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Journal articles on the topic 'Leadership – Case studies'

Author: Grafiati

Published: 4 June 2021

Last updated: 30 July 2024

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1

Gurr, David, Lawrie Drysdale, and Bill Mulford. "Successful principal leadership: Australian case studies." Journal of Educational Administration 43, no. 6 (December 2005): 539–51. http://dx.doi.org/10.1108/09578230510625647.

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Cameron, Patricia, and Cheryl Jusela. "Unfolding Case Studies for Nursing Leadership." Journal of Doctoral Nursing Practice 16, no. 1 (March 1, 2023): 3–8. http://dx.doi.org/10.1891/jdnp-2021-0018.

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Background:The education of nursing students has changed radically during the COVID-19 pandemic, with more content being delivered virtually. With less face-to-face (F2F) contact with educators, content translation to real-world scenarios is diminished.Objective:To determine if an educational seminar using unfolding case studies will improve students’ understanding of concepts.Method:A pilot study of senior-level nursing students of an intensive unfolding case study application was conducted to focus on concept application.Results:Pre- and post-tests were compared with the increase in understanding of the focused topics, delegation, advanced directives, and safety, which was statistically significant (t[55] = 6.92, p < .001).Conclusion:Using real-world clinical problems through case studies facilitates understanding concepts and developing critical thinking skills/problem-solving abilities. The results of this study provide an impetus for the use of unfolding case studies to help nursing students understand leadership concepts.

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Smitter, Roger. "Criteria for Selecting Case Studies of Leadership." Journal of Leadership Studies 2, no. 2 (April 1995): 146–52. http://dx.doi.org/10.1177/107179199500200215.

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Pingali, Venugopal. "Responsible leadership: learning from Indian case studies." Asian Journal of Business Ethics 5, no. 1-2 (January 27, 2016): 139–47. http://dx.doi.org/10.1007/s13520-016-0060-8.

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Horowitz, Shale, and Min Ye. "Leadership preferences and ethnic bargaining: theory and illustrations." Indian Growth and Development Review 13, no. 2 (October 18, 2019): 353–89. http://dx.doi.org/10.1108/igdr-07-2019-0070.

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Purpose In explaining ethno-territorial conflicts, leadership preferences have an odd status. In case studies, leadership preferences are often viewed as highly significant causes but are not usually defined and measured explicitly. In large-sample statistical studies, leadership preferences are only captured by weakly related proxy variables. This paper aims to fill this gap by developing suitable theory, which can be used consistently in both case study and statistical applications. Design/methodology/approach Formal bargaining models are used to examine the expected impact of variation in leadership preferences. Relevant leadership characteristics are then used to construct measures of variation in leadership preferences, which are applied in case studies. Findings In bargaining models, variation in leadership preferences is expected to have a significant impact on ethno-territorial conflict outcomes. More extreme nationalist leaders and, more conditionally, strongly power-seeking leaders, should be more likely to be willing to use force to modify the status quo – although more moderate nationalist leaderships are also willing to do so under certain conditions. In five case studies, these formally derived hypotheses receive initial empirical support. Originality/value Theoretically and empirically, further refinement of research on variation in leadership preferences promises to add significant value. Formally, it is worth investigating the expected impact of additional preference types. Empirically, it is important to invest in measures of leadership preferences across large samples.

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Howe, William. "Leadership and Spun Leadership in the O.J. Simpson Case: Towards an Ecology for Leadership Studies." Journal of Leadership Studies 2, no. 1 (January 1995): 13–35. http://dx.doi.org/10.1177/107179199500200103.

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Alvesson, Mats, and André Spicer. "Critical leadership studies: The case for critical performativity." Human Relations 65, no. 3 (March 2012): 367–90. http://dx.doi.org/10.1177/0018726711430555.

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Christman, Luther P. "Interdisciplinary Case Studies in Health Care Redesign." Nursing Administration Quarterly 25, no. 1 (2000): 154. http://dx.doi.org/10.1097/00006216-200010000-00029.

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Donnelly, Mike, and Wayne Graham. "Co-leadership: public sector case studies using reciprocal expectations." Development and Learning in Organizations: An International Journal 32, no. 2 (March 5, 2018): 13–15. http://dx.doi.org/10.1108/dlo-04-2017-0041.

