Relevant bibliographies by topics / Failed leadership

Contents

  1. Journal articles
  2. Dissertations / Theses
  3. Books
  4. Book chapters
  5. Conference papers
  6. Reports

Academic literature on the topic 'Failed leadership'

Author: Grafiati
Published: 4 June 2021
Last updated: 8 February 2022

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Journal articles on the topic "Failed leadership"

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Samuels, Richard J. "When leadership failed." American Sociologist 34, no. 1-2 (2003): 33–44. http://dx.doi.org/10.1007/s12108-003-1004-z.

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Baboș, Alexandru, and Raluca Rusu. "Toxic Leadership in the Military Organization – A Theoretical Approach to Failed Leadership." International conference KNOWLEDGE-BASED ORGANIZATION 26, no. 1 (2020): 182–85. http://dx.doi.org/10.2478/kbo-2020-0029.

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AbstractThe toxic leadership refers to destructive behaviours and leaders’ personal characteristics which cause serious damage to the subordinates and organizations. Still, what is toxic for the military in one country can be good in another one, given the cultural differences. This article wants to emphasize, from a theoretical approach, the main characteristics and effects of toxic leadership within the military organization.
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Grint, Keith. "Mutiny and leadership." Journal of Management & Organization 25, no. 03 (2019): 396–97. http://dx.doi.org/10.1017/jmo.2019.11.

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AbstractMutiny is often regarded as a consequence of dire conditions and failed leadership. This reflection on Ken Parry's work suggests it is neither and much more the consequences of a socially constructed world.
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Kuhn, Raymond. "The Raffarin Premiership: A Case of Failed Political Leadership." South European Society and Politics 10, no. 2 (2005): 245–61. http://dx.doi.org/10.1080/13608740500134952.

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Kumar, Krishna. "Has India Inc Failed in Playing the Leadership Role?" Vikalpa: The Journal for Decision Makers 28, no. 3 (2003): 1–14. http://dx.doi.org/10.1177/0256090920030301.

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A large number of higher rung companies have not been able to contribute effectively to correct India's balance of trade. In fact, a large proportion (over 50%) is involved in aggravating it. The performance of lower rung corporates is comparatively more satisfactory. The contribution by the higher rung corporates to the globalization of Indian business is even more unsatisfactory. With a few honourable exceptions, they are globalizing more actively inwards than outwards. Most of the corporates are not contributing to increasing the global competitiveness of India through technological capability building. There is increasing technological dependence of these companies, perhaps strategic dependence, on foreign companies as manifested by accelerated pace of foreign collaboration by corporate leaders in every field. Corporates are not able to withstand global competition. The performance of over 50 per cent of pre-reform corporate leaders has gone down both in terms of their sales rank and profit position. The performance of the neo-leader companies (entering the fray after 1992) is even worse. This downturn has started affecting the national economy and society. The deteriorating performance of corporate leaders has blocked a huge amount of country's savings in unutilized/underutilized fixed assets and created sizeable non- performing assets. A majority of corporates are still not considering internationalization of their business leaving the task to small companies, especially the software ventures, which are vulnerable to host country protests as well as increasing share of the MNCs in business process outsourcing. Considering all these factors, it is time the corporates realized that they also have a role to play in ensuring sound health of their industry and Indian economy without which their own survival may be at stake in the long run. The magnitude of fall in their performance suggests that the issue has to be taken up as a strategic challenge and new models and approaches for arresting the fall need to be developed. This study analyses the policy implications of this phenomenon and comes up with the following suggestions: The policy-makers need to critically evaluate the export-import and other policies and examine what policy support is needed to make more Indian corporates assume responsibility for increasing the net exports and for internationalization of Indian business. The creation of a large amount of non-performing assets due to failed expansion and diversification moves would entail major ongoing restructuring of the underutilized assets in the form of acquisitions, mergers, and divestitures. There is a need for proactive policies for facilitating such strategies with concern for protecting the interests of larger section of the society. The policy-makers also have to think and consciously decide as to what level of “exit” is to be tolerated as a price to be paid for better quality and increased supply of goods and services. Corporate leaders are not paying enough attention to develop and/or scale up native products that are embedded in the natural endowment and socio-cultural context of the country which could be leveraged as a strategic tool for meeting global competition on local strengths. New/additional policy measures seem to be neces- sary for the purpose. There is a need for large-scale, coordinated research by mobilizing and unifying the national efforts with active industry involvement at various stages of research.
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Sorensen, Sue. "“He thinks he’s failed”." Studies in Religion/Sciences Religieuses 43, no. 4 (2014): 553–74. http://dx.doi.org/10.1177/0008429814526145.

