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Journal articles on the topic 'Leadership and governance'

Author: Grafiati

Published: 4 June 2021

Last updated: 10 February 2022

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1

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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4

&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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5

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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6

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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7

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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9

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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Sideri, Maria, Angeliki Kitsiou, Ariadni Filippopoulou, Christos Kalloniatis, and Stefanos Gritzalis. "E-Governance in educational settings." Internet Research 29, no. 4 (August 5, 2019): 818–45. http://dx.doi.org/10.1108/intr-05-2017-0178.

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Purpose Even though social media are nowadays used in the frame of public governance to ensure citizens’ major participation, enhance e-dialogue and e-democracy consequently, this utilization has not been expanded yet in the field of education, whose key role focuses on the cultivation of active citizenship, as it is promoted through participation. The purpose of this paper is to examine leadership’s views of Greek Secondary and Tertiary Education on the potential use of social media for participatory decision-making processes in order to identify if the e-participation model could be implemented in the Greek education field as in other public domains. Design/methodology/approach An exploratory research was elaborated, employing a survey design of quantitative method in order to explore Greek educational organizations leadership’s perspectives toward social media usage in participatory decision-making processes. Findings The research reveals Greek educational leadership’s positive view on the potential effects of social media usage in participatory decision-making processes and highlights anticipated benefits as well as problems to be faced, indicating the foundation for Greek leaders to implement social media in their leadership practices and exploit their affordances as in e-governance shifts. Practical implications Bringing the concept of e-participation and crowd sourcing model – key features in e-governance initiatives through social media usage – in education field, Greek educational leadership is informed to consider social media utilization more methodically in the context of participatory decision-making processes, updating simultaneously existing leadership practices. Originality/value Up till now, social media usage in participatory decision-making processes in educational settings has hardly received attention.

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12

Schwella, Erwin. "Knowledge based governance, governance as learning: the leadership implications." International Journal of Leadership in Public Services 10, no. 2 (May 6, 2014): 84–90. http://dx.doi.org/10.1108/ijlps-05-2014-0004.

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Purpose – The purpose of this paper is to argue that effective and ethical governance and government can and should benefit from many influences and inputs. These influences and inputs, in the form of evidence, information, knowledge and informed public participation contribute to the quality and legitimacy of government analysis and action. Design/methodology/approach – The approach in this viewpoint is to use persuasive communication in an advocacy and illustrative way to introduce learning governance as an approach to governance. Findings – The viewpoint states the case for the usefulness and relevance of evidence and ideas based learning governance linked to learning leadership in governance for effective and ethical leadership in governance. Originality/value – The value of the viewpoint is to stimulate and elicit discussion and debate on learning governance and leadership as approach to governance leadership.

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13

Starr, Joshua P. "Leadership." Phi Delta Kappan 99, no. 5 (January 22, 2018): 72–73. http://dx.doi.org/10.1177/0031721718754819.

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Kossek, Ellen Ernst, Georgia Duerst-Lahti, and Rita Mae Kelly. "Gender Power, Leadership, and Governance." Administrative Science Quarterly 43, no. 4 (December 1998): 946. http://dx.doi.org/10.2307/2393624.

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15

Acuto, Michele. "City Leadership in Global Governance." Global Governance: A Review of Multilateralism and International Organizations 19, no. 3 (August 19, 2013): 481–98. http://dx.doi.org/10.1163/19426720-01903008.

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16

Sotarauta, Markku. "Place leadership, governance and power." Administration 64, no. 3-4 (December 1, 2016): 45–58. http://dx.doi.org/10.1515/admin-2016-0024.

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Abstract There is an emerging consensus that place leadership is the missing piece in the local and regional development puzzle. In this context, leadership is a hidden form of agency, shadowed by such visible forms of influence as structures and formal institutions, as well as development programs and plans. This article argues that one of the most central issues in a study of place leadership is to analyse the relationships between governance, power and place leadership. The governance arrangements are undoubtedly important, as they dictate the kind of resources and positions provided to regional development work, and thus they also enable, as well as constrain, the many efforts of regional champions to exercise power in complex development processes. It is argued here that revealing how place leadership is enacted in different places and times would allow us to flesh out novel aspects about the eternal questions of how and why some places are able to adapt strategically to ever-changing social, economic and environmental circumstances while others fail to do so. Additionally, deeper investigations of place leadership would hopefully allow us to provide policymakers and practitioners with added insight on the ways to make regional development policies and practices not only more strategic but also effective. This paper elaborates the conceptual link between place leadership, governance and power.

