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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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Megheirkouni, Majd, and Muhammad Azam Roomi. "Women’s leadership development in sport settings." European Journal of Training and Development 41, no. 5 (2017): 467–84. http://dx.doi.org/10.1108/ejtd-12-2016-0085.
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PurposeThis study explores the positive and negative factors influencing transformational learning experiences of female leaders in women’s leadership development programmes in sports and examines the differences in learning/change factors cited by those who successfully addressed them and those who failed. Design/methodology/approachThe study adopted a qualitative research method, using phone interviews with women leaders in a sports setting. FindingsThe findings revealed that participants presented clear progress in terms of leadership skills, but they failed to report whether this progress can be achieved if the programme is running within a specific sports organisation, targeting a specific kind of sports leadership in the long term. Research limitations/implicationsThere were a number of limitations for this study, e.g. selection of participants, sample size, exploratory methodology, which affected generalising the findings to other sports organisations or other countries. Originality/valueThe study provides a starting point for the exploration of the effectiveness of women leadership development programmes and how designers can evaluate the outcome of such initiatives in the UK.
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Shinoda, Tomohito. "Japan's Failed Experiment: The DPJ and Institutional Change for Political Leadership." Asian Survey 52, no. 5 (2012): 799–821. http://dx.doi.org/10.1525/as.2012.52.5.799.
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Abstract With the establishment of the DPJ government, Prime Minister Hatoyama Yukio introduced a series of institutional changes in order to transform the existing bureaucracy-controlled government and to establish political leadership. These changes, however, created instability and irregularity in Japanese politics. As a result, they were reversed by his successors.
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Devkota, Khimlal. "Leadership Crisis in Nepali Politics: Specific Focus on National Parties in the Context of Declaration of the Republic." Social Inquiry: Journal of Social Science Research 1, no. 1 (2019): 42–51. http://dx.doi.org/10.3126/sijssr.v1i1.26915.
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The article reflects upon different political movements that took place in Nepal before Nepal was declared a republic and argues that all the earlier political movements failed to declaration of republic, because of the crisis of leadership and leaders’ dilemma to make decisions in the right time. The article is prepared based on the survey of literature on Nepali political transition ranging from the Rana regime, a close study of Nepali politics till the declaration of republic in 2008 mapping of literature related with leadership skills and qualities. After a comprehensive study, I have come to a conclusion that Nepali political movements have repeatedly failed due to the failure and crisis of leadership because of indecisiveness. Right decision in right time is make sense of leadership quality.
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Bajer, Javier. "To lead or not to lead: that is the (courageous) question." Strategic HR Review 19, no. 2 (2020): 55–58. http://dx.doi.org/10.1108/shr-01-2020-0007.
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Purpose The purpose of this paper is to challenge the constructs regularly used by organisations around the world for the development of leadership. Design/methodology/approach This is an opinion piece based on direct observation of hundreds of organisations over the years. Findings The regular approaches used for the development of leadership skills in organisations have consistently failed to deliver against its promise. Moreover, it is often the case that organisations pursue new “solutions” to bridge the leadership gap, often to discover that their new approach not only failed to develop the skills needed but also had the side effect of distracting vast amounts of attention. This paper describes what, if not the various taxonomies that describe, “good leadership” looks like really and how it delivers sustainable and effective leadership transformation. Originality/value This piece challenges the status quo, offering a more powerful way of connecting people with the purpose of their work, increasing the impact that individual leadership could have in the creation of value for all stakeholders, including themselves.
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Elmedni, Bakry. "The Leadership Challenge in Sudan: The Dynamics of Sustainable Failure." Journal of Public Administration and Governance 6, no. 2 (2016): 138. http://dx.doi.org/10.5296/jpag.v6i2.9579.
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This is a theoretical contribution to the historic transformation from traditional type of leadership to modern leadership. In traditional forms of leadership, tribal and sectarian politics are the means through which one can rise to leadership position. In modern leadership forms, knowledge, expertise and education create authority and people can become leaders because of competence and knowledge. The paper is an attempt to partially explain why the latter form of leadership failed and continue to fail in Sudan as well as in other developing nations.
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Mikheev, Dmitry Vladimirovich. "A failed circumnavigation of «Elizabeth»." Samara Journal of Science 8, no. 1 (2019): 156–61. http://dx.doi.org/10.17816/snv201981204.
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The second circumnavigation, accomplished by the Englishman under the leadership of Francis Drake, followed the expedition of Magellan to one of the most important enterprises of the Age of Discovery. The expedition members who returned with Drake on the Golden hind became heroes and were enriched by the robbery of the Spanish colonies on the Pacific coast of America. However, another ship was able to return to England under the command of Captain Winter. We can judge about his journey, relying on the few reports and diaries of two members of the crew of Elizabeth - notes of John Cook and more detailed notes of Edward Cliff. The Vice-Admirals ship Elizabeth, having lost the flagship of the expedition, was thrown back into the Strait of Magellan and returned to its homeland across the Atlantic, without having made a circumnavigation. The choice of the way back and the refusal to continue the expedition was the sole decision of Captain Winter. Attempts to go along the Brazilian coast in order to achieve profitability by means of trade or robbery led to serious losses among the crew and the prosecution of the Captain Winter. Probably for this reason British studies dont pay any serious attention to the journey of Elizabeth.