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Purpose The paper aims to introduce the reciprocal expectations (RE) approach to co-leadership and outlines the complex environments within which public services operate. Design/methodology/approach A case study of two government departments is undertaken to apply the RE approach within a public services context. Findings The application of the RE approach to co-leadership resulted in the mending of broken relationships, thereby providing the basis for stable, effective government, and restoring Ministerial confidence in the government departments. Practical implications Strong and effective co-leadership can be achieved when attributes of trust, honesty, and clear expectations are facilitated and mutually adopted. Originality/value The organizational context of elected and professional leaders in government is complex, unique, and requires special attention. The RE approach is original, and the case studies contribute to the knowledge of co-leadership and the benefits of the RE approach to good governance practice.

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Duncan, G. A., and J. W. Hofmeyr. "Leadership through theological education: Two case studies in South African history." Verbum et Ecclesia 23, no. 3 (August 7, 2002): 642–57. http://dx.doi.org/10.4102/ve.v23i3.1229.

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The quality of visionary leadership requires serious attention in current South Africa, both because of its importance but also sometimes because of the lack of leadership in church and theological contexts. In the first section of this article, focus is placed on leadership in the Faculty of Theology (NG Kerk) at the University of Pretoria, and in the second section, on the leadership at the Lovedale Missionary Institution in the Eastern Cape. Finally, some comparisons and conditions are drawn.

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Owen, Susanne Mary, Toabwa Toaiauea, Tekonnang Timee, Tebetaio Harding, and Taaruru Taoaba. "School leadership capacity-building: developing country successful case studies." International Journal of Educational Management 34, no. 10 (August 1, 2020): 1615–36. http://dx.doi.org/10.1108/ijem-10-2019-0379.

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PurposeSystems educational reform in developing countries through effective principal capacity- building programs is essential for improving student learning, with the purpose of this paper being to use case studies to identify key success factors in the implementation of an instructional leadership program in the developing country of Kiribati.Design/methodology/approachA case study approach involving mixed methods including semi-structured interviews and document analysis was used within three purposively sampled schools to examine implementation success factors relevant to instructional leadership literatureFindingsThe case studies reveal the overall value of the Kiribati instructional leadership program involving school leader workshops and ongoing coaching support, with instructional leadership reflecting directive and collaborative, as well as transformative theoretical aspects. Key implementation success factors within researched schools were leaders undertaking regular observations in classrooms, systematic tracking of student achievement and nurturing a positive culture for learning, as well as establishment of various collaborative processes involving community and teacher peer learning groups.Research limitations/implicationsThe study provides in-depth information through teacher and school leader interviews and examining relevant school documentation artefacts. A limitation is that the study involved only three schools and was undertaken less than a year into program implementation. Future research involving more schools and several years after implementation would be beneficial to investigate sustainability across the school system and longer-term program impacts.Practical implicationsThe data provides practical tips for school leaders regarding effective teacher capacity-building approaches, as well as providing information for policy makers, especially in developing countries, about effective professional development programs for school leaders and teachers. 10; 10;Originality/valueThe study examines a system-wide workshop series and coaching approach to school leader and teacher capacity-building in a developing country from a theoretical and practical perspective relevant to instructional leadership and also transformational leadership, which is an under-researched area. 10; 10; 10;

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Morrison, Marlene, and Jacky Lumby. "Is leadership observable? Qualitative orientations to leadership for diversity. A case from FE." Ethnography and Education 4, no. 1 (March 2009): 65–82. http://dx.doi.org/10.1080/17457820802703515.

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Gronberg, Mary, and Dongxu Wang. "Introduction of Medical Physics Leadership Academy (MPLA) case studies." Journal of Applied Clinical Medical Physics 22, no. 3 (March 2021): 287. http://dx.doi.org/10.1002/acm2.13187.

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Gowing, Marilyn K., David M. Morris, Seymour Adler, and Mitchell Gold. "The Next Generation of Leadership Assessments: Some Case Studies." Public Personnel Management 37, no. 4 (December 2008): 435–55. http://dx.doi.org/10.1177/009102600803700405.

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Christman, Luther P. "Case Studies in Cultural Diversity." Nursing Administration Quarterly 24, no. 2 (2000): 91. http://dx.doi.org/10.1097/00006216-200001000-00016.

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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 (October 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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Palafox Soto, María Olivia, Sergio Ochoa Jiménez, and Carlos Armando Jacobo Hernández. "Leadership in the succession process: the case of a family business from mexico." Visión de Futuro, no. 23, No 2 (Julio - Diciembre) (July 1, 2019): 90–101. http://dx.doi.org/10.36995/j.visiondefuturo.2019.23.02.007.en.