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This survey of clerical characters in Canadian English fiction from Ralph Connor (1901) to Marina Endicott (2008) indicates that our literary ministers, which have been very little studied, deviate significantly from British and American traditions. Writers such as Sinclair Ross (1941) , Margaret Laurence (1964) , Robertson Davies (1970 , 1981), and Warren Cariou (1999) present ministries that thrive when they are plural, communal, spontaneous, or feminine. Christian leadership in these books is surprising and eccentric, often shaped by pastors who do successful ministry in spite of themselves. Their lack of faith or confidence is often a key component of their ministries. Additionally, ministry arises from unexpected sources not sanctioned by ecclesiastical authority and is nevertheless effective and resilient.
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Eneh, Onyenekenwa Cyprian. "Failed Development Vision, Political Leadership and Nigeria’s Underdevelopment: A Critique." Asian Journal of Rural Development 1, no. 1 (2010): 63–69. http://dx.doi.org/10.3923/ajrd.2011.63.69.

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Smith, Judith, and Naomi Chambers. "Mid Staffordshire: a Case Study of Failed Governance and Leadership?" Political Quarterly 90, no. 2 (2019): 194–201. http://dx.doi.org/10.1111/1467-923x.12698.

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Scott, G. "Who Has Failed Africa?: IMF Measures or the African Leadership?" Journal of Asian and African Studies 33, no. 3 (1998): 265–74. http://dx.doi.org/10.1177/002190969803300303.

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Addai-Munumkum, Theresa. "The Failed Masculinist State in Africa: A Rejection of Phallic Man." KENTE - Cape Coast Journal of Literature and the Arts 1, no. 1 (2019): 15–28. http://dx.doi.org/10.47963/jla.v1i1.84.

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African literature is famous for the depiction of a type of politics that tends to reflect the reality on the ground, spanning a panorama of incompetent leadership to gross political corruption. As a result, writing about politics in Africa tends to be a risky undertaking as many creative writers who criticize political leadership and corrupt practices in their works end up being jailed. Using contemporary African literature to discuss the postcolonial African Political State, this paper explores the nature of the state in West Africa in three novels, Chinua Achebe’s A Man of the People, Anthills of the Savannah and Sembene Ousmane’s Xala. Using the metaphor of an impotent masculinity, this paper argues that the political State in Africa is a failed one. From the dawn of independence to the era of democracy, the political state in Africa has had to grapple with failed leadership, corruption, injustice, the ever-widening gap between the rich and the poor etc., and it appears that these problems are becoming more.
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Dissertations / Theses on the topic "Failed leadership"

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Messina, Miguel J. "Failed Dependency| Leadership Strategies to Prevent, Mitigate, and Heal Organizational Trauma in Behavioral Health Systems." Thesis, Ashford University, 2019. http://pqdtopen.proquest.com/#viewpdf?dispub=13863379.

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<p> Leaders play a crucial role in mitigating organizational trauma. Perverse and toxic leaders can disrupt the operating system, including initiating such rupturing events as closing programs or budget cuts. Other times, the disruptions are external and caused by socio-political changes, competitions, and lack of public acceptance. Behavioral health organizations by the nature of their work and the position they occupy in society are at risk of receiving the traumatizing events that change the culture and the operating systems. Leaders are responsible for managing the culture of an organization and mitigating the traumatic events that can result in mediocre services and organizational peril. Transformational leaders possess a great deal of emotional intelligence and believe in their abilities to lead in difficult times. They acknowledge the trauma or traumatizing events, and labor in transforming culture as leaders, employees, and the organization transcends through the events. A Delphi study allowed 18 experts in behavioral health organizations, to share their personal and professional experiences and to arrive at a consensus about leadership roles relating to the phenomenon of organizational trauma. Consequently, the role of leaders in preventing, mitigating, and healing organizational trauma was recognized as an essential role. Last, the experts agreed that transformational leadership styles, as well as emotional intelligence, are necessary interpersonal and professional skills to consider in training and development programs for leaders. The findings were congruent with the knowledge found in the literature review which indicates a need for ongoing study and research. </p><p>
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Parmigian, Guy Louis. "Making a Consolidated Ashtabula-Lakeside High School: Politics and Educational Leadership in Rustbelt Ohio, 1963-2006." Oxford, Ohio : Miami University, 2006. http://rave.ohiolink.edu/etdc/view?acc%5Fnum=miami1154442600.

