Academic literature on the topic 'Differences between a Leader and a Manager'

Against the backdrop of corporate downsizings and rightsizings that have forever blurred the line between leaders and followers,The Manager as Leaderpresents practical strategies, tools, and techniques for developing the leadership mindset and applying it on a daily basis. The book introduces the Contextual Leadership Model, which identifies nine fundamental leadership roles and six common contexts in which leadership is exercised, and guides readers toward matching their roles and actions to the particular context at hand—as well as making adjustments when context changes. Packed with illustrative examples, diagnostic tools, worksheets, and other interactive elements, and featuring an extensive listing of resources,The Manager as Leaderis a hands-on guide to the art of leadership, whether you are an executive, manager, supervisor, or aspiring leader anywhere in the organization. An invisible line between individual contributor and leader was once thought to exist, separating leaders from followers. Two decades of downsizings and rightsizings have forever blurred this distinction and left us with three fundamental challenges: (1) How can an organization elicit leadership from everyone?; (2) How can those who choose to lead influence others to perform more effectively and efficiently than they ever thought possible?; (3) How can leaders continue to be successful when the environment in which they lead is constantly changing? Addressing these challenges requires a certain awareness and nimbleness on behalf of the person thinking and acting as the leader, regardless of their formal position.The Manager as Leaderpresents practical strategies, tools, and techniques for developing the leadership mindset and applying it on a daily basis. The book introduces the Contextual Leadership Model, which identifies nine fundamental leadership roles and six common contexts in which leadership is exercised, and guides readers toward matching their roles and actions to the particular context at hand; it also shows readers how to anticipate changes in context and adjust their roles and actions accordingly. Packed with illustrative examples, diagnostic tools, worksheets, and other interactive elements, and featuring an extensive listing of resources,The Manager as Leaderis a hands-on guide to the art of leadership, whether you are an executive, manager, supervisor, or aspiring leader anywhere in the organization.

Taylor G. Petrey’s trenchant history takes a landmark step forward in documenting and theorizing about Latter-day Saints (LDS) teachings on gender, sexual difference, and marriage. Drawing on deep archival research, Petrey situates LDS doctrines in gender theory and American religious history since World War II. His challenging conclusion is that Mormonism is conflicted between ontologies of gender essentialism and gender fluidity, illustrating a broader tension in the history of sexuality in modernity itself. As Petrey details, LDS leaders have embraced the idea of fixed identities representing a natural and divine order, but their teachings also acknowledge that sexual difference is persistently contingent and unstable. While queer theorists have built an ethics and politics based on celebrating such sexual fluidity, LDS leaders view it as a source of anxiety and a tool for the shaping of a heterosexual social order. Through public preaching and teaching, the deployment of psychological approaches to “cure” homosexuality, and political activism against equal rights for women and same-sex marriage, Mormon leaders hoped to manage sexuality and faith for those who have strayed from heteronormativity.

In this volume, distinguished experts, and leaders in the field, discuss a wide range of issues in administrative law from a comparative perspective. Administrative law is concerned with the conferral, nature, exercise, and legal control of administrative (or ‘executive’) governmental power. It has close links with other areas of ‘public law’, notably constitutional law and international law. It is of great interest and importance not only to lawyers but also to students of politics, government, and public policy. Studying public law comparatively helps to identify both similarities and differences between the way government power and its control is managed in different countries and legal traditions.

Few places are more notorious for civil rights–era violence than Philadelphia, Mississippi, the site of the 1964 “Mississippi Burning” murders. Yet in a striking turn of events, Philadelphia has become a beacon in Mississippi’s racial reckoning in the decades since. Claire Whitlinger investigates how this community came to acknowledge its past, offering significant insight into the social impacts of commemoration. Examining two commemorations around key anniversaries of the murders held in 1989 and 2004, Whitlinger shows the differences in how those events unfolded. She also charts how the 2004 commemoration offered a springboard for the trial of former Klan leader Edgar Ray Killen for his role in the 1964 murders, the 2006 passage of Mississippi’s Civil Rights/Human Rights education bill, and the initiation of the Mississippi Truth Project. In doing so, Whitlinger provides the first comprehensive account of these high profile events and expands our understanding of how commemorations both emerge out of and catalyze associated memory movements. Threading a compelling story with theoretical insights, Whitlinger delivers a study that will help scholars, students, and activists alike better understand the dynamics of commemorating difficult pasts, commemorative practices in general, and the links between memory, race, and social change.

Cervicitis is a condition marked by inflammation of the cervix, often caused by infection, irritation, or allergy. It is a common gynecological issue that may go unnoticed due to mild or no symptoms, but it can sometimes lead to discomfort, abnormal discharge, or bleeding. This article provides a clear and comprehensive explanation of cervicitis, including its types, causes, symptoms, diagnosis, treatment options, and long-term outlook. It begins by explaining what cervicitis is and the key differences between acute and chronic forms. It then explores common causes, including sexually transmitted infections like chlamydia or gonorrhea, as well as non-infectious triggers such as chemical irritants and allergic reactions. The article also describes how cervicitis is diagnosed during routine pelvic exams and confirmed with laboratory tests, and emphasizes that even without symptoms, it can lead to complications if left untreated. Readers are guided through the various treatment options depending on the cause, including antibiotics, antiviral medications, and lifestyle adjustments. The article further discusses how to manage mild side effects of treatment and provides practical strategies to reduce the risk of recurrence. It highlights the importance of follow-up care and regular screening for long-term cervical health. This article is organized to help women understand cervicitis in everyday terms, addressing the most important aspects of the condition from symptoms to recovery. The information is presented in simple terms to ensure it is understandable for all readers.