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17

McMahon, Jean M. "Shared governance: The leadership challenge." Nursing Administration Quarterly 17, no. 1 (1992): 55–59. http://dx.doi.org/10.1097/00006216-199201710-00012.

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18

Vogelsang-Coombs, Vera. "Mayoral Leadership and Facilitative Governance." American Review of Public Administration 37, no. 2 (June 2007): 198–225. http://dx.doi.org/10.1177/0275074006289915.

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19

Mazumdar, Deepa. "Leadership Competencies for Good Governance." NHRD Network Journal 10, no. 4 (October 2017): 111–18. http://dx.doi.org/10.1177/0974173920170419.

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Vasylieva, O., and N. Vasylieva. "INNOVATIVE LEADERSHIP IN PUBLIC GOVERNANCE." Investytsiyi: praktyka ta dosvid, no. 11 (June 15, 2021): 60. http://dx.doi.org/10.32702/2306-6814.2021.11.60.

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21

Sukhdeo, BAF, and CA Arnolds. "Pursuing triple bottom line sustainability through conscious corporate governance." African Journal of Employee Relations (Formerly South African Journal of Labour Relations) 40, no. 1 (February 18, 2019): 83–107. http://dx.doi.org/10.25159/2520-3223/5861.

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The role of leaders in the pursuit of business sustainability has grown in relevance since the reported corporate scandals and the global financial crisis of 2008. This study suggests that conscious leadership, which differs from current leadership styles, is needed in order to achieve business sustainability. Using a sample of 371 directors and senior managers from 167 JSE-listed and 54 unlisted companies, the study investigated the role of conscious leadership in the achievement of sustainable business practices. Regression analyses and Pearson correlation coefficients, as well as Cohenâ€™s d effect sizes, were calculated in order to analyse the data.The empirical results revealed that the respondents regarded conscious leadership as an important part of corporate governance, which led the present study to coin the phrase â€œconscious corporate governanceâ€. The results also showed that conscious corporate governance is positively related to healthy employee relations, and to the achievement of equal opportunities and workforce diversity, but that this kind of governance is negatively related to company profitability. The study explores the implications of these results.

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22

OJEWUNMI, Emmanuel A. "Good Leadership and Sustainable Governance: A Critical Assessment of Governance in Nigeria." International Journal of Innovative Science and Research Technology 5, no. 7 (August 18, 2020): 1389–96. http://dx.doi.org/10.38124/ijisrt20jul839.

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This research paper establishes that good leadership is a key condition to sustainable governance. This paper therefore, investigates the principles of good leadership and sustainable governance. With Causal and Descriptive Designs employed as the methodology, this work accesses how sustainable the democratic governance in Nigeria is. The words good and sustainable as related to governance cannot be absolutely divorced in the study of governance. The two key words in this discourse are so inextricably intertwined as though they are conterminous with each other. This is because the two key words focus on the same goal. To discuss one leaving the second out cannot bring desirable results for this discourse. For the governance of any given state to be sustainable, it must be a governance that is led and managed by good leadership and it should conform to the expected constitutional standard, that is legally constituted and that is being operated according to the rules and regulations of the country. It must be accountable to the people with the structure that allows a smooth hand over process. This paper therefore examines some of the definitions of good leadership, the conditions that can guarantee good governance and how they can be applied to the Nigerian situation in providing suitable governance that will not jeopardize the interests of the future generations. The paper recommends that Nigeria needs a leadership that preserves the future. The Nigerian people need a leadership that not only protects the political, economic, social and environmental interests of the present but also protects the interests of the future generations.

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Nanda, I. Gusti Ayu Agung Yustika, and I. Gusti Ayu Made Asri Dwija Putri. "Good Government Governance, Gaya Kepemimpinan dan Kinerja Manajerial Penyelenggara Pemerintahan Desa." E-Jurnal Akuntansi 31, no. 8 (August 26, 2021): 1999. http://dx.doi.org/10.24843/eja.2021.v31.i08.p10.

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This study aims to examine the effect of the implementation of Good Government Governance and leadership style on managerial performance of village government administrators in Badung Regency. Based on the results of the analysis it was found that the variables of Good Government Governance and leadership style simultaneously had a significant effect on managerial performance. This shows that the better the implementation of Good Government Governance and the right leadership style, the better managerial performance will be. Good Government Governance partially has a significant effect on managerial performance. This shows that the existence of good governance can improve managerial performance. Leadership style also partially has a significant effect on managerial performance. This shows that the right leadership style can improve managerial performance. Keywords: Good Government Governance; Leadership Style; Managerial Performance.

