Is leadership a myth? A ‘new wave’ critical leadership-focused research agenda for recontouring the landscape of educational leadership

Intentionally provocative, this study identifies weaknesses in mainstream educational leadership scholarship, and draws upon ‘new wave’ critical leadership studies to propose a new, potentially paradigm-shifting, direction for the field. The central argument is that educational leadership researchers, in focusing predominantly on how institutional heads and other formal ‘leaders’ may best ‘do’ leadership, are addressing the wrong questions and setting off from the wrong departure point. The unit of analysis should shift, it is argued, from leadership to influence, within a new research agenda that replaces surface-level, causality-assumptive ‘how?’ and ‘why?’ questions that have shaped mainstream educational leadership research for over thirty years, with more fundamental ‘who? and ‘what?’ questions, aimed at identifying who is in fact doing the influencing. An aspect of such inquiry is leadership scepticism and agnosticism, which confronts the question: Does leadership exist, or is it a myth that we have reified? A highly original feature of the proposed new research agenda is the adoption of the author's theoretical notion of a singular unit of micro-level influence as an ‘epistemic object’ – a concept derived from STEMM research, denoting a vague and undefined potential focus of inquiry that may (or may not) turn out to be significant.

COVID 19 Conflicts and Emerging Leadership Characteristics: A Qualitative Study

COVID-19 has resulted to global changes that have continued to instigate conflict in the hotel industry. This single exploratory qualitative case study purpose was to examined COVID 19 conflicts and emerging leadership characteristics during COVID 19 period at the Safari Park Hotel and Casino in Kenya. The target population of 20 departmental managers and sections from where a sample of seven participants was purposively drawn. In-depth interviews were conducted with participants from all departments and the data analyzed thematically. The findings revealed that conflicts were evident at individual, departmental, organizational, and externally with stakeholders. Finding further indicated that COVID 19 conflicts revolved around loss of income, employee relations, customer complaints and constrained resources. It was also found that leadership characteristic such as authentic, collaboration, innovation, and perseverance are critical during conflict. Unique contribution to theory, practice and policy is leadership development programs to incorporate conflict management, open and candid communication across the business, business leaders to balance between business needs and staff welfare as well as leaders to be provided with in service support that can complement their competencies in these critical leadership roles.

New Zealand’s Assistance with Invasive Species Management in the Pacific

<p>Invasive species are one of the biggest threats to development and well-being in the Pacific. They have wide-ranging impacts on economies, the environment, and societies; in addition to causing USD $1.4 trillion of losses each year. Invasive species are also the primary cause of biodiversity loss on islands which could significantly affect the ecosystem services which Pacific Islanders depend on. Every year New Zealand spends NZD $500 million on biosecurity, and Australia has spent AUD $175 million on a single eradication project. In comparison, in the Pacific there are only six people working fulltime on invasive species issues at a regional level and there is limited funding available. This thesis assesses the role of four New Zealand agencies that assist with invasive species management in the Pacific: the International Development Group of the Ministry of Foreign Affairs, the Biosecurity New Zealand division of the Ministry of Agriculture and Forestry, the Department of Conservation, and Landcare Research. Together these agencies provide funding, build capacity, offer technical advice, and occasionally implement projects. While there are important gains to New Zealand in assisting the Pacific with invasive species management, such as a reduced biosecurity threat and learning opportunities for staff, the desire to help the region for its own sake is a major driver. Suggestions for future improvement include having more information on the economic impacts of invasive species in the Pacific, increased coordination between donors, and including invasive species measures in regional trade agreements. It is hoped that New Zealand will continue to play its critical leadership role in invasive species management in the region.</p>

New Zealand’s Assistance with Invasive Species Management in the Pacific

<p>Invasive species are one of the biggest threats to development and well-being in the Pacific. They have wide-ranging impacts on economies, the environment, and societies; in addition to causing USD $1.4 trillion of losses each year. Invasive species are also the primary cause of biodiversity loss on islands which could significantly affect the ecosystem services which Pacific Islanders depend on. Every year New Zealand spends NZD $500 million on biosecurity, and Australia has spent AUD $175 million on a single eradication project. In comparison, in the Pacific there are only six people working fulltime on invasive species issues at a regional level and there is limited funding available. This thesis assesses the role of four New Zealand agencies that assist with invasive species management in the Pacific: the International Development Group of the Ministry of Foreign Affairs, the Biosecurity New Zealand division of the Ministry of Agriculture and Forestry, the Department of Conservation, and Landcare Research. Together these agencies provide funding, build capacity, offer technical advice, and occasionally implement projects. While there are important gains to New Zealand in assisting the Pacific with invasive species management, such as a reduced biosecurity threat and learning opportunities for staff, the desire to help the region for its own sake is a major driver. Suggestions for future improvement include having more information on the economic impacts of invasive species in the Pacific, increased coordination between donors, and including invasive species measures in regional trade agreements. It is hoped that New Zealand will continue to play its critical leadership role in invasive species management in the region.</p>