Abstract The prevalence of epilepsy ranges between 0.6% and 1%, and perhaps 70 million worldwide suffer from this condition. The mainstay of treatment is drug therapy. In the past decade, many new antiseizure medications (ASMs) have been introduced, so that there are now approximately 30 medications available to treat epilepsy. The healthcare provider therefore has many choices. However, having many alternatives also allows for the possibility of choosing an inappropriate or a suboptimal agent. For most seizures, there is little difference in efficacy between the different agents, and other factors chiefly influence drug selection. These include the potential adverse effects, comorbid conditions, concomitant medications, age, and gender, among others. The choice of medication should be guided by knowledge and familiarity with the ASMs. This book is designed as a practical tool for physicians and other healthcare providers. While the authors include a brief formal discussion of the basic pharmacology of each ASM, this text emphasizes how to select and use ASMs in a variety of clinical contexts. The authors discuss choosing drugs when faced with various medical comorbidities; how to correctly prescribe, titrate, and taper drugs; how to monitor drug efficacy and side effects; how to diagnose and manage toxicity; interactions with other drugs; and other relevant issues. The text is designed to fill an unmet need and should lead to improved patient care.

The evolution of the complex school system from its origins to school autonomy explains why it has acquired the connotation of complexity over time. This synergy between organization and institution that has been developing has resulted in the identification of the leader and the manager in one and the same person, that is, the School Headmaster who acts as a function of continuous improvement. The characterizing aspects of the management function and the School Institution become: governance, leadership, manager, research, communication, organizational culture, and empowerment. Organizational culture, in this scenario, understood as the sharing of assumptions, meanings, values and behaviors, becomes the useful means of achieving the institutional mandate: the guarantee of every student's educational success.

AbstractIn this chapter, the authors reflect on a project they ran a few years ago that combined race equality with values-based practice training for the staff on a high-achieving mental health ward. One author (KWD, who is white) organised the project in her role as operational manager. She also ran the values-based practice part of the training drawing on her considerable experience in this area. The other author (EH, who is black) carried out an independent evaluation of the project drawing on her experience with both values-based practice and race equality in mental health. Notable is the extent of the differences between them in their pre-project expectations and in their initial understandings of the experiences of the participants. In resolving these differences, they come to a number of shared conclusions about how future projects of this kind might be run.

This chapter addresses the coordination between the project manager and project team members during balanced leadership. This coordination takes place through a socio-cognitive space (SCS), consisting of the joint understanding between the project manager and project team about (a) the shared mental model for project execution (i.e., skill needs, ways to collaborate, and the understanding of the context of the project); (b) the currently empowered leader; and (c) the level of efficacy of the empowered leader. Then the content of the three SCS dimensions in projects with different project management methodologies is reviewed. These differences uncover the ontological differences underlying balanced leadership in different types of projects. The chapter finishes with a quantitative assessment of horizontal leadership’s relative impact on project success and its mediation by the SCS, showing the relative importance of the three concepts for project performance.

Abstract This chapter examines the importance of clinical leadership in healthcare organizations. Healthcare systems are extremely complex and are constantly changing to meet the needs of the populations that they serve and the various demands on them. It is well recognized that for a healthcare service to achieve high-quality care, it needs good clinical leadership at all levels of seniority, embedded within its system. This chapter looks more closely at the relationship between leadership and the sustainability of high-value, high-quality healthcare. It describes the different types of leaderships based on theoretical models and how these models relate to healthcare organizations. The similarities and differences between a leader and a manager are examined. The culture of an organization, and how this is determined by the leadership, is considered. Leadership frameworks and leadership development are described, with practical examples provided.

The concept of leadership is an important factor that affects the success of organizations. Digitalization and digital transformation have increased the importance of the concept of leadership in the business world. Digitalization is effective on communication and coordination and provides success in competition. Leaders should keep their leadership styles and digital knowledge up to date for corporate success. Among the characteristics that should be presented by a leader are effective communication, problem deconstruction skills, transfer of authority, and empathy. Although the concept of leadership is gender decoupled, differences arise between the distribution of male and female managers in the business world. Gender biases and social stereotypes still limit the number of women in senior leadership positions. As a solution to this situation, a gender quota is being implemented in some countries. In this chapter, the intersection between leadership, women's leadership, digitalization, and the impact of digitalization on women's leadership will be discussed.

Abstract The prominence given to managers’ values is explained by the manager’s commanding position and decisional dominance within the corporation. Saying so is not meant to justify, defend, or otherwise rationalize this state of affairs but only to acknowledge one of the brute facts of business life. Hence, if one wants to understand the value system of the modern corporation, one turns attention to the kinds of values carried in the psyche and projected onto the corporate scene by the firm’s chief managers. The term “manager” is used here and throughout the book in a generic sense to denote one who holds a formal organizational position with managerial duties and responsibilities attached to it. “Managerial” means having the power and ability to direct or persuade others to undertake some work-related activity. In recent years, it has become fashionable to distinguish invidiously between “executives” (or sometimes “leaders”) and “managers,” with the idea of describing their work activities as involving distinct functions and operations, and with the further notion that the former are somehow more advanced and generally more important to the firm than the latter. These invidious distinctions reflect rank-order status gradations to a greater degree than actual operational differences in getting the firm’s work done. More is said about these matters, particularly concerning the nature of managerial work, further along in this chapter.

