Healthcare leadership development during a pandemic: do not stop, adapt

Research carried out in 2016 by two of the authors of this article investigated the role that leadership ‘theory’ plays within an individual's leadership development and identified other components of clinical leadership programmes that are key to enabling the development of future leaders. While early career doctors identified leadership theories and concepts as important within their development as clinical leaders, these must be closely tied to real-life practices and coupled with activities that aim to develop an increased self-awareness, understanding of others, clinical exposure and leadership tools that they can use in practice. During a healthcare crisis, such as a global pandemic, maintaining a focus on leadership development (particularly for more junior clinicians) might not be seen as important, but leadership is needed to help people and organisations ‘get through’ a crisis as well as help develop leadership capacity for the longer term. This article, drawing from contemporary literature, the authors' own research and reflections, discusses how leadership development needs to continually adapt to meet new demands and sets out tips for those involved with clinical leadership development.

Mengaktualisasikan Astha Brata Dalam Konteks Krisis Kepemimpinan

<p><em>Astha Brata is a leading power in the form of eight basic traits that must be ingrained for a leader and potential leader. Astha Brata personifies the power of the elements of the universe, such as sun, moon, stars, sky or sky, wind, ocean (water), earth, and fire. The symbolization of the value of leadership from the universe is converging on the process of self-awareness of a leader or potential leader to be able to appreciate nature in its entirety. The concepts and character of leadership based on local wisdom are still very relevant when applied by leaders or potential leaders at all levels. In fact, amid the rush of imported leadership theories, which are also not one hundred percent in harmony with the life of our nation and state, efforts to explore and re-actualize the concepts and noble values of Astha Brata's leadership are accurate concepts and foundations as well as the main saka guru that must be applied by a leader and potential leader. The concept of Astha Brata must always be applied, especially in dealing with situations and conditions that are "unfriendly" and easily changeable. By understanding the basic concepts of Astha Brata correctly, one will be able to easily tell the difference between a leader and a ruler.</em></p>

Leadership Styles

This research investigates leadership styles. It is an endeavor to point out unique features of leadership in Islamic banks. The research employs qualitative research. Leaders participating in this research are chief executive officers from Islamic banks. Interview is the research method used. The research is argued to enhance the understanding of leadership in Islamic banks. The understanding can shed light on applications of leadership theories in different contexts than the Western contexts. The later contexts are the situations at which theories of leadership have been developed. The research aims to illustrate whether different contexts can initiate leadership to transform or not. This in turn can help to have a better knowledge concerning human behaviour in organizations. The issue of sources of power utilised by interviewees is scrutinised as well. This is to investigate compatibility between leadership styles and sources of power employed.

“Just Words? Just Speeches?” On the Economic Value of Charismatic Leadership

Leadership theories in sociology and psychology argue that effective leaders influence follower behavior not only through the design of incentives and institutions, but also through personal abilities to persuade and motivate. Although charismatic leadership has received considerable attention in the management literature, existing research has not yet established causal evidence for an effect of leader charisma on follower performance in incentivized and economically relevant situations. We report evidence from field and laboratory experiments that investigate whether a leader’s charisma—in the form of a stylistically different motivational speech—can induce individuals to undertake personally costly but socially beneficial actions. In the field experiment, we find that workers who are given a charismatic speech increase their output by about 17% relative to workers who listen to a standard speech. This effect is statistically significant and comparable in size to the positive effect of high-powered financial incentives. We then investigate the effect of charisma in a series of laboratory experiments in which subjects are exposed to motivational speeches before playing a repeated public goods game. Our results reveal that a higher number of charismatic elements in the speech can increase public good contributions by up to 19%. However, we also find that the effectiveness of charisma varies and appears to depend on the social context in which the speech is delivered. This paper was accepted by Yan Chen, behavioral economics and decision analysis.

Bibliographic Analysis of Basic Leadership Models in a Global Environment

Leadership is one of the functions of management, and unlike other management functions, it cannot be partially transferred to others, so leadership becomes the most important and real function of management. It is a ubiquitous and current topic because successful leadership is a skill that is present in different aspects of life and organizations, such as in a company, the state, in wars, or within the family. The art is to influence other people and relationships so that they are willing to achieve set goals. Leadership is an action, not a position that is automatically gained by a position in an organization. The phenomenon of leadership and successful leaders always capture the attention of not only the scientific but also the social public. Given the large number of studies conducted and studies written on the importance and the impact of leadership, numerous models, approaches, and leadership theories have been formed. The paper aims to shed some light on the research trends of leadership types in scientific literature. The Scopus database has been researched using the keywords “leadership type”, which resulted in 127 journal articles. A bibliographic analysis has been conducted with the focus on the timeline of publications, trends in leading authors, institutions, and countries, and the financing institutions analysis. Citation analysis has also been conducted with the focus on papers with the highest number of citations. Topics of the papers have been analyzed using the text mining analysis, which revealed a variety of management-related topics. This work is licensed under a Creative Commons Attribution-NonCommercial 4.0 International License.