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24

SLIMANE, Melouki. "Good Governance, Leadership and Making Decision." Kaygı. Uludağ Üniversitesi Fen-Edebiyat Fakültesi Felsefe Dergisi, no. 24 (April 15, 2015): 205. http://dx.doi.org/10.20981/kuufefd.40491.

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25

Hill, Hermann. "Von Good Governance zu Public Leadership." Verwaltung & Management 12, no. 2 (2006): 81–84. http://dx.doi.org/10.5771/0947-9856-2006-2-81.

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Merok Paulsen, Jan, Olof Johansson, Lejf Moos, Elisabet Nihlfors, and Mika Risku. "Superintendent leadership under shifting governance regimes." International Journal of Educational Management 28, no. 7 (September 2, 2014): 812–22. http://dx.doi.org/10.1108/ijem-07-2013-0103.

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Purpose – The purpose of this paper is to analyse the superintendent position, its relation to the local political system and the function as superior of principals in the school district in order to illuminate important district-level conditions for student learning. Influences from historical legacies and policy cultures are investigated by means of cross-country case analyses. Design/methodology/approach – This paper is based on data from national surveys of superintendent leadership in Sweden, Denmark, Finland and Norway. Findings – A key point is the observation of a mix-mode system of hard and soft governance. Municipalities, schools, teachers and pupils are – in different degrees across the Nordic countries – subjected to external evaluation and assessment by central control agencies, where the streams of reports, assessments and performance data are assembled. However, shifts in the governance systems are only modestly reflected in the self-reports on the superintendents’ role. Overall, superintendents in the cases express a self-preferred leadership style as professional learning facilitators who focus on pupil orientation, which positions the superintendent in “crossfires” between conflicting stakeholder demands. Research limitations/implications – The paper reinforces the importance of superintendent leadership in local school governance. It underscores the importance that superintendents facilitate learning conditions for school leaders, teachers and students, which we see as a promising path for further research. Originality/value – The paper provides empirical evidence regarding superintendent leadership situated in local social and political contexts within the Nordic countries. The cross-country analysis illuminates how path-pendent historical legacies mediate current reform trends.

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Blase, Jo, and Joseph Blase. "Principals’ Perspectives on Shared Governance Leadership." Journal of School Leadership 10, no. 1 (January 2000): 9–39. http://dx.doi.org/10.1177/105268460001000103.

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This article presents descriptive and conceptual findings about shared governance leadership from the perspectives of shared governance principals. Data for the study were drawn from successful principals affiliated with the League of Professional Schools (Glickman, 1993). The study describes the professional and personal socialization factors that contributed to the development of principals’ perspectives on shared leadership and the strategies and purposes that fundamentally define such perspectives.

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Chaffin, Brian C., Theresa M. Floyd, and Sandra L. Albro. "Leadership in informal stormwater governance networks." PLOS ONE 14, no. 10 (October 17, 2019): e0222434. http://dx.doi.org/10.1371/journal.pone.0222434.

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van der Waldt, Gerrit. "Project Governance: A Municipal Leadership Challenge." Politikon 37, no. 2-3 (December 2010): 251–68. http://dx.doi.org/10.1080/02589346.2010.522337.

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Valente, Flávio, Dianne Dredge, and Gui Lohmann. "Leadership and governance in regional tourism." Journal of Destination Marketing & Management 4, no. 2 (June 2015): 127–36. http://dx.doi.org/10.1016/j.jdmm.2015.03.005.

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YIM, DONG WOOK. "Governance Leadership for Hydrogen Economy Revitalization." Transctions of the Korean Hydrogen and New Energy Society 31, no. 3 (June 30, 2020): 265–75. http://dx.doi.org/10.7316/khnes.2020.31.3.265.

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Gladson Nwokah, N., and Augustine I. Ahiauzu. "Marketing in governance: emotional intelligence leadership for effective corporate governance." Corporate Governance: The international journal of business in society 10, no. 2 (April 13, 2010): 150–62. http://dx.doi.org/10.1108/14720701011035675.