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Hashim, Hezlina binti Mohd, and Ahmed Razman bin Abdul Latiff. "Perceptions of transformational leadership (TFL) style: A study on Malaysian cooperative board of directors." SHS Web of Conferences 56 (2018): 01004. http://dx.doi.org/10.1051/shsconf/20185601004.
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This paper is a pilot study that examines the perceptions of transformational leadership among cooperative movements’ boards. Past studies have shown that transformational leadership is a strong predictor of firm performance (effectiveness). This study aims to examine on the perceptions of transformational leadership style among Malaysian cooperatives board of directors. Among the major problems faced by Malaysian cooperatives are the lack of board of directors’ commitments, directors failed to perform their duties effectively and weak leadership from Board of Directors which affected the board effectiveness and performance.
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Peters-Hawkins, April L., Latish C. Reed, and Francemise Kingsberry. "Dynamic Leadership Succession: Strengthening Urban Principal Succession Planning." Urban Education 53, no. 1 (2017): 26–54. http://dx.doi.org/10.1177/0042085916682575.
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The Dynamic Leadership Succession model is used to analyze a leadership succession case in an urban school district. The qualitative findings show that the district did not forecast school leadership needs well; however, the principal sought to develop and mentor teacher leaders as her assistant principals. Second, sustaining efforts within the district were, at times, haphazard, as demonstrated by the two study participants as they were inducted into their respective roles of principal and assistant principal. Finally, the district failed to deliberately plan for leadership transitions.
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Maher, Frinde. "Review: A Male President for Mt. Holyoke College: The Failed Fight to Maintain Female Leadership, 1934-1937 by Ann Karus Meeropol." Radical Teacher 100 (October 9, 2014): 156–58. http://dx.doi.org/10.5195/rt.2014.134.
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Thieman, Frederick W. "THE DISASTER OF SUCCESS: LESSONS IN FAILED LEADERSHIP FROM THE CRIMINAL JUSTICE SYSTEM." Leader to Leader 2020, no. 97 (2020): 30–35. http://dx.doi.org/10.1002/ltl.20513.
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Amsale, Frew, Mitiku Bekele, and Mebratu Tafesse. "The Ethical Behaviors Of Educational Leaders In Ethiopian Public Universities: The Case Of The Western Cluster Universities." European Scientific Journal, ESJ 12, no. 13 (2016): 359. http://dx.doi.org/10.19044/esj.2016.v12n13p359.
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The purpose of this study was to assess the extent to which educational leaders in the western cluster public universities of Ethiopia are ethical. Ethical leadership variables such as fairness, equity, multicultural competence, modeling ethical behaviors and altruism are considered in describing the ethical behaviors of the leaders. Descriptive survey research design with quantitative method was employed for it fits the purpose of the study. Data was collected from instructors and educational leaders holding various leadership positions in the sample universities. Accordingly, 107 instructors, 12 department heads, 6 college deans, 2 academic quality assurance officers, 3 ethical officers, 1 vice president and 1 president participated in the study. Questionnaires were mainly used to collect data from the respondents. T-test and ANOVA, among other data analysis tools, were used to analyze the data. The results of the study revealed that leaders in the sample universities practice ethical leadership moderately. The leaders failed to demonstrate the ethical leadership practices to the expected level. They have been found to demonstrate low multicultural competence, low at altruism, and low at modeling ethical behavior. And hence, it could be concluded that the educational leaders in public universities failed to meet the standards and expectations of ethical leadership. As a result, it is recommended that the academic leaders in the public universities need to be provided with leadership development opportunities. Moreover, public universities can establish leadership development programs that will enable leaders to continually update themselves and practice ethical leadership to the expected level.
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Gomes, Catarina, Luís Curral, António Caetano, and Pedro Marques-Quinteiro. "Better off together: A cluster analysis of self-leadership and its relationship to individual innovation in hospital nurses." PSICOLOGIA 29, no. 1 (2015): 45–58. http://dx.doi.org/10.17575/rpsicol.v29i1.1009.
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Self-leadership is designed to influence positive outcomes like individuals’ innovative capacity in the workplace. Nevertheless, research on the relationship between self-leadership and individual innovation has failed to determine which self-leadership strategies contribute to innovation. Thus, this study aims to: explore the existence of different profiles of self-leadership strategies in hospital nurses and, test if these different profiles have different effects on individuals’ ability to be innovative. 288 nurses participated in this study. Firstly, data was analysed using Cluster analysis. Secondly, to verify the significance of the association between self-leadership clusters and individual innovation chi-square tests were conducted and the adjusted residuals were considered. Results revealed the existence of 3 different clusters of self-leadership, and that individual innovation is more frequent when all self-leadership strategies are used. The findings suggest that self-leadership strategies vary between individuals and that they all should be fostered in order to promote individual innovation.