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Carlo, Jennifer A. "Presidential Arcs: What Institutional Histories Can Tell Us About The Office." Antioch University / OhioLINK, 2014. http://rave.ohiolink.edu/etdc/view?acc_num=antioch1413804943.

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Walker, Kristin Marquette. "Perceptions of Leadership: Impact of Leadership Style and Gender on Employee Motivation." ScholarWorks, 2015. https://scholarworks.waldenu.edu/dissertations/1945.

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Researchers suggest that individuals in Corporate America have stereotypes about the ways in which men and women lead. They also have found that a leader's style and gender can impact employees' job satisfaction, performance, and engagement. However, researchers have provided little empirical evidence about the specific relationship of leadership style and gender on employee motivation. The purpose of this quantitative study was to examine the effects of leadership style, as measured by the Multifactor Leadership Questionnaire (MLQ), and a leader's gender on employee motivation, as measured by the Work Preference Inventory (WPI). Because it was assumed that small organizations would elicit higher participation, individuals employed at organizations with fewer than 100 employees were surveyed. After being asked about the gender and specific characteristics of their leaders, participants were asked about their level of motivation via the WPI. A 2x3 ANOVA was performed to determine the main effects of a leader's gender and leadership style on level of employee motivation. Findings revealed that although gender and leadership style do not significantly impact motivation, laissez-faire leadership style is more likely to positively influence motivation when compared to transformational or transactional leadership style. Though statistically insignificant, these findings contribute to the understanding of the relationship of gender, leadership, and employee motivation, an ongoing topic of concern. Social implications of this study include dispelling some of the gender stereotypes distributed by Corporate America. Essentially, effective leadership is not about which gender leads best, but more about deploying leadership skills that will contribute to employee success.
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Chaves, Cátia Sofia Matos. "O impacto das mudanças organizacionais na liderança." Master's thesis, Instituto Superior de Economia e Gestão, 2019. http://hdl.handle.net/10400.5/19199.

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Mestrado em Gestão e Estratégia Industrial<br>O propósito deste estudo é entender o conceito de liderança, analisar o estilo de liderança transformacional, liderança transacional, liderança laissez-faire e investigar o impacto das mudanças organizacionais na liderança no atual contexto organizacional. Desta forma, escolhi o método qualitativo para recolha de dados, nomeadamente entrevistas. Foram realizadas três entrevistas a líderes de diferentes contextos (militar, desportivo e empresarial) de forma a cruzar conhecimentos, identificar tendências, perceber quais são os principais desafios da liderança e o papel das mudanças organizacionais no desempenho das suas funções. Constatou-se que existe um grande impacto das mudanças organizacionais na liderança e uma grande preocupação com as mudanças sociais, uma vez que estas exigem novas formas de atuação dos líderes organizacionais. O mundo e as pessoas estão em constantes mudanças, com novas exigências, ambições, competências e compreender e adaptar-se a essas mudanças é a única forma de sobreviver e crescer na atualidade.<br>The purpose of this study is to understand the concept of leadership, analyze the transformational leadership style, transactional leadership, laissez-faire leadership and investigate the impact of organizational change on leadership in the current organizational context. This way, I chose the qualitative method for data collection, in specific interviews. Three interviews were conducted with leaders from different contexts (military, sports and business) to cross knowledge, identify trends, understand what the main challenges of leadership and the role of organizational change in the performance of their functions. It was found that is a great impact of organizational changes on leadership and a great concern about social changes, as they require new ways of acting from organizational leaders. The world and people are constantly changing, with new demands, ambitions, skills and understanding and adapting to those changes is the only way to survive and grow nowadays.<br>info:eu-repo/semantics/publishedVersion
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Antonakis, John. "The validity of the transformational, transactional, and laissez-faire leadership model as measured by the Multifactor Leadership Questionnaire (MLQ 5X)." ScholarWorks, 2001. http://scholarworks.waldenu.edu/dilley/8.