An Evaluation of an Environmental Leadership Development Programme in New Zealand Today

<p>This study evaluated a leadership development programme for managers in the New Zealand Department of Conservation. The programme is one of several initiatives taken by the Department to adapt its leadership and management to best respond to a variety of challenges. Theories of leadership styles and the efficacy of leadership development are well established, however, little consensus has been researched on the construct of environmental leadership and what makes leadership development for environmental managers successful. This study, which involved a constructivist/interpretivist approach, used mixed methods of research to evaluate the leadership development programme from the experiences and views of the programme participants and some of their managers. Kraiger’s model of evaluation was used to design the evaluation which focused on the programme’s content and design and the changes in the participants. Data confirmed the programme is of high relevance to the participants in their roles as leaders. A number of emerging themes of environmental leadership behaviours resulting from the programme were identified and these are aligned with the literature on leadership and environmental leadership theories. Impacts for future research and practices are suggested such as improving the accessibility of action learning and clarifying the opportunities for incorporating systems thinking.</p>

An Evaluation of an Environmental Leadership Development Programme in New Zealand Today

<p>This study evaluated a leadership development programme for managers in the New Zealand Department of Conservation. The programme is one of several initiatives taken by the Department to adapt its leadership and management to best respond to a variety of challenges. Theories of leadership styles and the efficacy of leadership development are well established, however, little consensus has been researched on the construct of environmental leadership and what makes leadership development for environmental managers successful. This study, which involved a constructivist/interpretivist approach, used mixed methods of research to evaluate the leadership development programme from the experiences and views of the programme participants and some of their managers. Kraiger’s model of evaluation was used to design the evaluation which focused on the programme’s content and design and the changes in the participants. Data confirmed the programme is of high relevance to the participants in their roles as leaders. A number of emerging themes of environmental leadership behaviours resulting from the programme were identified and these are aligned with the literature on leadership and environmental leadership theories. Impacts for future research and practices are suggested such as improving the accessibility of action learning and clarifying the opportunities for incorporating systems thinking.</p>

Host country employees’ negative perceptions of successive expatriate leadership: the role of leadership transference and implicit leadership theories

PurposeDrawing on socio-cognitively orientated leadership studies, this paper aims to contribute to our understanding of host country employees’ (HCEs) negative perceptions of successive expatriate leadership by exploring how their memories of shared past experiences affect these perceptions. Contrary to previous work which tends to focus on HCEs’ attitudes towards individual expatriates, the authors shift attention to successive executive expatriate assignments within a single subsidiary.Design/methodology/approachThe paper is based on an intrinsic case study carried out in a Polish subsidiary of an American multinational pharmaceutical company which had been managed by four successive expatriate General Managers and one local executive. The authors draw on interview data with 40 HCEs. Twenty-one semi-structured interviews were conducted with staff who had been managed by at least three of the subsidiary’s expatriate leaders.FindingsThe authors demonstrate how transference triggered by past experiences with expatriate leaders as well as HCEs’ implicit leadership theories affect HCEs’ negative perceptions of expatriate leadership and lead to the emergence of expatriate leadership schema.Originality/valueTo the best of the authors’ knowledge, this is the first study that explores the role of transference and implicit leadership theories in HCEs’ perceptions of successive executive expatriate assignments. By focussing on retrospective accounts of HCEs who had been managed by a series of successive expatriate leaders, our study has generated a more nuanced and contextualised understanding of the role of HCEs’ shared past experiences in shaping their perceptions of expatriate leadership. The authors propose a new concept – expatriate leadership schema – which describes HCEs’ cognitive structures, developed during past experiences with successive expatriate leaders, which specify what HCEs believe expatriate leadership to look like and what they expect from it.

Bad time to be humble! When and why leaders should not be humble

PurposeAlthough leader humility is generally considered a positive leadership behavior, this study aims to examine when the positive influences of leader humility are likely weakened.Design/methodology/approachData were collected from a two-wave survey. Ordinary least squares regression analyses were conducted to test the hypotheses.FindingsAlthough leader humility is positively related to perceived leader support, this relationship is weakened when the environment is uncertain, resulting in comparatively lower follower performance.Practical implicationsLeaders should be aware that environmental constraints may weaken the desired outcomes of humility and therefore adapt leadership to situational needs.Originality/valueContrasting to predominant research on leader humility, this study examines a critical boundary condition by which its positive influences are compromised. In light of the disruption caused by the ongoing COVID-19, this study suggests that what usually are considered positive characteristics of leader humility are likely perceived as little leader support when the environment is uncertain. Findings of this study echo contingency leadership theories, which suggest that effective leadership should be context-dependent.