Journal articles on the topic 'Educational leadership|Management|Business education'

Purpose – This article aims to document the process the province of Newfoundland and Labrador used to develop an innovative Physician Management and Leadership Program (PMLP). The PMLP is a collaborative initiative among Memorial University (Faculty of Medicine and Faculty of Business), the Government of Newfoundland and Labrador, and the Regional Health Authorities. As challenges facing health-care systems become more complex there is a growing need for management and leadership training for physicians. Design/methodology/approach – Memorial University Faculty of Medicine and the Gardiner Centre in the Faculty of Business in partnership with Regional Health Authorities and the Government of Newfoundland and Labrador identified the need for a leadership and management education program for physician leaders. A provincial needs assessment of physician leaders was conducted to identify educational needs to fill this identified gap. A Steering Committee was formed to guide the design and implementation and monitor delivery of the 10 module Physician Management and Leadership Program (PMLP). Findings – Designing management and leadership education programs to serve physicians who practice in a large, predominately rural geographic area can be challenging and requires efficient use of available resources and technology. Originality/value – While there are many physician management and leadership programs available in Canada and abroad, the PMLP was designed to meet the specific educational needs of physician leaders in Newfoundland and Labrador.

The article presents the author's view on the new training course "Personnel Management" for masterdegree builders aimed at forming leadership competencies. It is necessary to change the paradigm of training an engineer and include in the process of the formation such subjects that are aimed at forming his or her organizational competencies, leadership, responsibility for making decisions in the field of team management. As a part of the new training approach, it is proposed to build the leadership skills with the help of active teaching methods: business games, project teams, case studies, training. Basing on work experience and curriculum development, it is known that the main difficulty for compilers of curricula is a selection of those subjects that will help to implement these competencies. Therefore, we propose the subject (module) "Personnel management" that has the deep basis of knowledge of many personal issues and is made up of a set of interdisciplinary themes with a set of new activity tools. The condition for the training of civil engineers is to increase the activity component: application of project management, work in small groups (teams), CDIO initiative, interdisciplinary approaches, practice-oriented training.

the aim of this study is to find out the impact of business internal factors towards the business profit for IT entrepreneurships in Bangalore. We have taken the sample size from 200 companies of Bangalore. We have undertaken the internal factors like IT management skill, organization culture, leadership, project implementation experience, technical, marketing, business cash flow, physical asset, HR function, organization maturity into the consideration. We have taken the business profit and business profit as measurement of success factors for the business. During study it was identified that certain business internal factors i.e. organizational culture, business leader’s skill, technical skill, marketing skill, organization maturity and cash flow has significant impact on business success. Whereas other factors social acceptance of business, social culture, supply of local workforce, demography, business location, climate, law and order, corruption has no impact of significance on IT entrepreneurship’s profit.

Synopsis When do you throw it all away? The first senior female in a male-dominated business school decides it all comes down to a question of principle – and maybe a few others. What is the best balance between her responsibilities to students, family, and the next generation of female leaders? Can she both be true to herself and compromise? What factors should influence this decision? This case brings together questions about power and influence, rational decision-making, leadership, and the intra and inter-personal responsibilities of organizational “firsts.” Further, issues related to a university's effort to better compete within the global higher education marketplace, provide a valuable opportunity to explore institutional approaches to promoting diversity, inclusion, and cultural competency. Research methodology This case, which was developed from primary sources, highlights the array of competing objectives and personal and political tensions involved in university administration. Relevant courses and levels This case was designed for graduate students in Masters of Public Administration, Masters of Business Administration, Masters of Education in Organizational Leadership, or similar graduate degrees that include significant management and leadership content. Students working with this case should have already completed foundational courses in topics such as organizational management, public policy, leadership, strategic human resources management, or their equivalents within their respective programs of study. Virtually all of the issues raised by this case address core themes, concepts, theses, and theories associated with an accredited graduate program in educational management, business or public administration.

The article is focused on the problem of educational programs modernization on the basis of principles of project-oriented training and students’ involvement in solving scientific-research and industrial-technological tasks relevant for the region. Special attention is paid to the multilevel career guidance work at Oreburg State University (special projects such as pre-university education centre “Applicant”, University Computer School, University physics and maths school, “University Saturdays”). The task of creating a complex of educational and intellectual products that ensure high competitiveness of university graduates is considered. For this purpose, the University reali- zes two educational projects: “School of leadership” and “Going to study at OSU”. These projects implement project-oriented training, involve employers in educational process. As a result, students present their own business projects with financial support. Special course of technological entrepreneurship is aimed at development of business thinking, business planning, management skills, key competences to start a business or to conduct innovation projects at companies. Modernization of educational practices gives considerable topical relevance to the question of young teachers and researchers retention at the University, their integration in academic community.

Saudi Arabia is an important country among the Middle Eastern nations and a pivotal one because of its key position in international petroleum production. Sustainable practices are becoming prominent considerations among public and private sector Saudi Arabian business enterprises. Secondary and primary data pertaining to sustainability and carbon management practices in Saudi Arabia and its business enterprises were analyzed in this study. Saudi Arabian government has been serious in tackling the environmental problems. Primary data revealed private sector managers were better prepared and eager to deal with sustainability and carbon management problems compared to public sector enterprises. Surveyed Saudi managers reported hope that their employers would start rewarding positive sustainability actions and focus on educating managers about carbon management practices. There is a need to reform the educational system to prepare future managers who are ready to implement sustainability policies in their organizations. The findings of this project can assist Saudi Arabian policymakers and leadership of public and private sector universities to restructure the higher education sector to prepare students for the jobs of the future and help Saudi Arabia in pursuing sustainability goals.

The role of school leaders is particularly complex in today’s “era of accountability,” which involves high standards for student achievement alongside frequently changing educational systems. Research in the business field has found leader’s cognitive complexity to be a predictor of leader and organizational effectiveness whereas the notion of school leader’s cognitive complexity remains undeveloped in the educational leadership and management field. Hence, the purpose of this article is to suggest a framework for school leaders’ cognitive complexity, as well as to suggest possible avenues for future conceptualization of, and research into this issue. Two empirical illustrations, based on the suggested framework for school leaders’ cognitive complexity, are described. This novel cognitive complexity framework may help school leaders develop processes, strategies, and structures that will enable them to react effectively in uncertain and dynamic environments.

For the formation and development of tomorrow’s highly effective Manager model it is not already enough of competences from the area of only classic management and/or classic emotional and even business leadership. The optimum combination of universal values and strategic anticipation, social leadership, universal and special management technologies is necessary. Aspects of innovation process management on organization’s holistic development have been considered, main groups of higher school’s development strategies have been marked, and two types of innovative processes in the education system have been characterized in this paper. The author emphasizes that the traditional association of efforts in the training of specialists through a formal merger of several structures is ultimately ineffective. More productive will be the consolidation of efforts (in parallel with formal associations) through contractual relationships, creation of basic chairs at enterprises, strategic alliances, consortia, network organizations, educational and industrial groups, technology parks, business parks, innovative educational and industrial clusters, in other words, through creation of formal virtual structures. These chairs should become such points for growth of future organizational structures for graduates’ training, in other words, they should become mini-academies, which will provide the high level training, and development of science. The paper talks about creation of new forms and organization experiences for training of managerial human resources of new generation through formal virtual structures creation with authorities, high educational institutions, business representatives, secondary school institutions, preschool facilities. This project implementation requires the allocation of several stages. The first one is creation of Institute of management (as faculty) as the core organizational structure in the form of high educational institution unit. A sample structure of such Institute has been proposed, the practical experience of such structures formation has been placed in the clearest light. In the process of their development the Institutions can be transformed into more complex structures (e.g., academies, management universities), combining the traditional organizational structures with creation of strategic formally virtual associations with various educational and industrial structures at the municipal, regional, Federal, and international levels

This study uses an explanatory model of the dimensions of leadership and emotional intelligence according to the methods used in particular teaching environments (universities and other educational institutions). The effect of different kinds of leadership on emotional intelligence dimensions is also established using an explanatory model. A total of 954 teachers participated in this cross-sectional study, teaching in 137 different schools/universities. The instruments used for the data collection were the Multifactor Leadership Questionnaire (MLQ-5) and the Trait Meta Mood Scale (TMMS-24). Data analysis was performed with the software IBM AMOS 23.0. (International Business Machines Corporation, Armonk, NY, USA) using multi-group analysis and structural equations. Results showed that the structural equation model had a good fit. Transformational leadership depends mainly on intellectual stimulation in university teachers, whereas intrinsic motivation is more relevant at the lower educational levels. In relation to transactional leadership, contingency reward has a greater regression weight in non-university education, whereas passive leadership is governed more by passive exception in university teachers. There was a positive and direct relationship between levels of emotional intelligence and transformational leadership in non-university teachers, which reveals the need for effective understanding and management of both one’s own and students’ emotions in order to act effectively as a leader. Transactional leadership was negatively related to some emotional intelligence dimensions, given the relevance of obtaining power in this dimension.

Purpose – The purpose of this paper is to demonstrate that co-operation is a vital behavioral skill that should be developed in educational systems, particularly business and management programs, because it is an intangible factor that boosts productive output. Design/methodology/approach – The paper explains why co-operation is an important intangible factor for organizations and the larger economy. It recommends the development of educational designs to remediate the pedagogical lack of focus on the cooperative disposition. Findings – Co-operation is contingent on trust – an indispensable factor to engage in distant relations, accept rule of law across nations, and confer in intermediaries the authority to arbitrate unresolved differences between organizations. In other words, without co-operation, people within organizations commit themselves to parochial concerns, inhibiting efforts to combine resources toward a collective goal. The lack of a cooperative attitude is not destiny – it can be forged through careful educational designs and organizational strategy. Research limitations/implications – There is little empirical data available to measure co-operation in a diverse environment and co-operation is an intangible concept that is difficult to pin to specific organizational habits. The concepts developed here based on broad social science data would do will to be tested in an empirical framework at the micro level. Practical implications – Low co-operation arises in an environment which does not foster trust. Management might inadvertently reward low organizational capacity by not evaluating co-operation and monitoring narcissism. Recruiters need to adapt recruitment strategies that pinpoint individuals capable of managing the specific co-operation needs of situational organizations, especially in diverse situations. A successful managerial education program will target training that optimizes thoughtful and sustainable co-operation. Social implications – Co-operation is a factor of sustainability for development but also for the modern organization. It is both a moral and methodological disposition that fosters collective action positively, while inhibiting in-group interests. Originality/value – Formal management training to instill a thoughtful sense of co-operation would complement the current emphasis on teamwork and leadership. Without the moral and methodological goal of being co-operative for the greater good, organizations waste human resources and fail to reap benefits from collective productions.

The purpose of this research were 1) to investigate the competitiveness of community enterprise, 2) to measure an agreement, and 3) to find a structural model of knowledge management, transformational leadership, and human capital development affected to community enterprise’s competitiveness. Multiphase mixed methods research applying quantitative research to extend qualitative results was used for research design. The qualitative target group was selected using purposive sampling whereas the quantitative sampling group was used two-stage random sampling. Questionnaires were used for measurement design. Qualitative data were classified and analyzed using content analysis and analytic induction. Quantitative data were analyzed by descriptive statistics and the developed model was validated by using LISREL program. The research found that 1) the overall competitiveness of community enterprise was in a high level. The interview result shown that the transformational leadership adopted the Sufficient Economy philosophy of “to do one thing at a time”, encouraged members to have a positive attitude of sharing idea. The leader should seeking for new knowledge and sharing benefits equally, applying local resources and wisdom to human capital making product development such as chili paste from mushroom, herbal product, etc. 2) The competitiveness of community enterprise’s empirical data had statistical agreement x^2=339.19,df=90,P-value=.00, most index were close to .90. The interview result found the successful of business came from product differentiate strategy. The product must be unique and stand out from competitors such as herbal compress, ikat silk, snack from rice, etc. There was also a cost leadership strategy be used. 3) The competitiveness of community enterprise was directly influenced by 3 factors; knowledge management (Direct Effect or DE=.26) transformational leadership (DE=.39) and human capital development (DE=.34) whereas indirect effects came from a transformational leadership by knowledge management (Indirect Effect or IE=.89) and human capital development (IE=.76). Therefor the model developed was acceptable and good to be used for forecast the competitiveness of community enterprise in the central region. The form of the 3 factors that affect to the competitiveness was 3L Model for SMEs Competitiveness based on the developing of members’ abilities; supported knowledge, upgraded skill, etc. The head of community enterprise must emphasized on mission and goal setting, kindness, participation of members, motivation, employing competitive advantages of product differentiate, niche marketing, and cost leadership.