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The Multifactor Leadership Questionnaire (MLQ), the most used instrument for gauging Bass and Avolio's full-range leadership model, underwent numerous revisions to answer criticisms about its construct validity. Since researchers found conflicting results regarding the number of factors that best constitute the model, this study examined whether the factor structure of the MLQ (5X) was consistent across a diverse array of samples. The total size of the samples was 6,525, integrated from 18 independent studies. Using confirmatory structural equation modeling techniques, results indicated that the factor structure was best represented by nine single-order factors, as asserted by Bass and Avolio. These results were prevalent when all samples were integrated for the factor structure invariance test, or when individual samples were grouped into homogenous units for strict factorial or factor structure invariance. Thus, the validity of the model was a function of sample conditions explaining why independent researchers who used nonhomogenous samples failed to confirm the nine-factor model. These conditions---interpretable as moderators that bounded the theoretical model---included various environmental and organizational settings, leader gender, and the hierarchical level of the leader. The criterion validity of the MLQ was also tested, but results should be viewed cautiously as the leadership and outcome measures were each collected from the same source. Nonetheless, the regression paths of the MLQ factors were interpretable, and followed theoretical propositions. Transformational and contingent reward leadership was positively related to performance, and passive-avoidant leadership negatively related. Management-by-exception active varied according to sample conditions. These findings imply that a standard set of leadership behaviors is not universally related to effectiveness, and that leaders operationalize their behaviors differently depending on contextual factors. As a consequence, the interfactor relationships of the MLQ, and the relationships of the factors to criterion measures may be a function of the conditions under which the model is examined. Therefore, testing the MLQ's validity---and indeed that of other leadership instruments---should be performed under homogenous sample conditions. Finally, this dissertation suggests that the MLQ should be retained for future research and training. Possible improvements to the theory and measurement model are also discussed.
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Gonçalves, Maria Narcisa da Costa. "Estilos de liderança: um estudo de auto-percepção de enfermeiros gestores." Master's thesis, [s.n.], 2008. http://hdl.handle.net/10284/1063.

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Dissertação de Mestrado apresentada à Universidade Fernando Pessoa como parte dos requisitos para obtenção do grau de Mestre em Ciências Empresariais.<br>Esta dissertação tem como tema os estilos de liderança, tendo sido realizado um estudo que teve como propósito principal identificar e analisar os estilos de liderança percepcionados pelos enfermeiros gestores intermédios em ambiente hospitalar e relacionar/analisar possíveis variáveis, tais como características sócio-demográficas (género, idade), situação profissional (categoria profissional, experiência profissional e experiência na área da gestão) e situação de formação (grau académico e curso de pós licenciatura). A liderança, portanto, foi o conceito mais intensamente estudado. O estudo foi realizado em 5 hospitais do Porto e Vale do Ave. A técnica de recolha de dados que se utilizou foi o questionário de Bass e Avolio (1995) denominado Multifactorial Leadership Questionaire® (MLQ) e um questionário de variáveis sóciodemográficas. Os dados foram tratados estatisticamente, utilizando estatística descritiva e inferencial, este estudo caracteriza-se como quantitativo, descritivo e utilizou-se o método estatístico com testes paramétrico. Dos resultados que se encontraram, verificou-se que a percepção dos cento e vinte cinco (n = 125) enfermeiros gestores intermédios pesquisados, foi uma mistura do estilo de liderança transformacional e transaccional sendo este último menos percepcionado. A alguma distância e com um valor pouco significativo, encontra-se a liderança do estilo laissez-faire. Finalmente sugere-se que este tipo de investigação seja aplicada aos enfermeiros dirigidos para poder comparar os resultados, e também a relacionar com a satisfação no trabalho dos enfermeiros e produtividade do serviço. This thesis is addressing the styles of leadership and was conducted a study that main purpose was to identify the leadership styles of managers perceived by nurses in hospitals and relate / examine possible variables, such as socio-demographic characteristics (gender, age), Occupation (professional, professional experience and expertise in the area of management) and state of training (academic degree and postgraduate course). Leadership, therefore, the concept has been more intensely studied. The study was conducted in 5 hospitals (Porto and Vale do Ave) The technique of gathering data that was used was the questionnaire, Bass and Avolio (1995) called Multifactorial Leadership Questionaire ® (MLQ) and a questionnaire of sociodemographic variables. The data were treated statistically, using descriptive statistics and inferential, this study is known as quantitative, descriptive and used as the statistical method with parametric tests. Among the results which met, it was found that the perception of hundred and twenty five (n = 125) nurses interim managers surveyed, was a mixture of transformational leadership style of transaction and the latter being less perceived. In some distance and with a negligible value, is the leadership style of laissez-faire. Finally it is suggested that this type of research is applied to nurses aimed to compare the results, and also to link with the satisfaction in the work of nurses and productivity of the service. Cette thèse aborde les styles de leadership et il a été procédé à une étude qui a pour principal objectif était d'identifier les styles de leadership des dirigeants est perçue par les infirmières dans les hôpitaux et concernent / examiner les variables, comme les caractéristiques socio-démographiques (sexe, âge), Profession (professionnel, expérience professionnelle et une expertise dans le domaine de la gestion) et l'état de la formation (universitaire et cours post-universitaire). Leadership, donc, le concept a été étudié plus intensément. L'étude a été menée dans 5 hôpitaux (Porto et Vale do Ave). La technique de collecte de données qui a été utilisé est le questionnaire, Bass et Avolio (1995) appelle multifactorielles leadership questionnaire ® (MLQ) et un questionnaire de variables socio-démographiques. Les données ont été traitées statistiquement, en utilisant les statistiques descriptives et inférentielle, cette étude est connue sous le nom de quantitatifs, descriptif et utilisée comme méthode statistique avec des tests paramétriques. Parmi les résultats qui se sont réunis, il a été constaté que la perception de cent vingt cinq (n = 125) des infirmières gestionnaires de l'enquête, a été un mélange de style de leadership transformationnel de la transaction et ces derniers étant moins perçus. Dans une certaine distance et avec une valeur négligeable, est le style de leadership de laissezfaire. Enfin, il est suggéré que ce type de recherche est appliquée aux infirmières visant à comparer les résultats, et également à établir des liens avec la satisfaction au travail des infirmières et de la productivité du service.
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Root, David. "The Chief Justice: Democratic Leadership of the Judicial Decision-Making Process in the Hidden Branch." Thesis, University of Oregon, 2016. http://hdl.handle.net/1794/20429.