Critical Leadership Style Actions for Improving Construction Personnel Performance in South Africa

The successful performance of any enterprise is connected to adequate leadership. For construction, leadership is much needed to effectively manage the project team towards achieving the set goals. Hence, certain leadership actions are conducive for boosting the performance of the relevant stakeholders and personnel in any project undertaking of which will, in turn, contribute to timeous project delivery. This paper aims to investigate the critical leadership style actions essential for the enhancement of personnel performance in the South African construction industry. The primary and secondary research data were collected through a structured questionnaire. The survey was conducted in the Gauteng Province of South Africa. Respondents were construction professionals selected using heterogeneity and convenience sampling techniques. Data were analyzed using Statistical Package for the Social Sciences (SPSS) version 25.0 software. Mean values and standard deviation were computed, and the ranks of the outputs were established. Findings from the study revealed that by giving proper instructions and clarifying procedures jobs are completed on time. Additionally, the involvement of team members in decision-making helps build trust and facilitates a good relationship in the work environment. Furthermore, the study revealed that recognizing personnel contributions by showing appreciation for individual excellence is vital for optimum performance. Other notable findings include the provision of necessary resources while letting them do the work, and the ability to make quick decisions. The study findings add to literature particularly on certain style actions to be adopted which will aid effective leadership in construction project delivery in South Africa.

Teacher Leadership for Love, Solidarity, and Justice: The Invisibilized and Contested Practices of Teacher Leaders of Color

Despite widespread acknowledgment of teachers of Color as critical agents of change, white supremacist, colonial, and cis-heteropatriarchal ontologies of “teacher leadership” marginalize the counterhegemonic leadership they embody. Guided by critical leadership and feminist of Color scholarship, I develop and employ an embodied raciolinguistic analysis to examine how a Latina teacher leader of Color facilitated organization-wide action in the educational interests of Black students. My analysis demonstrates that her discursive and embodied practices as a non-Black woman of Color and “official” teacher leader were simultaneously (re)constructed as catalysts and hindrance for racial progress within and across social spaces. Grappling with these possibilities and tensions at interpersonal, institutional, and societal scales, she reflexively adapted her practices to recenter Black leadership while facing professional consequences. Arguing for radical social change by amplifying the multi-faceted and contested nature of counterhegemonic teacher leadership, I offer implications to foster the critical ingenuity needed to lead in love, solidarity, and justice for and among communities of Color.

Successful family business succession: Utilizing peer groups for critical leadership skills development

Purpose The current study explores the necessary leadership skills required for leadership succession in family businesses as well as best development activities for each skill. The current study provides suggestions for best practices in developing and utilizing peer groups as a leadership development method. Design/methodology/approach A needs assessment was conducted by surveying 150 family-business leaders. Leaders were asked, “What are your most pressing leadership development needs for your organization as you move toward succession? A follow-up question was then asked: “For each of these skills, what method would best help develop this skill for family business leaders?” The responses were content analyzed, placed into themes, and rank ordered. Findings High agreement amongst business leaders was found as eight leadership skills were cited by high percentages of family-business leaders. Leaders overwhelmingly reported peer developmental activities as being the best method for developing these skills. Originality/value Succession planning in family-businesses is critical as many family business fail to make it past the first or second generation. However, little research explores what specific leadership skills are necessary for optimal succession. As well, many leaders in public organizations seek individual methods of development, such as executive coaching, whereas family business leaders seek group activities to learn with/through their peers.

Valuing nurse and midwifery unit managers’ voices: a qualitative approach

Background Nurse and Midwifery Unit Managers (NMUMs) play pivotal roles in quality patient care, nurse and midwife satisfaction and retention. NMUMs are expected to be both leaders and managers simultaneously, which may create role tension. This study aimed to explore the understanding and experience of NMUMs regarding their role; to explore what barriers and facilitators NMUMs identified to achieving the goals of their clinical area; and to explore NMUMs’ career plans. Methods Set in Victoria, Australia, this study was guided by naturalistic inquiry using a qualitative descriptive approach. Thematic analysis was used to inductively develop core themes, which facilitated the motivations, experience and meanings underlying the data to be elaborated. Results In all, 39 interviews were conducted with NMUMs across four hospitals. Two overarching themes were identified from the data; system challenges and influences on people and each theme had three sub-themes. In relation to system challenges, participants spoke about the structural challenges that they encountered such as financial stressors and physical infrastructure that made their work difficult. Participants felt they were unprepared for the NMUM role and had limited support in the preparation for the role. Participants also related their frustration of not being included in important decision-making processes within the hospital. Regarding their career plans, most did not envisage a career beyond that of a NMUM. Conclusions This study of contemporary NMUMs uncovered a continued lack of investment in the orientation, professional development and support of this critical leadership and management role. There is an urgent need for targeted interventions to support and develop capabilities of NMUMs to meet the current and evolving demands of their role.