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Family businesses are of great importance because they have generated new jobs over the years, allowing them to be the object of study in various investigations; despite this, no emphasis has been placed on case studies that highlight both leadership and the decisive process in this type of organizations, known as succession. As a result, concern was generated to study a company that has gone through this process, where the main purpose is to show the ability to solve problems, challenges and how to cope with succession, in addition to knowing whether leadership is a key factor in it, deepening it to a greater extent in a case study, with semi-structured interview guides. After analyzing and interpreting what the informants mention, it is obtained as a result that leadership was a fundamental piece in this process, with an autocratic leadership that was exercised by the founder of the company. Currently, the new owner has used different types of leaderships depending on the situation, called situational. It is recommended to continue with that leadership style that characterizes him and to continue to be successful as a recognized family business.

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Kasztelnik, Karina, and Damon Brown. "The Observational Socio-Economic Study and Impact on the International Innovative Leadership in the United States." SocioEconomic Challenges 4, no. 4 (2020): 63–94. http://dx.doi.org/10.21272/sec.4(4).63-94.2020.

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This paper summarizes how socio-economic study has impact on the international innovative leadership in the United States. This article includes the review will focus and examine literature and theories related to public policy organizational effectiveness as well as diversity leadership. Online databases including search engines located relevant books, journals, articles, and dissertations. The search terms used were descriptive of various themes such as diversity, diversity leadership, public policy and public policy leadership, organizational leadership, public policy and leadership, cultural diversity, organizational effectiveness, and public policy effectiveness. Additionally, measurements of public policy organizations effectiveness have been narrowly focused on past practice failing to include multiple organizational aspects similar to other professional organizations. Prior studies have been conducted in relationship to the effects of diversity leadership and leadership although related solely to the individual officer or the public policy organization. Notwithstanding, studies have been sparse which suggest that diversity leadership initiatives or enhanced leadership, increase public effectiveness, let alone collectively. Limited studies are not the case concerning public policy. This study attempted to fill this gap by examining if leadership of public policy outcomes of diversity leadership initiatives and the level of leadership predicts public policy organizational effectiveness. All of these terms have assisted in locating contemporary and relevant research. The results of the critical review article with analysis both authors can be useful for any leaderships around the World to support social-economics changes. Keywords: socio-economic, innovation, leadership, education, public policy.

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Male, Trevor, and Ioanna Palaiologou. "Pedagogical leadership in action: two case studies in English schools." International Journal of Leadership in Education 20, no. 6 (May 13, 2016): 733–48. http://dx.doi.org/10.1080/13603124.2016.1174310.

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Beckett, Julia. "Skirting the Swamp: Using Case Studies for Developing Leadership Skills." Journal of Public Administration Education 3, no. 2 (May 1997): 235–38. http://dx.doi.org/10.1080/10877789.1997.12023433.

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Ion, Georgeta, and Marina Tomàs Folch. "Leadership, Gender and Organisational Culture at Catalonian Universities: Case Studies." International Journal of Learning: Annual Review 16, no. 9 (2009): 331–42. http://dx.doi.org/10.18848/1447-9494/cgp/v16i09/46589.

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Gott, Trisha, Brandon W. Kliewer, Kerry L. Priest, and Mary H. Tolar. "The Path Forward: A Case for Openness in Leadership Studies." Journal of Leadership Studies 12, no. 2 (September 26, 2018): 56–59. http://dx.doi.org/10.1002/jls.21578.

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Atkinson, Timothy. "The “Reverse Case Study:” Enhancing Creativity in Case-Based Instruction in Leadership Studies." Journal of Leadership Education 13, no. 3 (July 1, 2014): 118–28. http://dx.doi.org/10.12806/v13/i3/a3.

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Ghafournia, Nafiseh. "Muslim Women’s Religious Leadership: The Case of Australian Mosques." Religions 13, no. 6 (June 10, 2022): 534. http://dx.doi.org/10.3390/rel13060534.