Comprehensive disaster response processes need to be managed and progress communicated to avoid ineffective management such as duplication with stakeholders, amendments as a result of leaders’ incomplete instructions, and waiting without instruction from the EOC (Emergency Operation Center). As there is existing research on standardization and systematization of disaster response processes, a pure paper-based SOP (Standard Operation Procedure) is challenging to use in actual and practical situations concerning the standard workflow based on the SOP. For effective disaster management, this study developed a Business Operation Support System (BOSS). The BOSS characteristics have the standard workflow chart based on the related documents and experiences, such as the SOP, concerning manuals/documents, past experiences, and knowledge. The overview, checkpoints, necessary documents, related information systems linked to the disaster management plan, and document formats are defined in every workflow. Even for the young or non-experienced individuals, the BOSS can support the responders through the processes for necessary actions during disasters. This research aims to compare the effect of responses to the 2019 massive rain disaster in Kawasaki city, with or without the BOSS. First,a comprehensive workflow focusing on shelter management under the Coronavirus Disease 2019 (COVID-19) workshop with Kawasaki city staff and community people in the BOSS was created. Second, experiments (with or without the BOSS) were carried out to analyze the differences and the BOSS effect. “With the BOSS” means that the responders can follow the workflow in the BOSS for shelter management. “Without the BOSS” means that the conventional paper-based manuals are used for the operations. Two types of manuals in Kawasaki city were used; one guides the expected shelter management points, and the other contains the explanation about COVID-19. Members of both teams comprise one leader and two staff. As a result of the experiments, the big difference between the two teams is the leader’s behavior. Because the BOSS team leader instructed the different staff works following the BOSS workflow, the BOSS team responded to more kinds of works compared to the manual team. The role of all members of the BOSS team was evident. On the other hand, the manual team responded to one work by all members, including the leader, without the leader’s instruction. Due to no instruction from the leader, a period of waiting was observed in the next work manual. This research obtained that the leader’s instructions’ effect caused the effective responses by quantitative analysis of the demonstrative experiment. For future research, the leader’s behavior and decision-making should be analyzed for BOSS’s effective operation and team-building.

Abstract As oil and gas industry technical professionals land their first supervisory roles, gaps in their leadership skills often become apparent. Years of technical education and training have prepared them well for roles as individual technical contributors, but stronger business, management, and leadership skills are needed as they move into emerging leadership roles in which they direct others. Competency assessments of first-level supervisors and mid-career experienced hires are conducted to determine mission-critical leadership gaps. This process is done in alignment with competency-focused job descriptions that enumerate key soft skills needed in each leadership role and build on a sound foundation of technical competency. Bringing emerging leaders together as a group enhances their networking opportunities as they advance through the program; including experienced hires helps them become attuned to the company's management style. Learning opportunities can include face-to-face instruction, webinars, e-learning, online resources, exercises, business simulations, and coaching and mentoring. Building future leaders is key to succession planning. Introducing experienced hires to the leadership styles of the company ensures the successful integration of new talent into the team. A competency-based approach to assessing emerging leaders provides the roadmap for creating a deep bench of candidates for future roles in executive management. Experienced instructors and mentors are crucial to ensuring the leadership program delivery is aligned with the corporate mission, vision and values. The delivery of the leadership development program can be self-sustaining if program graduates and external expert facilitators are incorporated into the delivery of the program to future cohorts. Technical professionals progress through supervisory/management positions on their respective career ladders primarily by ‘learning on the job' rather than through formal training. This paper looks at differences between the current state of supervisory development and what professionals actually need in leadership skills. These are new skills needed for transitioning from supervisor/manager to an effective leader. New methods of digital delivery allow greater interaction between participants and instructors. Building an innovative leadership development program enhances the company's brand and attracts and retains top talent.

For the research we chose to analyze remote teams and the factors that influence trust in conducting professional activities remotely, due to the fact that in the current context this type of activity is much more widespread than we imagined three years ago. We have tried to understand how trust in remote work can be influenced in order to avoid possible problems caused by ignorance. For managers as well as for members of remote teams, establishing relationships based on trust has been and continues to be a challenge at the moment. The present study wants to highlight which are the main groups of factors that we must consider regarding the relationship with the element of trust in the context of conducting remote work. For the empirical data collection, we used a questionnaire. The data were analyzed with SPSS factorial analysis. The results obtained in the analysis of the factors show us that in our country, at present, there are no significant differences between the aspects considered important from the perspective of the remote team leader compared to the simple members. The nine factors were grouped into two components both for remote team leaders and for their simple members. For organizations operating in a remote system, it is important to remember the two defining components, in order to act accordingly when faced with productivity issues or adaptation to the new work system.

Based on the differences in the degree of marketization of different varieties, the objects of research for comparative analysis were selected rice and imported soybeans. The asymmetric ARCH model was used to compare and analyze the response of rice purchase prices and wholesale rice prices to impacts in different directions. Based on this, the differences in the degree of market integration between rice and soy were identified and the reasons for this were explained. The use of price theory to analyze the inefficient transmission of vertical prices affects the stable and balanced development of the entire grain market.