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Watimena, Mohammad Amin. "Implementasi Good Coorporate Governance, Good Governance dan Kepemimpinan Situasional Terhadap Kinerja Pegawai." PUBLIC POLICY (Jurnal Aplikasi Kebijakan Publik & Bisnis) 1, no. 2 (September 3, 2020): 195–214. http://dx.doi.org/10.51135/publicpolicy.v1.i2.p195-214.

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This study aimed at finding out and analyzing the effect of good corporate governance, good governance and situational leadership on employees’ performance (a study at public hospital in Masohi region). The hypotheses formulated in this study were: 1) Good corporate governance had positive effects on employees’ performance at public hospital in Masohi; 2) Good governance had positive effects on employees’ performance at public hospital in Masohi; 3) Situational leadership had positive effects on employees’ performance at public hospital in Masohi. The collected data were analyzed by regression analysis. The results showed that 1) Good corporate governance significantly had positive effects on employees’ performance shown by the value 4.19; 2) Good governance significantly had positive effects on employees’ performance by the value 4.17; 3) Situational leadership significantly had positive effects on employees’ performance shown by the value 3.94; 4) Good corporate governance, good governance and situational leadership simultaneously had positive effects on employees’ performance at public hospital in Masohi shown by the value 4.07. The results of testing proved that all four hypotheses in this study were accepted

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34

Morton, Katherine. "Political Leadership and Global Governance: Structural Power Versus Custodial Leadership." Chinese Political Science Review 2, no. 4 (November 28, 2017): 477–93. http://dx.doi.org/10.1007/s41111-017-0089-4.

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JACOBY, JENNIFER, and MICHAEL TERPSTRA. "Collaborative Governance." Nursing Management (Springhouse) 21, no. 12 (February 1990): 42???45. http://dx.doi.org/10.1097/00006247-199002000-00013.

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SANDS, ROSETTA F. "Hospital Governance." Nursing Management (Springhouse) 21, no. 12 (December 1990): 14???16. http://dx.doi.org/10.1097/00006247-199012000-00006.

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37

SKUBAK, KATHLEEN J., NANCY H. EARLS, and MARY JEAN BOTOS. "Shared Governance." Nursing Management (Springhouse) 25, no. 5 (May 1994): 80Q. http://dx.doi.org/10.1097/00006247-199405000-00016.

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Church, Judith A., Patrick Baker, and Devon M. Berry. "Shared governance." Nursing Management (Springhouse) 39, no. 4 (April 2008): 34. http://dx.doi.org/10.1097/01.numa.0000316058.20070.8c.

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McDowell, Judy B., Randy L. Williams, Donald D. Kautz, Pamela Madden, Ann Heilig, and Amy Thompson. "Shared governance." Nursing Management (Springhouse) 41, no. 7 (July 2010): 32–37. http://dx.doi.org/10.1097/01.numa.0000384033.17552.03.

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Griffiths, Hugh. "Clinical Governance." Journal of Nursing Management 11, no. 3 (April 11, 2003): 143–44. http://dx.doi.org/10.1046/j.1365-2834.2003.00390.x.

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Fisher, Cheryl A., Jennifer Jabara, Leslie Poudrier, Tamara Williams, and Gwenyth R. Wallen. "Shared governance." Nursing Management (Springhouse) 47, no. 11 (November 2016): 14–16. http://dx.doi.org/10.1097/01.numa.0000502808.67918.e8.

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Saylor, Deborah L. "Shared governance." Nursing Management 38, no. 5 (May 2007): 14. http://dx.doi.org/10.1097/01.lpn.0000269814.66554.61.

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O’Boyle, Ian, David Shilbury, and Lesley Ferkins. "Toward a Working Model of Leadership in Nonprofit Sport Governance." Journal of Sport Management 33, no. 3 (May 1, 2019): 189–202. http://dx.doi.org/10.1123/jsm.2018-0227.

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The aim of this study is to explore leadership within nonprofit sport governance. As an outcome, the authors present a preliminary working model of leadership in nonprofit sport governance based on existing literature and our new empirical evidence. Leadership in nonprofit sport governance has received limited attention to date in scholarly discourse. The authors adopt a case study approach involving three organizations and 16 participant interviews from board members and Chief Executive Officers within the golf network in Australia to uncover key leadership issues in this domain. Interviews were analyzed using an interpretive process, and a thematic structure relating to leadership in the nonprofit sport governance context was developed. Leadership ambiguity, distribution of leadership, leadership skills and development, and leadership and volunteerism emerged as the key themes in the research. These themes, combined with existing literature, are integrated into a preliminary working model of leadership in nonprofit sport governance that helps to shape the issues and challenges embedded within this emerging area of inquiry. The authors offer a number of suggestions for future research to refine, test, critique, and elaborate on our proposed working model.