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In the history of all religions, there has been a male monopoly over religious leadership. In most Muslim societies in particular, men have enjoyed indisputable authority over religious leadership roles in the spaces of worship and communal gatherings. However, in recent decades, some Muslim women have contested this ownership and have taken up space in mosques and other religious spaces to teach and lead prayer for other women or for both genders. Yet, women’s religious leadership roles in contemporary mosques in both Muslim and Western countries are contested. Research on this topic in the Australian context is limited to very few studies. In this article, I will review the historic debate around female religious authority—particularly women’s leadership roles in the mosque. The relationship between Islam, gender and religious authority, as well as the initiation of female Imams, will also be explored. Online written interviews were conducted with twenty Muslim women drawn from three Australian Muslim online Facebook groups to determine how these women perceive female religious authority and, in particular, how they view female Imams leading prayer in the mosque. Building on the participants’ narratives, the paper investigates the didactic potential and challenges that Australian Muslim women may have with regard to greater inclusion in religious authority and decision-making positions.

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Franklin, Kirk. "A Case Study: A Journey of Leading in Polycentric Theory and Practice in Mission." Transformation: An International Journal of Holistic Mission Studies 38, no. 3 (June 21, 2021): 254–75. http://dx.doi.org/10.1177/02653788211026330.

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Leadership and governance structures for any organisations involved in God’s mission need to come under review because of the growing influences of the inter-connected globalised world. As Christianity moved farther away from the Christendom model of centralised control to other models of leadership and governance, other paradigms have been proposed along the way. One is called polycentric leadership and governance and is based upon principles of polycentrism. Using a case study approach assists in giving contexts for assisting the understanding of polycentrism in a world where Christian mission is adapting in a rapidly changing polycentric world. The case study explores leadership, governance and specific focus of one geographic region all within the context of the Wycliffe Global Alliance.

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Christman, Luther P. "Interdisciplinary Case Studies in Health Care Redesign: Strategies for Improving Patient Care." Nursing Administration Quarterly 23, no. 3 (1999): 93–94. http://dx.doi.org/10.1097/00006216-199902330-00015.

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Christman, Luther P. "Interdisciplinary Case Studies in Health Care Redesign: Strategies for Improving Patient Care." Nursing Administration Quarterly 23, no. 3 (1999): 93–94. http://dx.doi.org/10.1097/00006216-199904000-00015.

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Chawla, Sonam, and Radha R. Sharma. "How women traverse an upward journey in Indian industry: multiple case studies." Gender in Management: An International Journal 31, no. 3 (May 3, 2016): 181–206. http://dx.doi.org/10.1108/gm-06-2015-0050.

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Purpose The purpose of this paper is to present multiple case studies of women in leadership roles in India with a view to identifying inhibitors, facilitators and the strategies adopted by them to mitigate the challenges in their odyssey to these positions. The paper contributes to the pivotal subject of under-representation of women in apex positions, which has garnered the attention of researchers in recent years grappling with the identification of the underlying causes. Thus, with a view to narrowing the gender gap in leadership positions, a greater understanding of this phenomenon is called for. Design/methodology/approach The paper adopts exploratory case study method using multiple case studies. Empirical data were gathered using in-depth semi-structured interviews and personality test (NEO FFI) from women in leadership positions. The qualitative data were analysed using thematic analysis. Findings The analysis of data has led to the identification of challenges faced by the women that were categorised as personal, professional, organisational and social issues. Further, six themes emerged as the strategies adopted by the women leaders to overcome the challenges. The paper also highlights the critical social, behavioural and organisational facilitators that played an important role in their leadership journey. The paper also includes context-specific findings of women leaders from Indian industry. Practical implications The paper would have relevance for researchers and practitioners in the field of gender diversity, leadership, organisational behaviour and human resource management. The findings of this paper can be leveraged by organisations to retain and manage female talent, which is a focal area in the present dynamic business environment, when a need for gender diversity is widely acknowledged by the top management in organisations. The exploratory case studies provide vistas for gender-based context-specific and cross-cultural research on the challenges faced by women executives in their leadership journey and the strategies adopted to mitigate these. Originality/value Though a great deal has been written about the barriers to women’s career advancement, less is known about the facilitators of women’s advancement. Also, women in the Asian context face unique challenges which present a major problem for multinational companies whose hopes for growth are pinned on emerging markets. The paper has identified new emergent themes, which have not been mentioned in the extant literature nationally or globally. The findings provide inputs to companies to adopt policies and practices to facilitate gender equality in leadership. The paper bridges the knowledge gap and makes conceptual contributions for future research.

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Cocklin, Barry, and Jane Wilkinson. "A Case Study of Leadership Transition." Educational Management Administration & Leadership 39, no. 6 (November 2011): 661–75. http://dx.doi.org/10.1177/1741143211416346.

