Evaluating the impact of the first 10 years of the Cambridge Masters in Conservation Leadership

Conservation lacks sufficient well-trained leaders who are empowered to catalyse positive change for the natural world. Addressing this need, the University of Cambridge launched a Masters in Conservation Leadership in 2010. The degree includes several features designed to enhance its impact. Firstly, it recruits international, gender-balanced cohorts of mid-career professionals, building leadership capacity in the Global South and providing a rich environment for peer learning. Secondly, teaching includes applied leadership training in topics such as fundraising, leading people and networking, as well as interdisciplinary academic topics. Thirdly, the degree is delivered through the Cambridge Conservation Initiative, a partnership of international NGOs and networks, facilitating extensive practitioner-led and experiential learning. We present details of programme design and evaluate the impact of the Masters after 10 years, using data from course records, student and alumni perspectives, and interviews with key stakeholders. The course has broadly succeeded in its design and recruitment objectives. Self-assessed leadership capabilities, career responsibilities and the overall impact of alumni increased significantly 5 years after graduation. However, specific impacts of alumni in certain areas, such as on their professional colleagues, have been less clear. We conclude by outlining future plans for the Masters in light of growing demands on conservation leaders and the changing landscape of leadership capacity development. These include reforms to course structure and assessment, long-term support to the alumni network and developing a conservation leadership community of practice.

School Development in South Carolina - Building Leadership Capacity for Evidence-Based School Development in South Carolina Schools

This study presents two U.S. school development projects aimed at building leadership capacity for continuous school development that attempts to use “evidence-based” ideas from the standpoint of education values and understandings with a renewed sensitivity to culturally diverse students in South Carolina schools. The Lowcountry Educator Initiative (LEI) uses a professional development program designed for educators from various schools. School Improvement through Improvement Science (SITIS), stems from a larger university-school partnership initiative that includes other institutions around the United States. The two projects serve as compelling examples that push on the limited scope that federal and local policy requirements place on educational institutions to provide evidence of improvements that lead to educational success. This work offers qualitative evidence that honors, recognizes, and leverages the strengths of the participants’ contexts to facilitate improvement in practice. The projects implemented offer evidence for (1) providing leadership support for school improvement efforts, (2) the use of local context in improving practice, and (3) the valuing of various data to engage in locally-relevant and appropriate work. We recommend centering the local context and improvement science approaches in research design, research funding, and educator preparation.

Too many cooks or cannot follow the recipe? A critical consideration of conceptualising the professional leadership of social work in England as a collective endeavour

In 2018, the official requirement for social workers in England to demonstrate ‘professional leadership’ was refreshed and extended to now include needing to be part of the ‘collective leadership’ of the profession. This development raises several issues, not the least of which is whether there is a clearly identifiable ‘collective leadership’ in English social work to be a part of. The article discusses how professional leadership has come to be placed on the social work agenda in England. It then examines various definitional and practical issues associated with putting collective models of leadership into practice, noting that collective leadership is made more challenging in hierarchical organisations and where there is the lack of a shared vision. A survey of sources of social work leadership in England reveals a picture that is crowded and fragmented, and where leadership is as likely to come from private accountancy firms as it is from social work professionals. The discussion concludes with suggestions for making progress if the idea of collective leadership is to be a realistic aim. This includes building leadership capacity at all levels of the profession, starting at the qualification stage.

What are your “odds-of-success”? Reflecting on the role of adaptive leadership in Leicester City’s (2015/16) English Football Premier League Title win

Purpose This article utilizes the concept of adaptive leadership to explore how Leicester City, a small, provincial football club, defied odds of 5000-1 to became only the sixth winners of the English Premier League. It examines two research questions: 1. can adaptive leadership be used to explain how the club developed the conditions for the team’s success? and; 2. what practical lessons can be learned from this? Design/methodology/approach This case study utilizes secondary material, published from 2011-2019, including interviews with players and staff, recordings of press conferences, club announcements, match programmes, books, magazine and newspaper articles, television reports, and social media coverage. Findings Adaptive leadership provides a mechanism for understanding the organizational change necessary for Leicester City’s title victory. Three core elements of adaptive leadership are identified: 1. the “change leader’s” deliberate decision to engage others across the organization in a process of “intelligent reflection,” to identify the required approach to address an identified organizational objective; 2. an organization-wide focus on building leadership capacity, to promote continuous improvement through personal and organizational learning; 3. a long term commitment by the most senior organizational leader to elements of the change process, thereby ensuring new ways of working became normalized over the longer term. Originality/value While theoretically well-developed, the practice of adaptive leadership remains under-researched (Yukl and Mahsud, 2010). Leicester City’s Premier League victory illustrates several key aspects of adaptive leadership in action, in a way that many people can easily relate to. The efficacious and team learning aspects of Leicester City’s success story are important for organizational development scholars and practitioners alike. In summary, the key findings and lessons within this article can be metaphorically transferred to other team-based learning organization, i.e. including and beyond the world of sport!.

Reflecting on Leadership Development through Community Based Participatory Action Research

The need for leadership in nursing is well-documented and Domain Six of the doctoral section of the National Nursing Education Framework of the Canadian Association of Schools of Nursing (CASN) is Leadership. While there are likely many paths to achievement of these leadership components, the intent of this paper is to share my journey through iteration of and reflection on my PhD dissertation research focused on a four-cycle community-based participatory action research study (CBPR) related to clinical teaching in Ghana. The focus of CBPR is to engage the researcher and the participant group (community) in collaborative, and egalitarian processes to assess and problem solve an issue in the community. Similarly, leadership promotes collaborative interpersonal relationships among leaders and followers to address issues and institutes change strategies in policies. This paper presents my experiences in building leadership capacity through this scholarly endeavor (PhD thesis) in relation to the CASN guideline.

What does Africa’s young leadership mean for the continent’s early childhood development future? And what stands in its way?

Africa’s emerging leadership is made up of young people who have energy, passion, and vision for the continent. Harnessed well, this passion and energy will ensure African countries will be able to benefit from an array of human capital that can take the early childhood development agenda on the continent forward. But many challenges stand in the way of the emerging young leadership – and it is essential that we give our children and youth the tools to overcome them. Early Childhood Development is a pillar and tool that can assist young leaders to pick up their role in the development of their nations and continent. Early investments in young children through early childhood development programmes that support a strong start and foundation have been proven to be cost-effective. As the continent boasts of a young population, how prepared are the youth to lead in early childhood development in the future that lies ahead? It is essential that young people be a central and active pillar in the continents development agenda and participate in early childhood development. For the transformation and development process of the continent to forge ahead, leadership capacity promotion in early childhood development must be a priority to help create a secure, prosperous, and peaceful continent. The author highlights some capacity promotion initiatives that he has participated in and the role they have played in building leadership capacity in early childhood development.