Effects of Principal Turnover on School Performance

This study asks: What is the relationship between principal turnover and school performance? We use data on all Colorado public schools for the years 2013 and 2018 to examine the relationship between turnover and school performance. Analyses included difference-in-difference and ordinary least squares regression after first differencing. Results indicated almost 50% of schools experienced principal turnover. The number of turnover events ranged from zero to three. Results showed no significant differences in school performance based on turnover status or number of leadership changes.

Azerbejdżan pod rządami Alijewów

In previous years Azerbaijan experienced only a few of leadership changes following independence in 1991. In 1992 Abulfaz Elchibey, the leader of the Popular Front, won first fairly contested presidential election. However the beginning of the current phase political life took place in 1993. As a result of the ensuing war, Armenian armed forces occupied then 14–16 percent of Azerbaijan (20 percent according to Azerbaijani sources), including the Nagorno-Karabakh region and seven surrounding districts. The collapse of the Popular Front government led to Heidar Aliev’s former communist party boss return to Baku as national leader. During his presidency (1993–2003), Aliev ensured political order, economic stabilization and peace, but suppressed political pluralism. At the time Azerbaijan has positioned itself on the international scene as an increasingly important actor, but in domestic politics system crafted by Aliev political power was concentrated in the hands post-Soviet cadres and regional clans. Ilham Aliev became president of the country in 2003. The period immediately preceding and following his reelection for a second term in October 2008 was marked by further steps towards the consolidation of the semiauthoritarian and authoritarian regime established by his father – Heidar.

Balanced Leadership

This book describes balanced leadership in projects. Based on an award winning global program of research studies on leadership reality in projects, this book shows that leadership changes constantly and is not as static as existing literature may suggests. Instead, leadership in projects is dynamically shifted between project managers, individual team members, and subteams, all balanced in situational contingency. Their leadership may be exercised through a vertical, horizontal, shared, or distributed leadership approach. However, it is balanced leadership that ensures the best suitable leadership approach is used in any given situation. For that, the book presents a project-specific leadership approach called horizontal leadership, a theory of balanced leadership, and the five building blocks that enable balanced leadership. These are nomination of team members, identification of potential leaders, selection and empowerment of leaders, empowered leadership and its governance, as well as leadership transition. Emphasis is also given to the coordination of these building blocks through the socio-cognitive space, shared by project manager and team. The book finishes with three real-life case studies that exemplify how balanced leadership unfolds in projects.

Does frequent leadership changes influence firm performance? Insights from China

This letter is a first attempt to investigate the relationship between frequent leadership changes during the year and firm performance. We analyze how CEO frequency during one-year period impact performance indicators of Chinese listed firms. The results of panel fixed-effect regression reveal that CEO turnover leads to a decline in corporate performance measured by ROA and ROE. Moreover, with an increase in annual turnover frequency, the degree of performance decline gets more pronounced. These results remain robust after controlling for endogeneity using the alternate econometric specification of 2SLS. The study findings assert that frequent CEO changes are not conducive to firm performance. Hence, stability in the CEO tenure is essential to sustain and optimize financial performance of an enterprise.

War against the experts: The 2020 staff tsunami in culture

The Slovenian government changed the leadership of several state museums in 2020. Highly politicized changes in cultural insti-tutions were happening in the past as well, but never before have we seen such systematic pushing out of experts. The Ministry of Culture declared a war on expertise. With their methodology of leadership changes, they reinforced a tectonic break with expert based decision making, to a cultural policy that prefers decision making based on highly politicized opinions of politicians. I am researching the latest wave of leadership changes through concrete case studies.

Indonesia’s Foreign Policy in Pacific Island Countries during Joko Widodo Era 2014-2019: An Adaptive Action?

Istilah ‘Pacific Elevation’ muncul pertama kali ketika penyelenggaraan Pacific Exposition pada 2019 lalu di Auckland, Selandia Baru. Konsep baru ini diperkenalkan oleh Menteri Luar Negeri, Retno Marsudi sebagai istilah yang merujuk pada era baru kemitraan yang lebih kuat antara Indonesia dengan negara-negara Kepulauan Pasifik. Kegiatan yang dimanfaatkan untuk membahas berbagai peluang kerja sama ini merupakan salah satu bentuk realisasi kebijakan ‘Look East’ oleh Indonesia dengan memberikan perhatian lebih melalui berbagai keterlibatannya di negara-negara Kepulauan Pasifik. Kajian ini menggunakan metode kualitatif dengan teknik pengumpulan data melalui studi literatur dan diskusi kelompok terarah. Artikel ini bertujuan untuk menganalisis dan memaparkan realisasi kebijakan luar negeri Indonesia di negara-negara Kepulauan Pasifik merupakan tindakan adaptif sebagai respons dari perkembangan yang terjadi di lingkup eksternal. Hasil kajian ini menunjukkan bahwa perkembangan di negara-negara Kepulauan Pasifik seperti seringnya pergantian kepemimpinan yang terjadi, manuver politik Gerakan Persatuan Pembebasan untuk Papua Barat, dan disuarakannya isu Papua oleh beberapa negara di Kepulauan Pasifik dalam sidang PBB mendorong pemerintah Indonesia mengeluarkan kebijakan adaptif untuk mengatasi potensi ancaman yang diterima dengan cara meningkatkan keterlibatan yang lebih intensif di kawasan Kepulauan Pasifik.Kata-kata kunci: Kebijakan luar negeri, Adaptif, Papua, Kepulauan PasifikThe term 'Pacific Elevation' first appeared in the Pacific Exposition event in 2019 in Auckland, New Zealand. The Minister of Foreign Affairs, Retno Marsudi, introduced this new concept as a term that refers to a new era of stronger partnerships between Indonesia and Pacific Island Countries (PIC). The activity used to discuss various opportunities for cooperation is one of the realizations of the 'Look East' policy by giving more attention to Indonesia's various engagements in the PICs. This study employs a qualitative method with data collection techniques through literature study and focus group discussions. This article aims to analyze and explain that Indonesia's foreign policy in PICs is an adaptive action in response to developments in the external environment. The results of this study indicate that developments in PICs such as frequent leadership changes, political maneuvering of the United Liberation Movement of West Papua, and voicing the issue of Papua by several PICs in the UN forum encouraged the Indonesian government to issue an adaptive policy to overcome the potential threats received by Indonesia by increasing more intensive involvement in the region of Pacific Islands.Keywords: Foreign policy, Adaptive, Papua, Pacific Islands

An empirical study on changing leadership in agile teams

An increasing number of companies aim to enable their development teams to work in an agile manner. When introducing agile teams, companies face several challenges. This paper explores the kind of leadership needed to support teams to work in an agile way. One theoretical agile leadership concept describes a Scrum Master who is supposed to empower the team to lead itself. Empirical findings on such a leadership role are controversial. We still have not understood how leadership unfolds in a team that is by definition self-organizing. Further exploration is needed to better understand leadership in agile teams. Our goal is to explore how leadership changes while the team matures using the example of the Scrum Master. Through a grounded theory study containing 75 practitioners from 11 divisions at the Robert Bosch GmbH we identified a set of nine leadership roles that are transferred from the Scrum Master to the Development Team while it matures. We uncovered that a leadership gap and a supportive internal team climate are enablers of the role transfer process, whereas role conflicts may diminish the role transfer. To make the Scrum Master change in a mature team, team members need to receive trust and freedom to take on a leadership role which was previously filled by the Scrum Master. We conclude with practical implications for managers, Product Owners, Development Teams and Scrum Masters which they can apply in real settings.