotearoa New Zealand (Education Council, 2018b, p. 4).</b></p> <p>There is however a lack of clarity about how this vision can be achieved. While there is a growing range of literature concerning ECE leadership emerging from New Zealand, highlighting shared or distributed approaches (Hill, 2018), the role of the positional leader and distributed leadership (Denee & Thornton, 2017), and leadership dispositions within leadership development (Davitt & Ryder, 2018), there is limited literature exploring the practices of educational leadership within New Zealand ECE services.</p> <p>This study explores how educational leadership is practised through internal evaluation processes in New Zealand ECE services and how these practices support the professional capabilities and capacities of teachers. Previous research has highlighted that a practice approach to leadership removes the focus on the individual leader and allows leadership to emerge from collective action. The objectives of this research were: to develop a better understanding of how educational leadership is practised through internal evaluation processes; explore what challenges or enables teachers to become involved and practise educational leadership through internal evaluation processes; and to understand how services monitor the impact of changes on teaching practice, made as a result of an internal evaluation.</p> <p>This qualitative research, which took the form of an interpretive case study, was framed around a single case design with multiple units of analysis. Data were gathered from three participating ECE services through interviews, focus groups and observations, and drew on the perspectives of both teachers and positional leaders. A reflexive thematic data analysis approach was employed, and four key themes were developed: identification with leadership; supportive workplace culture; continuous improvement; and effective leadership practices in ECE services.</p> <p>This case study concludes that there is a complexity in the ways ECE teachers identify with leadership, restricted by a belief that leadership requires a formal title, with teachers often unaware of their own leadership practices. A supportive workplace culture can encourage and promote leadership, while a cycle of continuous improvement can promote quality teaching practices. Finally, seven effective leadership practices were identified: relational leadership; creating the conditions for teamwork; engagement; knowledge expertise and sharing opinions; shared decision making; facilitating and guiding and accountability and organisation. This study contributes to our further understanding of educational leadership in New Zealand ECE services, in particular the practices of leadership.</p>

Educational Leadership practised through internal evaluation in New Zealand ECE services.

<p><b>The New Zealand Teaching Council’s Leadership Strategy vision is:To enable every teacher, regardless of their role or setting, to have the opportunity to develop their own leadership capability so that through principled and inspirational leadership, a culturally capable, competent and connected teaching profession achieves educational equity and excellence for all children and young people in Aotearoa New Zealand (Education Council, 2018b, p. 4).</b></p> <p>There is however a lack of clarity about how this vision can be achieved. While there is a growing range of literature concerning ECE leadership emerging from New Zealand, highlighting shared or distributed approaches (Hill, 2018), the role of the positional leader and distributed leadership (Denee & Thornton, 2017), and leadership dispositions within leadership development (Davitt & Ryder, 2018), there is limited literature exploring the practices of educational leadership within New Zealand ECE services.</p> <p>This study explores how educational leadership is practised through internal evaluation processes in New Zealand ECE services and how these practices support the professional capabilities and capacities of teachers. Previous research has highlighted that a practice approach to leadership removes the focus on the individual leader and allows leadership to emerge from collective action. The objectives of this research were: to develop a better understanding of how educational leadership is practised through internal evaluation processes; explore what challenges or enables teachers to become involved and practise educational leadership through internal evaluation processes; and to understand how services monitor the impact of changes on teaching practice, made as a result of an internal evaluation.</p> <p>This qualitative research, which took the form of an interpretive case study, was framed around a single case design with multiple units of analysis. Data were gathered from three participating ECE services through interviews, focus groups and observations, and drew on the perspectives of both teachers and positional leaders. A reflexive thematic data analysis approach was employed, and four key themes were developed: identification with leadership; supportive workplace culture; continuous improvement; and effective leadership practices in ECE services.</p> <p>This case study concludes that there is a complexity in the ways ECE teachers identify with leadership, restricted by a belief that leadership requires a formal title, with teachers often unaware of their own leadership practices. A supportive workplace culture can encourage and promote leadership, while a cycle of continuous improvement can promote quality teaching practices. Finally, seven effective leadership practices were identified: relational leadership; creating the conditions for teamwork; engagement; knowledge expertise and sharing opinions; shared decision making; facilitating and guiding and accountability and organisation. This study contributes to our further understanding of educational leadership in New Zealand ECE services, in particular the practices of leadership.</p>

Educational Leadership and the Impact of Societal Culture on Effective Practices

Research into what is effective leadership in different cultures provides guidance for leaders moving from one culture to another (House et al, 2014). There is a paucity of empirical research into how culture impacts effective educational leadership in culturally diverse communities, which provides the direction and focus for this study. The cultural backgrounds of staff can impact what they expect about i) how leaders communicate, ii) what actions help build trust and collaboration and iii) how decisions can or should be made (Hofstede, 1991; Meyer, 2014). This study analyses the extent to which school leaders adapt their behaviours in response to the cultures of their staff. Findings suggest that leaders in schools do adapt their actions, most often using different communication styles but also methods of building collaboration and trust, and decision-making structures. Culture impacts what are effective leadership practices (Dorfman et al, 2012) and educational leaders need to understand these potential impacts if they work in culturally diverse communities. This is important to consider for school leaders and leadership preparation programmes.

