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Journal articles on the topic 'Leadership in practice'

Author: Grafiati

Published: 2 June 2025

Last updated: 31 July 2025

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1

Thude, Bettina Ravnborg, Svend Erik Thomsen, Egon Stenager, and Erik Hollnagel. "Dual leadership in a hospital practice." Leadership in Health Services 30, no. 1 (2017): 101–12. http://dx.doi.org/10.1108/lhs-09-2015-0030.

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Purpose Despite the practice of dual leadership in many organizations, there is relatively little research on the topic. Dual leadership means two leaders share the leadership task and are held jointly accountable for the results of the unit. To better understand how dual leadership works, this study aims to analyse three different dual leadership pairs at a Danish hospital. Furthermore, this study develops a tool to characterize dual leadership teams from each other. Design/methodology/approach This is a qualitative study using semi-structured interviews. Six leaders were interviewed to clari

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Raelin, Joseph A., Stephen Kempster, Howard Youngs, Brigid Carroll, and Brad Jackson. "Practicing leadership-as-practice in content and manner." Leadership 14, no. 3 (2018): 371–83. http://dx.doi.org/10.1177/1742715017752422.

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A collective and collaborative response to an article appearing in Leadership’s “Leading Questions” department is prepared by a team subscribing to the leadership-as-practice approach. The focus is to represent the manner in which leadership-as-practice operates as a leadership theory and in its communal practice orientation. Among the themes addressed are leadership-as-practice’s theory development, its contribution in comparison to critical leadership theory, its approach to power, and its practicality. Emerging issues in leadership-as-practice theory and application are also reviewed.

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Norheim, Bård. "Leadership as a Christian Practice." Scandinavian Journal for Leadership and Theology 10 (May 26, 2023): 533–44. http://dx.doi.org/10.53311/sjlt.v10.100.

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Leadership is by its very essence, directed towards the future. It may be understood as a process of influencing others to commit and dedicate themselves to future visions and goals (Yukl, 2010, p. 26; Kotter, 1996, p. 9). Since the 1980s there has been emerging interest in practices, emphasizing practices as socially situated acts with sets of shared values, and internal and external goods. This article discusses to which extent it may be meaningful to interpret leadership as a socially embedded practice with a particular future goal, shaped by shared values. Drawing on the Neo-Aristotelian a

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Dr., John Motsamai Modise. "Leadership and Management in Policing are Best Served by Shared Leadership, Transformational Leadership and Transactional Leadership Strategies." Leadership and Management in Policing are Best Served by Shared Leadership, Transformational Leadership and Transactional Leadership Strategies 8, no. 8 (2023): 17. https://doi.org/10.5281/zenodo.10147367.

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In this essay, we examine how management and leadership in the police are best served by shared leadership, transformational leadership and transactional leadership strategies, as well as by using a different management strategy as a matter of epistemic  practice. Our goal is to determine whether a practice- based approach, which is an alternative to normative  management models that have dominated the management literature, can advance our understanding of police leadership. The normative approach frequently focuses on how police leaders should lead as well as on the qualities and a

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Ayşegül, SARIOĞLU KEMER, and YILDIZ Esra. "Does Innovative Leadership Affect Evidence-Based Practice: A Path Analysis on the Nursing Group." GEVHER NESIBE JOURNAL OF MEDICAL & HEALTH SCIENCES 8, no. 1 (2023): 181–89. https://doi.org/10.5281/zenodo.7601342.

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<strong>Objectives:</strong> Nurses are professionals who lead innovations. They also bring innovations to the clinical field through evidence based practices. This study aims to determine the relationship between nurses’ innovative leadership levels and evidence-based practice nursing leadership–work environment levels. <strong>Materials and Methods:</strong> This study was conducted with a descriptive correlational design. Data were collected using the personal information form, Innovative Leadership Scale, Evidence-Based Practice Nursing Leadership, and Evidence-Based Practice W

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Simpson, Barbara, Linda Buchan, and John Sillince. "The performativity of leadership talk." Leadership 14, no. 6 (2017): 644–61. http://dx.doi.org/10.1177/1742715017710591.