Increasingly, the notion of manager is confronted with that of leader. The literature written on this subject is considerable (John P. Kotter and Abraham Zaleznik being only two of the sound names that can be mentioned in this endeavor). Zaleznik proposed that managers were results driven and leaders were creative artists. Kotter proposed that leaders navigated change and managers navigated complexity. John P. Kotter says that today's managers need to know how to lead, be managers and leaders. The differences are: 1. Management is more formal and scientific than leadership. Management is an explicit set of tools and techniques, based on reason and testing, that can be used in a variety of situations; 2. Leadership involves having a vision of where the organization should go; 3. Leadership demands cooperation, teamwork. Researcher Warren Bennis said, “Managers are people who do things right, and leaders are people who do right things.” Organizations need both. So what does leader mean, what does manager mean? Why are these concepts being put so often face to face? A management specialist, P. Drucker (1954) draws a first distinction: management means doing the right thing, and leadership means doing the right thing. Such an opinion is continued by S. R. Covey (1990): "management is efficient in ascending on the scale of success, and management determines whether the ladder is placed on the right wall". In other words, the manager manages, organizes, the leader has a vision. Such a direction of analysis is illustratively supported by the metaphor of the road through the jungle: in organizing and conducting this expedition - often similar to the activity of organizations to achieve the proposed objectives - the manager prepares the tools, distributes them to the participants, writes and debates procedural manuals, in time what the driver looks for the direction, the path, has a certain sense for finding the best way. Thus, while the manager generates orders, organization, the leader creates and causes change, draws directions not only objectives, sets directions not only agendas, seeks new resources does not rationally allocate only existing ones. Assuring quality management inevitably brings multiple changes of substance and size in terms of philosophy and management practice at the level of the Romanian school. The concept of quality management necessarily includes the notion of leadership. The multiple researches carried out over time on quality management in education have consistently nominated among the factors that generate and feed this efficiency, the idea of leadership. Thus, the quality of leader of the manager is considered fundamental for ensuring quality management in the school, and the school is considered effective.

the article discusses the concept of an offshore zone, highlights the differences between an offshore zone and a free economic zone. The most popular offshore zones in the world are considered; the advantages and disadvantages of doing business in an offshore zone have been identified. The NBER expert rating of countries by the share of GDP located in offshore zones has been analyzed. In conclusion, the reasons for the use of offshore zones by Russian entrepreneurs are given.

An organization’s success is influenced by its performance and one way of enhancing organizational performace is by improving the workers’ rate of Organizational Citizenship Behavior (OCB). In this regard, most research on OCB has beeb done in the West and there has been litte research on Indonesian specific OCB, even though Organ, Podsakoff, & MacKenzie (2006) have stated the frailness of OCB theory in the face of cultural differences. Consequently, Team 9 compiled a set of Indonesian specific dimensions if OCB in 2009 from both the Western (Podsakoff, MacKenzie, Paine, & Bachrach, 2000) and Eastern dimensions (Farh, Earley, & Lin, 1997; Farh, Zhong, & Organ, 2004) of OCB. The objective of this research was to examine the relationship between OCB and leader-member exchange (LMX) - the importance of the leader’s relationship with the workers, by using the newly composed OCB Questionnaire. The sample consisted of 235 permanent staff who worked at financial institutions in Jakarta, Indonesia. The results showed a significant and positive correlation between LMX and OCB. The result suggests that the leader plays an important role in the employee’s OCB in Indonesia.

Abstract This paper highlights the value of Leadership characteristics, practices and regular development process inleadership to make the leaders responsible and effective for the sustainability and continuous growth oforganization. Moreover, this paper also addresses the importance of Leadership successions plans andidentification of potential future leaders within organization and develop an environment for the potentialcandidatesto practicetheleadership on regularbasis. The key characteristic of Leaders is to take the responsibility and ownership of the task. Accordingly it is highly recommended not to manage the task but to lead the task as leadership calls for taking the responsibility to deliver, however managing the task will only be an authoritative action to work within identified boundaries following some finite process and guidelines. Working with fixed boundary limits never allow personnel to think out of the box, lead to employees mostly to think and work within an identified boundary limit with only following their managers’ instructions. With this attitude, employees work for their own self-interest in mind instead of working for the best interest of the company Continuous improvement in the effectiveness of Leadership is key to success. Leadership is defined as the management of a challenging situation with the responsibility to achieve desired objectives in a respectable manner. ADNOC initiative of Target Leadership Development Program was not only a combination of Leadership Development and Succession Management, but also the changed mindset of employees by giving them a push in the right direction with the below methodologies and adopt as True Leadership characteristics. -Take initiative, communication & encourage risk taking.-A vailability & listening capabilities.-Respect & Trust.-Grow a culture of recognition & celebrate success.-Empowerment & use the individual strengths of people.-Time & Energy Management towards desired objectives and prioritiesFigure 1Symbolic Difference between Managers & Leaders

The connection between management and leader is an increasingly current problem. Through e-learning, which means the use in education of new technologies, electronic media and information and communication technologies (ICT), we bring added value to the Romanian education. E-learning, in fact, includes all forms of educational technology in learning and in providing education. E-learning is associated in the specialty literature with multimedia learning, computer instruction, internet, virtual education. Thus, through e-learning, the competence of the manager and the assimilation by him of the leadership status including in the school and education institutions are better outlined. Our article tries to develop the new roles and contributions of e-learning in the combination of the two statutes.We will highlight the importance of e-learning in education and learning.We are interested in understanding the importance of e-learning, the relationships that are created between learning and their use in education. We will be able to identify the different educational situations in which the use of e-learning will be efficient and constructive. The society is constantly changing, and today's students need new learning situations and innovative strategies. The teacher must adapt to the needs of the students and for this to be possible, the use of new technologies in education is a useful solution. The e-learning platforms will help the teacher in the teaching activity, but also the manager, seen as a leader. The manager's activity is important, even more so, as this one through the competences it has will influence the educational activity, obtaining excellent results.