The aim of this paper is to view the theoretical and practical aspects of knowledge management in the higher education of developing countries of Asia and Africa. It also emphasizes the usage and importance of Knowledge Management (KM) in developing countries. This paper argues that the use of KM is growing day by day in higher education institution after the development of information technology (IT), and information and communication technology (ICT). KM is highlighted in the developing countries along with the enablers of KM such as technology, leadership, culture and environment. Consequently, development of KM is not going ahead as intended in such countries. The aim of this paper is to explore the status and impact of KM in higher education institutions (HEIs) of developing countries. In this era, the usage of KM is increasing day by day in business sectors and educational institutions as well. This paper aims to elaborate the expectations of KM in higher education institutes of developing countries.

This paper discusses the outcome of the research that was conducted as part of the projects completed in the Centre for Leadership Development in Education, Institute of Education and Faculty of Business and Management, NRU HSE in 2017—2018.The research was carried out in two university cities of the Russian Federation — Moscow and Tomsk — and was based on Alan Rowe’s methodology. The target of the research is the decision-making styles applied by state-funded school principals. The research aims to establish trends in the employment policy in the two cities and claims that it is characterized by the ratio of the number of principles with a peculiar decision-making style to the total number of principles in the sample. The paper contains questionnaire data, focus-groups data and transcripts of interviews with principles and members of their management teams. The outcome correlates with the major structural and employment reforms that have been made in Moscow within the last 7 years.

This article aims to strengthen the improvement of human resources both in knowledge and skills, which are very important in improving the quality of Islamic education itself. In this era of global competition, education is experiencing a shift in orientation that places complete human development through education and training with various types, levels, characteristics, and forms. The formation of Indonesian human education is idealized to be the culmination of achieving national education, which has been the dream of the Indonesian nation. The idolized personal figure of education has not yet been produced, so educational institutions are used as alternative expectations in increasing reliable human resources, as the main instrument of the humanizing process, namely respecting and giving freedom of opinion and expression so that the voice will be more comprehensive. The pattern of strengthening educational leadership in improving human resources must continue to be pursued through Islamic education in madrasah. Both developments are carried out through leadership in madrasah, which are supported by strengthening institutional capacity, business networks, and bureaucratic networks, which are ideal goals for all institutions. Intermediate education is the management of the headmaster of Madrasah, the management ability of the headmaster of Madrasah must be able to make plans. Strengthening the curriculum applied in educational institutions, especially in Madrasah, is a decentralized curriculum. Professional teachers will have a high commitment and are accompanied by abilities according to their field of expertise. Teacher competence in implementing learning programs is indeed a very influential teacher position on the quality of education. The education budget (funding) in Madrasah is often a very acute and ongoing problem because of the source of the funds. Optimizing cooperation between the madrasah and parents.

Purpose – The purpose of this paper is to assess the leadership skills and competencies defined in the Pathways to the Profession and understand the value senior corporate communications managers place on those skills and competencies and how senior-level corporate communicators demonstration of those skills and competencies. Design/methodology/approach – Institutional review board approval was obtained for a qualitative research design based on focus groups conducted in four Canadian cities with 25 senior corporate communicators, human resources professionals, and general business managers. Findings – This research has validated the competencies and credentials for senior-level corporate communications and public relations executives as highlighted in the Pathways to the Profession framework. It has also provided the profession with an understanding of the value senior public relations and organizational managers place on professional association membership and professional and academic credentials. This research is an important contribution to the growing body of knowledge on competency frameworks as professional associations, such as the Canadian Public Relations Society, take leadership positions in providing educational institutions with sets of standards for public relations and corporate communications education in Canada. Practical implications – This research will help the public relations and corporate communications profession provide guidance to educational institutions programming for senior-level public relations and communications management education based on quantifiable data on the value executives place on a particular set of skills and competencies. Originality/value – This is the first study of its kind that examines the perceived competencies and skills of Canadian senior public relations/communications management leadership. Further this research sought to assess the value of academic and professional credentials necessary for participation in executive leadership roles.

Purpose – The purpose of this paper is to address the fundamental question “can insider action research approach trigger and enhance simultaneously executive development and company performance”. To answer this question the framework of first, second and third person practice is useful in capturing the range of experiences and challenges that the executives face as they work to lead change in their organizations. Insider action research is an approach that facilitates executive development, creates new knowledge and develops change leadership competencies. Design/methodology/approach – Insider action research. Findings – Insider action research offers a value-added approach to management development and executive education programmes. It extends the acquisition of basic business disciplinary knowledge to the development of the competency (knowledge and skills) to design, facilitate and lead change by the rigours of the action research process and through a focus on first, second and third person practice. Research limitations/implications – Action research is particular and generates actionable knowledge in localized settings. Further cases in how executives engage in insider action research as they lead change in their organizations are needed to extend this underdeveloped approach. Practical implications – Yet, despite wide spread executive educational programmes and the rhetoric about the need to make executive education more relevant to organizational needs, an astonishing number of business leaders claim that executive programmes and executive degrees fail in addressing the emerging needs of business leaders. Insider action research provides a radically different executive education orientation. Originality/value – Insider action research is an approach that facilitates executive development, creates new knowledge and develops change leadership capabilities.

New information technologies penetrate all areas of the modern economy, including organizations of higher education. Ways to improve the management process of educational activities of a higher educational institution considered. It is advisable to reorganize the educational process at the management system of the university to improve the quality of specialist education. The urgent task is to build a holistic model of the educational institution management system. In the framework of the consideration of theoretical aspects, definitions of the concepts “system” and “system model” given, and it also indicated why the system model developed and what it describes. The general structure of the model of the university’s educational activities management system is presented, which includes the main subsystems: “Educational process planning”, “Educational process management”, “Monitoring the educational process,” including processes and subprocesses. The results of this study presented in table form. The theoretical aspects of the IDEF0 notation of the SADT methodology considered. The feasibility of applying this methodology to create a functional model of the educational process of a higher educational institution is substantiated. The rationality of using IDEF0 modelling for conducting a complex (structural-functional) analysis of the educational process management system of an educational institution argued based on the main advantages of the named methodology. The presented structure of the system allows obtaining a general idea of ​​its elements and relationships between them. Functional charts of the main business processes of managing the educational activities of the university are given. The presented functional models reflect the structure and functions of the system, as well as the flows of information and material objects converted by these functions. The functional model for managing educational activity is constructed from the perspective of the administration because the model purpose is to analyze the business processes of a higher educational institution, that are part of the complex of managerial tasks facing the university’s leadership. This paper presents the developed functional model of the subsystem “Planning the educational process”, which includes IDEF0 charts of several levels. The top-level chart - the context chart - is detailed by child charts containing subprocesses, functions and specific procedures, as well as incoming and outgoing data flows, control information and resources. The article presents an integrated approach to the study of the system "Management of educational activities of the university". The given study allows us to select the main ways of improving key management processes of the educational activities of the institution, in particular, to optimize the transition from “patchwork” university informatization to integrated management of the entire system as a whole.

Abstract Higher education is in turmoil in the whole world. Universities as organizations are being challenged by their various stakeholders. This is true of any and most organizations. Nevertheless in some places universities continue to be looked upon as providers of the correct answers to those challenges as they have rallied within their ranks self-proclaimed experts in leadership, management and organizational performance. The literature existing documents the issues universities as organizations face in today’s complex world and attempts at pointing at various ways they can take to address those challenges. Specialists and sometimes the general public itself show an understanding of the fact that higher education evolves through its institutions, practices and processes at some paces in global contexts and at different ones in local contexts in spite of a relatively unifying public discourse used especially by decision and policy makers and some parts of the media. In other words, similar concepts may refer to very dissimilar realities making the evaluation of performance difficult and questionable. This paper looks at the way universities address the need for professional development of their leaders and/or managers at the various university levels. The focus will be on Romanian economic and business higher education institutions. The research presented here evolved from a doctoral study one the authors did in the field of leadership in Romanian higher education and from both authors’ experience in the university system in Romania and in other higher education systems they are familiar with. The authors claim and document that in Romania little is still done in terms of formalized, transparent and open access training for university leaders and administrators. The same is true for those who are interested in preparing for a career in academic management or leadership and do not have a clear road map to follow. In the complex higher education system of today professional competence is an important component that cannot be left entirely to personal development needs. Formalized and open access training in management, leadership, educational management, research management, organizational culture, strategic planning and time management skills is critical for one’s professional competence. In Romania both organizations and individuals need to understand the need to offer opportunities for professional training and the need to invest in personal development. This is how academics working or contemplating to work in administration would be empowered to plan for their organization’s performance in an open, transparent, continually and unpredictably changing world.

The education of the employees in each instance of company comes wiith the purpose to gain competences and experience in order to realize every business process in accordance with the requests of the products/ services, legal obligation and competitiveness criteria, as well as with the appointing of the employees requests, and all that with the intention to achieve quality where it is necessary to involve everyone in their own field.In this paper the following inputs are being given in order to get a clear picture if Macedonian companies are keen on to learning and stimulating the individual and collective learning as to improve the results in general.According to the given results in the research, it is stated that Macedonian companies do not care about the quality, insufficiently pay attention to the continuous education, make small investments in the innovations and over all, the quality system is built in a very small number of companies.In this paper the following model for a successful designing and implementing of the educational system as a subsystem of the house of quality is suggested. This methodology is integral and universal meaning it is applicable to all companies and institutions.Without a given training about TQM (Total Quality Management) philosophy and a continued education provided firstly to the managers and further on to all the employees, the TQM strategy could not be implemented as well as the benefits that come with the quality system.All the above is imposing a stronger systematic effort where the bases lay in: strong leadership (new style of the top management, realistically grounded market vision, politics and strategy and systematic orientation and business moral that will gain back the confidence between the management and the employees), staff participation (efficiency and cooperativeness in the teamwork that will not stifle the creativity and the individualism).

Purpose The purpose of this paper is to explore the concept of group identity formation amongst school business managers in the English school system. Design/methodology/approach Data were generated via a research project that employed semi-structured interviews with school business managers as a means of exploring their experiences as a relatively nascent group, carving out their own territory within a school system traditionally led and managed by trained educationalists. Findings The findings provide insight into the enabling and inhibiting factors encountered by school business managers in establishing and negotiating a distinguishable group identity within the wider school workforce including their variable career trajectories and motives, the suitability of their qualifications and the diverse composition of their roles. Originality/value The paper throws light on the identity formation of a cohort of the school workforce in England who are not directly involved in educational leadership or classroom practice but nevertheless play a crucial role in the ecosystem of the school. While the research reported is situated within England, the issues raised can be applied to education systems in other contexts given the universal importance of financial and organizational management in schools.

Purpose: This study seeks to analyse students’ perception of the effectiveness of business games as an e-learning method in management training. This analysis of games’ effectiveness is centred in the generic and managerial skills acquired, through the comparison of students’ opinions in different cultural contexts within Europe.Design/methodology/approach: The analysis focuses on 120 management students at postgraduate level who use the same business game at different universities in five European countries: Spain, Ireland, Portugal, Italy and Germany.Findings: The results indicate that students positively assessed the generic and specific managerial skills fostered by the business game. The generic skills most valued were information and decision-making, and leadership. Regarding the specific skills, the most valued were management skills and the least valued, skills related to planning and the acquisition of theoretical knowledge. However, significant differences were found between students in different cultural contexts and education systems in the case of certain specific managerial skills.Practical implications: This finding suggests that the students’ perception of how a business game helps them acquire specific managerial skills is influenced by cultural aspects and previous exposure to experiential learning, which determine that the teachers’ role and the teaching process should be adapted to the students’ learning model.Originality/value: With this study, a better knowledge about the students’ perception of this e-learning method is obtained, not just considering a specific educational environment, but comparing opinions of students from different cultural contexts, which adds value to the analyses developed.

This research was conducted to obtain a description that the Life Skill-Based Academic Service which is formulated based on the results of the evaluation can improve students’ life skills of Higher Education Department of Dental Nursing Polytechnic of health-ministry, Ministry of Health, Tasikmalaya and Bandung. The profile of academic service quality for Dental Nursing at Polytechnic of health-ministry, Ministry of Health, Tasikmalaya and Bandung, has not fully focused on improving life skills more thoroughly including life skills for the business world. Improvement and development of life skills through a number of learning activities, work practices and graduates who are ready to compete in the world of work. Leadership policy in implementing life skill-based academic service quality, oriented to the world of work. The formulation of policies for quality assurance is an elaboration of the vision and mission in order to produce graduates who are competent in the world of work. There is no policy evaluation specifically related to life skills. Evaluation is carried out on the output in the form of graduate and student user satisfaction with the service system. The Total Quality Management (TQM) system for service quality / academic life skill-based management has not been fully supported by the 10 main elements of TQM, especially the scientific approach. Planning focuses on main customers with internal customer support. Quality improvement is carried out by involving quality assurance units, structural and staff as team work. The improvement of the TQM system focuses on providing educational services oriented to the world of work.

