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Relevant bibliographies by topics / Leadership and governance

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Academic literature on the topic 'Leadership and governance'

Author: Grafiati

Published: 4 June 2021

Last updated: 10 February 2022

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Journal articles on the topic "Leadership and governance"

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Naidoo, Loganadhan Dalyiah, Mohamed Saheed Bayat, and Bhagavathi Bhavani Naidoo. "Leadership Governance." Developments in Administration 2, no. 1 (January 2, 2017): 39–51. http://dx.doi.org/10.46996/dina.v2i1.5109.

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Proper governance in organizations across both the public and private domain has come under great scrutiny around the world. In South Africa with a Transparency International 2015 Corruption Perception Index (CPI) score of 44, rank 61/168, the question of appropriate governance structures to curb corruption is critical. There have been highly publicized recent occurrences of corruption and mismanagement in South African SOE’ssuch as Prasa, Eskom, SABC, Denel, SAA and Transnet. These instances have resulted in increased scrutiny on governance and ethical leadership in government organizations. With the high-profile cases mentioned above, and the resultant public disillusionment with government organizations, the ethical recapture of these organizations is imperative. This paper examines the latest recommendations contained in the King Report (King IV) with particular attention to ethics in leadership. It considers the question of whether King IV will be effective in promoting ethical leadership.

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Kaufman, A. "Leadership and governance." Academic Medicine 73, no. 9 (September 1998): S11–5. http://dx.doi.org/10.1097/00001888-199809000-00030.

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Kaufman, Arthur. "Leadership and Governance." Academic Medicine 73, Supplement (September 1998): S11—S15. http://dx.doi.org/10.1097/00001888-199809001-00004.

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&NA;. "GOVERNANCE LEADERSHIP INSTITUTE." Journal of Ambulatory Care Management 14, no. 1 (January 1991): 88. http://dx.doi.org/10.1097/00004479-199101000-00015.

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Richardson, Richard C. "Leadership in Governance." Journal of Higher Education 63, no. 2 (March 1992): 229–31. http://dx.doi.org/10.1080/00221546.1992.11778356.

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Richardson, Richard C., Thomas W. Fryer, and John C. Lovas. "Leadership in Governance." Journal of Higher Education 63, no. 2 (March 1992): 229. http://dx.doi.org/10.2307/1982166.

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Oliver, Caroline. "Governance as Leadership?" Board Leadership 2006, no. 84 (March 2006): 4. http://dx.doi.org/10.1002/bl.38620068402.

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Ferkins, Lesley, David Shilbury, and Ian O’Boyle. "Leadership in governance: Exploring collective board leadership in sport governance systems." Sport Management Review 21, no. 3 (June 2018): 221–31. http://dx.doi.org/10.1016/j.smr.2017.07.007.

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Melville‐Ross, Tim. "Leadership, governance and management." Perspectives: Policy and Practice in Higher Education 14, no. 1 (January 2010): 3–6. http://dx.doi.org/10.1080/13603100903450569.

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Block McLaughlin, Judith. "Leadership, management, and governance." New Directions for Higher Education 2004, no. 128 (2004): 5–13. http://dx.doi.org/10.1002/he.161.

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Dissertations / Theses on the topic "Leadership and governance"

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Dixon, Malcolm. "Primary school governance : the perspectives of head teachers and chairs of governance." Thesis, Liverpool John Moores University, 2015. http://researchonline.ljmu.ac.uk/4498/.

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Bourgond, Gregory W. "Selection, recruitment and training of local church governance leaders a study of functional responsibilities, personal qualities and core competencies required of governance leaders in the local church and implications for development of governance leaders /." Theological Research Exchange Network (TREN), 1997. http://www.tren.com.

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Mueller, Jens Helmut Friedrich. "Movements in the Long White Cloud of Governance -Shifts in Attitudes to Governance in New Zealand." Thesis, University of Canterbury. Management, 2014. http://hdl.handle.net/10092/8963.