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Leadership-as-practice holds great promise for the re-theorisation of leadership in ways that reflect the dynamics of ongoing practice in the day-to-day realities of organising. However, in order to progress this agenda there is an urgent need to develop more dynamic theories and complementary methodologies that are better able to engage with the continuities of leadership practice. This paper responds to this need firstly by teasing out the conceptual implications of the practices/practice duality, differentiating between leadership as a set of practices, and leadership in the flow of practic

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Linville, Michael, and Artem Kliuchnikov. "A Model for Understanding and Changing the Practice of Leadership in Ukraine." Business Ethics and Leadership 5, no. 4 (2021): 17–31. http://dx.doi.org/10.21272/bel.5(4).17-31.2021.

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The practice of leadership dates to humankind’s earliest history. However, the study of leadership is a much more recent phenomenon. Leadership is understood and practiced differently from culture to culture, though much academic research has been rooted in Western thought. Leadership exists in every facet of our lives because the societies around us significantly shape our very existence. Groups of people exist because, for most tasks and functions, groups can outcompete individuals. The very nature of groups is that they function best with one or more who serve as leaders while others serve

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CRABTREE, BENJAMIN F., JENNA HOWARD, WILLIAM L. MILLER, et al. "Leading Innovative Practice: Leadership Attributes in LEAP Practices." Milbank Quarterly 98, no. 2 (2020): 399–445. http://dx.doi.org/10.1111/1468-0009.12456.

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Meier, Ninna. "Configurations of leadership practices in hospital units." Journal of Health Organization and Management 29, no. 7 (2015): 1115–30. http://dx.doi.org/10.1108/jhom-01-2014-0009.

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Purpose – The purpose of this paper is to explore how leadership is practiced across four different hospital units. Design/methodology/approach – The study is a comparative case study of four hospital units, based on detailed observations of the everyday work practices, interactions and interviews with ten interdisciplinary clinical managers. Findings – Comparing leadership as configurations of practices across four different clinical settings, the author shows how flexible and often shared leadership practices were embedded in and central to the core clinical work in all units studied here, e

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Koirala, Kamal Prasad. "Successful Leadership Practice in School." Education and Development 29 (December 1, 2019): 119–31. http://dx.doi.org/10.3126/ed.v29i0.32576.

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This paper mainly focuses on successful leadership practices in secondary school. It aims to identify the recent models and theories of successful leadership practice in schools, and explore the experience of school principal regarding successful school leadership in the Nepalese context. A qualitative study was carried out in Gorkha district for the collection of data. A successful head teacher was selected for in-depth interview to explore the perception and experience about successful practice of school leadership. The findings of the study reveal that strong interpersonal skills, people-ce

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Mwanyungu, Reagan Shimba, Dr Stanley Kavale, and Dr Jane Sang. "Strategic Management Practices, Transformational Leadership and Performance of Exports in the Athi River Export Processing Zone Authority (Epza), Kenya." International Journal of Research and Innovation in Social Science IX, no. I (2025): 4950–64. https://doi.org/10.47772/ijriss.2025.9010382.

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The main objective of this research was to investigate the effect of strategic management practices, transformational leadership and the performance of exports in the Athi River Export Processing Zone Authority (EPZA). The specific objectives of the study were to; determine the influence of Situation Analysis (SA) practice, Organizational Alignment (OAL) practice, Competitor Analysis (CA) Practice, and to Continuous Learning (CL) Practice on the performance of exports in the Athi River EPZA and to examine moderating effect of Transformational Leadership (TL) on the relationship between Strateg

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Santamaría, Lorri J., and Andrés P. Santamaría. "Counteracting Educational Injustice with Applied Critical Leadership: Culturally Responsive Practices Promoting Sustainable Change." International Journal of Multicultural Education 17, no. 1 (2015): 22. http://dx.doi.org/10.18251/ijme.v17i1.1013.

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This contribution considers educational leadership practice to promote and sustain diversity. Comparative case studies are presented featuring educational leaders in the United States and New Zealand who counter injustice in their practice. The leaders' leadership practices, responsive to the diversity presented in their schools, offer reconceptualizations of educational leadership for a changing society. Applied critical leaders are defined through similarities and differences, followed by suggestions for critical leadership promoting social justice and educational equity and culturally respo

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Rowland, Kate. "Leadership Track." Family Medicine 52, no. 2 (2020): 144–45. http://dx.doi.org/10.22454/fammed.2020.842609.

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Kaplan, Matthew, Elizabeth Larkin, and Alan Hatton-Yeo. "Leadership in Intergenerational Practice." Journal of Leadership Education 7, no. 3 (2009): 69–82. http://dx.doi.org/10.12806/v7/i3/tf3.