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Moula, Mohammad Golam. "A Comprehensive Study on Effective Administration of University Leadership and Limitations." International Journal of Management and Humanities 5, no. 7 (2021): 49–53. http://dx.doi.org/10.35940/ijmh.g1264.035721.
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University leadership means the overall state of the administrative structure of a university which many universities in Bangladesh and the world have failed to meet this demand. In this paper, the researcher goes on to show how effective authority of a university can be built and the survey further shows how important effective authority of a university. University leadership and administration is a serious characteristic as it is about the effective of the whole institution. Leading promoters encourage transformational leadership, moral stewardship, principal as an instructional leader, and principal as a communicator or community builder. Effective and capable administration of the university relies on the principal. Leadership effectiveness is more related to situational leadership style in research universities and in a global framework. Hence, training and advance in university leadership involves a systematic planning which will result to outstanding institution.
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Leavy, Brian. "Jeffrey Pfeffer: stop selling leadership malarkey." Strategy & Leadership 44, no. 2 (2016): 3–9. http://dx.doi.org/10.1108/sl-01-2016-0003.
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Purpose – For insights into the debate between consultants who advocate authentic, character-based leadership and those that believe leadership is primarily an exercise of political power, S & L interviewed Professor Jeffrey Pfeffer, author of Leadership BS: Fixing Workplaces and Careers One Truth at a Time. Design/methodology/approach – Professor Pfeffer believes “By any measure or set of relevant measures, the leadership industry has failed and continues to do so.” The interviewer asks him why he reached this conclusion and what implications this has for practitioners. Findings – Simply put, leaders need to be true to what others need from them, not to how they may be feeling. Practical implications – Professor Pfeffer offers a reminder of the enduring functionality of political skills and acumen in the workplace, which many adherents of the “inspirational leadership” approach don’t seem to want to embrace. Originality/value – Professor Pfeffer offers a no-holds-barred account of the intersection of modern workplace realities and self-interested leadership.
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Gunstone, Andrew. "Indigenous Leadership and Governance in Australian Universities." International Journal of Critical Indigenous Studies 6, no. 1 (2013): 1–11. http://dx.doi.org/10.5204/ijcis.v6i1.108.
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In this article, I analyse a critical factor confronting Australian higher education—the involvement of Indigenous people in leadership and governance within universities. First, I examine the importance of this key factor in addressing the educational aspirations of Indigenous people at universities. Secondly, I discuss the results of a survey I conducted in 2012 on the approaches of universities towards the participation of Indigenous people in university leadership and governance. I argue that despite the demonstrable importance of this key factor, universities have clearly failed to genuinely address Indigenous leadership and governance. I also compare the results of the 2012 survey with the results obtained from similar previous surveys I conducted in 2000 and 2007.
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Veronesi, James F. "Another Year . . . Another Failed Outcome." Home Health Care Management & Practice 20, no. 6 (2008): 490–92. http://dx.doi.org/10.1177/1084822308319685.
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Badru, Ronald Olufemi. "Negative statecraft and the Social Worse-offs in the modern African state: Exploring the concept of political utilitarianism for ethical leadership and governance." Africanus: Journal of Development Studies 44, no. 1 (2015): 4–20. http://dx.doi.org/10.25159/0304-615x/58.
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This work makes two fundamental claims. First, the problem of negative statecraft has persisted in Africa, causing a negatively upward shift in the general curve of poverty as well as what John Rawls calls the social worse-offs on the continent. Preliminary research shows that this problem is usually mainly addressed from the social scientific perspective in Africa. Second, the present work normatively reacts to this implicit challenge, from the social sciences, through an ontologically ethical submission that the problem of negative statecraft is largely reducible to the moral deficit of leadership in Africa. Therefore, the work argues that a constitutional emphasis on political utilitarianism, a derivative from normative utilitarianism, largely addresses the problem. Just as normative utilitarianism reduces the rightness or wrongness of human conduct to the extent and intensity of the good produced or failed to produce, to satisfy the greatest number, political utilitarianism also analyzes the performance or non-performance of political leadership in Africa by the extent and intensity of the good produced, or failed to produce, to benefit the greatest number. Ultimately, this normative turn reinvents ethical leadership and governance, making the political leadership more responsible and responsive to the people in the modern African state.
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Johnston, Patrick B. "Does Decapitation Work? Assessing the Effectiveness of Leadership Targeting in Counterinsurgency Campaigns." International Security 36, no. 4 (2012): 47–79. http://dx.doi.org/10.1162/isec_a_00076.