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My dissertation examines chief justice leadership of the United States Supreme Court during the judicial decision-making process. With the office steeped in secrecy, I borrow seminal concepts from the leadership literature such as autocratic, laissez-faire, and democratic leadership and adapt them to the office in order to systematically identify dominant patterns of leadership. While chief justices use different styles, the office is chiefly democratic in both structure and operation, which makes the chief justice a “first among equals” and requires him to be just as good of a political negotiator as he is a competent legal judge. This is a unique, but under appreciated, feature of the chief justice when compared to the associate justices.<br>10000-01-01
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Smith, Rachelle. "Advantages and Barriers to Transformational Leadership Implementation in a Scientific Laboratory." ScholarWorks, 2015. https://scholarworks.waldenu.edu/dissertations/302.

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Empirical evidence suggests that transformational leadership is positively correlated with job satisfaction, job performance, organizational commitment, and survivability. Although transformational leadership has been implemented in various organizations, little research has examined the issues in implementing transformational leadership concepts within a scientific laboratory. The purpose of this exploratory, qualitative case study was to examine (a) the current leadership style of the president of a scientific laboratory from the scientists', analysts', and technicians' perspective and their preferred leadership style; (b) the president's self-perceived leadership style and perceived subordinate style preference; and (c) the employees' perceptions of advantages and challenges to applying and implementing a transformational style of leadership. The laissez-faire, transactional, and transformational leadership models of Avolio, Bass, Burns, and Kouzes and Posner provided the theoretical basis for the case study. Data were collected from the president and subordinates and responses were coded and classified according to patterns and emerging themes. Results indicated that the president's current leadership style was transactional, whereas the subordinates' preference was transformational. The president's self-assessment of current style and perceived subordinate preference was found to be transformational. Subordinates expressed ideal and effective leadership qualities and shared advantages and barriers to transformational leadership. Leaders in scientific laboratories who apply these findings and implement more effective leadership may impact social change through increased subordinate job satisfaction and performance, thereby enhancing organizational survivability and improving the status quo.
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Hyson, Craig Michael. "Relationship Between Destructive Leadership Behaviors and Employee Turnover." ScholarWorks, 2016. https://scholarworks.waldenu.edu/dissertations/2830.

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The loss of 6 million U.S. manufacturing jobs since 2000 has severely affected communities that have lost a vital source of employment. Voluntary employee turnover has compounded the problem. The purpose of this correlational study was to examine the relationship between employee turnover and destructive leadership behaviors of managers in small and medium enterprise (SME) manufacturing businesses in Warren County, New Jersey. The constructive-destructive leadership model formed the theoretical framework for the study. A random sample of 96 SME manufacturing firm employees completed the destructive leadership scale (DLS), multifactor leadership questionnaire (MLQ), and the turnover intention scale (TIS-6) via an online survey. Multiple linear regression analyses and Pearson-product correlation coefficients were used to predict employee turnover. Tyrannical leadership and laissez-faire leadership were the only significant contributors to the regression model. Implications for social change include providing business managers with information needed to maintain or increase employee retention levels, which may improve employee morale, increase job satisfaction, and enhance customer satisfaction in the communities served.
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Books on the topic "Failed leadership"

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Bangura, Mohamed M. Sierra Leone and the legacy of failed leaderships: Essays from asylum. African Renaissance Books, 2003.