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This research interrogates a large population of shareholders, senior managers and company directors in New Zealand as to their reasons for considering board service, their competence in governance skills areas, their beliefs as to whether board room diversity is needed and their firms’ interests to recruit further independent directors to their boards. With a considerable deference to the contributions of agency theory as the conventional cornerstone to explain the connection of directors into organizations for the purpose of governance service, this work explores the extension of agency theory by adding an additional driver for governance engagement by company directors: Commitment. Based on this research, company directors in New Zealand appear to base their interest in serving as independent directors on company boards largely on the desire to “do good”. This raises the prospect of a deeper and more meaningful relationship with firms where they serve as directors. Ignorance of this important component of the director/firm relationship by the firms might render directors less willing to contribute and deprive firms of the strong support and engagement of their directors. Lack of recognition of this additional component to the fabric of an enduring committed relationship between external directors and their firms may require a different behavior of firms during the recruitment, board induction training and maintenance of the director relationship. While the strong expression of interest by SMEs in additional independent directors is a welcome sign of rising governance standards in New Zealand’s large group of such enterprises, concern emerges about the potential lack of competence by directors in several areas of governance. While directors appear to compensate for deficiencies in skills with an extra dose of commitment, significant needs for upskilling exists in this sector. It is noted that the absence of well-established, easily accessible and comprehensive director training schemes in New Zealand conflicts with the expected large number of additional independent director recruitments in the near future. Shareholders, senior managers and directors report a need for diversity on boards in the area of business experience, but no specific concern is expressed as to how any specific importance of gender or age while other factors, such as work experience and global knowledge, are of much greater interest. This could indicate that the status quo of only a small number of women on boards in New Zealand is accepted, but in the context of this work more likely indicates that directors will not be recruited (or excluded from recruitment) in the future on the basis of gender. This research attempts to lay groundwork for a more intensive investigation into the true motivations of company directors when they think of an independent director mandate and while they discharge directorship duties. There now appears to be solid evidence that the historic application of agency theory does not completely describe the factors of motivation and relationship under which independent directors serve on company boards.

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Fisher, Arthur Geoffrey. "The influence of governance structure on international school leadership." Thesis, University of Bath, 2011. https://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.538278.

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International education is an area of education that, over the last forty years, has grown in size and significance. International schools are one of many vehicles for the delivery of international education and are growing in number and variety. In addition, the value placed by society on an international education and those curricular programs that promote international education continue to develop. International schools are, therefore, becoming an important and growing area of education. In general terms the amount of research on such schools is limited when compared to national education systems and national schools. The growth in the number of international schools has been accompanied by a growth in the variety of such schools and the diversity of foundations, governance models and missions that support them. This diversity and my experience in international school leadership, allied to my interest in school improvement and school effectiveness as it pertains to the field of international schools, led to an interest in how models of governance impact on international school leadership and – through the leadership – on school improvement and development. This research enquiry is a case study, based on evidence produced through three different research methods; individual school studies, a questionnaire and expert interviews. The use of three methods of data gathering allowed for a complex area to be examined and the results to be triangulated. The results of the case study serve to illuminate the area and to suggest future avenues of research. One area of particular interest that was identified through the study was the interaction within the leadership structures of the schools and the relationships between the head of school, governors and model of governance. It would appear from the results of the study that those models of governance that relied on high numbers of elected parents of students currently attending the school produced a much higher turnover of heads and chairs of boards than did others. The interaction between head, chair of the school board and overall board members also appeared to affect the length of time people served in these posts. Following discussion of such issues, the implications of governance model and rate of turnover for the leadership, development and improvement of international schools are further examined and discussed. The process of conducting this enquiry, while time consuming and demanding, has been of huge benefit to me both personally and professionally. I have enjoyed the challenge and particularly gained from the greater professional insight developed during the study.