Abstract In this work computational models of Bluebots, bio-inspired swimming robots that demonstrate 3D maneuverability and collective behaviors, are developed. Flexibility is prescribed to the caudal fins (CF) using a virtual skeleton. The hydrodynamic interactions occurring within in-line arrangements of these Bluebots is investigated by altering the flexion angle of the leader Bluebot caudal fin and a balance between optimizing leader Bluebot (LB) performance and follower Bluebot (FB) wake interaction is identified. Compared to the rigid CF baseline, optimal CF flexion for the thrust of LB leads to higher negative pressure within generated vortex structures and narrowing of the thrust jet which impinges along the entire body of the FB. Further increase of the LB flexion creates even stronger negative pressure regions while widening the thrust jet behind the leader. These flow conditions are more favorable for the FB as the accelerated flow only interacts with the anterior of the robot body and the stronger negative pressure supplies stronger anterior suction. The ability of the FB to sense these flow changes is also important, and the pressure sensor data on the FB exhibits differences between the cases. Near the anterior surface, the sensor pressure data provides insight to the varying vortex ring strengths for higher LB CF flexion, meanwhile, such differences are not as obvious when examining probe data further downstream on the FB.

Our paper aims to critically analyze the scientific literature regarding the competencies of project managers and their role in creating and coordinating an efficient team. To carry out our research, we employed a qualitative research approach based on the study of secondary sources. As a result of the literature review, we have classified and analyzed the competencies of managers that lead to successful project outcomes. Furthermore, based on the particularities and competencies of managers, we have analyzed how the relationship between the manager and the team influences project outcomes. Furthermore, based on the particularities and competencies of managers, we have analyzed how the relationship between the manager and the team influences project outcomes. This research should be considered a starting point for future research by providing insights into the skills and competencies required for effective project management. The project managers and teams can use our findings to develop and implement a strategic vision to achieve project objectives. Moreover, creative skills and the ability to motivate the entire team represent relevant elements to conduct successful projects and strengthening team cohesion. This study is of great relevance to academics and practitioners in project management, as it offers the opportunity to identify areas for improvement and implement corrective measures to enhance project success. Therefore, future research should focus on developing and transforming the manager's skills into a true leader.

Whether it adopts a right- or left-wing ideology or it is embraced as a belief or a set of ideals, and no matter the strategy or tactics, populism, in the final analysis, is a way of seizing power, and differences between the different strands carry significant repercussions. Many diverse economic, political, and cultural factors have been put forward to explain the rise of populism. One leader who has drawn increasing attention on the crest of the most recent wave of populism is Turkey’s incumbent president, Recep Tayyip Erdoğan. After a period of progressive and democratic leadership through to 2007, Erdoğan’s fundamental beliefs and personality surfaced, and the entire process was reversed, with devastating consequences for Turkey. This article argues that Erdoğan’s Islamist–nationalist populism has been one of the primary triggers of Turkey’s current political and economic meltdown. Moreover, his populist rhetoric has weakened Turkey’s already fragile autonomous institutions and paved the way for reform reversals and incoherent economic policy. Taken together, Erdoğanism has brought a woeful deterioration in macroeconomic indicators, including rampant inflation, mounting national debt, massive unemployment, rising poverty, and a profound currency shock.

Populism, especially "radical right-wing populism," and the Extreme Right are often explicitly or implicitly conflated or at least observed together (see Ignazi, 2000; Mudde, 2000; Rydgren, 2005; Carter, 2005; Griffin, 2018; Stavrakakis et al., 2019). While this contribution acknowledges that these two sets of ideas may occasionally overlap, they should still be understood as distinct concepts. Therefore, any deliberate and forceful conflation of their academic definitions, political histories, or traditions is usually misleading and inappropriate. Although many political scientists have recently attempted to clearly distinguish between the two phenomena by proposing separate definitions, some still suggest that populism and the extreme right are essentially two sides of the same coin (see Passarelli and Tuorto, 2018). To shed more light on this issue (or "war of words," as Cas Mudde once called it) and to provide a better understanding of these two important ideologies—one that has greatly impacted the last century and another that will likely continue to influence the current one—this article will compare and contrast right-wing populism and the extreme right from an entirely ideational perspective. This will be done by borrowing from a theoretical framework originally adopted by senior scholar Marco Tarchi (2015) and taking his approach one step further by empirically testing his theories through discourse and manifesto analysis of two contemporary European parties—one supposedly belonging to the populist (or "neopopulist") party family and the other to the extreme right (or "neofascist") family. Specifically, the positions of the French Rassemblement National ("National Rally" – RN) and the Italian Forza Nuova ("New Force" – FN) will be examined to determine whether there are more similarities or differences between the two ideologies. The analysis will focus on the RN’s and FN’s discourse and policies related to the role of the people, the nation, the state, society, the individual, the leader, the elite, democracy, and the market.