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Is killing or capturing insurgent leaders an effective tactic? Previous research on interstate war and counterterrorism has suggested that targeting enemy leaders does not work. Most studies of the efficacy of leadership decapitation, however, have relied on unsystematic evidence and poor research design. An analysis based on fresh evidence and a new research design indicates the opposite relationship and yields four key findings. First, campaigns are more likely to end quickly when counterinsurgents successfully target enemy leaders. Second, counterinsurgents who capture or kill insurgent leaders are significantly more likely to defeat insurgencies than those who fail to capture or kill such leaders. Third, the intensity of a conflict is likelier to decrease following the successful removal of an enemy leader than it is after a failed attempt. Fourth, insurgent attacks are more likely to decrease after successful leadership decapitations than after failed attempts. Additional analysis suggests that these findings are attributable to successful leadership decapitation, and that the relationship between decapitation and campaign success holds across different types of insurgencies.
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Alapiki, Henry E. "State Creation in Nigeria: Failed Approaches to National Integration and Local Autonomy." African Studies Review 48, no. 3 (2005): 49–65. http://dx.doi.org/10.1353/arw.2006.0003.
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Abstract:This paper seeks to demonstrate how the fissiparous tendencies bearing on the Nigerian national polity make the policy of using state creation to achieve national integration a failed strategy. The paper shows how the outcomes of state creation exercises in Nigeria have failed to assuage the very forces that instigate new state demands. It contends that the prospects for national integration and local autonomy depend on the emergence of a purposeful national leadership and proper political restructuring of the federation designed to generate a national image that has more appeal than the regional ones.
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Chaudhary, Richa, and Chinmay Panda. "Authentic leadership and creativity." International Journal of Productivity and Performance Management 67, no. 9 (2018): 2071–88. http://dx.doi.org/10.1108/ijppm-02-2018-0082.
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Purpose The purpose of this paper is to develop and test a conceptual model which explains whether and how authentic leadership, through psychological meaningfulness, safety and work engagement, influences employee creativity. The authors delineate two pathways from authentic leadership to work engagement, which in turn foster creativity. The first pathway illuminates how authentic leadership generates psychological meaningfulness which enhances work engagement and creativity subsequently, while the second elucidates the indirect impact of authentic leadership on creativity via psychological safety and work engagement. Design/methodology/approach Data were collected from 300 employees working in heavy engineering and automobile industry in India. Regression analysis was used to analyze data with the help of SPSS 24. Serial mediation effects were tested with the help of bootstrapping procedures using SPSS process macro (Hayes, 2013). Findings Psychological meaningfulness and work engagement were found to mediate the relationship of authentic leadership with creativity both independently and in series. Psychological safety failed to transfer the effect of authentic leadership on both work engagement and creativity. Practical implications Organizations may reap the benefits of a creative and engaged workforce by selecting, nurturing and developing authentic leaders. Originality/value The study contributes to theory building in the area of authentic leadership by enriching the understanding of the processes carrying the effect of authentic leadership on desirable workplace outcomes. In doing so, the study also explicates the less understood nature of relationship between leadership and creativity.
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Priyastiwi, Priyastiwi. "Karakteristik Dan Gaya Kepemimpinan Organisasi Sektor Publik." Kajian Bisnis STIE Widya Wiwaha 25, no. 1 (2017): 1–12. http://dx.doi.org/10.32477/jkb.v25i1.227.
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This paper explains the differences in the characteristics of the leadership of the public sector with the private sector. Public sector leadership which emerged as a distinctive leadership and autonomous domain, although the debate continues as compared to business leadership research. This article opens the way for a promising new research on arising of process leadership from the collaboration between business organizations and governance. Leadership training has failed to take into account the operational and the public sector organizational context. This article shows that in the future, the role of ethics and integrity of a leader as well as the importance of emotion and spirituality. A leader who has the ability to see others as people with a variety of emotions, beliefs, skills, knowledge and abilities, and to drive the whole organization towards a clear vision. The impact of different leadership styles are more dependent on contextual factors such as social and cultural environment in which public sector organizations operate.
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Karlsson, Christer, Charles Parker, Mattias Hjerpe, and Björn-Ola Linnér. "Looking for Leaders: Perceptions of Climate Change Leadership among Climate Change Negotiation Participants." Global Environmental Politics 11, no. 1 (2011): 89–107. http://dx.doi.org/10.1162/glep_a_00044.
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There is widespread consensus that effective leadership will be required in order to successfully address the climate change challenge. Presently there are a number of self-proclaimed climate change leaders, but leadership is a relationship between leaders and followers. An actor aspiring to be a leader needs to be recognized as such. Despite its fundamental importance for leadership relationships, the demand side of the leadership equation has been comparatively neglected by past research. In this study we are looking for leaders by analyzing the perceptions of climate change leadership among UNFCCC COP-14 participants. Our results show that the climate change leadership mantle will have to be worn by more than one actor. Among the leadership candidates the EU was most widely recognized as a leader, however, only a small minority reported that they saw the EU as the only leader. The data also show that the US and the G77 thus far have failed to impress potential followers and it was China that clearly emerged as the second strongest leadership candidate.