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Brown, Alison. "Communication and leadership in healthcare quality governance." Journal of Health Organization and Management 34, no. 2 (February 8, 2020): 144–61. http://dx.doi.org/10.1108/jhom-07-2019-0194.

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PurposeThe importance of hospital board engagement in the work of governing healthcare quality has been demonstrated in the literature. Research into influences on effective corporate governance has traditionally focused on board architecture. Emerging research is bringing to light the importance of governance dynamics. This paper contributes to emerging research through highlighting how communication and leadership underpin effective engagement in governing healthcare quality.Design/methodology/approachA comparative case study of eight Australian public hospitals was undertaken involving document review, interviews and observations. Case studies were allocated into high- or low-engagement categories based on evidence of governance processes being undertaken, in order to compare and contrast influencing factors. Thematic analysis was undertaken to explore how communication and leadership influence healthcare governance.FindingsSeveral key components of communication and leadership are shown to influence healthcare quality governance. Clear logical narratives in reporting, open communication, effective questioning and challenge from board members are important elements of communication found to influence engagement. Leadership that has a focus on healthcare excellence and quality improvement are aligned and promote effective meeting processes is also found to foster governance engagement. Effective engagement in these communication and leadership processes facilitate valuable reflexivity at the governance level.Practical implicationsThe findings highlight the way in which boards and senior managers can strengthen governance effectiveness through attention to key aspects of communication and leadership.Originality/valueThe case study approach allows the exploration of communication and leadership in greater depth than previously undertaken at the corporate governance level in the healthcare setting.

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Wessels, Hendrik Marius, and Naomi Wilkinson. "Assessing organisational governance maturity: A retail industry case study." Risk Governance and Control: Financial Markets and Institutions 6, no. 2 (2016): 58–71. http://dx.doi.org/10.22495/rcgv6i2art8.

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For any business to operate effectively, a governance framework that operates at the relevant maturity level is required. An organisational governance maturity framework is a tool that leadership can use to determine governance maturity. This study aims to determine whether the organisational governance maturity framework (developed by Wilkinson) can be applied to the selected retail industry organisation to assess the maturity of the organisation’s governance, limited to the ‘leadership’ attribute. Firstly, a high-level literature review on ethical leadership, ethical decision-making, ethical foundation and culture (‘tone at the top’), and organisational governance and maturity was conducted. Secondly, a Johannesburg Stock Exchange (JSE) listed South African-based company was selected for the empirical part of the study using a single case study research design. The empirical results confirmed that the organisational governance maturity framework can be used to determine the maturity level of organisational governance for the selected attribute of ‘leadership’.

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Mulyadi, Mulyadi. "PENGARUH KEPEMIMPINAN ETIS DAN GOOD CORPORATE GOVERNANCE TERHADAP KINERJA PERUSAHAAN BUMN DI INDONESIA." Media Riset Akuntansi, Auditing & Informasi 21, no. 1 (April 29, 2021): 137. http://dx.doi.org/10.25105/mraai.v21i1.9172.

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<p><em>The purposed of this study to examined the influence of ethical leadership on the performance of SOEs in Indonesia, either directly or via a variable good corporate governance practices as a mediating variable. This study using both of primary data, ethical leadership variable and secondary data, good corporate governance index and performance of SOEs. SOEs performance are extracted from two type, first the company's health and assessment criteria for performance excellence. Both of these performance measures has been assesed both of by internal assessment and also the SOE and independent parties.This research used data of 63 state-owned enterprises with such criteria. Primary data such as ethical leadership data, obtained from the Vice President, Senior Vice President of 63 SOEs. SOEs data obtained from internal asesment and by independen party. Results of the study revealed that ethical leadership significant effect on organizational performance. Ethical leadership directly positive significant effect on organizational performance, while good corporate governance can not be a mediating variable. This study also proved significant influence ethical leadership positively to good corporate governance. Other findings, good corporate governance positively affects organizational performance. Ethical leadership a more direct impact on organizational performance compared to the indirect influence through the mediating variables of good corporate governance. The findings reveal the higher index of corporate governance and ethical leadership, the higher the performance of the organization.</em></p>

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MacNeil, Carole A., and Jennifer McClean. "Moving from “youth leadership development” to “youth in governance”: Learning leadership by doing leadership." New Directions for Youth Development 2006, no. 109 (2006): 99–106. http://dx.doi.org/10.1002/yd.157.