Faced with the acceleration of the digital economy, the governance and effective sharing of data have become fundamental issues for public policy at all levels of jurisdictions and in all areas of human activity. This paper reviews the initiatives and challenges associated with data governance, with a particular focus on the European Common Data Spaces (ECDS) and their direct relevance to the Canadian context. It explores the inherent complexity of data governance, which must reconcile sector-specificities with more horizontal governance principles. In doing so, it highlights the importance of strategic and coordinated action to maximize the social and economic benefits of data. The Burgundy Report, published by CIRANO in July 2023, calls for the creation of a common data space in the Great Lakes-St. Lawrence Strategic Trade Corridor by 2030. This proposal builds in particular on three separate policy reports published in 2022 by the National Supply Chain Task Force, the Council of Ministers Responsible for Transportation and Highway Safety (COMT) and the House of Commons Standing Committee on Transportation, Infrastructure and Communities. The findings and recommendations of these reports raise fundamental questions that are central to the critical issues of governance, organizational culture, execution capacity, public and private stakeholder engagement, and data underutilization within the Canadian government machinery strained by years of delay and exacerbated by recent disruptions related to anticipated climate disasters. The creation of a common data space is envisaged as a structuring investment in Canada's essential infrastructure for intermodal transport and the supply chain. This working paper on European Common Data Spaces (ECDS) extends the synthesis and recommendations published last July 2023 by providing an operational analysis of the transformative initiative currently underway within the European Union (EU). This major policy development stems from the 2020 European Data Strategy and seeks to establish twelve common data spaces in strategic sectors, including mobility and transport. The document is divided into three main parts. The first part provides an overview of data-related public policies in Canada and the EU between 2018 and 2023. The second part focuses on the implications and lessons learned from the impact assessment supporting the adoption of data governance legislation by the European institutions. This directive establishes a regulatory framework for the creation of common data spaces in the EU. The third section discusses the current deployment of ECDSs, highlighting key milestones and ongoing processes. The paper highlights notable similarities between the EU and Canada in the identification of data issues and the formulation of public policy objectives. It also highlights differences in optimizing data sharing between jurisdictions and stakeholders. A fundamental difference between these two strategic partners is the absence of an effective and sustained pooling of resources within the Canadian intergovernmental machinery in pursuit of common objectives in the face of major shared challenges such as data accessibility and sharing. This situation is in stark contrast to the EU's groundbreaking deployment of the ECDS in pursuit of identical objectives of positioning itself as a world leader in the data economy. This lack of consideration, let alone joint action, by Canada's intergovernmental machinery to implement a common data strategy in Canada is damaging. To be effective, the Canadian response must be agile, results-oriented, and interoperable across jurisdictions. The rigorous management, responsible use, and organized sharing of data within and between jurisdictions are crucial to addressing the complex challenges and major risks facing Canada. Neither the federal nor provincial governments are currently well positioned to treat data as a shared strategic asset. The resolution of regulatory, legal, and technical obstacles to data exchange between jurisdictions and organizations cannot be achieved without the creation of a common data space. This can only be achieved by combining the necessary tools and infrastructures, and by addressing issues of trust, for example by means of common rules drawn up for this purpose. “The barriers that prevent the establishment of robust health data sharing systems are not technical, but rather fundamentally political and cultural.”

Biochar is produced by heating biomass in the total or partial absence of oxygen. This report addresses the long-term persistence of biochar in soil and how this can be managed in climate calculations and reporting. The report consists of this summary and four chapters, which can be read independently. Different terms have been used to describe the durability of biochar carbon storage, but also the physical presence of biochar in soils, e.g. persistence, permanence, recalcitrance, residence times, stability. Today, the term “durability of carbon storage” is preferred in policy contexts, but various academic disciplines such as soil science have other established terms like “persistence”. Here, both durability and persistence are used, rather interchangeably. It is important to be aware of differences in meaning that exist between disciplines. The purpose of this report is to present the state of knowledge regarding the proportion of carbon in biochar that remains in the soil over time and provide recommendations for calculating this. There is a need to calculate the persistence of biochar in soil for national climate reporting, corporate climate reporting, carbon credit trading, and life cycle assessments for various purposes. On the persistence of biochar The amount of biochar remaining after a certain time depends on the properties of the biochar and the environment in which it is located. Nearly all research on biochar persistence has focused on its application in agricultural soils. The main reason for the high durability of biochar carbon storage is the formation of fused aromatic stable structures during biomass pyrolysis. A high degree of fused aromatic structures makes biochar much less prone to microbial decomposition than fresh biomass. Different biochars have different properties, and this influences how long they persist in the soil. To achieve biochar with properties that provide higher persistence, it should be produced at higher temperatures for a sufficient duration. Measuring and calculating biochar persistence Established quantification methods of 100-year biochar persistence (e.g. referenced in IPCC inventory guidelines and used in voluntary carbon markets, to date) extrapolate short-term soil decomposition processes, and do not fully consider the processes that may explain millennial persistence. Calculations regarding biochar persistence have traditionally used a time span of 100 years to describe the amount of remaining carbon after a certain time. The use of specifically 100 years lacks a well founded scientific reason, but has been regarded as “far enough” into the future from a climate perspective and close enough for modelling to be meaningful. An active area of research relevant for the understanding biochar carbon storage durability is the development of advanced analytical characterisation methods of biochar that will enable measurement of the physicochemical heterogeneity in carbon structures present in biochar. Another area of continued research is biochar incubation, with a focus on field conditions, to elucidate both differences from laboratory conditions, and how transport processes affect biochar in the field. Recommendation and conclusion In the project, available research data has been aggregated into a functional model that calculates how much of the carbon in biochar remains after a given number of years. The model is based on the H/C ratio of the biochar placed in the soil and the annual average temperature at the location. The model is made freely accessible to provide biochar market actors with the best available knowledge for estimating the durability of biochar carbon. Existing research results provide a sufficient foundation for estimation of the amount of biochar expected to remain over time. Future research results are expected to lead to increased knowledge regarding the decomposition properties of biochar, in particular biochars with a very low H/C ratio. Therefore, this recommendation will be revised by the end of the project in 2025.