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KWONG, Kin-ming, and Chiew Ping YEW. "Hong Kong Politics: Diminished Government Credibility and Heightened Political Awareness." East Asian Policy 04, no. 01 (2012): 43–57. http://dx.doi.org/10.1142/s1793930512000049.
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After two Chief Executive leadership, it is evident that Hong Kong has been ruled by polling, not the government, as seen in the policy U-turns in 2011. The government has failed to build public confidence in its leadership despite achievements such as raising Hong Kong's GDP per capita by 22% under Tsang's administration. A historically high proportion of people since the handover had identified themselves as Hong Kongers rather than Chinese citizens in June 2011.
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Brown, N. Shira, John Chirico, Melanie Hollidge, and Jill Randall. "Clinical leadership in reducing risk: Managing patient airways." Healthcare Management Forum 32, no. 2 (2019): 92–96. http://dx.doi.org/10.1177/0840470418810678.
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Niagara Health, a multi-site hospital organization, has developed a multimodal, comprehensive strategy to manage patients with a Difficult Airway (DA) in a non-operative setting. The Difficult Airway Pathway (DAP) is an evidence-based strategy aimed to train staff to reduce critical events. The DAP initiative aligns with the LEADS framework for change management and includes an annual review of reported critical incidents and an Enterprise Risk Management (ERM) Assessment Summary, with the goal to “create a regional systematic approach to support personnel, equipment and education.” The guiding vision is: “Right people, Right equipment, Right timing: No failed airway.” Preliminary evaluation suggests the strategy reduces morbidity and mortality of difficulty airway incidents outside the operating room.
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Boamah, Sheila A., and Paul Tremblay. "Examining the Factor Structure of the MLQ Transactional and Transformational Leadership Dimensions in Nursing Context." Western Journal of Nursing Research 41, no. 5 (2018): 743–61. http://dx.doi.org/10.1177/0193945918778833.
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The Multifactor Leadership Questionnaire (MLQ) is the most widely used instrument for assessing dimensions of leadership style; yet, most studies have failed to reproduce the original MLQ factor structure. The current study evaluates the dimensionality and nomological validity of Bass’s transactional and transformational leadership model using the MLQ in a sample of registered nurses working in acute care hospitals in Canada. A combination of exploratory and confirmatory factor analyses were used to evaluate the hypothetical factor structure of the MLQ consisting of five transformational factors, and three transactional factors. Results suggest that the eight-factor solution displayed best fit indices; however, two transactional factors should be extracted due to high interscale correlations and lack of differential relationships with the two leadership variables. The findings support a scale refinement and the need for new theory concerning the five transformational leadership and contingent reward dimensions of the MLQ.
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Pitts, William L. "Women Leaders in the Davidian and Branch Davidian Traditions." Nova Religio 12, no. 4 (2009): 50–71. http://dx.doi.org/10.1525/nr.2009.12.4.50.
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Two women, Florence Houteff and Lois Roden, attained positions of leadership in the Davidian and Branch Davidian traditions. This article examines how they achieved, maintained, and eventually lost power. Several factors, including money, visions, and legal strategies contributed to their successes, but marriage to the founders of the two movements and the precedent of the influential female Adventist leader, Ellen White, helped to legitimate Florence Houteff and Lois Roden as leaders of their religious communities. Once they had assumed leadership roles, they proved themselves by innovative, radical, and convincing teachings based on scripture. Florence Houteff's leadership foundered on failed prophecy. Lois Roden lost leadership in a succession struggle between her son, George Roden, and Vernon Howell/David Koresh. Both prevailed briefly as leaders because of the persuasiveness of their religious authority.
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Al-Khulaifi, Dr Ebrahim, and Muhammad Kashif Younus. "Transformational Leadership and Performance: Testing Mediation and Moderation in Qatari Hospitality Industry." Archives of Business Research 9, no. 8 (2021): 12–27. http://dx.doi.org/10.14738/abr.98.10662.
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This study aimed to determine organisational performance with the perspective of employees' service performance by leadership in the hospitality industry. For doing so, we hypothesised the relationship of transformational leadership and employees' service performance via two roots, service climate and organisational identification. Furthermore, to examine the leadership role in service climate development and organisational identification, we used proactive personality as the boundary condition to these relationships. Data for the study was collected from a diverse range of organisations operating in the Qatari hospitality industry. Findings showed that the service climate fully mediates the relationship, while organisational identification failed to mediate the relationship. Considering the moderating effects, results suggested that strong proactive personalities will strengthen transformational leadership on service climate and organisational identification. This study als0 discussed various theoretical and managerial implications.
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Baxter, Jamie. "Leadership, Law and Development." Law and Development Review 12, no. 1 (2019): 119–58. http://dx.doi.org/10.1515/ldr-2018-0046.