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Okagbue, Bartholomew Okechukwu. "Ethical Leadership and Good Governance in Nigerian Local Governments." ScholarWorks, 2011. https://scholarworks.waldenu.edu/dissertations/1036.

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Research literature identifies ethical leadership, a leadership grounded in ethical norms and practice, as a critical vehicle for achieving organizational goals and fostering good governance. However, little research on leadership has focused on the public sector, leaving a gap in the literature. Leadership in governance is a concern in local government in Nigeria; in spite of the 1976 reforms, the country still lacks good governance and corresponding socioeconomic development. The purpose of this qualitative case study was to explore an ethical leadership model, and determine how such a model could inspire and sustain good governance in Nigerian local government administration. Ethical theories of utilitarianism, deontology, and virtue ethics comprised the theoretical frameworks for this study. Research questions focused on the ways in which Nigerian local council officials attempted to foster and sustain good governance via ethical leadership. Face-to-face interviews with open-ended questions were conducted with 25 civil service employees purposefully selected from a local government. Data were analyzed by identifying themes utilizing constant comparison; these themes included honesty, concern for people, citizen participation, accountability, transparency, and rule of law. Results indicated a preference for an ethical leadership style, with the potential to harness resources to develop Nigeria's socioeconomic situation and improve the quality of governance. The implications for positive social change lie in informing public officials of the value and attributes of an ethical leadership style as well as training institutional leaders on this model. As ethical leadership is fostered in public administration, socioeconomic and human development may follow.

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Kauzya, John-Mary. "Leadership responsabilité "governance" et performance des entreprises publiques en Ouganda." Paris 1, 1994. http://www.theses.fr/1994PA010285.

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En dehors des tendances à penser que la performance insuffisante des entreprises publiques ougandaises est occasionnée par des facteurs à l'intérieur des entreprises elle-même (pénurie de financement, d'inputs matériels, de technologie et de personnel compétent), on constate d'autres facteurs liés au système de leadership, de responsabilité et de gouvernance de l'état qui en sont également responsables. Au-delà des motifs économiques affiches par les gouvernements du pays depuis 1952 pour l'établissement des entreprises publiques, on trouve d'autres objectifs socio-politiques non affiches qui sont plus déterminants. Dans un système de dictature où on cherche à dominer l'administration de l'économie pour protéger le monopole du pouvoir politique, l'élargissement du secteur des entreprises publiques est accompagné par l'absence de son évaluation ; ce qui masque son inefficience et son inefficacité. Derrière les structures apparemment bureaucratiques (sens Weberien) qui sont censées lier les équipes de gestion et les institutions de contrôle (conseils d'administration, ministères de tutelle, parlement, etc. ), on découvre les comportements déresponsabilisant (non-respect des lois et des procédures établies, corruption, personnalisation des fonctions, concentration et cumulation des responsabilités népotisme, etc. ) Nuisibles au bon management moderne des entreprises. L'entreprise publique ougandaise est un lieu où se confrontent les intérêts politiques et particuliers et les principes du management moderne. Les agents censés faire…
Despite common belief that the unsatisfactory performance of Uganda's public enterprises is caused by factors internal to the enterprises themselves (lack of finance, material inputs, technology and competent personnel, etc. ), other factors associated with the system of leadership, accountability and governance of the state are equally responsible. Beyond the economic motives declared by the country's governments since 1952 for creating public enterprises, there are undeclared socio-political objectives which are more determinant. In a dictatorial system where there is the desire to dominate the administration of the economy to protect the monopoly of political power, the extension of the public enterprises sector is accompanied by the absence of its evaluation ; something that masks its inefficience and ineffectiveness. Behind the apparently bureaucratic (in weber's terms) structures which should link the managers of the enterprises to the institutions of their control (boards of directors, responsible ministers, parliament, etc. ), there are behaviours (disrespect for laws and established procedures, personnalisatioin of duties, corruption, nepotisme, overconcentration of reponsibilities, etc. ) Which hinder accountablity and modern enterprise management principles. The Ugandian public enterprise is a battlefield where political and individual interests confront modermanagement principles

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Sparrman, Eric Paul. "Leadership and culture pastoral leadership in the development of church governance in new Evangelical Covenant churches /." Online full text .pdf document, available to Fuller patrons only, 2002. http://www.tren.com.