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Grady, A. P. "Leadership is Everybody's Practice." American Journal of Occupational Therapy 44, no. 12 (1990): 1065–68. http://dx.doi.org/10.5014/ajot.44.12.1065.

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Harris, Alma, and John DeFlaminis. "Distributed leadership in practice." Management in Education 30, no. 4 (2016): 141–46. http://dx.doi.org/10.1177/0892020616656734.

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Christman, Luther. "Leadership in Practice, 1980." Image: the Journal of Nursing Scholarship 29, no. 2 (1997): 128–30. http://dx.doi.org/10.1111/j.1547-5069.1997.tb01543.x.

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Pullen, Richard L. "Leadership in nursing practice." Nursing Made Incredibly Easy! 14, no. 3 (2016): 26–31. http://dx.doi.org/10.1097/01.nme.0000481442.05288.05.

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Allen, Bryce. "Leadership: Theory and practice." Journal of Academic Librarianship 24, no. 2 (1998): 177. http://dx.doi.org/10.1016/s0099-1333(98)90189-6.

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Barger, Sara E. "The practice of leadership." Journal of Professional Nursing 16, no. 2 (2000): 72. http://dx.doi.org/10.1016/s8755-7223(00)80015-0.

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van der Cingel, Margreet, and Anneke van den Pol-Grevelink. "'Leadership in daily practice'." TVZ - Verpleegkunde in praktijk en wetenschap 130, no. 2 (2020): 32–35. http://dx.doi.org/10.1007/s41184-020-0272-1.

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Lankshear, Sara, Michael S. Kerr, Heather K. Spence Laschinger, and Carol A. Wong. "Professional practice leadership roles." Health Care Management Review 38, no. 4 (2013): 349–60. http://dx.doi.org/10.1097/hmr.0b013e31826fd517.

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Yuqing Liu. "Leadership Theory into Practice." Frontiers in Interdisciplinary Educational Methodology 2, no. 2 (2025): 65–73. https://doi.org/10.71465/wnjvtc65.

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This paper explores the application of leadership theories—namely, distributed leadership, transactional leadership, transformational leadership, and participative leadership—by critically comparing theoretical perspectives and examining their practical implementation in educational settings. The first section contrasts Parker’s case-based study of distributed leadership in British primary schools with an AI-generated article that offers a broad theoretical overview. While the AI-authored article demonstrates clarity and breadth, it lacks empirical depth. The second section reflects on the aut

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Case, Peter, and Martyna Śliwa. "Leadership learning, power and practice in Laos: A leadership-as-practice perspective." Management Learning 51, no. 5 (2020): 537–58. http://dx.doi.org/10.1177/1350507620909967.

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This article contributes to the growing body of literature developed within the leadership-as-practice perspective, focusing on issues of learning and power. It draws on a co-constructed (auto)ethnographic account of an individual’s longitudinal experience of leadership in the context of an international development project in Laos. This person’s circumstances as a non-Lao-speaking foreigner provided him with a unique opportunity to learn about and participate in the embodied, sociomaterial unfolding of leadership practice in an unfamiliar setting. The analysis examines (1) what ‘leadership le

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Lee, Kwan Meng. "Determining the form of leadership that best ‘fits’ for practice in youth mentoring." Asia Pacific Journal of Youth Studies 1, no. 1 (2022): 1–18. http://dx.doi.org/10.56390/apjys2022.1.1.1.

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There has been a lot of literature and study on youth mentoring. However, little has been found in the literature that explains the form of leadership model that is being practiced in a mentoring relationship. Moreover, this is a complex issue since mentoring takes place in many settings, and in the partnering relationship. A mentor also plays a variety of roles, and that there is reciprocal influences and power suggesting that leadership is at play and practiced by both parties. This paper therefore explores, examines, and discusses the forms of leadership that could best ‘fit’ in a youth men

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Patience, OKORO, AKPOTU Nelson E., and ASIYAI Romina I. "ASSESSMENT OF ACADEMIC LEADERSHIP PRACTICES IN PUBLIC UNIVERSITIES IN NIGERIA." International Journal of Advanced Research 11, no. 10 (2023): 738–45. http://dx.doi.org/10.21474/ijar01/17762.