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Abstract This article critically examines the role of political leadership in shaping and sustaining institutional reforms. While leadership has recently attracted a great deal of attention from other social scientists, law and development scholars have only begun to seriously consider the influence of leaders on institutions and development outcomes. The article explores the new mantra that “leadership matters” as cause for both careful optimism and renewed attention to some deeper anxieties about the future directions of law and development. On one side, emerging models of leadership provide important insights about how to change dysfunctional institutions and how to sustain those changes over the long run. A number of major studies published in the last few years have made some version of the claim that successful reforms inevitably require the dedicated leadership of one or more prominent individuals, positing good leaders as a necessary condition for institutional transitions. But the argument that good leadership itself determines good institutions also risks reproducing one of the most obstinate dilemmas in modern social theory: the contest between “structure” and “agency” as causal explanations of social change. If the new mantra that “leadership matters” represents a shift in focus away from the structure of law and politics and towards the influence of individual agents’ choices, actions, talents and beliefs, there is good reason to be sceptical about whether simply privileging agency over structure—or the inverse—has any greater chance of success than the many failed attempts to do just that in other fields of knowledge over the past several decades. Instead, the present moment could be a valuable opportunity to assess whether alternative and more integrative approaches to the longstanding structure-agency impasse in development law and policy are possible.
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Barrett, Mary, and Ken Moores. "Spotlights and shadows: Preliminary findings about the experiences of women in family business leadership roles." Journal of Management & Organization 15, no. 3 (2010): 363–77. http://dx.doi.org/10.1017/s1833367200002674.
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AbstractIn an earlier study (Moores & Barrett 2002) we found successful CEOs had learned leadership of family controlled businesses (FCBs) in a series of distinct learning phases. Because that study's sample did not include many women, our present study focuses on women in FCBs to better understand how they exercise leadership and entrepreneurship in the family firm context. Case study analysis of an international sample of women FCB leaders, using frameworks which avoid essentialist assumptions about women's and men's approach to leadership, suggests there are some characteristic ways women leaders learn FCB leadership and entrepreneurship roles. We have tentatively labelled them stumbling into the spotlight, building your own stage, directing the spotlight elsewhere, and coping with shadows. Some interviewees had failed to attain leadership; we labelled their journey becoming invisible. This paper uses Eisenhardt's (1989) framework to elaborate on the stumbling into the spotlight and coping with shadows journeys and what can be learned from them.
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Danoff, Brian. "Lincoln and Tocqueville on Democratic Leadership and Self-interest Properly Understood." Review of Politics 67, no. 4 (2005): 687–719. http://dx.doi.org/10.1017/s0034670500035671.
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In this essay, Lincoln's ideas on democratic leadership are examined in the light of Tocqueville's political theory. In certain respects, Lincoln's words and deeds help to confirm the wisdom of Tocqueville's ideas on the role of leadership in a democracy. But in other respects, Lincoln's thought exposes the weaknesses and limitations of Tocqueville's understanding of democratic leadership. Both Tocqueville and Lincoln believed that the task of leadership was to elevate and educate the citizenry. In order to accomplish this task, they both believed that leaders should rely largely—but not exclusively—on what Tocqueville called the doctrine of self-interest properly understood. Lincoln differed from Tocqueville, however, insofar as Lincoln suggested that leaders in a democracy must remain close to the people's fundamental values and aspirations. Lincoln was such an effective democratic leader in large part because he simultaneously critiqued and embraced those aspects of the American character which worried Tocqueville. Unlike Lincoln, Tocqueville usually failed to recognize the element of mutuality which effective democratic leadership requires.
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Barrett, Mary, and Ken Moores. "Spotlights and shadows: Preliminary findings about the experiences of women in family business leadership roles." Journal of Management & Organization 15, no. 3 (2010): 363–77. http://dx.doi.org/10.5172/jmo.2009.15.3.363.
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AbstractIn an earlier study (Moores & Barrett 2002) we found successful CEOs had learned leadership of family controlled businesses (FCBs) in a series of distinct learning phases. Because that study's sample did not include many women, our present study focuses on women in FCBs to better understand how they exercise leadership and entrepreneurship in the family firm context. Case study analysis of an international sample of women FCB leaders, using frameworks which avoid essentialist assumptions about women's and men's approach to leadership, suggests there are some characteristic ways women leaders learn FCB leadership and entrepreneurship roles. We have tentatively labelled them stumbling into the spotlight, building your own stage, directing the spotlight elsewhere, and coping with shadows. Some interviewees had failed to attain leadership; we labelled their journey becoming invisible. This paper uses Eisenhardt's (1989) framework to elaborate on the stumbling into the spotlight and coping with shadows journeys and what can be learned from them.
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Quasdorf, Tina, and Sabine Bartholomeyczik. "Influence of leadership on implementing Dementia Care Mapping: A multiple case study." Dementia 18, no. 6 (2017): 1976–93. http://dx.doi.org/10.1177/1471301217734477.