In today’s organisations, project managers’ responsibilities go far beyond managing projects within the triple constraints of cost, time and quality (Crawford 2005). They are increasingly being looked upon as drivers of strategic development of their organisations. This transformation in the role of a project manager calls for developing additional competencies such as business analysis and strategic leadership. The Project Management Institute emphasises a focus on these skills for project managers worldwide. Owing to the country’s fast pace of growth and the challenges that arise thereof, Indian companies and educational institutions are also fast realising the importance of holistic development of project managers. Recent research underscores the induction of soft skills and leadership capabilities in project management education. This has led to several studies in the international context that examine student experiences while attending courses in project management. A prominent characteristic that the literature has not dealt with in sufficient detail is the potential impact of prior work experience on students’ learning capabilities during the course. Since most Indian schools do not specify prior work experience as an admission requirement, cohorts usually comprise a mix of students with and without prior work experience. Hence, to analyse if pedagogy is effective, we must consider overall student experience and, in addition, whether and how the students’ heterogeneity in the form of their past work experience impacts their experience during the course. The objective of this study is to answer two questions: (1) is there a significant difference in perceptions of leadership aspects of project management between experienced and inexperienced students? (2) How can we design project management pedagogy to cater to this heterogeneity and yet provide superior student experience?

The Strategic issues that are currently the problem of education this time include the achievement of low quality seeing graduate productivity, factors related to issue value for money, and factors of educational accountability. Organizational behavior includes a complex collection of ideologies, symbols, and core values that apply in the company and influence the way to run the business. Establishing an organizational culture is the main task of effective strategic leadership. This study aims to reveal how organizational behavior influences the process of organizational change. Implementation of Change is a process that stems from differences in mindset. This research is library research. The primary data source is the theory of organizational behavior. Secondary data sources are change theory, strategic management, and productivity. Research result shows that thoughts of people who are in the organization build the mind of the organization to build a good condition that will produce a good performance. Component of increasing productivity in the context of educational output is (1) work attitude; (2) skill competence; (3) environment relationship; (4) productivity management; (5) labor efficiency and (6) entrepreneurship.

Purpose – As Chinese companies move to the world stage of business, they must leverage a more knowledgeable and collaborative workforce to meet new challenges. The purpose of this paper is to investigate how two prominent individual attributes, education, and allocentrism, create work tension for human capital practices in Chinese companies. Design/methodology/approach – Surveying nearly 500 workers in four Chinese companies and using multi-level methodology. Findings – The authors found that higher levels of education work to the detriment of employees’ affective organizational commitment (AOC) and positively influence seeking-to-leave behavior. In addition, this study suggests a positive relation between allocentrism and AOC. Personalized leadership, a common leadership style in high-power distance cultures such as China, further exacerbates the problems with higher levels of education and diminishes the commitment benefits of allocentrism. Conversely, regardless of leadership style, if supervisors involve workers in decision-making activities, those workers who are more educated will become more committed to the organization and less likely to leave. Research limitations/implications – The data were collected using self-reported questionnaires, which may cause common method variance. The reliability for personalized leadership was slightly below 0.70. This may be due to the multiple dimensions that are reflected in leadership styles. Another limitation of this study is its focus on allocentrism without considering other personal expression of cultural values. This approach could be too narrow (Gelfand et al., 2007). Practical implications – This study suggests that members who endorse allocentrism might be more likely to have high-affective commitment. If managers can select individuals high on the allocentrism scale, there is a higher likelihood these individuals will attach emotionally to the organization. Managers should not simply conclude that idiocentrics are “worse” employees than allocentrics. Instead, managers may utilize effective management tactics to cultivate more socialized leadership visions among their supervisors. Finally, the authors find that independent of whether leadership is more or less personalized, managers can retain valued educated workers by including them in decision-making activities. Social implications – The authors have found that education may serve as a double edged sword for employers. As hypothesized, the findings suggested that employees’ level of education negatively relates to their affective commitment for their organizations. This study also contributes to the knowledge on the role of culture at the individual level (i.e. allocentrism) and how it affects employees’ attitudes and behavior. The authors found that workers who more highly value the group that they function within (allocentrics) tend to be more affectively committed to their organization. Originality/value – It is one of the first studies to examine educational level and cultural orientation as antecedents to affective commitment, especially in Chinese businesses where workers’ education level is a growing phenomenon and allocentrism is a traditional characteristic of Chinese workers. Also, understanding the dynamics of group-individual linkages is generally most helpful to understanding organizational phenomenon (House et al., 1995). This meso framework is a hallmark feature of the study, given the hierarchical nature of the research inquiry and data set.

The Department of Conservation and Land Management (CALM), which is responsible for the management of natural areas in public ownership within Western Australian and wildlife management throughout the state, has entered into a partnership with the University of Notre Dame Australia to deliver some of the units within their Environmental Studies and Tourism programmes. CALM involvement with the university started in 1994 with the provision of occasional guest lecturers and involvement in field excursions with the students over a range of units (eg. during visits to national parks and other sites managed by CALM). More recently, however, CALM have taken the responsibility for presenting two units in their entirety: ES/ BS 181 Ecotourism and Heritage Management andES280/380 Recreation Planning and Management. In addition to the partnership between these two institutions, the two units directly involve local government and the community.This paper presents details of the two units and discusses how this partnership contributes towards community leadership and responsibility and represents effective environmental education.In order to appreciate the educational benefits of the partnership between CALM and the University of Notre Dame Australia, a brief overview of the two units taught by CALM is provided.The Ecotourism and Heritage Management unit focuses on interpretation techniques in natural and cultural heritage area management and the business of cultural and ecotourism. Subjects include interpretive planning, project design and evaluation as well as the planning, design and presentation of ecotours and other guided interpretive activities.

Introduction. The article examines the potential of school-university partnership programmes for gifted and talented children. The purpose of this study is to determine the mechanisms for identifying and supporting gifted children by means school-university networks. Materials and Methods. To achieve this goal, the authors have reviewed a considerable amount of literature on giftedness, identification and support of gifted children with a focus on establishing school-university networks. A sample of leadership and teaching staff (n = 149) representing 44 municipalities of the Krasnodar Krai (Russian Federation) was surveyed in order to evaluate the effectiveness of identification, support and guidance of gifted students. The analysis of university websites was carried out in order to reveal the existing practices of partnerships with secondary and supplementary education settings aimed at identification and support of gifted children. To solve the revealed problems of gifted education, a model of school-university network encompassing the flagship university and secondary and supplementary education settings has been developed. Results. The study has revealed the following problems of provision for gifted and talented students: unrecognized special giftedness; underestimation of career guidance for gifted students; insufficient attention to social and emotional issues in the development of gifted children; lack of continuity in provision for gifted and talented individuals at different levels of education. The authors propose a model of the network between the flagship university and secondary education settings aimed at solving the above mentioned problems. The research findings include procedures of identifying and supporting gifted children by means of school-university partnership programmes for 9 domains of giftedness (academic (intellectual), technical, entrepreneurial, communicative, leadership, emotional, sports, artistic and vocational) in corresponding types of career-oriented activities (educational, research, scientific; technical design, business design, business communication, management, volunteering, sports, artistic creativity, production) using the facilities and human resources of the flagship university. Conclusions. The conclusion can be drawn that identification and support of gifted children and adolescents must be carried out in close connection with career guidance, taking into account the needs of the regional labor market. Building partnerships of the university, comprehensive secondary schools and supplementary education settings contribute to solving this problem.

The whole article aims to explore the interdependency among both incitation and organization effectiveness and to study the relevance between recompense structures on business reputation. The pattern of stimulation at task has a straightforward effect on the quality of employees. Employees are more productive and essential parts of managing health perform their duties to their fullest extent and thus increase their work statistics. For leadership and management, inciting employees was already a core issue. Low motivation workers can make almost no commitment, escape the office as often as practicable, resign if another option is provided and effectively delegate task. Managers must get to train their customers quite well, while using multiple strategies to encourage also every staff according to individual specific needs and desires. In the present post, we want to appreciate the importance of motivating workers to boost efficiency and productivity in their office. Even the ideas and methods of employee sedition should be presented. The key objective is to achieve a connection between both the incentive and success of workers and the effectiveness of certain firms. Issues concerning inciting hatred and quality of work life were established, as well as the connection between staff was narrowly explained in the scientific report and many were addressed in the last few days documentation and reporting.

The education of the employees in each instance of a company comes along with a purpose to gain competence and experience in order to realize every business process according to the demands of the products/services, the legal obligation as well as the criteria of competitiveness. Furthermore, it is directly conjoined with the very act of foundation setting of the employees’ requests with a unique intention - to achieve quality, stressing the vital need to affiliate everyone in their own field. This analysis presents the research inputs which are being given in order to get a clear picture whether the Macedonian companies are eager to learn and stimulate both the individual and the collective learning in order to improve the results in general. According to the given results in the research, it is stated that the Macedonian companies do not pay much attention to quality. They are insufficiently concerned with the continuous education, which is evident in the small investments they make in regard to the innovations. Hence, the quality system has been built in a very small number of companies. The following model presented in this elaborate has been suggested for a more successful designing and implementation of the educational system as a subsystem of the house of quality. This methodology is integral and has a universal notion which is applicable to all types of companies and institutions as well. Without a conducted training about TQM (Total Quality Management) philosophy and a continued education provided firstly for the managers and further on for all of the employees, the TQM strategy could not be implemented in a satisfactory manner. Also, the benefits that come along with the quality system could not be visible as a result. Key words: educational subsystem, leadership, methodology, quality system, TQM strategy.

Mediante un estudio descriptivo y correlacional, se analizó la relación entre la percepción de la calidad de la gestión administrativa del director y el grado de compromiso laboral de los docentes de algunos colegios privados de El Salvador, en un contexto donde cada año los docentes renuncian a sus trabajos y pasan a laborar al sector gubernamental. Se administraron dos instrumentos, uno para medir la percepción de la gestión administrativa del director y otro para medir el grado de compromiso de los docentes, a 87 docentes de los siete colegios de las regiones metropolitana y occidental de El Salvador. Se encontró que los docentes tienen un compromiso laboral muy bueno. De igual manera, la percepción que tienen los docentes de la gestión administrativa del director es muy buena. Al observarse la correlación entre ambas variables, se determinó que es positiva y alta. Se observó que cuánto mejor perciben los docentes la gestión administrativa del director mayor es el compromiso con su trabajo. El liderazgo del director es importante para el compromiso laboral de los docentes, por lo cual su selección y nombramiento deben ser realizados con cuidadoso análisis. Referencias Alam, S. (2017). A study on leadership styles executed by principal and academic coordinator in one of the private schools in Gilgit-Baltistan, Pakistan. Academic Research International, 8(3), 71-78. Calik, T., Sezgin, F., Kavgaci, H. y Kilinc, A. (2012). Examination of relationships between instructional leadership of school principal’s and self-efficacy of teacher and collective teacher efficacy. Educational Sciences: Theory & Practice, 12(4), 2469-2504. Chiang Vega, M., Núñez Partido, A., Martín, M. J. y Salazar Botello, M. (2010). Compromiso del trabajador hacia su organización y la relación con el clima organizacional: un análisis de género y edad. 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Purpose While the problem of unethical leadership is undoubtedly a global one, the urgency of generating ethical leadership to advance the development of Africa has never been more evident than it is today. The challenge for higher education in developing ethical leaders is of core importance, as it is responsible for providing the main recruiting ground of business leaders. The current paper reports findings of a qualitative study of postgraduate students’ ethical development at the end of courses in business ethics aimed to enhance moral reasoning and ethical decision-making. The paper aims to ascertain whether stand-alone ethics courses are more effective than integrated ones in achieving academic ethical competency. Design/methodology/approach The study adopts an idiographic approach which aims at eliciting individual student subjective perceptions of the effects of the direct and indirect courses of ethical instruction on their moral reasoning and ethical practice. The research design broadly follows Mill’s (2017) method of difference. Findings Findings indicate perceived differences in the relative effectiveness of stand-alone and embedded ethics courses among students but also show that most students hold positive overall evaluations of the effectiveness of the both types of ethics instruction. Research limitations/implications Limitations to the study include that it is cross-sectional, involves a small sample of postgraduate students and is restricted to two management courses at one institution of higher learning. Furthermore, while Mill (2017) provides a useful research design in this context, it is not able to indicate causality, as there are other possible unidentified “third variables” that may be the actual cause of student differences between embedded and stand-alone ethics courses. The study is not able to show the durability and transfer of ethical competencies into students’ later working lives. Practical implications The study provides a useful practical educational contribution to the extant knowledge in the field in that it suggests that ethical courses aimed at giving students a moral reasoning “toolkit” for ethical decision-making are more effective when delivered in the stand-alone format, whereas practical decision-making skills are best honed by embedded business ethics courses. Social implications The problem of corruption in business and politics in South Africa is widely documented and has been regarded as responsible for creating a serious developmental drag on the alleviation of poverty and quality of lives of the majority of people in the country. The moral/ethical competency and behavior of future business leaders is partly the responsibility of institutions of higher learning. The study aims to find the most effective means of imparting moral awareness in postgraduate students who are likely to take up business leadership positions in their future careers. Originality/value The study provides useful contribution to the extant knowledge in the field in the African context in that it suggests that ethical courses aimed at giving students a moral reasoning “toolkit” for ethical decision-making are more effective when delivered in the stand-alone format, whereas practical decision-making skills are best honed by embedded business ethics courses.