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Few studies of school leadership succession document the processes of continuity and change, especially within situations where there has been a strong tradition of tenure of principal, within a ‘quality’ school. This article examines how a new principal with a commitment towards notions of Learning Community Schools, ‘quality’ teaching and leadership, followed on from a long-standing prior principal with a more hierarchical and ‘traditional’ approach to leadership. At the same time, the prior principal had engaged community, and effectively contributed to the considerable status of his school within the district. Hence, the article examines the processes by which the school continued to be effective, in major part due to a smooth leadership transition that acknowledged and built upon the strengths of both the former and incumbent principals. In short, a context of continuity and change in leadership succession. Accordingly, the research adds to a small body of literature in increasing our knowledge base about leadership succession in a context of stability and continuity, rather than crisis. It suggests how ‘quality schools’ may be maintained and nourished via positive transitions in school leadership, where tenure is extensive, and in contexts with strong community ties and historical involvement.

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Bjørnå, Hilde, and Knut Mikalsen. "Facilitative Leadership Revisited – The Case of Norway." Lex localis - Journal of Local Self-Government 13, no. 4 (September 3, 2015): 953–72. http://dx.doi.org/10.4335/13.3.953-972(2015).

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Facilitative leadership has long been a catchword in studies of mayoral leadership. Emphasizing cooperation, consensus-building and the empowerment of others, the facilitative model is said to be typical of council-manager systems of local government. Drawing on a study of long-serving mayors in Norway, the paper assesses the accuracy of the facilitative approach in a typical council-manager system. What does it entail as an ideal type and to what extent does it catch the essence of mayoral leadership as practiced in Norwegian local government? We argue that there are conspicuous and interesting examples of Norwegian mayors exercising strong, strategic, and visionary leadership within a ‘facilitative frame’, and that the facilitative model does not preclude a broader and more ‘expansive’ and ‘entrepreneurial’ approach to mayoral leadership.

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Sohayle Hadji Abdul Racman. "Is there a Sexism in Islamic Leadership? The Case of the Sultanahs in Lanao Sultanate, Philippines." Journal of Islamic Thought and Civilization 12, no. 2 (November 11, 2022): 88–102. http://dx.doi.org/10.32350/jitc.122.07.

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Scarce knowledge on the status of Muslim women in Islam causes misinterpretations and distasteful opinions regarding it in Islamic leadership, and predominantly on the roles of women in societies. This contributes negatively in a direct way to the plight of Muslim women in many Muslim countries in the Middle East, West, Asia, Africa, and elsewhere. This is a serious social problem that requires immediate attention and scholarly remedies so that the core of this social problem will be solved, and its damaging effects to the Muslim women shall be addressed. Women in Islamic leadership, are often misunderstood by the Westerners; and more specifically by the Muslim communities themselves due to scarce knowledge on the nature of leadership in Islam. Broadly speaking in the Islamic world; and particularly in the Muslim localities of Philippines, as a case study, the Mёranao women had a special role in the traditional leadership in Lanao Sultanate. Both the sultan and sultanah (bai-a-labi) form a mutual leadership that is unique from the leadership of the rest of the Muslim world and societies. This study examines whether or not there is a sexism in Islamic leadership under the lens of the said sultanate. This research explores the participation of Muslim women in the Lanao Sultanate leadership, and the selection process in choosing a sultanah, her functions and personal qualities. This scholarly endeavor navigates the Islamic perspectives on Muslim women in leadership. Keywords: Islamic leadership, Lanao Sultanate, Mёranao women, qualifications, functions

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Marciniak, Celine. "Interdisciplinary Case Studies in Health Care Redesign." Journal for Nurses in Staff Development (JNSD) 16, no. 4 (July 2000): 184. http://dx.doi.org/10.1097/00124645-200007000-00010.

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Noman, Mohammad, Rosna Awang Hashim, and Sarimah Shaik Abdullah. "Contextual leadership practices." Educational Management Administration & Leadership 46, no. 3 (November 24, 2016): 474–90. http://dx.doi.org/10.1177/1741143216665840.