In the 21st century, business engagements are becoming increasingly global, and global teams are now an established form of organising work in multinational organisations. As a result, managing cultural diver-sity within a global team has become an essential part of ensuring motivation, creativity, innovation and efficiency in today’s business world.Global teams are typically composed of a diversity of experiences, frames of references, competencies, information and, not least, cultural backgrounds. As such, they hold a unique potential for delivering high performance in terms of innovative and creative approaches to global management tasks; however, in-stead of focusing on the potentials of cultural diversity, practitioners and studies of global teams tend to approach cultural diversity as a barrier to team success. This study explores some of the barriers that cultural diversity poses but also discusses its potential to leverage high performance in a global context.Our study highlights the importance of how team leaders and team members perceive ‘culture’ as both a concept and a social practice. We take issue with a notion of culture as a relatively fixed and homogeneous set of values, norms and attitudes shared by people of national communities; it is such a notion of culture that tends to underlie understandings that highlight the irreconcilability of cultural differences.Applying a more dynamic and context-dependent approach to culture as a meaning system that people negotiate and use to interpret the world, this study explores how global leadership teams can best reap the benefits of cultural diversity in relation to specific challenging areas of intercultural team work, such as leadership style, decision making, relationship building, strategy process, and communication styles. Based on a close textual interpretation of 31 semi-structured interviews with members of global leader-ship teams in eight Danish-owned global companies, our study identified different discourses and per-ceptions of culture and cultural diversity. For leaders of the global leadership teams (Danish/European) and other European team members, three understandings of cultural diversity in their global teams were prominent:1)Cultural diversity was not an issue2)Cultural diversity was acknowledged as mainly a liability. Diversities were expressed through adifference in national cultures and could typically be subsumed under a relatively fixed numberof invariable and distinct characteristics.3)Cultural diversity was an asset and expressions of culture had to be observed in the situationand could not simply be derived from prior understandings of cultural differences.A clear result of our study was that those leaders of global teams who drew on discourses of the Asian ‘Other’ adherred to the first two understandings of cultural diversity and preferred leadership styles that were either patriarchal or self-defined as ‘Scandinavian’. Whereas those leaders who drew on discourses of culture as dynamic and negotiated social practices adhered to the third understanding of cultural di-versity and preferred a differentiated and analytical approach to leading their teams.We also focused on the perceptions of team members with a background in the country in which the global teams were co-located. These ‘local’ team members expressed a nuanced and multifaceted perspective on their own cultural background, the national culture of the company, and their own position within the team, which enabled them to easily navigate between essentialist perceptions of culture while maintain-ing a critical stance on the existing cultural hegemonies. They recognised the value of their local knowledge and language proficiency, but, for those local members in teams with a negative or essentialist view of cultural diversity, it was difficult to obtain recognition of their cultural styles and specific, non-local competences. 3Our study suggeststhat the way global team members perceive culture, based on dominant societal dis-courses of culture, significantly affects the understandings of roles and positions in global leadership teams. We found that discourses on culture were used to explain differences and similarities between team members, which profoundly affected the social practicesand dynamics of the global team. We con-clude that only global teams with team leaders who are highly aware of the multiple perspectives at play in different contexts within the team hold the capacity to be alert to cultural diversity and to demonstrate agility in leveraging differences and similarities into inclusive and dynamic team practices.