The article clarifies that partnership is a collaboration constructing all activities, communication and behavior on the basis of voluntary responsibility and equality in achieving common goals and outcomes. It is proved by the author that the technology of cooperation acquired new features in the process of its development, but some of its originally incorporated elements lost their significance. This technology evolved into a technology of partnership, new approaches and methods of achieving results appeared in its structure. The definition of «technology of partnership in education» is specified. It is a system of use in a certain sequence of methods, techniques, strategies and means of subject-subjective interaction of participants in the educational process on the basis of tolerance and creativity. It has been determined that it is important for the partnership technology that it is based on the use of the group work method as the most common form of cooperation. The basic principles of partnership business relationships are the respect for a personality; benevolence, conscious management of the course of interaction, a distributed leadership, a social partnership. The advantages of using partnership technology in students education is to develop their autonomy and reflexivity; to feel freedom in decision making; the opportunity to proceed from own motives, values, ideals, interests and needs in the ways of its activity; for teachers – exemption from continuing care for students, control of each step. The author believes that the most effective in the formation of partnership relations is the using of methods of intensive learning as a way of cognition, which is carried in the forms of students’ common activities, their interaction and information exchange, the common solution of different problems. The intensive teaching of future teachers includes the using of interactive methods, heuristic conversations, and multimedia presentations, discussion of special videos of lessons, using computer-assisted methods, trainings, practical group and individual exercises, modeling of educational processes or situations, group work with author’s manuals. The intensive training is carried in the following forms: meetings with well- known teachers, master classes, competitions in creative works with their discussions.

The expediency of innovative technologies application in practical work with future choreography specialists in higher education institutions has been substantiated. It has been established that the value of innovative technologies implies the unleashing of the future choreographers’ creative potential, formation of a stable motivation to learn, ensuring a high creative result in the educational process. On the basis of general scientific (analysis, systematization, generalization) and specific scientific (comparative analysis) methods of scientific research, the differences of the innovative technologies has been found out. As a result, pedagogical, organizational and managerial innovations are used in the practical work with future choreography specialists. It has been proved that the creation and realization of various types of programs (author’s, block, integrated), additional developing disciplines (gymnastics, bases of acting skill), game technologies, technologies of “project training” (report concert, master class, academic show), information technologies (digital, video and audio technologies, computer multimedia technologies, artificial intelligence technologies, Internet and communication technologies, virtual reality modeling technologies), non-traditional methods of pedagogical process organization (binary approach, trainings) are fundamental in pedagogical innovations. Non-traditional forms of the educational process organization, technology of “collaborative learning”, innovative methods of space and time organization, technology of health-saving learning, information technologies are components of organizational innovations that provide future choreographers with a sense of tolerance, collectivism and also have a psychological influence on emotional state, behavior, attitude to classes, the level of mastering general and professional competences. The professional activity of future choreography specialists, in particular leadership of the choreographic team, requires mastering managerial innovations (marketing and advertising, basics of entrepreneurship, management principles, information provision of management, cultural and artistic projects, basics of business planning, fundraising techniques) that form image and reputation of the latter. The study does not include all the aspects of the issue of using innovative technologies in practical work with future choreographers and shows the need for its further development in such promising areas as optimizing the content of higher choreographic education by means of information technology, especially teaching choreographic disciplines in conditions of distance learning.

Personal knowledge management (PKM) has been envisaged as a decentralising revolution and as the most important educational concern. Its root objective aims for highly knowledgeable individuals acting competently in their daily lives, as part of the workforce, and as public citizens. However, such a promising state of knowledge management (KM) has not emerged yet. Over the past four years, the ongoing development of a PKM concept and prototype system has been accompanied by over 30 multidisciplinary peer-reviewed publications. To verify the undertaking, dedicated articles have applied accepted general design science research (DSR) guidelines aimed at creating innovative IT artefacts (that extend human and social capabilities and meet desired outcomes), at validating design processes (as evidence of their relevance, utility, rigor, resonance and publishability) and at ensuring theory effectiveness (a matter of purposeful utility, content, communication and presentation). Based on the formation of individuals’ autonomous PKM capacities and personal devices nourished by networked creative conversations, the novel PKM approach, on the one hand, aims at advancing lifelong PKM support and academic and professional growth benefiting individuals as contributors and beneficiaries of institutional and societal performance. On the other hand, the scope of anticipated outcomes also offers appealing opportunities for further stakeholders engaged in the context of curation, education, research, development and business. In the latter context, prior papers have looked at the impact for large enterprises in regard to organizational knowledge management (OKM) system generations, the potential of a fruitful OKM–PKM–Co-evolution, and the promises for strengthening organisational capabilities of innovativeness and leadership. The focus of this article shifts to the collaborative and growth-related challenges of small and medium-sized enterprises (SMEs). It pinpoints the entrepreneurial barriers of organisational development, and how the PKM concept and its technological and educational devices are able—as any SME moves through its dynamic stages of growth, predicaments or decline—to guide and rectify the associated tasks and problems. These demands necessitate performing effectively under growing pressures and communicating with rising numbers of internal and external stakeholders, as affirmed in Garnsey’s resource-based notion of new firm growth, Greiner’s evolution–revolution-based stage-growth model, and Levie’s and Lichtenstein’s dynamic states approach to entrepreneurship.

Objective: Technology is rapidly shifting our day-to-day existence, education, social relationships, health care and business. Psychiatric leaders have slowly explored telepsychiatric services – but few have an approach to technology in general–due to competing clinical, educational and research demands. Technology has typically been added on, rather than integrated, to institutional functions. Method: This narrative review used a literature search of Medline, PsycNET, PsycINFO, Embase, Cochrane, SpringerLink, Scopus, ABI/Inform, Business Source Complete, and Web of Science, using subject headings and keywords along with a manual search of reference lists of articles published by November 2020. The keywords explored four areas: 1) business; 2) service delivery; 3) system change; and 4) technology. Articles were reviewed by title/abstract, full text review and review of references. They were included if they discussed integration of technology into health care and compared literature from medicine/health, psychiatry/behavioral health, business, technology, leadership and health care administration. The goal was to explore how medicine/psychiatry has integrated technology compared to business, and apply business approaches to health care and training. Results: From a total of 2,710 potential references, two authors found 327 eligible for full text review and found 69 papers directly relevant to the concepts. Business and medicine/psychiatry have similarities/differences from both historical and contemporary views. Many health care systems and companies lack a strategic plan for technology and focus only on short-term due to administrative demands. Clinical informatics is a rapidly expanding area and would be central to this process. It has started to facilitate patient-centered care as defined by quality, affordable, and timely health care. While in principle information systems use integrative approaches, electronic health records, electronic means of communications with patients and staff, behavioral health indicators and related digital advances are often added to existing systems rather than integrated. Effective businesses use integrative approaches to share domain knowledge and streamline practices to link information technology (IT) with research and development, production, financing and marketing management. A case example highlights the IT strategy and business leaders’ comments in shifting to straight through processing (STP) from the banking industry for investments. It also exemplifies a model of shared IT-business understanding, which improves performance via efficiency, quality of data/information processing/integration and managerial teamwork. Conclusion: When it is integrated into health care service delivery workflow, evaluated and quality improved, IT facilitates the translation of strategic planning into organizational change. Incremental versus strategically innovative approaches to technological integration for care, education and administration are considered. Successful implementation requires a needs and impact assessment for patients, staff, clinicians and leaders across all levels of the organization. Benefits to the mission, limited disruptions of core operational workflow and reasonable costs reduce the likelihood of failure.