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The study of context-based leadership practices has gained currency during the last decade. This study aims to complement the recent efforts of researchers in identifying the context-based leadership practices of successful school leaders, and deliberating how these practices are enacted within their own unique contexts. An in-depth case study was conducted in a successful school in northern Malaysia using a combination of case study methods and grounded theory. Case study methods were used for data collection from multiple sources, employing a semi-structured interview protocol derived from the one used in several studies conducted under the International Successful School Principalship Project. The findings of the case study reveal that strong interpersonal skills, people-centered leadership, clear communication of vision and goal, focus on academic achievement, co-curricular activities, developing people and creating a positive work environment are all vital constituents of successful leadership. The findings will attempt to add to the scant literature on context-based leadership practices from Malaysia. Implications for practice can be drawn for policymakers, who must resist overreliance on borrowed leadership models, while practitioners need to prioritize their practices based upon the contextual requirements to succeed.

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Reimer, Joseph. "Vision, Leadership, and Change: The Case of Ramah Summer Camps." Journal of Jewish Education 76, no. 3 (August 31, 2010): 246–71. http://dx.doi.org/10.1080/15244113.2010.501503.

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Naeem, Muhammad, and Asif malik. "Importance of leadership in the business field,with reference to case studies of effective and ineffective leaders." Scandic Journal Of Advanced Research And Reviews 2, no. 3 (June 13, 2022): 023–38. http://dx.doi.org/10.55966/sjarr.2022.2.3.0041.

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The research aims to highlight the importance of leadership in the business field, with reference to case studies of effective and ineffective leaders.The study explains the measures which makes a leader effective and helps him to lead the followers towards success. For this purpose, study includes analysis of leadership methods, being used by two famous leaders; John Legere, CEO of T Mobile and Bernard Hees, CEO of Kraft Heinz Company. There exist many theories and leadership styles which helps the leader to become effective and smart. An effective leader has good characteristic of leadership which enables him to achieve organizational objectives and goals on the right time. Furthermore, effective leadership enables the people to remain loyal to their leaders and become more productive and smart to let their leader progress. Thus, the goal of the current research is to evaluate how these leadership styles and theories makes a leader effective, and why an effective leader is important for the success of an organization.

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Emma Christine Thylefors, Ingela, and Olle Persson. "The more, the better?" Leadership in Health Services 27, no. 2 (April 28, 2014): 135–49. http://dx.doi.org/10.1108/lhs-09-2012-0031.

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Purpose – This paper seeks to explore vertical and horizontal leadership and the relationship of the form of leadership to effectiveness in Swedish cross-professional health care teams. Design/methodology/approach – Questionnaire data were collected from a sample of 47 teams and observation data from a sub-sample of 38 teams. Data on leadership were condensed to indices: directive and participative leadership (vertical leadership) and functional influence and self-regulation (horizontal leadership). Effectiveness was estimated using five measures: team climate, self-assessed effectiveness, teamwork organisation, assessments of results from a simulated case conference (case quality) and manager-rated effectiveness. Findings – Positive relationships were found between leadership and effectiveness with one exception: case quality was negatively associated with vertical leadership though positively to functional influence. When controlled for team climate the correlations between self-assessed effectiveness and leadership disappeared. However, it remained between vertical leadership and the assessment of teamwork organisation. The results suggest that hierarchical and horizontal/shared leadership are complementary forms. Research limitations/implications – The small number of teams together with the problem of causality in this cross-sectional study are the main limitations. Practical implications – One implication for practice is the need for clarification of how leadership and influence should be distributed from a contingency perspective. Originality/value – This study takes both horizontal and vertical leadership into account compared with previous studies often focusing on one facet. In addition, cross-professional health care teams with their special characteristics are underrepresented within research on team leadership.

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Yang, Bo, Pingping Fu, ‘Alim J. Beveridge, and Qing Qu. "Humanistic leadership in a Chinese context." Cross Cultural & Strategic Management 27, no. 4 (November 17, 2020): 547–66. http://dx.doi.org/10.1108/ccsm-01-2020-0019.

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PurposeThrough three case studies, the authors aim to examine how Confucian humanistic philosophy can be applied to leadership practices and show how it is possible to practice humanistic leadership in the Chinese context.Design/methodology/approachThe authors use case studies of three exemplary humanistic leaders and the companies they lead to describe their leadership practices and influence on others and their companies.FindingsThe authors identify three common elements that connect their observations to an emerging scholarly conceptualization of humanistic leadership and develop a framework of Confucian humanistic leadership consisting of five attributes. The cases the authors studied suggest that the five attributes should be understood as being mutually reinforcing and acting in concert, rather than each acting independently of the others. The authors found that there is inherent consistency and connection between the core values of Confucianism and humanistic leadership.Originality/valueThe research contributes to the leadership literature, specifically the emerging literature on humanistic leadership, by introducing a framework for Confucian humanistic leadership. While much of the extant literature on humanistic leadership has been conceptual, the study shows how it is possible to practice humanistic leadership in the Chinese context by drawing on the foundation provided by Confucian humanistic philosophy. The findings also contribute to humanistic leadership research by providing important insights into specific capabilities that can help put the principles of humanistic leadership into practice, but that have not been considered to date.