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Lee, Khiaw Peng celia. "Leadership as network catalysts : a study of leadership as enacted by structures and processes of inter-organizational collaborations in the Singapore public sector." Thesis, University of Manchester, 2016. https://www.research.manchester.ac.uk/portal/en/theses/leadership-as-network-catalysts-a-study-of-leadership-as-enacted-by-structures-and-processes-of-interorganizational-collaborations-in-the-singapore-public-sector(3a28af96-91e1-4bcb-b2a7-aed7357a462f).html.

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This empirical qualitative study based on four inter-organizational collaborations in the Singapore Public Sector contributes to the network management and public sector leadership literatures by examining leadership of the coordinating bodies through the studying of structures and processes within the four cases. Particularly paying attention to how network managers build trust and relationships with network members, partners and external institutions through the balancing of tensions arising from control and autonomy. Emerged from the findings, the network managers had exhibited leadership activities from two opposing spectrums i.e. “from the spirit of collaboration” and “towards collaborative thuggery” (Vangen & Huxham, 2003) to maneuver the balancing act thereby catalyzing members and partners towards fulfilling the network agenda and subsequently achieving outcomes. Henceforth it furthers Vangen and Huxham’s (2003) action-research study towards building the understanding of network leadership in the public sector.

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Jiava, Lori A. "Education governance in the twenty first century." Thesis, State University of New York Empire State College, 2016. http://pqdtopen.proquest.com/#viewpdf?dispub=10090217.

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This position paper explores whether the current model of governance of public education is antiquated and in need of change. At present, the issue has not been included in any discussions regarding public education reform. Local boards of education are becoming obsolete due to federal and state mandates. School reform efforts have ignored the local governance factor, instead focusing on state-implemented curricula tied to federal funding. The literature shows us that local school boards focus on administrative issues and micromanagement which, along with such distractions as nepotism and “unholy alliances” with unions, indicates a need for change. However, the democratic foundation of our government makes it hard for legislators to implement a change that would be perceived as an attack on these basic principles. This position paper puts forth suggestions to these and other concerns related to local public education governance.

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Saiz-Rodríguez, Raúl. "UnLiderazgo/gobierno para ayudar a los prójimos: Los elementos esenciales en la inspiración originaria y su permanencia en la Compañía de Jesús renovada." Thesis, Boston College, 2017. http://hdl.handle.net/2345/bc-ir:107478.

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Thesis advisor: André Brouillette
Thesis advisor: Catherine M. Mooney
Thesis (STL) — Boston College, 2017
Submitted to: Boston College. School of Theology and Ministry
Discipline: Sacred Theology

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Books on the topic "Leadership and governance"

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HIGHER EDUCATION FUNDING COUNCIL FOR ENGLAND. Leadership, governance & management fund. Bristol: HEFCE, 2003.

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Babalola, Afe. Leadership and good governance. Ibadan, Nigeria: Social Sciences and Reproductive Health Research Network, 2001.

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Koch, Rainer, and John Dixon, eds. Public Governance and Leadership. Wiesbaden: DUV, 2007. http://dx.doi.org/10.1007/978-3-8350-9100-9.

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Rotberg, Robert I. Governance and leadership in Africa. Philadelphia: Mason Crest Publishers, 2006.

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Rotberg, Robert I. Governance and leadership in Africa. Philadelphia: Mason Crest, 2014.

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Peter, McKiernan, ed. Strategic leadership: Governance and renewal. New York: Palgrave Macmillan, 2009.