Education in Oceania continues to reflect the embedded implicit and explicit colonial practices and processes from the past. This paper conceptualises a cultural approach to education and leadership appropriate and relevant to the Republic of the Marshall Islands. As elementary school leaders, we highlight Kanne Lobal, a traditional Marshallese navigation practice based on indigenous language, values and practices. We conceptualise and develop Kanne Lobal in this paper as a framework for understanding the usefulness of our indigenous knowledge in leadership and educational practices within formal education. Through bwebwenato, a method of talk story, our key learnings and reflexivities were captured. We argue that realising the value of Marshallese indigenous knowledge and practices for school leaders requires purposeful training of the ways in which our knowledge can be made useful in our professional educational responsibilities. Drawing from our Marshallese knowledge is an intentional effort to inspire, empower and express what education and leadership partnership means for Marshallese people, as articulated by Marshallese themselves. Introduction As noted in the call for papers within the Waikato Journal of Education (WJE) for this special issue, bodies of knowledge and histories in Oceania have long sustained generations across geographic boundaries to ensure cultural survival. For Marshallese people, we cannot really know ourselves “until we know how we came to be where we are today” (Walsh, Heine, Bigler & Stege, 2012). Jitdam Kapeel is a popular Marshallese concept and ideal associated with inquiring into relationships within the family and community. In a similar way, the practice of relating is about connecting the present and future to the past. Education and leadership partnerships are linked and we look back to the past, our history, to make sense and feel inspired to transform practices that will benefit our people. In this paper and in light of our next generation, we reconnect with our navigation stories to inspire and empower education and leadership. Kanne lobal is part of our navigation stories, a conceptual framework centred on cultural practices, values, and concepts that embrace collective partnerships. Our link to this talanoa vā with others in the special issue is to attempt to make sense of connections given the global COVID-19 context by providing a Marshallese approach to address the physical and relational “distance” between education and leadership partnerships in Oceania. Like the majority of developing small island nations in Oceania, the Republic of the Marshall Islands (RMI) has had its share of educational challenges through colonial legacies of the past which continues to drive education systems in the region (Heine, 2002). The historical administration and education in the RMI is one of colonisation. Successive administrations by the Spanish, German, Japanese, and now the US, has resulted in education and learning that privileges western knowledge and forms of learning. This paper foregrounds understandings of education and learning as told by the voices of elementary school leaders from the RMI. The move to re-think education and leadership from Marshallese perspectives is an act of shifting the focus of bwebwenato or conversations that centres on Marshallese language and worldviews. The concept of jelalokjen was conceptualised as traditional education framed mainly within the community context. In the past, jelalokjen was practiced and transmitted to the younger generation for cultural continuity. During the arrival of colonial administrations into the RMI, jelalokjen was likened to the western notions of education and schooling (Kupferman, 2004). Today, the primary function of jelalokjen, as traditional and formal education, it is for “survival in a hostile [and challenging] environment” (Kupferman, 2004, p. 43). Because western approaches to learning in the RMI have not always resulted in positive outcomes for those engaged within the education system, as school leaders who value our cultural knowledge and practices, and aspire to maintain our language with the next generation, we turn to Kanne Lobal, a practice embedded in our navigation stories, collective aspirations, and leadership. The significance in the development of Kanne Lobal, as an appropriate framework for education and leadership, resulted in us coming together and working together. Not only were we able to share our leadership concerns, however, the engagement strengthened our connections with each other as school leaders, our communities, and the Public Schooling System (PSS). Prior to that, many of us were in competition for resources. Educational Leadership: IQBE and GCSL Leadership is a valued practice in the RMI. Before the IQBE programme started in 2018, the majority of the school leaders on the main island of Majuro had not engaged in collaborative partnerships with each other before. Our main educational purpose was to achieve accreditation from the Western Association of Schools and Colleges (WASC), an accreditation commission for schools in the United States. The WASC accreditation dictated our work and relationships and many school leaders on Majuro felt the pressure of competition against each other. We, the authors in this paper, share our collective bwebwenato, highlighting our school leadership experiences and how we gained strength from our own ancestral knowledge to empower “us”, to collaborate with each other, our teachers, communities, as well as with PSS; a collaborative partnership we had not realised in the past. The paucity of literature that captures Kajin Majol (Marshallese language) and education in general in the RMI is what we intend to fill by sharing our reflections and experiences. To move our educational practices forward we highlight Kanne Lobal, a cultural approach that focuses on our strengths, collective social responsibilities and wellbeing. For a long time, there was no formal training in place for elementary school leaders. School principals and vice principals were appointed primarily on their academic merit through having an undergraduate qualification. As part of the first cohort of fifteen school leaders, we engaged in the professional training programme, the Graduate Certificate in School Leadership (GCSL), refitted to our context after its initial development in the Solomon Islands. GCSL was coordinated by the Institute of Education (IOE) at the University of the South Pacific (USP). GCSL was seen as a relevant and appropriate training programme for school leaders in the RMI as part of an Asia Development Bank (ADB) funded programme which aimed at “Improving Quality Basic Education” (IQBE) in parts of the northern Pacific. GCSL was managed on Majuro, RMI’s main island, by the director at the time Dr Irene Taafaki, coordinator Yolanda McKay, and administrators at the University of the South Pacific’s (USP) RMI campus. Through the provision of GCSL, as school leaders we were encouraged to re-think and draw-from our own cultural repository and connect to our ancestral knowledge that have always provided strength for us. This kind of thinking and practice was encouraged by our educational leaders (Heine, 2002). We argue that a culturally-affirming and culturally-contextual framework that reflects the lived experiences of Marshallese people is much needed and enables the disruption of inherent colonial processes left behind by Western and Eastern administrations which have influenced our education system in the RMI (Heine, 2002). Kanne Lobal, an approach utilising a traditional navigation has warranted its need to provide solutions for today’s educational challenges for us in the RMI. Education in the Pacific Education in the Pacific cannot be understood without contextualising it in its history and culture. It is the same for us in the RMI (Heine, 2002; Walsh et al., 2012). The RMI is located in the Pacific Ocean and is part of Micronesia. It was named after a British captain, John Marshall in the 1700s. The atolls in the RMI were explored by the Spanish in the 16th century. Germany unsuccessfully attempted to colonize the islands in 1885. Japan took control in 1914, but after several battles during World War II, the US seized the RMI from them. In 1947, the United Nations made the island group, along with the Mariana and Caroline archipelagos, a U.S. trust territory (Walsh et al, 2012). Education in the RMI reflects the colonial administrations of Germany, Japan, and now the US. Before the turn of the century, formal education in the Pacific reflected western values, practices, and standards. Prior to that, education was informal and not binded to formal learning institutions (Thaman, 1997) and oral traditions was used as the medium for transmitting learning about customs and practices living with parents, grandparents, great grandparents. As alluded to by Jiba B. Kabua (2004), any “discussion about education is necessarily a discussion of culture, and any policy on education is also a policy of culture” (p. 181). It is impossible to promote one without the other, and it is not logical to understand one without the other. Re-thinking how education should look like, the pedagogical strategies that are relevant in our classrooms, the ways to engage with our parents and communities - such re-thinking sits within our cultural approaches and frameworks. Our collective attempts to provide a cultural framework that is relevant and appropriate for education in our context, sits within the political endeavour to decolonize. This means that what we are providing will not only be useful, but it can be used as a tool to question and identify whether things in place restrict and prevent our culture or whether they promote and foreground cultural ideas and concepts, a significant discussion of culture linked to education (Kabua, 2004). Donor funded development aid programmes were provided to support the challenges within education systems. Concerned with the persistent low educational outcomes of Pacific students, despite the prevalence of aid programmes in the region, in 2000 Pacific educators and leaders with support from New Zealand Aid (NZ Aid) decided to intervene (Heine, 2002; Taufe’ulungaki, 2014). In April 2001, a group of Pacific educators and leaders across the region were invited to a colloquium funded by the New Zealand Overseas Development Agency held in Suva Fiji at the University of the South Pacific. The main purpose of the colloquium was to enable “Pacific educators to re-think the values, assumptions and beliefs underlying [formal] schooling in Oceania” (Benson, 2002). Leadership, in general, is a valued practice in the RMI (Heine, 2002). Despite education leadership being identified as a significant factor in school improvement (Sanga & Chu, 2009), the limited formal training opportunities of school principals in the region was a persistent concern. As part of an Asia Development Bank (ADB) funded project, the Improve Quality Basic Education (IQBE) intervention was developed and implemented in the RMI in 2017. Mentoring is a process associated with the continuity and sustainability of leadership knowledge and practices (Sanga & Chu, 2009). It is a key aspect of building capacity and capabilities within human resources in education (ibid). Indigenous knowledges and education research According to Hilda Heine, the relationship between education and leadership is about understanding Marshallese history and culture (cited in Walsh et al., 2012). It is about sharing indigenous knowledge and histories that “details for future generations a story of survival and resilience and the pride we possess as a people” (Heine, cited in Walsh et al., 2012, p. v). This paper is fuelled by postcolonial aspirations yet is grounded in Pacific indigenous research. This means that our intentions are driven by postcolonial pursuits and discourses linked to challenging the colonial systems and schooling in the Pacific region that privileges western knowledge and learning and marginalises the education practices and processes of local people (Thiong’o, 1986). A point of difference and orientation from postcolonialism is a desire to foreground indigenous Pacific language, specifically Majin Majol, through Marshallese concepts. Our collective bwebwenato and conversation honours and values kautiej (respect), jouj eo mour eo (reciprocity), and jouj (kindness) (Taafaki & Fowler, 2019). Pacific leaders developed the Rethinking Pacific Education Initiative for and by Pacific People (RPEIPP) in 2002 to take control of the ways in which education research was conducted by donor funded organisations (Taufe’ulungaki, 2014). Our former president, Dr Hilda Heine was part of the group of leaders who sought to counter the ways in which our educational and leadership stories were controlled and told by non-Marshallese (Heine, 2002). As a former minister of education in the RMI, Hilda Heine continues to inspire and encourage the next generation of educators, school leaders, and researchers to re-think and de-construct the way learning and education is conceptualised for Marshallese people. The conceptualisation of Kanne Lobal acknowledges its origin, grounded in Marshallese navigation knowledge and practice. Our decision to unpack and deconstruct Kanne Lobal within the context of formal education and leadership responds to the need to not only draw from indigenous Marshallese ideas and practice but to consider that the next generation will continue to be educated using western processes and initiatives particularly from the US where we get a lot of our funding from. According to indigenous researchers Dawn Bessarab and Bridget Ng’andu (2010), doing research that considers “culturally appropriate processes to engage with indigenous groups and individuals is particularly pertinent in today’s research environment” (p. 37). Pacific indigenous educators and researchers have turned to their own ancestral knowledge and practices for inspiration and empowerment. Within western research contexts, the often stringent ideals and processes are not always encouraging of indigenous methods and practices. However, many were able to ground and articulate their use of indigenous methods as being relevant and appropriate to capturing the realities of their communities (Nabobo-Baba, 2008; Sualii-Sauni & Fulu-Aiolupotea, 2014; Thaman, 1997). At the same time, utilising Pacific indigenous methods and approaches enabled research engagement with their communities that honoured and respected them and their communities. For example, Tongan, Samoan, and Fijian researchers used the talanoa method as a way to capture the stories, lived realities, and worldviews of their communities within education in the diaspora (Fa’avae, Jones, & Manu’atu, 2016; Nabobo-Baba, 2008; Sualii-Sauni & Aiolupotea, 2014; Vaioleti, 2005). Tok stori was used by Solomon Islander educators and school leaders to highlight the unique circles of conversational practice and storytelling that leads to more positive engagement with their community members, capturing rich and meaningful narratives as a result (Sanga & Houma, 2004). The Indigenous Aborigine in Australia utilise yarning as a “relaxed discussion through which both the researcher and participant journey together visiting places and topics of interest relevant” (Bessarab & Ng’andu, 2010, p. 38). Despite the diverse forms of discussions and storytelling by indigenous peoples, of significance are the cultural protocols, ethics, and language for conducting and guiding the engagement (Bessarab & Ng’andu, 2010; Nabobo-Baba, 2008; Sualii-Sauni & Aiolupotea, 2014). Through the ethics, values, protocols, and language, these are what makes indigenous methods or frameworks unique compared to western methods like in-depth interviews or semi-structured interviews. This is why it is important for us as Marshallese educators to frame, ground, and articulate how our own methods and frameworks of learning could be realised in western education (Heine, 2002; Jetnil-Kijiner, 2014). In this paper, we utilise bwebwenato as an appropriate method linked to “talk story”, capturing our collective stories and experiences during GCSL and how we sought to build partnerships and collaboration with each other, our communities, and the PSS. Bwebwenato and drawing from Kajin Majel Legends and stories that reflect Marshallese society and its cultural values have survived through our oral traditions. The practice of weaving also holds knowledge about our “valuable and earliest sources of knowledge” (Taafaki & Fowler, 2019, p. 2). The skilful navigation of Marshallese wayfarers on the walap (large canoes) in the ocean is testament of their leadership and the value they place on ensuring the survival and continuity of Marshallese people (Taafaki & Fowler, 2019; Walsh et al., 2012). During her graduate study in 2014, Kathy Jetnil-Kijiner conceptualised bwebwenato as being the most “well-known form of Marshallese orality” (p. 38). The Marshallese-English dictionary defined bwebwenato as talk, conversation, story, history, article, episode, lore, myth, or tale (cited in Jetnil Kijiner, 2014). Three years later in 2017, bwebwenato was utilised in a doctoral project by Natalie Nimmer as a research method to gather “talk stories” about the experiences of 10 Marshallese experts in knowledge and skills ranging from sewing to linguistics, canoe-making and business. Our collective bwebwenato in this paper centres on Marshallese ideas and language. The philosophy of Marshallese knowledge is rooted in our “Kajin Majel”, or Marshallese language and is shared and transmitted through our oral traditions. For instance, through our historical stories and myths. Marshallese philosophy, that is, the knowledge systems inherent in our beliefs, values, customs, and practices are shared. They are inherently relational, meaning that knowledge systems and philosophies within our world are connected, in mind, body, and spirit (Jetnil-Kijiner, 2014; Nimmer, 2017). Although some Marshallese believe that our knowledge is disappearing as more and more elders pass away, it is therefore important work together, and learn from each other about the knowledges shared not only by the living but through their lamentations and stories of those who are no longer with us (Jetnil-Kijiner, 2014). As a Marshallese practice, weaving has been passed-down from generation to generation. Although the art of weaving is no longer as common as it used to be, the artefacts such as the “jaki-ed” (clothing mats) continue to embody significant Marshallese values and traditions. For our weavers, the jouj (check spelling) is the centre of the mat and it is where the weaving starts. When the jouj is correct and weaved well, the remainder and every other part of the mat will be right. The jouj is symbolic of the “heart” and if the heart is prepared well, trained well, then life or all other parts of the body will be well (Taafaki & Fowler, 2019). In that light, we have applied the same to this paper. Conceptualising and drawing from cultural practices that are close and dear to our hearts embodies a significant ontological attempt to prioritize our own knowledge and language, a sense of endearment to who we are and what we believe education to be like for us and the next generation. The application of the phrase “Majolizing '' was used by the Ministry of Education when Hilda Heine was minister, to weave cultural ideas and language into the way that teachers understand the curriculum, develop lesson plans and execute them in the classroom. Despite this, there were still concerns with the embedded colonized practices where teachers defaulted to eurocentric methods of doing things, like the strategies provided in the textbooks given to us. In some ways, our education was slow to adjust to the “Majolizing '' intention by our former minister. In this paper, we provide Kanne Lobal as a way to contribute to the “Majolizing intention” and perhaps speed up yet still be collectively responsible to all involved in education. Kajin Wa and Kanne Lobal “Wa” is the Marshallese concept for canoe. Kajin wa, as in canoe language, has a lot of symbolic meaning linked to deeply-held Marshallese values and practices. The canoe was the foundational practice that supported the livelihood of harsh atoll island living which reflects the Marshallese social world. The experts of Kajin wa often refer to “wa” as being the vessel of life, a means and source of sustaining life (Kelen, 2009, cited in Miller, 2010). “Jouj” means kindness and is the lower part of the main hull of the canoe. It is often referred to by some canoe builders in the RMI as the heart of the canoe and is linked to love. The jouj is one of the first parts of the canoe that is built and is “used to do all other measurements, and then the rest of the canoe is built on top of it” (Miller, 2010, p. 67). The significance of the jouj is that when the canoe is in the water, the jouj is the part of the hull that is underwater and ensures that all the cargo and passengers are safe. For Marshallese, jouj or kindness is what living is about and is associated with selflessly carrying the responsibility of keeping the family and community safe. The parts of the canoe reflect Marshallese culture, legend, family, lineage, and kinship. They embody social responsibilities that guide, direct, and sustain Marshallese families’ wellbeing, from atoll to atoll. For example, the rojak (boom), rojak maan (upper boom), rojak kōrā (lower boom), and they support the edges of the ujelā/ujele (sail) (see figure 1). The literal meaning of rojak maan is male boom and rojak kōrā means female boom which together strengthens the sail and ensures the canoe propels forward in a strong yet safe way. Figuratively, the rojak maan and rojak kōrā symbolise the mother and father relationship which when strong, through the jouj (kindness and love), it can strengthen families and sustain them into the future. Figure 1. Parts of the canoe Source: https://www.canoesmarshallislands.com/2014/09/names-of-canoe-parts/ From a socio-cultural, communal, and leadership view, the canoe (wa) provides understanding of the relationships required to inspire and sustain Marshallese peoples’ education and learning. We draw from Kajin wa because they provide cultural ideas and practices that enable understanding of education and leadership necessary for sustaining Marshallese people and realities in Oceania. When building a canoe, the women are tasked with the weaving of the ujelā/ujele (sail) and to ensure that it is strong enough to withstand long journeys and the fierce winds and waters of the ocean. The Kanne Lobal relates to the front part of the ujelā/ujele (sail) where the rojak maan and rojak kōrā meet and connect (see the red lines in figure 1). Kanne Lobal is linked to the strategic use of the ujelā/ujele by navigators, when there is no wind north wind to propel them forward, to find ways to capture the winds so that their journey can continue. As a proverbial saying, Kanne Lobal is used to ignite thinking and inspire and transform practice particularly when the journey is rough and tough. In this paper we draw from Kanne Lobal to ignite, inspire, and transform our educational and leadership practices, a move to explore what has always been meaningful to Marshallese people when we are faced with challenges. The Kanne Lobal utilises our language, and cultural practices and values by sourcing from the concepts of jouj (kindness, love), kautiej (respect), and jouj eo mour eo (reciprocity). A key Marshallese proverb, “Enra bwe jen lale rara”, is the cultural practice where families enact compassion through the sharing of food in all occurrences. The term “enra” is a small basket weaved from the coconut leaves, and often used by Marshallese as a plate to share and distribute food amongst each other. Bwe-jen-lale-rara is about noticing and providing for the needs of others, and “enra” the basket will help support and provide for all that are in need. “Enra-bwe-jen-lale-rara” is symbolic of cultural exchange and reciprocity and the cultural values associated with building and maintaining relationships, and constantly honouring each other. As a Marshallese practice, in this article we share our understanding and knowledge about the challenges as well as possible solutions for education concerns in our nation. In addition, we highlight another proverb, “wa kuk wa jimor”, which relates to having one canoe, and despite its capacity to feed and provide for the individual, but within the canoe all people can benefit from what it can provide. In the same way, we provide in this paper a cultural framework that will enable all educators to benefit from. It is a framework that is far-reaching and relevant to the lived realities of Marshallese people today. Kumit relates to people united to build strength, all co-operating and working together, living in peace, harmony, and good health. Kanne Lobal: conceptual framework for education and leadership An education framework is a conceptual structure that can be used to capture ideas and thinking related to aspects of learning. Kanne Lobal is conceptualised and framed in this paper as an educational framework. Kanne Lobal highlights the significance of education as a collective partnership whereby leadership is an important aspect. Kanne Lobal draws-from indigenous Marshallese concepts like kautiej (respect), jouj eo mour eo (reciprocity), and jouj (kindness, heart). The role of a leader, including an education leader, is to prioritise collective learning and partnerships that benefits Marshallese people and the continuity and survival of the next generation (Heine, 2002; Thaman, 1995). As described by Ejnar Aerōk, an expert canoe builder in the RMI, he stated: “jerbal ippān doon bwe en maron maan wa e” (cited in Miller, 2010, p. 69). His description emphasises the significance of partnerships and working together when navigating and journeying together in order to move the canoe forward. The kubaak, the outrigger of the wa (canoe) is about “partnerships”. For us as elementary school leaders on Majuro, kubaak encourages us to value collaborative partnerships with each other as well as our communities, PSS, and other stakeholders. Partnerships is an important part of the Kanne Lobal education and leadership framework. It requires ongoing bwebwenato – the inspiring as well as confronting and challenging conversations that should be mediated and negotiated if we and our education stakeholders are to journey together to ensure that the educational services we provide benefits our next generation of young people in the RMI. Navigating ahead the partnerships, mediation, and negotiation are the core values of jouj (kindness, love), kautiej (respect), and jouj eo mour eo (reciprocity). As an organic conceptual framework grounded in indigenous values, inspired through our lived experiences, Kanne Lobal provides ideas and concepts for re-thinking education and leadership practices that are conducive to learning and teaching in the schooling context in the RMI. By no means does it provide the solution to the education ills in our nation. However, we argue that Kanne Lobal is a more relevant approach which is much needed for the negatively stigmatised system as a consequence of the various colonial administrations that have and continue to shape and reframe our ideas about what education should be like for us in the RMI. Moreover, Kannel Lobal is our attempt to decolonize the framing of education and leadership, moving our bwebwenato to re-framing conversations of teaching and learning so that our cultural knowledge and values are foregrounded, appreciated, and realised within our education system. Bwebwenato: sharing our stories In this section, we use bwebwenato as a method of gathering and capturing our stories as data. Below we capture our stories and ongoing conversations about the richness in Marshallese cultural knowledge in the outer islands and on Majuro and the potentialities in Kanne Lobal. Danny Jim When I was in third grade (9-10 years of age), during my grandfather’s speech in Arno, an atoll near Majuro, during a time when a wa (canoe) was being blessed and ready to put the canoe into the ocean. My grandfather told me the canoe was a blessing for the family. “Without a canoe, a family cannot provide for them”, he said. The canoe allows for travelling between places to gather food and other sources to provide for the family. My grandfather’s stories about people’s roles within the canoe reminded me that everyone within the family has a responsibility to each other. Our women, mothers and daughters too have a significant responsibility in the journey, in fact, they hold us, care for us, and given strength to their husbands, brothers, and sons. The wise man or elder sits in the middle of the canoe, directing the young man who help to steer. The young man, he does all the work, directed by the older man. They take advice and seek the wisdom of the elder. In front of the canoe, a young boy is placed there and because of his strong and youthful vision, he is able to help the elder as well as the young man on the canoe. The story can be linked to the roles that school leaders, teachers, and students have in schooling. Without each person knowing intricately their role and responsibility, the sight and vision ahead for the collective aspirations of the school and the community is difficult to comprehend. For me, the canoe is symbolic of our educational journey within our education system. As the school leader, a central, trusted, and respected figure in the school, they provide support for teachers who are at the helm, pedagogically striving to provide for their students. For without strong direction from the school leaders and teachers at the helm, the students, like the young boy, cannot foresee their futures, or envisage how education can benefit them. This is why Kanne Lobal is a significant framework for us in the Marshall Islands because within the practice we are able to take heed and empower each other so that all benefit from the process. Kanne Lobal is linked to our culture, an essential part of who we are. We must rely on our own local approaches, rather than relying on others that are not relevant to what we know and how we live in today’s society. One of the things I can tell is that in Majuro, compared to the outer islands, it’s different. In the outer islands, parents bring children together and tell them legends and stories. The elders tell them about the legends and stories – the bwebwenato. Children from outer islands know a lot more about Marshallese legends compared to children from the Majuro atoll. They usually stay close to their parents, observe how to prepare food and all types of Marshallese skills. Loretta Joseph Case There is little Western influence in the outer islands. They grow up learning their own culture with their parents, not having tv. They are closely knit, making their own food, learning to weave. They use fire for cooking food. They are more connected because there are few of them, doing their own culture. For example, if they’re building a house, the ladies will come together and make food to take to the males that are building the house, encouraging them to keep on working - “jemjem maal” (sharpening tools i.e. axe, like encouraging workers to empower them). It’s when they bring food and entertainment. Rubon Rubon Togetherness, work together, sharing of food, these are important practices as a school leader. Jemjem maal – the whole village works together, men working and the women encourage them with food and entertainment. All the young children are involved in all of the cultural practices, cultural transmission is consistently part of their everyday life. These are stronger in the outer islands. Kanne Lobal has the potential to provide solutions using our own knowledge and practices. Connie Joel When new teachers become a teacher, they learn more about their culture in teaching. Teaching raises the question, who are we? A popular saying amongst our people, “Aelon kein ad ej aelon in manit”, means that “Our islands are cultural islands”. Therefore, when we are teaching, and managing the school, we must do this culturally. When we live and breathe, we must do this culturally. There is more socialising with family and extended family. Respect the elderly. When they’re doing things the ladies all get together, in groups and do it. Cut the breadfruit, and preserve the breadfruit and pandanus. They come together and do it. Same as fishing, building houses, building canoes. They use and speak the language often spoken by the older people. There are words that people in the outer islands use and understand language regularly applied by the elderly. Respect elderly and leaders more i.e., chiefs (iroj), commoners (alap), and the workers on the land (ri-jerbal) (social layer under the commoners). All the kids, they gather with their families, and go and visit the chiefs and alap, and take gifts from their land, first produce/food from the plantation (eojōk). Tommy Almet The people are more connected to the culture in the outer islands because they help one another. They don’t have to always buy things by themselves, everyone contributes to the occasion. For instance, for birthdays, boys go fishing, others contribute and all share with everyone. Kanne Lobal is a practice that can bring people together – leaders, teachers, stakeholders. We want our colleagues to keep strong and work together to fix problems like students and teachers’ absenteeism which is a big problem for us in schools. Demetria Malachi The culture in the outer islands are more accessible and exposed to children. In Majuro, there is a mixedness of cultures and knowledges, influenced by Western thinking and practices. Kanne Lobal is an idea that can enhance quality educational purposes for the RMI. We, the school leaders who did GCSL, we want to merge and use this idea because it will help benefit students’ learning and teachers’ teaching. Kanne Lobal will help students to learn and teachers to teach though traditional skills and knowledge. We want to revitalize our ways of life through teaching because it is slowly fading away. Also, we want to have our own Marshallese learning process because it is in our own language making it easier to use and understand. Essentially, we want to proudly use our own ways of teaching from our ancestors showing the appreciation and blessings given to us. Way Forward To think of ways forward is about reflecting on the past and current learnings. Instead of a traditional discussion within a research publication, we have opted to continue our bwebwenato by sharing what we have learnt through the Graduate Certificate in School Leadership (GCSL) programme. Our bwebwenato does not end in this article and this opportunity to collaborate and partner together in this piece of writing has been a meaningful experience to conceptualise and unpack the Kanne Lobal framework. Our collaborative bwebwenato has enabled us to dig deep into our own wise knowledges for guidance through mediating and negotiating the challenges in education and leadership (Sanga & Houma, 2004). For example, bwe-jen-lale-rara reminds us to inquire, pay attention, and focus on supporting the needs of others. Through enra-bwe-jen-lale-rara, it reminds us to value cultural exchange and reciprocity which will strengthen the development and maintaining of relationships based on ways we continue to honour each other (Nimmer, 2017). We not only continue to support each other, but also help mentor the next generation of school leaders within our education system (Heine, 2002). Education and leadership are all about collaborative partnerships (Sanga & Chu, 2009; Thaman, 1997). Developing partnerships through the GCSL was useful learning for us. It encouraged us to work together, share knowledge, respect each other, and be kind. The values of jouj (kindness, love), kautiej (respect), and jouj eo mour eo (reciprocity) are meaningful in being and becoming and educational leader in the RMI (Jetnil-Kijiner, 2014; Miller, 2010; Nimmer, 2017). These values are meaningful for us practice particularly given the drive by PSS for schools to become accredited. The workshops and meetings delivered during the GCSL in the RMI from 2018 to 2019 about Kanne Lobal has given us strength to share our stories and experiences from the meeting with the stakeholders. But before we met with the stakeholders, we were encouraged to share and speak in our language within our courses: EDP05 (Professional Development and Learning), EDP06 (School Leadership), EDP07 (School Management), EDP08 (Teaching and Learning), and EDP09 (Community Partnerships). In groups, we shared our presentations with our peers, the 15 school leaders in the GCSL programme. We also invited USP RMI staff. They liked the way we presented Kannel Lobal. They provided us with feedback, for example: how the use of the sail on the canoe, the parts and their functions can be conceptualised in education and how they are related to the way that we teach our own young people. Engaging stakeholders in the conceptualisation and design stages of Kanne Lobal strengthened our understanding of leadership and collaborative partnerships. Based on various meetings with the RMI Pacific Resources for Education and Learning (PREL) team, PSS general assembly, teachers from the outer islands, and the PSS executive committee, we were able to share and receive feedback on the Kanne Lobal framework. The coordinators of the PREL programme in the RMI were excited by the possibilities around using Kanne Lobal, as a way to teach culture in an inspirational way to Marshallese students. Our Marshallese knowledge, particularly through the proverbial meaning of Kanne Lobal provided so much inspiration and insight for the groups during the presentation which gave us hope and confidence to develop the framework. Kanne Lobal is an organic and indigenous approach, grounded in Marshallese ways of doing things (Heine, 2002; Taafaki & Fowler, 2019). Given the persistent presence of colonial processes within the education system and the constant reference to practices and initiatives from the US, Kanne Lobal for us provides a refreshing yet fulfilling experience and makes us feel warm inside because it is something that belongs to all Marshallese people. Conclusion Marshallese indigenous knowledge and practices provide meaningful educational and leadership understanding and learnings. They ignite, inspire, and transform thinking and practice. The Kanne Lobal conceptual framework emphasises key concepts and values necessary for collaborative partnerships within education and leadership practices in the RMI. The bwebwenato or talk stories have been insightful and have highlighted the strengths and benefits that our Marshallese ideas and practices possess when looking for appropriate and relevant ways to understand education and leadership. 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From the Editors Huseyin Uzunboylu, Cigdem Hursen Dear Colleagues It is a great honour for us to welcome you as Editors of Cypriot Journal of Educational Sciences which has accepted publications indexed in qualified databases since 2006. Our main aim is to increase the quality of the journal day by day. We are ready to publish the new issue of Cypriot Journal of Educational Sciences which has 5 articles written by authors from Cyprus, Portugal and Turkey. The aim of this issue is to give the researchers an opportunity to share their academic studies. First of all, I would like to thank all authors who have contributed to this issue. There are different focuses in the articles. For example, Sibel Ersel Kaymakamoğlu aimed to explore the English language learning beliefs of the students studying in the Guidance and Counseling Department at one of the Universities in Northern Cyprus. It also explored if the participants’ perceptions about English language learning showed differences according to gender and age. The findings revealed significant differences between the male and female participants’ perceptions about English language learning beliefs. On the other hand, İshak Kozikoğlu aim of this research is to analyze the studies concerning challenges faced by novice teachers in terms of various aspects and compare challenges according to location of the studies conducted in Turkey and abroad. Another study conducted by Fernando Almeida. They describe the experience of using a serious game in the entrepreneurship field in the context of the classroom. For that, they adopt a quantitative research technique based on a survey research to measure the different characteristics experienced by higher education students when using serious games in the classroom to learn entrepreneurship. The students have multidisciplinary competences, coming from courses with strong emphasis in the area of management and technology. The use of the serious game allowed students to develop skills mainly in terms of innovation, leadership, strategic thinking, problem solving, business launch and risk management. Also, Belkıs Tekmen aim of this study is to review and discuss some of these components of preschool teacher education in the Turkish context such as the student selection policy, faculty development, recruitment policies and competencies of the graduates. Finally, Huseyin Bicen and Senay Kocakoyun aimed to determine the opinions of students who participated in the development and application process of an Android application named NEU-CEIT about the mobile learning environment, educational and sharing structure of the developed application. According to the results, it was revealed that outcomes related with the usage structure of the developed application were positive, educational structure of the application is appropriate to follow the curriculum, it is rich in terms of materials and it might be one of the applications that students can use for communication. I would like to express my thanks to all authors preferring Cypriot Journal of Educational Sciences to publish their articles, and also all reviewers working seriously in this process. Best regards, Editor-in-Chief Prof. Dr. Huseyin Uzunboylu Executive Editor Assoc. Prof. Dr. Cigdem Hursen