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Paull, David. "Large Scale Ecosystem Restoration: Five Case Studies from the United States." Pacific Conservation Biology 16, no. 2 (2010): 151. http://dx.doi.org/10.1071/pc100151.

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Elson, Peter R. "Student-Centered Case Studies in a Nonprofit Leadership and Management Course." Journal of Nonprofit Education and Leadership 8, no. 3 (2018): 277–88. http://dx.doi.org/10.18666/jnel-2018-v8-i3-8345.

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Kabeyi, Moses JB. "Ethical and unethical leadership issues, cases, and dilemmas with case studies." International Journal of Applied Research 4, no. 7 (July 1, 2018): 373–79. http://dx.doi.org/10.22271/allresearch.2018.v4.i7f.5153.

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FOSTER, ROSEMARY. "Leadership and secondary school improvement: case studies of tensions and possibilities." International Journal of Leadership in Education 8, no. 1 (January 2005): 35–52. http://dx.doi.org/10.1080/1360312042000299233.

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Butler, Nick, Helen Delaney, and Sverre Spoelstra. "Problematizing ‘Relevance’ in the Business School: The Case of Leadership Studies." British Journal of Management 26, no. 4 (June 15, 2015): 731–44. http://dx.doi.org/10.1111/1467-8551.12121.

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Kodama, Mitsuru. "Innovation through dialectical leadership—case studies of Japanese high-tech companies." Journal of High Technology Management Research 16, no. 2 (December 2005): 137–56. http://dx.doi.org/10.1016/j.hitech.2005.10.005.

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Malakyan, Petros G. "Followership in Leadership Studies: A Case of Leader-Follower Trade Approach." Journal of Leadership Studies 7, no. 4 (February 18, 2014): 6–22. http://dx.doi.org/10.1002/jls.21306.

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Hartyándi, Mátyás, and Gijs Van Bilsen. "Playing with Leadership: A Multiple Case Study of Leadership Development Larps." International Journal of Role-Playing, no. 15 (June 17, 2024): 142–77. http://dx.doi.org/10.33063/ijrp.vi15.327.

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Learning and development solutions often contain some form of role-playing activity. Many live-action role-playing (larp) leisure events openly center their themes or story on leadership topics like conflicting visions, cooperation, or strategic decision-making. Despite this, only a few larps to date have dared label themselves as “leadership development” edu-larps. This multiple-case study utilizes a synthesized theoretical framework that combines several typologies of both the leadership development research field and the fields of role-playing game studies, edu-larp, applied drama, and simulation. Four individual leadership development larps were identified, categorized by type, compared, and evaluated. The four cases have some striking similarities, as they all make use of the same learning cycle, have observers, and focus on developing versatility as a worthwhile leadership trait. Furthermore, all four larps have relatively few visible game mechanics, the hierarchical difference between characters is low and urgency or uncertainty is used to enhance learning. The main difference between cases is the setting, where a modern business setting seems to be the default, but more fantastical settings, such as “samurai in feudal Japan” were also used. Character design also differs, from abstract roles to very-detailed personality descriptions. Framing, such as duration, varies from one 2-hour session through five sessions spread over weeks to a continuous 36-hour session. These and other identified differences and similarities highlight patterns to build upon by designers and gaps to fill with later research.

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Baker, Timothy D. "Leadership for Primary Health Care: Levels, Functions, and Requirements Based on 12 Case Studies." JAMA: The Journal of the American Medical Association 257, no. 19 (May 15, 1987): 2654. http://dx.doi.org/10.1001/jama.1987.03390190132042.

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Hoerudin, Cecep Wahyu. "ADAPTIVE LEADERSHIP IN DIGITAL ERA: CASE STUDY OF RIDWAN KAMIL." CosmoGov 6, no. 1 (May 20, 2020): 89. http://dx.doi.org/10.24198/cosmogov.v6i1.26793.