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Soloway, Albert H. Failed grade: The corporatization and decline of higher education in America. American University & Colleges Press, 2005.

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Failed grade: The corporatization and decline of higher education in America. American University & Colleges Press, 2006.

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Carhart, Tom. Lost triumph: Lee's real plan at Gettysburg-and why it failed. RB Large Print, 2005.

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Lost triumph: Lee's real plan at Gettysburg-and why it failed. G.P. Putnam's Sons, 2005.

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Burns, James MacGregor. Running alone: Presidential leadership from JFK to Bush II : why it has failed and how we can fix it. Basic Books, 2006.

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United States. Congress. House. Committee on Foreign Affairs. Subcommittee on the Middle East and North Africa. A crisis mismanaged: Obama's failed Syria policy : hearing before the Subcommittee on the Middle East and North Africa of the Committee on Foreign Affairs, House of Representatives, One Hundred Thirteenth Congress, first session, June 5, 2013. U.S. Government Printing Office, 2013.

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Ontario. Le curriculum de l'Ontario 11e et 12e année: Affaires et commerce. Imprimeur de la Reine, 2000.

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Ontario. Le curriculum de l'Ontario 11e et 12e année: English. Imprimeur de Reine, 2007.

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Ontario. Le curriculum de l'Ontario 11e et 12e année: English. Imprimeur de Reine, 2000.

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Book chapters on the topic "Failed leadership"

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Garang, Kuir ë. "Failed leadership." In The Challenge of Governance in South Sudan. Routledge, 2018. http://dx.doi.org/10.4324/9781315158464-4.

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Frawley, Stephen, Laura Misener, Daniel Lock, and Nico Schulenkorf. "Failed leadership and professional sport." In Global Sport Leadership. Routledge, 2019. http://dx.doi.org/10.4324/9781315101835-9.

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Genovese, Michael A. "Failed Leadership in an Age of Hyperchange." In Presidential Leadership in an Age of Change. Routledge, 2017. http://dx.doi.org/10.4324/9781351295604-1.

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Langlois, Laetitia. "Edward Heath: The Failed Leadership of an Uninspiring Leader." In Leadership and Uncertainty Management in Politics. Palgrave Macmillan UK, 2015. http://dx.doi.org/10.1057/9781137439246_15.

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Vican, Dijana, Nikša Alfirević, and Jurica Pavičić. "Croatian Policy and Experience in Developing Educational Leadership and Management: Work in Progress, or a Failed Experiment?" In Educational Leadership in Policy. Springer International Publishing, 2018. http://dx.doi.org/10.1007/978-3-319-99677-6_14.

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May, Timothy. "Muhammad II Khwarazmshah Meets Chinggis Khan: A Tale of Hubris and Failed Leadership in the Thirteenth Century." In Historians on Leadership and Strategy. Springer International Publishing, 2019. http://dx.doi.org/10.1007/978-3-030-26090-3_12.

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Budd, Brian. "The Populist Radical Right Goes Canadian: An Analysis of Kellie Leitch’s Failed 2016–2017 Conservative Party of Canada Leadership Campaign." In Populism and World Politics. Springer International Publishing, 2019. http://dx.doi.org/10.1007/978-3-030-04621-7_6.

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Batmanghlich, Cameron A. "Cross-Sector Leadership—A Sector-Specific Leadership Analysis." In Why Leaders Fail Ethically. Springer International Publishing, 2014. http://dx.doi.org/10.1007/978-3-319-12733-0_4.

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Batmanghlich, Cameron A. "What is Leadership?" In Why Leaders Fail Ethically. Springer International Publishing, 2014. http://dx.doi.org/10.1007/978-3-319-12733-0_2.

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Pendleton, David, Adrian F. Furnham, and Jonathan Cowell. "When It All Goes Wrong: Leaders Who Fail and Derail." In Leadership. Springer International Publishing, 2020. http://dx.doi.org/10.1007/978-3-030-60437-0_10.

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Conference papers on the topic "Failed leadership"

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"Why Change Management Fails in Indian Organizations: Learning from Cases." In 15th European Conference on Management, Leadership and Governance. ACPI, 2019. http://dx.doi.org/10.34190/mlg.19.024.

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Gardanova, Zhanna, Natalya Nikitina, and Wadim Strielkowski. "Critical leadership and set-up-to-fail syndrome." In Proceedings of the 4th International Conference on Social, Business, and Academic Leadership (ICSBAL 2019). Atlantis Press, 2019. http://dx.doi.org/10.2991/icsbal-19.2019.4.