Purpose The purpose of this paper is to investigate leadership curricula in UAE business and education management programmes and examine the extent to which they are derived from and linked to students’ cultural and Islamic values using Habermas’ critical theory. Design/methodology/approach The study employs a mixed methods approach that takes classical pragmatism as its philosophical foundation and critical theory as a theoretical lens. Data are collected in four sequential phases using critical discourse analysis of course materials, class observations, student survey and faculty interviews. Results are integrated at the interpretative level and abductive reasoning is used as the logic of justification. Findings Results show that despite the increasing efforts to incorporate cultural and Islamic values into the curriculum, it is still mainly dominated by Western theories and models of leadership, especially in the leadership courses offered by business schools, mainly because of accreditation requirements and the lack of English resources and theories on UAE and Islamic models of leadership. Research limitations/implications The study is limited to leadership curricula in the UAE. Researchers may extend and broaden the scope of the study by investigating leadership curricula in the Gulf and/or the Middle East. Future studies may also look at other theoretical frameworks recommended by other management scholars such as Mezirow’s transformational learning and the socio-constructivist approach (Hotho and Dowling, 2010). This study aims to open an ongoing debate and further investigation on the topic. Practical implications The results of the current study may inspire faculty members and programme coordinators to develop critical and culturally relevant curricula that are informed by Habermas’ critical theory and best teaching practices. Originality/value The study adds to the current knowledge base through its research design and approach that address an under-investigated topic. None of the current studies empirically investigated leadership curricula in the UAE. The theoretical framework and research findings can be used to develop culturally relevant and value-oriented leadership curricula that reflect indigenous and Western perspectives of leadership.