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This study focused on evaluating the academic leadership practices within public universities in Edo and Delta States, Nigeria. Its primary objective was to identify the different types of academic leadership practices prevalent in these states. The research design employed was ex post facto, with a target population of 1,957 junior academics. A sample of 375 junior academics was selected using the simple random sampling technique, and data collection relied on a questionnaire. The analysis was carried out using mean and standard deviation, with a benchmark set at 2.50 for acceptability. The r

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Gibbs, Leanne. "“That’s your right as a human isn’t it?” The emergence and development of leading as a socially-just practice in early childhood education." Australasian Journal of Early Childhood 45, no. 4 (2020): 295–308. http://dx.doi.org/10.1177/1836939120966093.

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This article reports on an Australian study of the emergence and development of leadership that supports children’s rights and their access to high-quality early childhood education (ECE). The qualitative study contributes to a growing body of research on ECE leadership practice; specifically, the area of site-based leadership cultivation and development. Complexity leadership theory was used to situate leadership within the Australian ECE context; accounting for the competing purposes of high-quality education programs and for the complex array of practices required for leadership to be effec

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Poudel, Ranisha, and Ramila Subedi. "Exploring Head Teacher Leadership as Instructional Resource for Staff: Stories from a School of South Asia." European Journal of Educational Technology 5, no. 1 (2022): 16–29. http://dx.doi.org/10.46303/ejetech.2022.2.

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At present, head teachers’ role as an instructional resource for the staff has been given a great emphasis to be carried out worldwide. However, a number of false practices of head teachers are often narrated by the school staffs which have hindered the creation of a motivating working environment. Hence, this paper aims at exploring what experiences the head teacher and teacher have assembled in the course of head teacher leadership practices as an instructional resource for the staff. The paper is based on narrative inquiry where a head teacher and the teacher from the same school were selec

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Feldman, Sue, and Ilana Winchester. "Racial-Equity Policy as Leadership Practice: Using Social Practice Theory to Analyze Policy as Practice." International Journal of Multicultural Education 17, no. 1 (2015): 62. http://dx.doi.org/10.18251/ijme.v17i1.855.

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This, primarily theoretical, paper takes up the longstanding problem of the disconnection between education policy and leadership practice. The authors propose the use of social practice theory as a tool for educational leaders at the state, school district, and school levels, to eliminate the disconnection between policy design and leadership action. Using Oregon as an example, the authors illustrate a relationship between equity-policy design and leadership practice that may help identify weaknesses and strengths in equity-policy designs and ultimately support better equity policy for leader

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Supriyatno, Triyo. "THE IMPLEMENTATION OF AKHLAQ LEADERSHIP INELEMENTARY ISLAMIC EXCELLENT SCHOOLS IN MALANG INDONESIA." Abjadia 1, no. 1 (2016): 35. http://dx.doi.org/10.18860/abj.v1i1.3271.

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Islamic principals practice various leadership styles, ranging from trait to transformational leadership styles. The shifts from one style to another have demonstrated some weaknesses of each style and led to the societal rejection of certain styles in response to environmental changes. This study aimed at introducing a new akhlaq leadership style involving four schools and four leaders at Malang Elementary Islamic excellent school. Data were collected using interview, observation, and documentation. Data were analyzed using qualitative analyze descriptive. The results show that there is signi

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Raelin, Joe. "From leadership-as-practice to leaderful practice." Leadership 7, no. 2 (2011): 195–211. http://dx.doi.org/10.1177/1742715010394808.

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Mohamed, Fazleen, and Dr Siti Noor Ismail. "The Concept and Model of Strategic Leadership and Its Importance in Increasing School Achievement." JOURNAL OF SOCIAL SCIENCE RESEARCH 12, no. 1 (2018): 2568–74. http://dx.doi.org/10.24297/jssr.v12i1.6995.

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Strategic leadership is one of the leaderships practiced by school organizations today. Organizational capabilities and individual characteristics are two key components of strategic leadership that are indispensable to ensure that this strategic leadership can be realized effectively in schools. This article discusses the concept of strategic leadership, domain and elements and theories related to strategic leadership. In addition, this study also attempts to highlight Davies and Davies 2004 strategic leadership model which has nine elements under two key components of strategic leadership i.

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Collinson, Margaret. "What’s new about Leadership-as-Practice?" Leadership 14, no. 3 (2017): 363–70. http://dx.doi.org/10.1177/1742715017726879.