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Hobbs, Catherine. Systemic Leadership for Local Governance. Cham: Springer International Publishing, 2019. http://dx.doi.org/10.1007/978-3-030-08280-2.

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Africa University. Institute of Peace, Leadership, and Governance. Institute of Peace, Leadership, and Governance. Mutare, Zimbabwe: The Institute, Africa University, 2001.

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Governance and ministry: Rethinking board leadership. Herndon, Va: Alban Institute, 2008.

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International Higher Education Policy Research and Management Forum (2006 Universiti Sains Malaysia). Governance and leadership in higher education. Edited by Munir Shuib, Sarjit Kaur, Rozinah Jamaludin, Universiti Sains Malaysia. Institut Penyelidikan Pendidikan Tinggi Negara., and Penerbit Universiti Sains Malaysia. [Minden], Pulau Pinang: Institut Penyelidikan Pendidikan Tinggi Negara, 2008.

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Book chapters on the topic "Leadership and governance"

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Wilson, Suze, Stephen Cummings, Brad Jackson, and Sarah Proctor-Thomson. "Leading in Governance." In Revitalising Leadership, 161–80. New York : Routledge, [2017]: Routledge, 2017. http://dx.doi.org/10.4324/9781315687438-7.

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Léautier, Frannie. "Leadership and Governance." In Leadership in a Globalized World, 126–76. London: Palgrave Macmillan UK, 2014. http://dx.doi.org/10.1057/9781137431219_5.

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Khan, Haroon A. "Governance and Leadership." In Global Encyclopedia of Public Administration, Public Policy, and Governance, 1–9. Cham: Springer International Publishing, 2016. http://dx.doi.org/10.1007/978-3-319-31816-5_1798-1.

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Thynne, Ian. "Governance and Leadership." In Global Encyclopedia of Public Administration, Public Policy, and Governance, 1–6. Cham: Springer International Publishing, 2016. http://dx.doi.org/10.1007/978-3-319-31816-5_2245-1.

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Bucci, Ronald V. "Leadership and Governance." In Medicine and Business, 9–20. Cham: Springer International Publishing, 2014. http://dx.doi.org/10.1007/978-3-319-04060-8_2.

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Lambert, Vicky, and Irvine Lapsley. "Leadership and Governance." In Third Sector Research, 139–49. New York, NY: Springer New York, 2010. http://dx.doi.org/10.1007/978-1-4419-5707-8_11.

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Smith, Philip A. "Leadership and Governance." In Making Computerized Provider Order Entry Work, 29–47. London: Springer London, 2012. http://dx.doi.org/10.1007/978-1-4471-4243-0_3.

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Breslin, Tony. "Leadership and governance." In Lessons from Lockdown, 123–54. Abingdon, Oxon ; New York, NY : Routledge, 2021.: Routledge, 2020. http://dx.doi.org/10.4324/9781003121343-8.

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Thynne, Ian. "Governance and Leadership." In Global Encyclopedia of Public Administration, Public Policy, and Governance, 2795–800. Cham: Springer International Publishing, 2018. http://dx.doi.org/10.1007/978-3-319-20928-9_2245.

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Yates, Denise, and Adam Boddison. "Leadership and governance." In The School Handbook for Dual and Multiple Exceptionality, 29–40. Abingdon, Oxon ; New York, NY : Routledge, 2020. | Series: NASEN spotlight: Routledge, 2020. http://dx.doi.org/10.4324/9780429352041-3.

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Conference papers on the topic "Leadership and governance"

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"Transformational Leadership: Learning and Difficulties." In 16th European Conference on Management Leadership and Governance. ACPI, 2020. http://dx.doi.org/10.34190/elg.20.050.

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"Social Networks and Leadership Emergence." In 15th European Conference on Management, Leadership and Governance. ACPI, 2019. http://dx.doi.org/10.34190/mlg.19.032.