Purpose Leaders in education face diverse challenges in an increasingly competitive and changing environment. Although women numerically dominate the workforce, senior managers are predominately men. The purpose of this paper is to examine leadership skills required for senior management roles in vocational education training (VET); determine if the ranking of importance of skills differs by gender and if the ranking contributes to women not advancing to senior management roles. As skills are abilities that can be developed and learned focusing on leadership skills will provide further insight into leadership and influence leadership development programs in VET to re-orientate women into senior management roles. Design/methodology/approach The methodology was based on the theoretical framework of the Leadership Skills Strataplex Model (LSSM). The model categorises leadership skills into cognitive, interpersonal, business and strategic skills and determines skill requirement based on management level. A quantitative study with data collected from an online survey completed by 100 senior managers employed in Australian VET, with an even distribution of men and women, identified leadership skills and ranked the importance of the skills. Analysis of the data was conducted using correlation test and principal factor analysis. Findings Both men and women identified that cognitive, interpersonal, business and strategic skills were required for senior management roles in VET; however, they ranked the importance of these skills differently. Men ranked business and strategic skills as the most important whilst women ranked cognitive and interpersonal skills. The findings provide insight into how gender influences leadership with men focused on task-orientated leadership skills whilst and women focused on relationship development leadership skills. Research limitations/implications The major limitation of this study was that the results were derived from the employees’ perspective and not that of the employer. However, the limitation does not detract from the overall contribution, this study makes to leadership, leadership skills and VET. The findings of this study suggest that further education leadership research is warranted as most studies are predominately focused on leadership theory with limited reference to leadership skills. Practical implications The findings of this study provide practical implications to inform VET leadership professional development programs for teachers and managers to focus on leadership skills. The difference in ranking of importance of leadership skills by men and women highlights that focusing on specific leadership skill development of cognitive, interpersonal, business and strategic skills for aspiring managers may help re-orientate women into senior management roles. Originality/value The use of the LSSM, previously used in government and higher education to identify leadership skills, the online survey as the data collection tool and quantitative analysis provides originality in the methodology rarely seen in VET education. The study adds value to education management, VET, leadership, and gender research by providing insight into leadership skills.

Management of learning and teaching in a transnational business education program can be a true challenge for institutions in both home and host countries, especially with leadership and governance. In this article, we seek to define challenges in engaging business students in a transnational education program operating in Singapore and Australia. From the interviews with students and staff, we identified feedback, communication, and transferability as important factors promoting engagement among students in the transnational program. We highlight learning strategies to support ongoing engagement among students in a transnational business education program. The findings suggest that contextualizing the local and international issues is crucial in the management of a transnational business education program if students are to develop global competencies.

Purpose – This paper aims to investigate the roles of leadership in enabling sustainability transformation of universities and higher sustainability management education. It advocates research into the role of leadership for a university’s sustainability transformation by exploring interactions between university members and institutional contexts. Design/methodology/approach – Using a case study approach, this study explores the sustainability transformation of a university and its influence on the MBA Sustainability Management by applying Mintzberg’s leadership framework. Findings – The findings suggest that leaders can strongly influence a process of change in mindsets, practices and curricula to incorporate sustainability into higher business education institutions. Whereas bottom-up leadership initiatives are crucial, leadership support from top management is seen as important to enable larger, more radical steps of transformation. Originality/value – It is worthy noting that in the medium run strategic leadership to develop good sustainability management education programs requires a consistent institutional commitment for sustainability.

Introduction / Innovation Concept: The 2015 CanMEDS framework requires all Canadian residency programs to increase their focus on Quality Improvement and Patient Safety (QIPS). A survey of the FRCP Emergency Medicine Residency Program Directors in Canada (63% response rate, 8/13) found that 75% (6/8) of programs have QIPS curricula with 84% (5/6) in the form of didactic lectures and 67% (4/6) as resident participation in a local project. Lectures alone do not expose learners to the practicality of conducting a QIPS project, and local resident projects often do not expose learners to the complexities of organization-wide QI initiatives. Furthermore, QI initiatives require working in interdisciplinary teams. We therefore hypothesize that an effective QIPS curriculum will require multiple education methods delivered using a multi-disciplinary lens. Methods: A collaborative longitudinal QIPS curriculum for emergency medicine residents at the University of Toronto (UT) was developed using multiple educational methods by physicians and non-medical QI specialists. The curriculum addresses three levels of QIPS training: Knowledge (lectures in PGY1 and 2), practical skills at the local clinical microsystem level (QI project in PGY3), and practical skills at the organization level (problem solving using the case method in PGY5). Curriculum, Tool, or Material: The lectures are taught by physicians involved in local and organization-wide QI projects and by those in senior management. The PGY3 residents enrol in a co-learning curriculum developed by the Department of Medicine, where residents and faculty conduct a local QI project together. The PGY5 teaching cases were created with management consultants using material from a real hospital QIPS initiative. PGY5s are taught using the case method that places the learner in the role of the organization’s manager who discusses the issues in class and proposes actions. Residents learn about the practicality of their recommendations by discussion with the management consultants, who disclose the case outcomes and review the lessons learned. Conclusion: A longitudinal QIPS curriculum for emergency medicine residents at UT was developed collaboratively. Multiple teaching methods address all three levels of QIPS training. This curriculum represents a novel use of the case method to instruct QIPS project leadership and management outside of the business school setting. Discussions with management consultants provide a different perspective of the real-life challenges of conducting QIPS initiatives.