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It appears that leadership studies is now in the throes of a ‘new movement’, one that, according to its leading exponent, is ‘destined to shake the foundations of the very meaning of leadership in the worlds of both theory and practice’ (Raelin, 2016b : 1). This ‘leading questions’ article questions three of Raelin’s central claims for this Leadership-as-Practice perspective namely that this approach supersedes other post-heroic perspectives, constitutes a distinct ‘movement’ and is more radical than critical leadership studies. Arguing that these claims are excessive and have little or no sub

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Ashcraft, Karen Lee, and Sara Louise Muhr. "Coding military command as a promiscuous practice? Unsettling the gender binaries of leadership metaphors." Human Relations 71, no. 2 (2017): 206–28. http://dx.doi.org/10.1177/0018726717709080.

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Despite abundant scholarship addressed to gender equity in leadership, much leadership literature remains invested in gender binaries. Metaphors of leadership are especially dependent on gender oppositions, and this article treats the scholarly practice of coding leadership through gendered metaphor as a consequential practice of leadership unto itself. Drawing on queer theory, the article develops a mode of analysis, called ‘promiscuous coding’, conducive to disrupting the gender divisions that currently anchor most leadership metaphors. Promiscuous coding can assist leadership scholars by tr

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Salman, Dlofan, and Range Nori. "The impact of leadership learning on work locus of control." Humanities Journal of University of Zakho 12, no. 1 (2024): 37–51. http://dx.doi.org/10.26436/hjuoz.2024.12.1.1236.

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The study aimed to investigate the impact of leadership learning practices on the work locus of control among heads of departments at public universities in the Kurdistan Region-Iraq. More precisely, the study concentrated on investigating the impact of selected leadership learning practices; self-managed, practice-based, and formal learning practices on work locus of control. Data were collected from 207 heads of departments from different public universities in the Kurdistan Region-Iraq. A self-administered questionnaire of three parts was sent online to the participants to collect the prima

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Riza, R. Noceto. "Instructional leadership for information and communication technology towards the development of a strategic plan for ICT." International Research Journal of Science, Technology, Education, and Management 2, no. 3 (2022): 96–109. https://doi.org/10.5281/zenodo.7243676.

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This study aims to ascertain the instructional leadership for ICT among leaders and teachers in the division of Pasig City. The researcher employed mixed convergence - quantitative and qualitative methods. There were 321 teachers and 10 principals that served as respondents. In the qualitative method, 10 subjects served as informants. Triangulation was used, in which both quantitative and qualitative data are gleaned at about the same time and are given equal significance.  The findings revealed that fully practiced inferred the extent of the practice of instructional leadership for ICT i

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Burmansah, Burmansah, Komang Sutawan, Heldy Ramadhan Putra P, and Asep Ramadhan. "A Mindful Leader: Mindfulness Strengthens the Leadership Ability of the Leaders in Higher Education Institute." AL-ISHLAH: Jurnal Pendidikan 14, no. 4 (2022): 6587–602. http://dx.doi.org/10.35445/alishlah.v14i4.2734.

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The purpose of this study is to describe the practice of leader's mindfulness, which affects leadership ability. This research was conducted at Higher Education School in France. The study used the qualitative research method of a single case study. The data collection techniques used were observation, interviews, and documentation. The procedures in the study had six steps: plan, design, prepare, collection of the data, data analysis, and share. Analysis of the study was done with data validity testing using a data source, method, technique triangulations by pattern matching and used Nvivo 12

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Nanyonga, Rose Clarke, Edna N. Bosire, David J. Heller, Elizabeth Bradley, and Nancy R. Reynolds. "Predictors of nursing leadership in Uganda: a cross-sectional study." Health Policy and Planning 35, Supplement_1 (2020): i51—i64. http://dx.doi.org/10.1093/heapol/czaa100.

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Abstract Evidence regarding the role of nurses-in-leadership and how to engage nurses in policy decisions is minimal in sub-Saharan Africa. The purpose of this study was: (1) to assess the leadership practices of nurses-in-leadership in Uganda (by self-report) and from the perspective of ‘followers’ (direct-report, peers, co-workers, other); and (2) to determine factors (positively) associated with leadership practices. We surveyed 480 nurses, 120 in leadership roles (Response Rate 57%) and 360 ‘followers’ (Response Rate 60%), who were recruited from five hospitals in Kampala, Uganda. We used

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Ungar-Sargon, Julian. "The Situational Physician: Adaptive Leadership Styles in Clinical Practice." Medical & Clinical Research 10, no. 06 (2025): 01–09. https://doi.org/10.33140/mcr.10.06.01.