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Dementia Care Mapping is an internationally applied method for enhancing person-centred care for people with dementia in nursing homes. Recent studies indicate that leadership is crucial for the successful implementation of Dementia Care Mapping; however, research on this topic is rare. This case study aimed to explore the influence of leadership on Dementia Care Mapping implementation in four nursing homes. Twenty-eight interviews with project coordinators, head nurses and staff nurses were analysed using qualitative content analysis. Nursing homes that failed to implement Dementia Care Mapping were characterised by a lack of leadership. The leaders of successful nursing homes promoted person-centred care and were actively involved in implementation. While overall leadership performance was positive in one of the successful nursing homes, conflicts related to leadership style occurred in the other successful nursing homes. Thus, it is important that leaders promote person-centred care in general and Dementia Care Mapping in particular. Furthermore, different types of leadership can promote successful implementation. Trial registration of the primary study: Current Controlled Trials ISRCTN43916381.
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Nakabo, Robinah S. "Followership in sub-Saharan Africa’s Development: Reconstructing the Appendage Game." Utafiti 15, no. 2 (2020): 279–93. http://dx.doi.org/10.1163/26836408-15020034.
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Abstract To address the many challenges of development faced in sub-Saharan Africa, the concentration of attention upon defects of African governments in power continues to be a main focus, as failed leadership is regarded as the primary problem responsible for underdevelopment throughout the continent. Refocusing attention upon followership instead of leadership might provide a remedial alternative. Using critical reflexivity, the role that followership plays in development should be scrutinized just as leadership has been scrupulously evaluated; and if faults be found, let measures be designed, implemented, and assessed using development parameters of choice. ‘Followership’ in this essay depicts the capacity and power with which every individual is endowed; the proposal here is that by exercising that ability to impact their representatives in elected office, citizens can keep their leadership in check through a dialectical, reiterative protocol of initiative and response between leadership and followership. Inspired by Rousseau, the ideal of ‘liberated followership’ implies responsible individuals employing their civic freedoms to develop effective leadership, with the potential of ultimately realizing the socio-economic development that Africans so much desire.
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Classen, Albrecht. "The Principles of Honor, Virtue, Leadership, and Ethics: Medieval Epics Speak Out against the Political Malaise in the Twenty-First Century." Amsterdamer Beiträge zur älteren Germanistik 79, no. 3 (2019): 388–409. http://dx.doi.org/10.1163/18756719-12340159.
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Abstract One of our central challenges as medievalists consists of how to respond to the question regarding the relevance of medieval literature and other documents. This article suggests that we can easily draw from medieval heroic literature where ideal and also negative examples of successful/failed leadership are provided. The MHG Nibelungenlied, at least in the first part, illustrates dramatically the consequences of a weak, indecisive, impulsive, and manipulable ruler, whose actions ultimately trigger a whole sequence of hatred, violence, and slaughter. The Old Spanish El Poema de Mío Cid sets out almost at the same point, with the protagonist being exiled because of malignment, but in the course of events, he demonstrates convincingly what makes a true, honorable, admirable, and worthy leader. These two epic poems can serve powerfully as illustrations of failed and successful leadership, and can thus offer significant instructions for modern concerns in politics, business, administration, the church, schools, and universities.
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Beckmann, Martin, Frank Deppe, and Mathis Heinrich. "In schlechter Verfassung? Ursachen und Konsequenzen der EU-Verfassungskrise." PROKLA. Zeitschrift für kritische Sozialwissenschaft 36, no. 144 (2006): 307–24. http://dx.doi.org/10.32387/prokla.v36i144.543.
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After the failed referenda in France and the Netherlands the European Union is in trouble. The integration process is confronted with a double crisis. Firstly the legitimacy of the EU in the population, particularly in lower income groups, has been weakened because of the negative social effects of neoliberal integration projects such as the Lisbon strategy. Secondly the EU is faced with a crisis of leadership. The Franco-German project of making the EU a global player in security policies that also rivals the US failed because of resistance of other European Governments.
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SARKAR, JAYABRATA. "Power, Hegemony and Politics: Leadership Struggle in Congress in the 1930s." Modern Asian Studies 40, no. 2 (2006): 333–70. http://dx.doi.org/10.1017/s0026749x0600179x.
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The decade of the 1930s provided a near perfect backdrop for a leftist surge in Indian national politics whose trajectory so far had been mapped under the political leadership of Gandhi. It had its moments of excitement, glory and disappointments. Although ample opportunities presented themselves to the Left to decisively influence the nationalist struggle during this period, it failed in its endeavour to play a historical role, beaten by a smarter, tactful, opportunist ‘Old guard’, the ‘right-wing’ leadership of the Indian National Congress, who, as events indicated in the later years, left behind all scruples to cling to political power.
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Bingab, Bernard Bekuni Boawei. "The Influence of Leadership Styles on Talent Management in the Banking Sector of Ghana: A Case Study of Agricultural Development Bank (ADB)." Asian Social Science 15, no. 5 (2019): 118. http://dx.doi.org/10.5539/ass.v15n5p118.