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Watura, Christopher, and Sujal Desai. "85 Radiology report alerts! are email ‘fail-safe’ alerts acknowledged and acted upon?" In Leadership in Healthcare conference, 14th to 16th November 2018, Birmingham, UK. BMJ Publishing Group Ltd, 2018. http://dx.doi.org/10.1136/leader-2018-fmlm.83.

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Lišková, Jana, and Denisa Drabová. "The reflection of transformational, pseudotransformational and laissez-faire leadership in employee engagement, trust and innovation (pilot phase – movie method)." In Konference psychologie práce a organizace 2019. Masaryk University Press, 2019. http://dx.doi.org/10.5817/cz.muni.p210-9488-2019-16.

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Schoenhardt, Matthew B., Vachel C. Pardais, and Mitch R. Marino. "Why Projects Fail (and What We Can Do About It)." In 2014 10th International Pipeline Conference. American Society of Mechanical Engineers, 2014. http://dx.doi.org/10.1115/ipc2014-33515.

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Over two-thirds of all mega projects result in failure, meaning they significantly exceed budget, miss schedule targets, or fail to achieve production close to design capacity. The reasons for project failure have been well documented over the past fifty years. Despite this large body of empirical evidence, many executive and project leadership teams continue to repeat the mistakes made on past projects. This can be partially attributed to project teams believing that their projects are somehow different from past projects and that others’ project mistakes are not relevant to their project. This paper is a literature review that considers the seven common root causes of project failure and how these root causes relate to the pipeline industry. No new primary data will be presented. The seven common root causes for project failure and their approximate impact on budget variance are: 1. Failure to complete front end loading = 60–85% 2. escalation = Up to 12% 3. Regulatory regimes = Up to 12% 4. Plant complexity = Up to 20% 5. New technology = Up to 20% 6. Solid feedstock = Up to 10% 7. Complex ownership = Up to 24% This paper will also review and discuss seven common project traits closely associated with project failure, although not direct root causes. These traits are: 1. Concurrent detailed design and construction = up to four times greater risk profile 2. Non-integrated project team = up to three times greater risk 3. Contractual risk misallocation = up to two and a half times greater risk 4. Fast-tracking projects = up to two times greater risk 5. Lack of internal capacity = up to two times greater risk 6. Oil and Gas industry = up to two times greater risk 7. Brownfield vs. greenfield site = no direct impact With these root causes and traits identified, several methods of risk and contingency analysis will be examined. An evaluation of each method’s ability to increase the success rate of capital projects will be discussed; ultimately, resulting in a recommendation on the optimal risk and contingency framework for improving project success rates. The paper will conclude with a summary of how Stantec’s risk and contingency framework is being implemented on pipeline projects.
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Botseva, Desislava, Georgi Tsolov, and Nikola Tanakov. "SMART REGIONAL SPECIALIZATION - OPPORTUNITY OR OXYMORON OF THE DEVELOPMENT OF SMALL AND MEDIUM ENTERPRISES." In Sixth International Scientific-Business Conference LIMEN Leadership, Innovation, Management and Economics: Integrated Politics of Research. Association of Economists and Managers of the Balkans, Belgrade, Serbia, 2020. http://dx.doi.org/10.31410/limen.2020.121.

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The need to understand and characterize management approaches, especially in their modern context, is becoming particularly important, mostly to test small and medium-sized businesses' ability to adapt to modernization's high demands. According to the research team, several challenges generated by various constraints, external and internal to organizations of this type, are why they fail to reach their growth and development potential. However, such a statement must be a subjected to a severe analysis based on the methodology of a new, modern system of indicators to illustrate SMEs' real readiness and ability to be in line with development trends. The regional sector analysis successfully identifies the prerequisites for these enterprises' development and determines their specific regional potentials. The study analyzes the small and medium-sized enterprise sector in the Balkan countries and within the European Union. The research team identifies the predisposition for small and medium enterprises to regional specialization, application of innovations, technologies, entrepreneurial discoveries, digitalization and strategy, planning, and programming of a new generation.
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Reports on the topic "Failed leadership"

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McHugh, Brian J. Sir William Howe: A Study in Failed Strategic Leadership. Defense Technical Information Center, 2013. http://dx.doi.org/10.21236/ada589441.

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Rubin, Alex, Alan Omar Loera Martinez, Jake Dow, and Anna Puglisi. The Huawei Moment. Center for Security and Emerging Technology, 2021. http://dx.doi.org/10.51593/20200079.