The War in the Pacific National Historical Park (WAPA), a protected area managed by the National Park Service (NPS), was established "to commemorate the bravery and sacrifice of those participating in the campaigns of the Pacific Theater of World War II and to conserve and interpret outstanding natural, scenic, and historic values on the island of Guam." Coral reef systems present in the park represent a vital element of Guam?s cultural, traditional, and economical heritage, and as such, are precious and in need of conservation. To facilitate the management of these resources, NPS determined that a scleractinian (stony coral) species survey was necessary to establish a baseline for existing coral communities and other important factors for conservation. EnviroScience, Inc. performed a survey of stony coral species, coral habitat, and current evidence of stressors at WAPA?s H?gat and Asan Units in 2022. This report summarizes these findings from a management perspective and compares its findings to previous survey data from 1977 and 1999 (Eldridge et al. 1977; Amesbury et al. 1999). WAPA is located on the tropical island of Guam, located on the west-central coast of the island, and encompasses 2,037 acres. Underwater resources are a significant component of the park, as 1,002 acres consists of water acres. The park is comprised of seven units, of which two of these, the H?gat and Asan Beach Units, include all the oceanic water acres for the park. The H?gat Beach Unit (local spelling, formerly known as ?Agat?) is located at the south-west portion of the park and consists of 38 land acres and 557 water acres (NPS 2003). The Asan Beach Unit consists of 109 acres of land and 445 water acres (NPS 2003). A current baseline for existing coral communities and other important factors for conservation necessitates the need for up-to-date data on the location, presence, relative abundance, and present health of corals. Park managers need this updated data to determine where and how to best focus conservation priorities and identify restoration opportunities. Management actions in park reef areas informed by this inventory included identifying locations where there were: high rates of sedimentation; high coral biomass; rare or threatened species, with a priority given to species endemic to Guam and listed as ?threatened? under the U.S. Endangered Species Act (ESA; Acropora globiceps, A. retusa, A. speciosa, and Seriatopora aculeata); coral persistence and decline, disease and/or nuisance species, including the crown-of-thorns starfish (Acanthaster cf. solaris, ?COTS?) and the sponge Terpios hoshinota; and bleached areas. All work carried out was in accordance with the NPS statement of work (SOW) requirements, which involved a quantitative inventory using both new and pre-existing transects. The resulting transects totaled 61 (including the four from the 1999 study), each measuring 50 meters in length and distributed across depths of up to 50 feet. Divers took photo-quadrat samples covering an area of approximately 9 m?, encompassing 50 photo-quadrats of dimensions 0.50 m x 0.36 m (n=50). The collective area surveyed across all 61 transects amounted to ~549 m?. Additionally, a qualitative search was conducted to enhance documentation of coral species that have limited distribution and might not be captured by transects, along with identifying harmful species and stressors. Timed roving diver coral diversity surveys were carried out at a total of 20 sites occurring within the waters of WAPA, including eight sites at the H?gat unit and 12 sites at the Asan unit. The findings from this report reveal significant disparities in benthic cover compositions between H?gat and Asan units. The H?gat unit exhibits high abundances of turf algae and unconsolidated sediment while the Asan beach unit presents a different scenario, with hard coral as the dominant benthic cover, followed closely by crustose coralline algae (CCA). The Asan unit is also more difficult to access from shore or boat relative to H?gat which provides that unit some protection from human influences. The Asan beach unit's prevalence of hard coral, CCA, and colonizable substrate suggests a more favorable environment for reef growth and the potential benefits of maintaining robust coral cover in the area. These distinct differences in benthic communities highlight the contrasting ecological dynamics and habitats of the two study areas. Across both H?gat and Asan beach unit transects, a total of 56 hard coral species were recorded from 27 genera, with 44 species recorded from the H?gat unit and 48 species recorded from the Asan unit. Of the four historical transects surveyed in the Asan unit from 1999, three experienced declines in percent coral cover (17.38-78.72%), while the fourth had an increase (10.98%). During the timed roving diver coral diversity surveys, a total of 245 hard coral species, including 241 scleractinian coral species representing 49 genera and 4 non-scleractinian coral species representing 4 genera were recorded. Uncertainties related to coral identification, unresolved boundaries between morphospecies, differences in taxonomists' perspectives, and the rapidly evolving state of coral taxonomy have significant implications for species determinations during coral diversity surveys. While the recent surveys have provided valuable insights into coral diversity in WAPA waters, ongoing taxonomic research and collaboration among experts will be essential to obtain a more comprehensive and accurate understanding of coral biodiversity in the region. Of the several ESA coral species that were searched for among the H?gat and Asan beach units, Acropora retusa was the only coral species found among quantitative transects (n=2) and A. globiceps was observed during coral diversity surveys. Acropora speciosa, which was dominant in the upper seaward slopes in 1977, is now conspicuously absent from all the surveys conducted in 2022 (Eldredge et al., 1977). The disappearance and reduction of these once-dominant species underscores the urgency of implementing conservation measures to safeguard the delicate balance of Guam's coral reefs and preserve the diversity and ecological integrity of these invaluable marine ecosystems. Other formerly common or locally abundant species were infrequently encountered during the diversity surveys, including Acropora monticulosa, A. sp. ?obtusicaulis?, A. palmerae, Stylophora sp. ?mordax?, Montipora sp. ?pagoensis?, and Millepora dichotoma. Significant bleaching-associated mortality was recorded for these species, most of which are restricted to reef front/margin zones exposed to moderate-to-high levels of wave energy. Sedimentation was present in both H?gat and the Asan units, though it was more commonly encountered in H?gat transects. While significant portions of the reef area within the WAPA H?gat unit are in poor condition due to a variety of stressors, some areas still hosted notable coral communities, which should be a potential focus for park management to prevent further degradation. There is a need for more effective management of point source pollution concerns, particularly when subpar wastewater treatment or runoff from areas with potential pollution or sediment-laden water is flowing from nearby terrestrial environments. Future monitoring efforts should aim to establish a framework that facilitates a deeper understanding of potential point source pollution incidents. This would empower park managers to collaborate with adjacent communities, both within and outside of park boundaries, to mitigate the localized impacts of pollution (McCutcheon and McKenna, 2021). COTS were encountered during transect surveys as well as in coral diversity surveys. including along the upper reef front/reef margin at site Agat-CS-2. The frequency of these observations, particularly in the WAPA H?gat unit and where stress-susceptible corals are already uncommonly encountered, raise concern about the ability of the populations of these coral species to recover following acute disturbance events, and calls in to question the ability of some of these species to persist in WAPA waters, and in Guam?s waters more broadly. More frequent crown-of-thorns control efforts, even if only a handful of sea stars are removed during a single effort, may be required to prevent further loss to vulnerable species. There were several documented incidents of Terpios hoshinota covering large sections of branching coral in the reef flat along transects, but it is still unclear how detrimental this sponge is to the overall reef system. There is a concern that elevated levels of organic matter and nutrients in the water, such as those resulting from sewage discharge or stormwater runoff, could lead to increased Terpios populations (De Voogd et al. 2013). Consequently, it is important to track populations in known areas of sedimentation and poor water quality. The presence of unique species at single survey sites within the study areas underscores the ecological importance of certain locations. Some species are known to occur in other locations in Guam, while a few may be limited to specific sites within WAPA waters. These differences are likely influenced by environmental and biological factors such as poor water quality, severe heat stress events, chronic predation by crown-of-thorns sea stars, disease, and reduced herbivore populations. These factors collectively shape the condition of the benthic community, leading to variations in species distribution and abundance across the study sites. Documenting coral stress and identifying potentially harmful species allows for proactive management strategies to prevent the establishment of nuisance or detrimental species while populations are still manageable. Updated data on the location, presence, relative abundance, and health of corals is essential for park managers to prioritize conservation efforts and identify restoration opportunities effectively. Observations from this report raise concerns about the health and resilience of coral ecosystems in the H?gat unit and emphasize the need for knowledge of local factors that shape benthic community structure. Understanding the drivers responsible for these variations is crucial for effective conservation and management strategies to preserve the ecological balance and overall health of coral reefs in both units. Continued monitoring efforts will be critical in assessing long-term trends and changes in benthic cover and enabling adaptive management approaches to safeguard these valuable marine ecosystems in the face of ongoing environmental challenges.