The Status of Women in Leadership Tahani H. Alqahtani PhD student, Management at Aberdeen University – Lecturer, College of Economics and Administrative Sciences at Imam Mohamed Ibn Saud University. Abstract Even though females have indeed entered jobs previously closed to them, many occupations remain as gender-gapped now as they were half a century ago. Gender-segregated employment patterns are so tenacious because, they are built into the very organizational fabric of work and the workplace. Descriptive stereotyping describes what men and women are like and prescriptive stereotyping defines defining what women and men should be like. This literature review provides a broad understanding of the gender differences in leadership and the gender gap in organization. This literature review founds that gender-segregated employment patterns are so tenacious because they are built into the very organizational fabric of work and the workplace. Introduction The current literature concerning leadership from a variety of Eastern and Western countries highlights that, regardless of a recent global increase in the number of females entering the labour market, only a small number of professional women hold top management or leadership positions. In spite of the fact that the growth pattern of women in the labour force and their representation in leadership roles does differ across countries and regions, and although a number of women in leadership positions worldwide are making contributions both within and beyond their communities (Percupchick, 2011), the overarching observation can be made that a substantive gender gap exists in female’s representation in relation to leadership positions and decision-making across many sectors of society (Catalyst, 2016). Moreover, studies indicate that a large number of sometimes highly qualified women are choosing to step down from positions of authority and leave their careers (Rabas, 2013). This literature review provides a broad understanding of the gender differences in leadership and the gender gap in organization. Literature Review Research has identified the reasons for the persistence of women having a less expressive presence in management and leadership positions (Acker, 1991; Kolb et al., 1998; Simpson, 2004; Williams, 2001; England, 2010; Kellerman and Rhodes, 2014; Gipson, et al., 2017). Among these, the existence of a male-normed corporate culture and organizational structure is posited as a formidable obstacle to female progress in the workplace. The literature abounds with evidence of the way organizational norms, values and structures, disadvantage females in their career advancement at the institutional level (Morrison, 2012; Keohane, 2014). Looking specifically at the field of academia, for Nguyen (2012), “Policies and process in higher education can act as barriers against women assuming leadership and management positions” (p. 127). Acker (1990) suggests the existence of an organizational attitude behind these gender contrasts as a result of organizational structure, rather than any differences held to exist in the characters of males and females. Goveas and Aslam (2011, p. 236) state that a further important factor with the potential to hinder female's opportunities for development consists of “the unavailability of structured human resource policies and strategies addressing women workers, [which] has proven to be a major obstacle to women’s progress and development”. Referring specifically to the field of educational management, for Sui Chu Ho (2015), “Gender inequalities in staff recruitment, appointment and promotion exist in educational institutions, such as universities” (p. 87). She goes on to note how this evidence and claim to support it are actually routinely dismissed, both by those in authority and the general public. It is likely that hierarchal organizational structures create a setting in which women feel out of place due to gender variances (Morrison, 2012; Al-Shanfari, 2011; Keohane, 2014), resulting in many females stepping down or leaving from a post in a workplace at which their leadership abilities are being questioned. This conflict is further compounded by many jobs being designed around men’s objectives, and that many organizations are reluctant to support women within their workforce when potential career conflicts arise (Kellerman, and Rhode, 2012). Therefore, the ideal worker is male: “Images of men’s bodies and masculinity pervade organizational processes, marginalizing women and contributing to the maintenance of gendered segregation in organisations” (Acker 1990, p. 139). A key impact of organizational masculinity is the emotional labor expended by women in order to succeed. Connell (1987) states that gendered structures and practices operating within organizations result in very different career experiences and outcomes for women and men, and the most senior organizational positions are considered sites of hegemonic masculinity. Thus, organizational structure is not gender neutral and organizational culture reflects the wishes and needs of powerful men. In reviews of research into gender and leadership, limiting women’s progress in organizations is a well-documented phenomenon, including the persistence of gender stereotypes. Kanter (1977) identifies the ‘masculine ethic’ as part of the early image of leaders and managers. This masculine ethic elevates the traits assumed to be exclusive to men as requirements for effective management: a tough-minded approach to problems; analytical planning abilities; a capacity to set aside personal emotional considerations in the interests of task accomplishment; and cognitive superiority in problem-solving and decision-making (Kanter, 1977). Thus, even with regards to Kanter, (1977), although social construction presumes that these traits and characteristics supposedly belong to males only (or are at least more likely to be held by males), if practically all leaders and managers are men from the beginning, it should come as no surprise that when females attempt to enter leadership or management occupations the masculine ethic is invoked as an exclusionary principle Acker (1991) sees the ‘masculine ethic’ referred to earlier as the structural basis of organizations, in the sense that allegedly ‘masculine characteristics’ are built into the very fabric of organizations. As a result, the workplace itself is stacked against the equalization of opportunities for women. Acker (1991, p. 289) defines gendered organizations as occurring when “advantage and drawback, control and exploitation, emotion and action, identity and meaning, are patterned through and in terms of a distinction between female and male, feminine and masculine”. Thus, masculinity assumes control of the workplace environment or the business sphere in the subtlest of ways (Acker, 1991). Additionally, masculinity also appears to affect employees’ characters. The preferred employee presents her/himself as a masculine character in choice of clothes, language, and presentation (Acker, 1991). Furthermore, job opportunities and hierarchies are also filled in accordance with gender preferences, meaning that the positions should concur with what is deemed relevant and suitable for the gender that fills them (Kolb et al., 1998). In this way, gender implications have negatively influenced the progress of women in their working lives (Acker, 1991). Informal occupational segregation due to gender stereotypes as well as the gender biases commonly held by the wider society entail the trend of hiring women and men in different types of working areas and positions (Fitzsimmons, Callan, and Paulsen, 2014). Simpson (2004) argues that gender representation in social discourse and social perceptions of gender play a significant role in sustaining and promoting gendered employment. Consequently, these biased stereotypes, embedded in deep-rooted ideologies, automatically view job placement through the lens of gender (Simpson, 2004). Thus, work related to masculine organizations draws on the notion of a job requiring allegedly masculine qualities such as analytical skills, assertiveness and physical strength, in turn reinforcing more the idea of being ‘manliness’ being something distinct and unattainable for women. Unsurprisingly, as Britton and Logan (2008) note, these jobs, in turn, naturally attract more male applicants than females. At the same time, stereotypical assumptions that females pay more attention to detail, are more caring, and place value on physical attractiveness confine them to roles as teachers, nurses, administrators, and jobs in the beauty industry (Britton and Logan, 2008). Moreover, men are more likely to be selected for any ‘male-type’ position in a company even when women and men possess the same qualifications because of the implicit bias that, like for like, men perform better than women (Omar and Davidson, 2001). This leads individuals to believe that women do not have the necessary skills and so are unable to work effectively in male-type jobs. For example, because women are associated with activities that do not involve much in the way of physical strength (such as taking care of their children and families), they have traditionally been considered a second choice to men when it comes to jobs that involve working outdoors (Britton and Logan, 2008). England’s (2010) research has shown that in the twentieth century women have progressed at a sluggish pace in terms of workplace equality. Despite the fact that females have indeed entered jobs previously closed to them, many occupations remain as gender-gapped now as they were half a century ago. Moreover, she notes that at any level of the employment pyramid, females continue to lag behind males in terms of authority and pay, regardless of the closing gap between men and women in workplace seniority and educational attainment. Acker (1990) argues that such gender segregated employment patterns are so tenacious because, as noted, they are built into the very organizational fabric of work and the workplace. Stereotyping means generalizing behavioural characteristics of groups of individuals and then applying the generalization to people who are members of the group (Heilman, 2012). Recently, researchers have investigated gender stereotyping by dividing the generalizations into two properties, descriptive and prescriptive. Heilman (2012) concentrated on the importance of each of those properties. Descriptive stereotyping describes what men and women are like and prescriptive stereotyping defines defining what women and men should be like. For instance, descriptive stereotyping of women creates negative expectations about a woman’s performance as a leader owing to there is a lack of fit between the characteristics assigned to traditionally male leadership roles and the societal roles assigned to females. Prescriptive stereotypes, or ascribing behaviors women ought to emulate, and the agentic characteristics of leadership create an incongruity with expected women behavior (Wynen et al., 2014). Furthermore, Heilman argues that irrespective of whether gender stereotyping is prescriptive or descriptive, the practice impedes the progress of females into leadership roles. One source for gender inequalities in the work force is gender stereotyping in the form of occupational segregation (Wynen et al., 2014). Occupational segregation occurs because there is a separation of women or men in certain occupations or employment sectors (Wynen et al., 2014). This gender separation is seen in occupations such as doctors , nursing, lawyers and teaching. Often, teachers or nurses are portrayed as women, while, lawyers and doctors are portrayed as men. According to scholars in social role theory, such as Franke, Crown, and Spake (1997) and Eagly (1987) gender stereotyping in certain occupations is deeply inherent in societal roles for female and male. Although both women and men have been shown to exhibit biases toward women in high management positions (Eagly and Carli, 2007; Ellemers, Rink, Derks, and Ryan, 2012; Ryan et al., 2011), Ellemers et al. (2012) pointed out that most individuals prefer to believe in a just world where gender differentiation is rare and success is based on merit; thus, in most instances, they will treat allegations of unequal treatment unfavourably. This result lead to fewer reports for fear of negative repercussions, and consequently inequity is often not noticed, challenged, or addressed (Ellemers et al., 2012). Moreover, Ibarra et al (2013) believe that when organizations advise females to seek leadership positions without addressing the subtle biases that exist in practices and policies, the companies undermine the psychological development that should take place to become a leader. Conclusion In conclusion, this literature review has outlined how women face obstacles in different organizational context, limiting their ability to achieve empowerment by aspiring to and achieving leadership. Historically, certain factors have hindered women from being accepted as leaders, regardless of their achievements, which leads to an underestimation of their capabilities. This under-representation of qualified women in leadership roles is symbolic of the gender gap in the workplace.

To improve online learning pedagogy within the field of paralegal education, this study investigated how paralegal students and paralegal instructors perceived the effectiveness of synchronous and asynchronous online paralegal courses. This study intended to inform paralegal instructors and course developers how to better design, deliver, and evaluate effective online course instruction in the field of paralegal studies.Survey results were analyzed using independent samples t-test and correlational analysis, and indicated that overall, paralegal students and paralegal instructors positively perceived synchronous and asynchronous online paralegal courses. Paralegal instructors reported statistically significant higher perceptions than paralegal students: (1) of instructional design and course content in synchronous online paralegal courses; and (2) of technical assistance, communication, and course content in asynchronous online paralegal courses. Instructors also reported higher perceptions of the effectiveness of universal design, online instructional design, and course content in synchronous online paralegal courses than in asynchronous online paralegal courses. Paralegal students reported higher perceptions of asynchronous online paralegal course effectiveness regarding universal design than paralegal instructors. No statistically significant differences existed between paralegal students’ perceptions of the effectiveness of synchronous and asynchronous online paralegal courses. A strong, negative relationship existed between paralegal students’ age and their perceptions of effective synchronous paralegal courses, which were statistically and practically significant. Lastly, this study provided practical applicability and opportunities for future research. Akyol, Z., & Garrison, D. R. (2008). 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The governance of universities and colleges in the United States basically follows the concept and spirit of democracy embraced by the nation from its birth. The systems and practices in place at most U.S. institutions of higher learning include collaborative, representative, or collective decision-making arrangements known as shared governance. However, these systems and practices are hardly uniform due to the diversity of governance patterns that reflect the unique and different history, needs, and mission of a particular institution. Sometimes they are differentiated from, and contrasted with, corporate, business, and more authoritarian or centralized forms of institutional governance. In contrast with university governance elsewhere in the world—that can range from strong central government control to private self-regulated operations—the U.S. forms of campus governance have emerged in a country that does not have centralized authority over education. U.S. institutions of higher learning respond to a variety of controls and interests that are on display variously at public, private non-profit, private for-profit, and religious universities. Governance, authority, and administration are spread across a wide spectrum of players, including governing boards; presidents, chancellors, and other administrators; the academy/faculty; administrative staff; campus committees; students; and, even some external factors. Shared governance is not a perfect formula or panacea for university administration and decision-making. It does, however, provide a methodology, system, and concept that can help guide the leadership of a university as it approaches the administration and conduct of its educational responsibilities. In today’s higher education environment, the term governance is rather expansive. In one sense, it means top-down governance that is the rightful role and authority of an institutional board charged with overseeing policy, programming, performance, and executive guidance and evaluation. But, it also variously means the use of institutional strategies, operations, and components to distribute, disseminate, and “share” authority and responsibilities for a university’s administrative, management, and decision-making functions, i.e., “on-campus governance.” In this respect, shared governance “borrows” many of the attributes and principles of democratic government. In any case, shared governance, in its many forms and applications, is widely practiced in U.S. universities, including Delta State University.

Purpose The purpose of this paper is to explore perspectives of academicians in leadership positions in Indian business schools on the sustainability of management education institutions in India. Design/methodology/approach Semi-structured interviews were conducted with 20 respondents including directors, deans and vice-chancellors of private and public sector institutions offering management programmes across India. The interviews were audio recorded and transcribed verbatim for analysis. Findings All the respondents strongly supported the need for building sustainable management education institutions. Different factors affecting sustainability of institutions that emerged from the interviews included focus on local context and inter-disciplinarity, visionary leadership and culture, country specific curriculum and pedagogy, sustained industry-academia collaboration, faculty orientation, training, retention and growth. On the basis of the factors identified, a directional proposition with the perspective of blue ocean strategy is proposed. Originality/value There is a vast scope for exploring issues, challenges and strategies for building sustainable management education institutions. Literature in this field in the Indian context is very limited. This paper is one of the few attempts to study perspectives and experiences of leaders in Indian business schools on the sustainability of their institutions.

This article explores the increasing professionalisation of school business practitioners in the state school system in England. Often referred to a ‘school business managers’ or ‘school business leaders’, this cohort of the school workforce have been increasingly tasked with leading crucial site-based management functions in schools, such as finance and budgeting, human resources and school operations. As this area of practitioner activity has grown over the last two decades, ‘school business leadership’ has increasingly been positioned by education policy makers and professional bodies as a distinct field of practice within the school system. However, despite increasing recognition of the value of school business leadership within the school system, there is evidence of continued tensions around the inclusion of such practitioners in matters of leadership. Further, there is a paucity of scholarly research exploring school business activity and the increasing professionalisation of its practitioners. Therefore, this article serves to contribute to this gap by exploring the evolution of school business practitioners and their positioning within the wider field of education in England. It argues for further research in England and for knowledge exchange with other education contexts to share insight and explore future potential.

This paper examines the links between student learning and school leadership focusing on Lithuania in comparative perspective. Different aspects of school leadership areas are being outlined, but after a more thorough analysis of the educational effectiveness perspective, it seems that the direct link between principal and student achievement is not that clear. In order to explain this, we further analysed the role which school autonomy plays in effective leadership and found that different countries chose different levels of power distribution. After revealing diversity in meta-analyses and reviews about the existing effect sizes of school decentralization we looked into different tasks on which school heads spend their time, and noticed that instructional leadership is most effective in adding value to student achievement. What exactly counts as instructional leadership is debated and may change depending on context. The presumption that leadership and school effectiveness are related, could be valid only if school accountability and autonomy particularities are taken into account, therefore the reforms in selection, recruitment and training of school heads could be expected to drive effectiveness of education systems only as far as the right balance of the three (accountability, autonomy, leadership) are found.

Successfully adopting sport business analytics to enhance organization-wide business processes necessitates a combination of business acumen, modeling expertise, personnel coordination, and organizational support. Although the development of technical skills has been well mapped in analytics curricula, informing future leadership and affiliated nontechnical personnel about the sport business analytics process, specifically, remains a gap in sport management curricula. This acknowledgment should compel sport management programs to explore strategies for sport analytics training geared toward this population. Guided by experiential learning and foundational business analytics frameworks, a seven-module approach to teaching sport business analytics in sport management is advanced with a particular focus for future executives, managers, and nontechnical users in the sport industry. Concomitantly, the approach presents learning goals and outcomes, sources for instructors to review and consider, and sample assessments designed to fit within the existing sport management curricula.