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For the first time, a Chinese company—Huawei—is set to lead the global transition from one key national security infrastructure technology to the next. How did Washington, at the beginning of the twenty-first century, fail to protect U.S. firms in this strategic technology and allow a geopolitical competitor to take a leadership position in a national security relevant critical infrastructure such as telecommunications? This policy brief highlights the characteristics of 5G development that China leveraged, exploited, and supported to take the lead in this key technology. The Huawei case study is in some ways the canary in the coal mine for emerging technologies and an illustration of what can happen to U.S. competitiveness when China’s companies do not have to base decisions on market forces.
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Phillips, Jake. Understanding the impact of inspection on probation. Sheffield Hallam University, 2021. http://dx.doi.org/10.7190/shu.hkcij.05.2021.

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This research sought to understand the impact of probation inspection on probation policy, practice and practitioners. This important but neglected area of study has significant ramifications because the Her Majesty’s Inspectorate of Probation has considerable power to influence policy through its inspection regime and research activities. The study utilised a mixed methodological approach comprising observations of inspections and interviews with people who work in probation, the Inspectorate and external stakeholders. In total, 77 people were interviewed or took part in focus groups. Probation practitioners, managers and leaders were interviewed in the weeks after an inspection to find out how they experienced the process of inspection. Staff at HMI Probation were interviewed to understand what inspection is for and how it works. External stakeholders representing people from the voluntary sector, politics and other non-departmental bodies were interviewed to find out how they used the work of inspection in their own roles. Finally, leaders within the National Probation Service and Her Majesty’s Prisons and Probation Service were interviewed to see how inspection impacts on policy more broadly. The data were analysed thematically with five key themes being identified. Overall, participants were positive about the way inspection is carried out in the field of probation. The main findings are: 1. Inspection places a burden on practitioners and organisations. Practitioners talked about the anxiety that a looming inspection created and how management teams created additional pressures which were hard to cope with on top of already high workloads. Staff responsible for managing the inspection and with leadership positions talked about the amount of time the process of inspection took up. Importantly, inspection was seen to take people away from their day jobs and meant other priorities were side-lined, even if temporarily. However, the case interviews that practitioners take part in were seen as incredibly valuable exercises which gave staff the opportunity to reflect on their practice and receive positive feedback and validation for their work. 2. Providers said that the findings and conclusions from inspections were often accurate and, to some extent, unsurprising. However, they sometimes find it difficult to implement recommendations due to reports failing to take context into account. Negative reports have a serious impact on staff morale, especially for CRCs and there was concern about the impact of negative findings on a provider’s reputation. 3. External stakeholders value the work of the Inspectorate. The Inspectorate is seen to generate highly valid and meaningful data which stakeholders can use in their own roles. This can include pushing for policy reform or holding government to account from different perspectives. In particular, thematic inspections were seen to be useful here. 4. The regulatory landscape in probation is complex with an array of actors working to hold providers to account. When compared to other forms of regulation such as audit or contract management the Inspectorate was perceived positively due to its methodological approach as well as the way it reflects the values of probation itself. 5. Overall, the inspectorate appears to garner considerable legitimacy from those it inspects. This should, in theory, support the way it can impact on policy and practice. There are some areas for development here though such as more engagement with service users. While recognising that the Inspectorate has made a concerted effort to do this in the last two years participants all felt that more needs to be done to increase that trust between the inspectorate and service users. Overall, the Inspectorate was seen to be independent and 3 impartial although this belief was less prevalent amongst people in CRCs who argued that the Inspectorate has been biased towards supporting its own arguments around reversing the now failed policy of Transforming Rehabilitation. There was some debate amongst participants about how the Inspectorate could, or should, enforce compliance with its recommendations although most people were happy with the primarily relational way of encouraging compliance with sanctions for non-compliance being considered relatively unnecessary. To conclude, the work of the Inspectorate has a significant impact on probation policy, practice and practitioners. The majority of participants were positive about the process of inspection and the Inspectorate more broadly, notwithstanding some of the issues raised in the findings. There are some developments which the Inspectorate could consider to reduce the burden inspection places on providers and practitioners and enhance its impact such as amending the frequency of inspection, improving the feedback given to practitioners and providing more localised feedback, and working to reduce or limit perceptions of bias amongst people in CRCs. The Inspectorate could also do more to capture the impact it has on providers and practitioners – both positive and negative - through existing procedures that are in place such as post-case interview surveys and tracking the implementation of recommendations.
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