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The era of technological disruption requires organizational leaders to find methods to develop their leadership capacity. This study aims to analyze the effectiveness of adaptive leadership in the digital age by taking a case study of Ridwan Kamil's leadership in West Java. The research method used in this research is a descriptive qualitative method. This research data collection technique uses literature studies by tracing sources originating from government documents, media, books, and scientific journals that are relevant to this study. The analysis of Ridwan Kamil's leadership was carried out using organizational communication theory. The results found that the adaptive leadership pattern gave Ridwan Kamil an opportunity to make many policy innovations during his leadership in West Java. Its dynamic nature makes it able to utilize its position to make changes in the form of innovation programs based on technology. The structure and agent dilemmas in his leadership can be overcome through the 4 approaches contained in the adaptive leadership.

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Knebel, Ann R., Lauren Toomey, and Mark Libby. "Nursing Leadership in Disaster Preparedness and Response." Annual Review of Nursing Research 30, no. 1 (October 2012): 21–45. http://dx.doi.org/10.1891/0739-6686.30.21.

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Nurses serve as leaders in disaster preparedness and response at multiple levels: within their own homes and neighborhoods, at disaster scenes, and the workplace, which can vary from a health care facility, in the community, or at the state, national, or international level. This chapter provides an overview on theories of leadership with a historical context for nursing leadership; setting the context for nursing leadership in disaster preparedness and response. Although few research studies exist, there are numerous examples of nurses who provide leadership for disaster preparedness and response. To define the current state of the science, the research studies cited in this chapter are supplemented with case studies from particular disasters. The major finding of this review is that nursing leadership in disaster preparedness and response is a field of study that needs to be developed.

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Alblooshi, Mardeya. "Leadership in a military context: The case of the Dubai Police." European Conference on Management Leadership and Governance 19, no. 1 (November 16, 2023): 558–65. http://dx.doi.org/10.34190/ecmlg.19.1.1971.

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Leadership is among the critical factors in any police force that helps them to achieve their goals. However, limited studies have focused on police leadership and those studies were conducted in western countries. Thus, this study aims to explore police leadership in a military context in non-western countries. Qualitative research methodology was used to achieve the aim of this study and to answer the research questions. Dubai Police which focuses on fostering human capital including leaders, was selected as a sample for military context. Semi-structured interviews were conducted with ten leaders working in the Dubai Police force who were asked about police leader conceptualisation, whether police leaders are born or made, what are the most important traits for police leaders and, finally, leadership development strategies in the police forces. NVivo Software (version 14) was used to analyze the data. The interviews have obtained the aim of the study and answered the research questions. The findings provided a more complete in-depth description of the leadership in a military context. The results showed that; 1) Police leadership conceptualization is defined as influencing others and also it is process. 2) Police leaders are born and made. 3) Strong communication skills, decision making and integrity were observed to be among the most important traits for police leaders. 4) Police leadership development strategies included formal education, training courses, experience and learning in practice. The study had extended police leadership literature, and confirmed the applicability of results of studies conducted in western countries on those of non- western ones that give priority to police leaders and focuses on achieving organizational strategic direction. Concerning practical contributions, this study serves as foundational research for other researchers who are interested in this field in a new regional context, especially in the Dubai Police.

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Wang, Jing, Janelle Perez, Anna Beeber, Ruth Anderson, Whitney Berta, Holly Lanham, and Carole Estabrooks. "UNDERSTANDING LEADERSHIP IN NURSING HOME CONTEXT THROUGH ADAPTIVE LEADERSHIP FRAMEWORK FOR CHRONIC ILLNESS." Innovation in Aging 6, Supplement_1 (November 1, 2022): 313. http://dx.doi.org/10.1093/geroni/igac059.1238.

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Abstract The case studies were conducted as an early component of a pan-Canada project entitled Translating Research in Elder Care (TREC). This sub-project provided insights into the challenges and leadership of facilitating care model changes, care quality improvement, and quality of work enhancement of three long-term care (LTC) facilities in Canada. Through the lens of Adaptive Leadership Framework for Chronic Illness (ALFCI), leadership emerged as a critical element of their organizational context. Staff reported that contextual factors of high intensity of work and inadequate staff were barriers that added to the complexity of challenges facing them. Data collectors observed that frontline staff exhibited leadership behaviors in knowledge transmission, information sharing, teamwork, and person-centered strategies to address challenges. However, top-down facilitation can lead to misunderstanding and a lack of motivation from the frontline staff to follow the facilitation. The findings also suggested tailored facilitation about including frontline staff in formal interactions.

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