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48

Aluko, Olukemi Ajibike. "Leadership and Governance Crisis in Nigeria: The Case of the #Endsars Protest." Journal of Public Administration and Governance 11, no. 2 (June 9, 2021): 246. http://dx.doi.org/10.5296/jpag.v11i2.18733.

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Leadership and governance are intertwined as they have also been recognised as imperatives for the attainment of development in any polity. Discourses on leadership and national development cannot be over-emphasised particularly as it relates with governance. Given its place, its impact is felt in the delivery of the objectives and citizens’ expectations in any given society or organization. Be that as it may, given the several challenges bedevilling Nigeria, the quest for quality leadership and good governance are always burning issues. Thus, the need for further research on this topical issue. It is on the basis of this that this study further seeks to re- examine the place of leadership on governance in Nigeria, with particular emphasis on appraising the #EndSARS protest that took place late 2020 as an effect of absence of quality leadership and good governance over the years. In carrying out the research, we made use of literatures and secondary materials, particularly the mass media to unravel leadership lapses in the governance process over the years and how these occasioned several unrests and protests. The study discovered that the challenges faced by the citizens are products of lack of quality leadership and good governance and concluded that if this is consciously addressed, the Nigerian political and systems would be the better for it.

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Ganiyu, Adamson Duncan, Halima A. Godowolli, and Lawal Joy Oritsedurotimi. "Governance, Good Governance, Organized Leadership and Meaningful Development: The Nigerian Experience." Journal of Public Administration and Governance 8, no. 1 (March 7, 2018): 196. http://dx.doi.org/10.5296/jpag.v8i1.12519.

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Abstract:

This paper discusses how the process of governance in Nigeria over the years has been characterized by many negative indications, while the world which our government is pretending to copy is fast entrenching in every facet of its laws and practices the sanctity of life. It also discusses how our electoral and political machinery are legitimizing murder as an acceptable paradigm of settlement of even minor brushes. Governance is supposed to be articulate and organized leadership to culminate meaningful development that will bring the greatest happiness for the greatest number of people. Methodologically, the study was carried out using content analysis. Various existing document such as, historical evidence, newspaper reports, journal and existing archival records were content analyzed. Thus, while democracy in Nigeria is but a sham, good governance is still far in coming. The paper found out that the political class has continued to dispose and demonstrate known military attribute like corruption, civil authoritarianism, democratic dictatorship, brazen disrespect for human life, which have led to incessant killings as a political strategy. Rather than produce good governance that will develop the State, the above scenario has produced bad governance and further increased the poverty of the Nigerian populace. The paper recommended a general reconstruction of Nigeria’s political, social and economic infrastructure.

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Zhang, Lin, and Xiaojun Zhang. "Contorted leadership in Chinese hierarchically oriented context." Chinese Management Studies 8, no. 3 (July 29, 2014): 502–26. http://dx.doi.org/10.1108/cms-01-2014-0016.

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Purpose – The aim of this research is to explore the behavioral model of Chinese organizational leaders acquiring resources for the development of their organizations under the influence of hierarchically oriented social governance. Design/methodology/approach – The paper compares the differences between Western and Chinese contexts and conducts a grounded multi-case study to explore leadership behavioral model in the Chinese context. Findings – First, the Chinese social governance structure is hierarchically oriented, whereas the Western social governance structure is market oriented. Second, this unique inconformity found in the Chinese organizational leaders as contorted leadership, which refers to the inconsistency between leaders’ cognition and their behavior when acquiring resources for the development of their organizations, is defined. Third, the conflict between leaders’ cognition and behaviors is caused by the social governance mechanism within which leaders are embedded. Research limitations/implications – The authors have just made a first step to understand contorted leadership in the Chinese context, further researches should pay more attention to exploring the origins, functions and impacts of leaders’ contorted behaviors. Originality/value – First, leadership is linked with social governance by emphasizing on the core role of social governance in allocating the resources which organizational leaders scramble for. Second, a new kind of leadership –contorted leadership – in the Chinese context that emphasizes on the contradiction between leaders’ cognition and behavior, which deepens the understanding of leadership contextualization, is identified.

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