Effective Agile Project Leadership Through Competency-Based Self-Reflection

The agile revolution and increasing cross-functionality nature of project teams imply an increasing need for effective and results-orientated project leadership. Irrespective of one's role in a project, there is a need for self-examination and self-reflection regarding how members relate during the various phases of project implementation. This chapter focuses on a theoretical review of the various elements necessary for effective agile project leadership. Through a synthesis of both old and more recent literature, the chapter identifies and conceptualizes ten determinant factors of effective agile project leadership and proposes a self-reflection framework for each of the ten project leadership competency areas. The chapter concludes by proposing a personal agile project leadership development plan (PAPLDP) template with an agility component that can be adopted for improvement and growth. This chapter challenges project managers and/or project team leaders to define their own value-based leadership competence and continuously reflect, evaluate, and improve themselves.

Principals’ Communication Styles and School Culture in Vocational Colleges in Selangor

This study investigated the principals’ communication styles and school culture in vocational colleges in Selangor. A total of 244 teachers involved in this study. Data was collected using Google Form due to the COVID-19 outbreak. This study adapted questionnaires known as “Principals’ Communication Styles Questionnaire for Teachers” (PCSQT) and Revised School Culture Element Questionnaire (RSCEQ) and employed a correlational research design. The findings revealed that most of the dominant communication styles practiced by the principals at vocational colleges in Selangor was assertive communication style. The results also showed that the level of school culture at vocational colleges in Selangor was high based on three factors which are shared leadership and vision, collegial teaching and learning, and professional commitment. Pearson product-moment correlation coefficient was used to investigate the relationship between principals’ communication styles and school culture. The results showed a moderately significant relationship between principals’ communication styles and school culture at vocational colleges in Selangor. In short, when principals are proven to be good role models for teachers, it is also important to enhance on the effective communication with useful tools and application for a highly needed leadership competency to enable them to work with teachers of varying characteristics. Keywords: Communication styles; School Culture; Vocational Colleges

Leading in Times of Disruption: Reimagining Leadership and Repositioning Leaders

Peter Vaill’s evocative metaphor of “living in permanent whitewater” is very relevant to universities today. Leaders in our institutions (and elsewhere) are navigating unfamiliar territory—and they are doing so without a map. The demands and expectations placed on leaders can be extreme and is testing the abilities of our institutions’ leaders to the extreme. Leaders and leadership paradigms has been disrupted and the old model of fear and control do not work. However, the primary leadership challenge is not simply to develop a new leadership competency model—describing a group of behaviours we expect from our leadership. The deeper challenge is to develop a new mind-set that anchors, informs, and advances these new behaviours. The ability to question your own deeply entrenched assumptions and well-established worldviews, habits and mind-sets will be critical. When unpacking the case for change versus the capacity for change, this chapter surfaced, five kinds of shifts needed to lead in a world characterised by complexity, disruption and uncertainty. I have labelled these shifts as the Awareness shift, the Identity shift, the Mindset shift, the Paradigm shift and lastly the shift from Fear to psychological safety. Are these the only shifts that matter in the current state? I am sure not, we can add many more. But, I believe that these four shifts that demonstrate the complexities of the challenges facing higher education has the potential to reposition and reinvent our leadership for the future.

Inclusion, diversity, equity, and accessibility: From organizational responsibility to leadership competency

An awakening to systemic anti-black racism, anti-Indigenous racism, and harmful colonial structures in the context of a pandemic that has made health inequities and injustices impossible to ignore, is driving healthcare organizations to establish and strengthen approaches to inclusion, diversity, equity, and accessibility (IDEA). Health research and care organizations, which are shaping the future of healthcare, have a responsibility to make IDEA central to their missions. Many organizations are taking concrete action critically important to embedding IDEA principles, but durable change will not be achieved until IDEA becomes a core leadership competency. Drawing from the literature and consultation with individuals recognized for excellence in IDEA-informed leadership, this study will help Canadian healthcare and health research leaders—particularly those without lived experience—understand what it means to embed IDEA within traditional leadership competencies and propose opportunities to achieve durable change by rethinking governance, mentorship, and performance management through an IDEA lens.

Leadership Life Skills Development in 4-H Teen Leadership Programs

This study introduces a framework for 4-H leadership competencies and explores the relationship between 4-H leadership programs and participant leadership life skills development. Illinois 4-H members aged 15-18 completed an online survey about their 4-H experiences and skills. Participants reported local programs exhibited the characteristics in the leadership competencies framework. Members participating in leadership competency programs reported higher leadership life skills scores than those in other 4-H non-leadership oriented programs. Females reported higher leadership life skills scores in comparison to males. However, spending more years in leadership programs was only related to a significant change in skills development for some participants.

Analisis Pengaruh Kepemimpinan dan Kompetensi Guru terhadap Kinerja Guru

Leadership, Competence, and Performance is a Component that effect each other, this is reinforced by Government REGULATION no. 24,2008, about teacher, article 2, of which it is said that teacher must have academic qualifications, competence, certifications becouse that study was conducted to determine the effect of leadership, competence, against the performance of teachers with reseach object SMK Pariwisata teachers Trisula with population sample of 20 teacher. Analyzing the Multiple Regression Analysis counducted and from the result obtained is known that the 2 hypothesis proposed are not proven true, becouse of the test together with the f test, showed that the leadership and competence to provide a very significant effect on performance with F count > F table (939,193> 1,73 ) and from the test individually with the t test result showed that Leadership provides a very significant influence, where t count > t table(4,754 > 2,09) and Competence have a significant influence where t count > t table (2,796 > 2,09), whereas the level of influence given leadership, competency determination against performance seen from the influence of R is 0,805 or 80,5%

THE IMPACT OF ENTREPRENEURS CHARACTERISTICS ON THE PERFORMANCE OF SMALL MEDIUM ENTERPRISES: THE CASE OF THE KINGDOM OF SAUDI ARABIA (KSA)

This study seeks to examine the effect of entrepreneurial competencies (innovation, leadership, networking and risk-taking) on the survival of SMEs in KSA. The literature review evaluates the relationship between each of the entrepreneurial competencies and their effect on survival of SMEs worldwide. We have opted to adopt a descriptive research design. The findings reveal that entrepreneurial competencies (innovation competency, leadership competency, networking competency and risk-taking competency) of the SME owners/managers (entrepreneurs) have a positive and significant effect on the survival of SMEs in KSA. The study recommends SMEs should embrace innovation competency as a means of enhancing survival and leadership competency which is the key aspect for both survival and performance. SMEs should also embrace networking competency as a way of gaining competitive advantage and widening customer base, adopting the calculated risk-taking strategies in their operations.