Embracing and Harnessing Uncertainty

This chapter offers insight into how change and uncertainty challenges effective leadership practices and offers guidance on how leaders can successfully lead in uncertain times. It adds to the existing field of studies by offering leaders a framework and specific ways to understand and consequently embrace and harness uncertainty. With the turmoil of 2020 as backdrop, effective leaders will need to master 3 tasks: 1) to pace the changes to which their teams are exposed, 2) to shape how changes are perceived by their team, and 3) to manage the team's emotional reactions to change. As leaders envision the future, guide choices, tame apprehension, regulate expectations, experiment nimbly, and collaborate frequently, they will be able to channel the pressures of change to create positive outcomes for their teams and organizations. More importantly, organizations that create routines and processes that encourage, develop, and enable these behaviors internally will lead in a world where customer needs, employee demands, and shareholder expectations are continuously evolving.

Exploring Perceptions of Effective Leadership Practices of Presidents of Historically Black Colleges and Universities

Anchored in the anti-deficit approach, this manuscript investigated perceptions of effective leadership practices of presidents at historically Black colleges and universities (HBCUs). This manuscript provides a unique contribution to the literature by utilizing a general qualitative research approach to learn from a diverse set of voices of leaders and scholars within this sector that serve in various roles (e.g., Deans, Vice Presidents, and scholars) or who study leadership at these institutions. The study found that effective leaders at HBCUs generally have success across two categories — experiential skills and professional knowledge. This study adds to the paucity of literature in this area by expanding and complicating our understanding of effective leadership practices of presidents at HBCUs.

Liderazgo: una clave para la innovación y el cambio educativo

Este artículo constituye una revisión temática desde el punto de vista experiencial del impacto del liderazgo en el ámbito educativo y muy especialmente en los procesos de innovación y en el campo educativo. Se aportan datos de estudios y experiencias con diferentes modelos de liderazgo, llevados a cabo durante esas cuatro últimas décadas que nos permiten extraer algunas consideraciones y conclusiones. Una perspectiva del liderazgo que está emergiendo con fuerza y que actualiza el denominado liderazgo pedagógico resaltado por el movimiento de las escuelas eficaces y el de la mejora.Se recogen estudios empíricos en los que se han aplicado diversos modelos de liderazgo. En primer lugar, el modelo de liderazgo situacional de Fiedler, muy utilizado en la década de los 70 y que hemos aplicado en un contexto de reforma de las enseñanzas medias. Un segundo modelo examinado es el Liderazgo Transformacional de Bernard Bass llevado a cabo en dos contextos distintos: en el ámbito empresarial y en el ámbito educativo. Un tercer enfoque es el propuesto por Kenneth Leithwood y colaboradores de lo que se ha denominado Prácticas eficaces de liderazgo en el ámbito educativo, modelo que se ha validado en diversos países. Finalmente, se presenta una exploración del liderazgo emocional, tema del que viene enfatizándose la importancia de la inteligencia emocional como una de las variables que mejor explican la eficacia y satisfacción del liderazgo educativo. This article constitutes a review under an experiential approach of the leadership impact in education, and especially in the processes of innovation and educational change. It is provided data from studies and experiences with different models of leadership, carried out during these last four decades that allow us to draw some considerations and conclusions. A perspective of leadership that is strongly emerging and that updates the so-called pedagogical leadership highlighted by the movement for effective schools and improvement.Empirical studies are collected in which various leadership models have been applied. Firstly, Fiedler’s situational leadership model, which was widely used in the 1970s and which we have applied in the context of the secondary education reform. A second model examined is Bernard Bass’ Transformational Leadership carried out in two different contexts: in business and in education. A third approach was the one proposed by Kenneth Leithwood and collaborators of what has been called Effective Leadership Practices in Education, a model that has been validated in several countries. Finally, an exploration of emotional leadership is presented, an issue that has been emphasizing the importance of emotional intelligence as one of the variables that best explain the effectiveness and satisfaction of educational leadership.

Contribution of Job Nature on Leadership Style among Academia

Purpose- Effective leadership practices in schools are only possible while headmaster and teachers adopt suitable leadership styles. The main purpose of this study is to identify the leadership styles as well as determine the association of democratic, autocratic and laissez-faire leadership style with each other among school teachers. Design/Methodology- This study is based on post-positivist research philosophy and cross-sectional survey as the research design which is confirmatory and explanatory in nature. It gathered the data via self-administer questionnaire from 345 school teachers and analyzed through descriptive statistics and parametric test. Findings- The researcher derived that school teachers adopted a more democratic leadership style and gave least prefer to the laissez-faire leadership style in schools. Meanwhile, the lacking of equal facility and access to power exercise contributes to making significant differences in leadership styles across the job nature of school teachers. Furthermore, this study assess that there is no relationship between autocratic, democratic and laissez-faire leadership styles. These distinct styles of leadership may develop the differences in work performances of school teachers. Practical Implications- This research provides the framework for another future researcher to investigate the input of job nature on leadership style among school teachers.