No Strong Leaders Needed? AfD Party Organisation Between Collective Leadership, Internal Democracy, and “Movement-Party” Strategy

This article analyses the formal and lived organisation of the Alternative für Deutschland (AfD, Alternative for Germany). We show that the party is exceptional among what is usually understood as the populist radical right (PRR) party family, at least from an organisational perspective: The AfD sharply contradicts the “standard model” of PRR party organisation, which emphasises “charismatic” leadership and the centralisation of power as key features. Instead, studying the AfD’s efforts to adopt some elements of a mass-party organisation and its relatively decentralised decision-making underlines the importance of “movement-party” strategy, collective leadership, and internal democracy—concepts that are usually associated with Green and left-wing parties. Our analysis shows how the party’s organisation is essential for understanding its development more broadly as it reflects and reinforces sharp intra-party conflict. From this perspective, the case of the AfD sheds new light on the relationship between PRR party organisation and electoral success, indicating the importance of strong ties to parts of society over effective internal management as long as demand for anti-immigration parties is high. We conclude that even though AfD quickly built up a relatively inclusive organisational structure, the role of both its leadership and its rank-and-file is still a matter of controversy.

Success Talk: Narrative Accounts of Organizational Change

Based on evidence from narrative accounts of organizational change, the potential of dialogic approaches that privilege joint construction of both change challenges and interventions appears very promising. This evidence also demystifies the notion of “well-planned” change, may further strengthen moves away from n-step programmatic approaches to change intervention, reminds readers of the importance of procedural fairness, and invites further research in terms of collective leadership. Where retrospective stories through which participants distinguished perceived success and failure provide the data for analysis, it is important that findings are understood within a narrative rather than an objective frame of reference.

The Roles of The Headmaster’s Leadership Types in Overcoming The Students’ Violation

The headmaster, as the highest policymaker in the school, has a very important role in overcoming violations that occur in the schools. Successful headmaster can be seen from the process of influencing every element in the school and being able to apply all leadership models in any situation and condition. There are several types of leadership, namely; authoritarian, democratic, and charismatic. This study aims to determine the headmaster’s leadership types of MTs As'adiyah Ereng-ereng in overcoming the students’ violations. This was field research with qualitative methods where the data sources came from the headmaster, students, educators, and students who committed violations. The data were collected from interviews, observation, and documentation. Then they were analyzed with analysis through data reduction, data presentation, and conclusion. The results indicate that the forms of violations committed were (1) not praying in congregation, skipping the classes, not wearing appropriate uniforms, destroying facilities, and carrying cellphones. The leadership type that is most often applied in the schools was a charismatic leadership type. Although this type of dominates, democratic, and collective leadership is also found.

Teamworking in Healthcare during the COVID-19 Pandemic: A Mixed-Method Study

The widespread impact of COVID-19 on healthcare has demanded new ways of working across many organisation types and many forms of healthcare delivery while at the same time endeavouring to place minimal, or no, additional burden on already strained healthcare teams. This is a cross-sectional mixed-method study which captured the experiences of teamwork during the COVID-19 pandemic contributing to successful collaboration. We hypothesised that work engagement and psychological safety separately contribute to collective leadership and organisational citizenship behaviours. Participants were healthcare staff on active duty during the COVID-19 pandemic in Ireland (n = 152) who responded to our social media (Twitter) invitation to participate in this study. Survey and free-text responses were collected through an online platform. Structural equation modelling examined the relationships between work engagement and psychological safety, and collective leadership and OCBs. Open text responses relating to experiences of teamworking during the pandemic were analysed for latent themes. From the survey data, the structural model demonstrated excellent statistical fit indicating that psychological safety, but not work engagement, was predictive of collective leadership and OCBs. From the qualitative data, two key themes were generated: (1) Contrasting experiences of working in a team during the pandemic; and (2) The pandemic response: a tipping point for burnout. This study offers a valuable starting point to explore the factors driving change and the shift to more collective ways of working observed in response to COVID-19. Future studies should use longitudinal data to capture the temporal relationship of these variables which could be moderated by prolonged pressure to healthcare staff during the pandemic.

‘Bottoms up’: A case study on integrating public engagement within a university culture

This study tracks the integration of public engagement within the systems, structures and culture of a university in Ireland. Public engagement, as an activity of research institutes, is gaining increased attention from policy and funding sources across Europe. However, little has been heard on the processes and practices which bring public engagement to the fore of conversations and activities in such institutions. In this practice case study, we track the evolution of a community of practice of public engagement in an Irish university over three years, through a bottom-up approach taken by a small group of faculty and staff, and organized through collective leadership to maintain momentum over the time period. With the support of key leadership figures, who provided top-down financial and structural support, we trace the narrative of defining public engagement within the university through stakeholder workshops, recording relevant activities with an institution-wide census, updating university public engagement reporting metrics, and establishing an active community of practice. Four key learnings are identified from this collective narrative: (1) the need for patience in attempting to instigate change within an institution; (2) the importance of establishing a shared understanding; (3) the importance of enacting collective leadership as a community; and (4) the necessity of leadership support with grass-roots activity. Reflection on these learnings suggests that the embedding of public engagement in institutions requires both personal and institutional investment.

Ending Mozambique’s insurgency may prove complex

Significance Operations spearheaded by Rwandan military and police have recaptured the strategic towns of Palma and Mocimboa da Praia, and are now targeting the insurgents’ rural bases, while troops from the Southern African Development Community (SADC) are now also on the ground. Impacts The insurgency’s collective leadership will face strains as different elements come under attack and its supply chains are disrupted. The intervention will confirm Tanzania and Rwanda’s regional foreign policy sway, with possible implications for engagement in Congo. The rapid successes of Rwandan forces highlight the gulf in expertise, and possibly will, between them and their Mozambican counterparts.

Change starts with me: an impact evaluation of a multiprofessional leadership programme to support primary care networks in the South East of England

PurposeThis paper aims to present the impact evaluation findings from a multiprofessional leadership programme commissioned in the South East of England to support primary care networks (PCNs) to lead system improvement together. It identifies programme impact at micro and meso system levels; a leadership impact continuum that can be used by individuals and teams to evidence impact of improvements in PCN practices; the learning and development strategies that were effective and proposes implications for other networks. Design/methodology/approachMixed methods underpinned by practice development methodology were used to explore the impact of the programme on two practitioner cohorts across 16 PCNs. Data were collected at the start, mid-point and end of the eight-month programme. FindingsResults illustrate an innovative approach to collective leadership development. A continuum of impact created with participants offers insight into the journey of transformation, recognising that “change starts with me”. The impact framework identifies enablers, attributes and consequences for measuring and leading change at micro, meso and macro levels of the health-care system. Participants learned how to facilitate change and collaboratively solve problems through peer consulting which created a safe space for individuals to discuss workplace issues and receive multiprofessional views through action learning. These activities enabled teams to present innovative projects to commissioners for service redesign, enabling their PCN to be more effective in meeting population health needs. The authors believe that this programme may provide a model for other PCNs England and other place-based care systems internationally. Originality/valueThis study offers insight into how to enable a journey of transformation for individuals and PCN teams to enhance team effectiveness and collective leadership for system-wide transformation required by the National Health Service Long Term Plan (2019). Contribution to Impact

The Soviet Union after Khrushchev

Khrushchev was overthrown by his associates in the Politburo in October 1964. The new collective leadership proceeded to institutionalize a regime I call “Bureaucratic Leninism.” This is a top-down vision of the centralized communist party “scientifically managing” society, and doing so through the cadres of the party and the state. “Trust in cadres” became the phrase that signaled a willingness to govern through the party, not over it.