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Budiati, Ayuning, Diani Indah, and Idi Jahidi. "Transformational Leadership in Nonprofit Organization." In International Conference on Ethics in Governance (ICONEG 2016). Paris, France: Atlantis Press, 2017. http://dx.doi.org/10.2991/iconeg-16.2017.58.

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Block, Shannon, Steven Munkeby, and Samuel Sambasivam. "An Empirical Examination of the Effects of CTO Leadership on the Alignment of the Governance of Big Data and Information Security Risk Management Effectiveness." In InSITE 2021: Informing Science + IT Education Conferences. Informing Science Institute, 2021. http://dx.doi.org/10.28945/4763.

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Aim/Purpose: Board of Directors seek to use their big data as a competitive advantage. Still, scholars note the complexities of corporate governance in practice related to information security risk management (ISRM) effectiveness. Background: While the interest in ISRM and its relationship to organizational success has grown, the scholarly literature is unclear about the effects of Chief Technology Officers (CTOs) leadership styles, the alignment of the governance of big data, and ISRM effectiveness in organizations in the West-ern United States. Methodology: The research method selected for this study was a quantitative, correlational research design. Data from 139 participant survey responses from Chief Technology Officers (CTOs) in the Western United States were analyzed using 3 regression models to test for mediation following Baron and Kenny’s methodology. Contribution: Previous scholarship has established the importance of leadership styles, big data governance, and ISRM effectiveness, but not in a combined understanding of the relationship between all three variables. The researchers’ primary objective was to contribute valuable knowledge to the practical field of computer science by empirically validating the relationships between the CTOs leadership styles, the alignment of the governance of big data, and ISRM effectiveness. Findings: The results of the first regression model between CTOs leadership styles and ISRM effectiveness were statistically significant. The second regression model results between CTOs leadership styles and the alignment of the governance of big data were not statistically significant. The results of the third regression model between CTOs leadership styles, the alignment of the governance of big data, and ISRM effectiveness were statistically significant. The alignment of the governance of big data was a significant predictor in the model. At the same time, the predictive strength of all 3 CTOs leadership styles was diminished between the first regression model and the third regression model. The regression models indicated that the alignment of the governance of big data was a partial mediator of the relationship between CTOs leadership styles and ISRM effectiveness. Recommendations for Practitioners: With big data growing at an exponential rate, this research may be useful in helping other practitioners think about how to test mediation with other interconnected variables related to the alignment of the governance of big data. Overall, the alignment of governance of big data being a partial mediator of the relationship between CTOs leadership styles and ISRM effectiveness suggests the significant role that the alignment of the governance of big data plays within an organization. Recommendations for Researchers: While this exact study has not been previously conducted with these three variables with CTOs in the Western United States, overall, these results are in agreement with the literature that information security governance does not significantly mediate the relationship between IT leadership styles and ISRM. However, some of the overall findings did vary from the literature, including the predictive relationship between transactional leadership and ISRM effectiveness. With the finding of partial mediation indicated in this study, this also suggests that the alignment of the governance of big data provides a partial intervention between CTOs leadership styles and ISRM effectiveness. Impact on Society: Big data breaches are increasing year after year, exposing sensitive information that can lead to harm to citizens. This study supports the broader scholarly consensus that to achieve ISRM effectiveness, better alignment of governance policies is essential. This research highlights the importance of higher-level governance as it relates to ISRM effectiveness, implying that ineffective governance could negatively impact both leadership and ISRM effectiveness, which could potentially cause reputational harm. Future Research: This study raised questions about CTO leadership styles, the specific governance structures involved related to the alignment of big data and ISRM effectiveness. While the research around these variables independently is mature, there is an overall lack of mediation studies as it relates to the impact of the alignment of the governance of big data. With the lack of alignment around a universal framework, evolving frameworks could be tested in future research to see if similar results are obtained. *** NOTE: This Proceedings paper was revised and published in the journal Issues in Informing Science and Information Technology, 18, 41-61. At the bottom of this page, click DOWNLOAD PDF to download the published paper. ***

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Castro, António, and Delfina Soares. "Connecting leadership and knowledge." In ICEGOV2014: 8th International Conference on Theory and Practice of Electronic Governance. New York, NY, USA: ACM, 2014. http://dx.doi.org/10.1145/2691195.2691229.