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The crisis of leadership seems to be the most pertinent problem the continent of Africa is battling with in contemporary time. Available statistical figures have consistently shown that most African countries are ranked among the lowest in global benchmarks such as life expectancy, human trafficking, control of corruption and failed state index among others. The banking sector in Africa and Ghana in particular have not been spared of this leadership crisis either. The aftermath of this is the ensuing distress the financial sector in Ghana is exposed to leading to the collapse of banks and other forms of restructuring. This paper as a result identifies the various leadership styles in Ghana’s banking sector and how this leadership style attracts and retains talents in the sector. The study finds democratic leadership style as the most prevalent one commonly practiced. Managers of the various branches of ADB were seen to have taking cognizance of the concerns of the well-being and views of their employees, who as a result felt inspired in their daily routines. However, other forms of leadership style (autocratic) were deployed depending on the type of task an employee was assigned to in the organization.
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Valle, Matthew, Micki Kacmar, and Martha Andrews. "Ethical leadership, frustration, and humor: a moderated-mediation model." Leadership & Organization Development Journal 39, no. 5 (2018): 665–78. http://dx.doi.org/10.1108/lodj-02-2018-0083.
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Purpose The purpose of this paper is to examine the effects of ethical leadership on surface acting, positive mood and affective commitment via the mediating effect of employee frustration. The authors also explored the moderating role of humor on the relationship between ethical leadership and frustration as well as its moderating effect on the mediational chain. Design/methodology/approach Data were collected in two separate surveys from 156 individuals working fulltime; data collections were separated by six weeks to reduce common method variance. The measurement model was confirmed before the authors tested the moderated mediation model. Findings Ethical leadership was negatively related to employee frustration, and frustration mediated the relationships between ethical leadership and surface acting and positive mood but not affective commitment. Humor moderated the relationship between ethical leadership and frustration such that when humor was low, the relationship was stronger. Research limitations/implications Interestingly, the authors failed to find a significant effect for any of the relationships between ethical leadership and affective commitment. Ethical leaders can enhance positive mood and reduce surface acting among employees by reducing frustration. Humor may be more important under conditions of unethical leadership but may be distracting under ethical leadership. Originality/value This study demonstrates how frustration acts as a mediator and humor serves as a moderator in the unethical behavior-outcomes relationship.
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Shapiro, Jacob N., and Dara Kay Cohen. "Color Bind: Lessons from the Failed Homeland Security Advisory System." International Security 32, no. 2 (2007): 121–54. http://dx.doi.org/10.1162/isec.2007.32.2.121.
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An effective terrorism alert system in a federal government has one central task: to motivate actors to take costly protective measures. The United States' color-coded Homeland Security Advisory System (HSAS) failed in this mission. In federal systems, national leaders cannot compel protective actions by setting an alert level; they must convince constituent governments and private parties that the desired actions are worth the costs. Such beliefs can be generated either by sharing the information behind an alert or by developing enough confidence in the alert system that the government's word alone suffices. The HSAS did neither, largely because it was not designed to generate confidence. Rather, the system's creators assumed that the public would trust the national leadership and believe in the utility of the system's information. Over time, as the HSAS became increasingly perceived as politically manipulated, there was no built-in mechanism to recover confidence in the system. An alternative, trust-based terrorist alert system could solve this problem. Building on the notion of “procedural fairness” from the psychological and legal traditions, this system would retain the political advantages of the HSAS, facilitate greater compliance among the requisite actors, and ameliorate many of the strategic problems inherent in terror alert systems.
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Oke, Simisola Elizabeth. "How should medical schools prepare medical students for leading the NHS?" BMJ Leader 2, no. 1 (2018): 7–9. http://dx.doi.org/10.1136/leader-2018-000068.
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BackgroundGood medical leadership is vital for the delivery of high-quality patient care; however, medical education in the UK has failed to adequately reflect this. While traditional training programmes focus predominantly on preparing students to be good clinicians, they fail to prepare students to be equally good leaders.AimsPrepared for, and subsequently winning, the FMLM Medical Student Essay Prize, this paper looks to offer practical recommendations for the design of an undergraduate curriculum that will help prepare students for leading the National Health Service (NHS).MethodsUsing the four core behaviours outlined in The Leadership and Management Standards for Medical Professionals and the Medical Leadership Competency Framework, this paper derives four themes and four practical methods that can be used to integrate leadership into the undergraduate medicine programme.ResultsThere are four key themes of leadership that must be addressed within a medical leadership programme: self, team, system and responsibility. In line with these themes, four recommendations were designed: (1) self- introduce self-reflection portfolios supplemented by goal-setting exercises. (2) Team—supplement clinical placements with leadership placements which offer opportunities to shadow NHS leaders. Additionally, extend ‘Objective Structured Clinical Examinations’ to include leadership assessment stations for appraising student leadership progress. (3) Design an e-learning tool that addresses wider strategic and political issues affecting the health service. (4) Responsibility—offer service improvement projects and service auditing opportunities during placements.ConclusionThese recommendations offer medical schools realistic ways to integrate medical leadership into the curriculum, thus helping them prepare students to lead the NHS.