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"Leadership in a Crisis Context: Lessons from Greece." In 15th European Conference on Management, Leadership and Governance. ACPI, 2019. http://dx.doi.org/10.34190/mlg.19.123.

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"Leadership, Management and Teams: A way of Being Successful." In 16th European Conference on Management Leadership and Governance. ACPI, 2020. http://dx.doi.org/10.34190/elg.20.017.

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"Structure and Membership of Boards for Inclusive Stakeholder Governance." In 16th European Conference on Management Leadership and Governance. ACPI, 2020. http://dx.doi.org/10.34190/elg.20.009.

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"Institutional Governance of Social Innovation in the Digital Economy." In 15th European Conference on Management, Leadership and Governance. ACPI, 2019. http://dx.doi.org/10.34190/mlg.19.034.

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Sun, Yong-lei, Xing-hua Dang, Yao Xiao, and Wen-xiu Hu. "Impact of core enterprise leadership style on network governance." In 2014 International Conference on Management Science and Engineering (ICMSE). IEEE, 2014. http://dx.doi.org/10.1109/icmse.2014.6930326.

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Reports on the topic "Leadership and governance"

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Foyet, Metolo Foyet. Youth Leadership and Governance in West Africa. West Africa Civil Society Institute (WACSI), February 2021. http://dx.doi.org/10.15868/socialsector.38374.

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Laing, Derek, Steven Rivkin, Jeffrey Schiman, and Jason Ward. Decentralized Governance and the Quality of School Leadership. Cambridge, MA: National Bureau of Economic Research, March 2016. http://dx.doi.org/10.3386/w22061.

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Amoah, Solomon Kofi Amoah. Interrogating Governance and Leadership Succession Planning in Selected Civil Society Organisations in Ghana. West Africa Civil Society Institute (WACSI), January 2020. http://dx.doi.org/10.15868/socialsector.36749.

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Amoah, Solomon Kofi Amoah. An Analysis of Leadership Transitions and Governance Within Civil Society Organisations in Ghana. West Africa Civil Society Institute (WACSI), January 2018. http://dx.doi.org/10.15868/socialsector.36755.

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Yimam, Muhsin, Tadesse Teshome, Alemayehu Assefa, Demeke Samaro, Minilek Kefale, Solomon Petros, Jo Weeks, Amsalu Ayana, and Herman Snel. Training manual on Seed Producer Cooperatives (SPCs) module: governance and leadership of SPCs. Wageningen: Wageningen Centre for Development Innovation, 2020. http://dx.doi.org/10.18174/536871.

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Herbert, Sian. Covid-19, Conflict, and Governance Evidence Summary No.30. Institute of Development Studies (IDS), February 2021. http://dx.doi.org/10.19088/k4d.2021.028.

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This fortnightly Covid-19 (C19), Conflict, and Governance Evidence Summary aims to signpost the UK Foreign, Commonwealth and Development Office (FCDO) and other UK government departments to the latest evidence and opinions on C19, to inform and support their responses. Based on the feedback given in a recent survey, and analysis by the Xcept project, this summary is now focussing more on C19 policy responses. This summary features resources on: how youth empowerment programmes have reduced violence against girls during C19 (in Bolivia); why we need to embrace incertitude in disease preparedness responses; and how Latin American countries have been addressing widening gender inequality during C19. It also includes papers on other important themes: the role of female leadership during C19; and understanding policy responses in Africa to C19 The summary uses two main sections – (1) literature: – this includes policy papers, academic articles, and long-form articles that go deeper than the typical blog; and (2) blogs & news articles. It is the result of one day of work, and is thus indicative but not comprehensive of all issues or publications.

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Herbert, Sian. Covid-19, Conflict, and Governance Evidence Summary No.29. Institute of Development Studies (IDS), February 2021. http://dx.doi.org/10.19088/k4d.2021.020.

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This fortnightly Covid-19, Conflict, and Governance Evidence Summary aims to signpost the UK Foreign, Commonwealth and Development Office (FCDO) and other UK government departments to the latest evidence and opinions on Covid-19 (C19), to inform and support their responses. Based on feedback from the recent survey, and analysis by the Xcept project, this edition, as a trial, focusses less on the challenges that C19 poses, and more on more on the policy responses to these challenges. The below summary features resources on legislative leadership during the C19 crisis; and the heightening of risks emanating from C19’s indirect impacts – including non-C19 healthcare, economy and food security, and women and girls and unrest and instability. Many of the core C19 themes continue to be covered this week, including anti-corruption approaches; and whether and how C19 is shaping conflict dynamics (this time with articles focussing on Northwestern Nigeria, Myanmar’s Rakhine State, and the Middle East). The summary uses two main sections – (1) literature: – this includes policy papers, academic articles, and long-form articles that go deeper than the typical blog; and (2) blogs & news articles. It is the result of one day of work and is thus indicative but not comprehensive of all issues or publications.

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Herbert, Siân, and Heather Marquette. COVID-19, Governance, and Conflict: Emerging Impacts and Future Evidence Needs. Institute of Development Studies (IDS), March 2021. http://dx.doi.org/10.19088/k4d.2021.029.

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This paper reviews emerging evidence of the impact of COVID-19 on governance and conflict, using a “governance and conflict first” approach in contrast to other research and synthesis on COVID-19 in the social sciences that tends to be structured through a public health lens. It largely focuses on evidence on low- and middle-income countries but also includes a number of examples from high-income countries, reflecting the global nature of the crisis. It is organised around four cross-cutting themes that have enabled the identification of emerging bodies of evidence and/or analysis: Power and legitimacy; Effectiveness, capacity, and corruption; Violence, unrest, and conflict; and Resilience, vulnerability, and risk. The paper concludes with three over-arching insights that have emerged from the research: (1) the importance of leadership; (2) resilience and what “fixing the cracks” really means; and (3) why better ways are needed to add up all the “noise” when it comes to COVID-19 and evidence.

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Piotrowski, Helen. COVID-19 Health Evidence Summary No.121. Institute of Development Studies (IDS), April 2021. http://dx.doi.org/10.19088/k4d.2021.065.

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This weekly COVID-19 health evidence summary (HES) is based on 3.5 hours of desk-based research. The summary is not intended to be a comprehensive summary of available evidence on COVID-19 but aims to make original documents easily accessible to decision-makers which, if relevant to them, they should go to before making decisions. This summary covers publications on Clinical characteristics and management; Therapeutics; Vaccines; Leadership and governance; Health systems; Comments, Editorials, Opinions, Blogs, News; Dashboards & Trackers; C19 Resource Hubs; and Online learning & events.

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Piotrowski, Helen. COVID-19 Health Evidence Summary No.122. Institute of Development Studies (IDS), May 2021. http://dx.doi.org/10.19088/k4d.2021.075.

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Abstract:

This weekly COVID-19 health evidence summary (HES) is based on 3.5 hours of desk-based research. The summary is not intended to be a comprehensive summary of available evidence on COVID-19 but aims to make original documents easily accessible to decision-makers which, if relevant to them, they should go to before making decisions. This summary covers publications on Clinical characteristics and management; Vaccines; Indirect impact of COVID-19; Social Science; Leadership and governance; Health systems; Comments, Editorials, Opinions, Blogs, News; Dashboards & Trackers; C19 Resource Hubs and Online learning & events.

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