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Background: The clinical encounter inherently positions physicians as leaders, yet leadership dynamics within physicianpatient relationships remain undertheorized and undertaught in medical education. This article examines how the principles of situational leadership theory can enhance clinical practice across diverse patient scenarios and healthcare contexts. Methods: This discursive analysis integrates Hersey and Blanchard's Situational Leadership Theory with contemporary scholarship on physician-patient relationships, utilizing evidence from medical ethics literature, clinical communication

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Rašković, Matevž. "Measuring Culture Effect size Differences in Slovenian and Portuguese Leadership Practices: Cross-Cultural Leadership Universality or Contigency?" South East European Journal of Economics and Business 8, no. 2 (2014): 7–15. http://dx.doi.org/10.2478/jeb-2013-0004.

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Abstract This paper measures the cultural effect size across five types of leadership practices by using the Leadership Practice Inventory (LPI) instrument and drawing on the GLOBE research project framework. It tests cultural universality vs. contingency in five LPI leadership practices in an East-West EU comparison, both with an ex-socialist past. It employs four different effect size statistics. The paper contributes to the narrowing of the empirical gap in researching leadership practices in a small, East-West European country context. Only two of the five leadership practices show statist

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Kars-Unluoglu, Selen, Carol Jarvis, and Hugo Gaggiotti. "Unleading during a pandemic: Scrutinising leadership and its impact in a state of exception." Leadership 18, no. 2 (2022): 277–97. http://dx.doi.org/10.1177/17427150211063382.

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Characterising COVID-19 pandemic as a ‘state of exception’, we might expect great hero models of leadership to come to the fore. Instead, drawing on a thematic analysis of 246 news articles, this paper illustrates something different: communities, companies, individuals picked-up the leadership mantle but were reluctant to frame their practices under a leadership rhetoric. The paper explores spontaneous initiatives and leaderly actions that were made visible during the pandemic and proposes practice-based implications for redrawing leadership conceptualisations. These practices, coined as unle

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Weidner, Amanda, and Deborah S. Clements. "CAFM LEADERSHIP DEMOGRAPHICS." Annals of Family Medicine 19, no. 2 (2021): 181–85. http://dx.doi.org/10.1370/afm.2678.

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Davison, Aidan, Paul Brown, Emma Pharo, et al. "Distributed leadership." International Journal of Sustainability in Higher Education 15, no. 1 (2013): 98–110. http://dx.doi.org/10.1108/ijshe-10-2012-0091.

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Purpose – Interdisciplinary approaches to climate change teaching are well justified and arise from the complexity of climate change challenges and the integrated problem-solving responses they demand. These approaches require academic teachers to collaborate across disciplines. Yet, the fragmentation typical of universities impedes collaborative teaching practice. This paper aims to report on the outcomes of a distributed leadership project in four Australian universities aimed at enhancing interdisciplinary climate change teaching. Design/methodology/approach – Communities of teaching practi

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Mugizi, Wilson, Kariisa Henry Ampeire Ampeire, and Jovlet Birimbasa Kemeri. "Headteachers' Leadership Practices and Students’ Discipline in Government Aided Secondary Schools in Bushenyi-Ishaka Municipality, Uganda." Interdisciplinary Journal of Education Research 4 (May 29, 2022): 44–59. http://dx.doi.org/10.51986/ijer-2022.vol4.04.

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This study examined the relationship between headteachers' leadership practices and students' discipline in secondary schools in Bushenyi-Ishaka Municipality, Uganda. Particularly, the study tested the relationship between headteachers' collaborative culture practice and students' discipline, the relationship between headteachers' distributed leadership practice and students' discipline, and the relationship between the headteachers' interpersonal relationships leadership practice and students' discipline. The cross-sectional design was adopted using the quantitative and qualitative approaches

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Ruwhiu, Diane, and Malcolm Cone. "Pragmatic leadership: A return to wisdom." Journal of Management & Organization 19, no. 1 (2013): 25–43. http://dx.doi.org/10.1017/jmo.2013.2.

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AbstractTe Ao Māori, or the Māori world, locates Māori philosophy, ethics and knowledge (wisdom) in a central role, and is therefore foundational to Māori thinking and practice. In this article, we present an example of pragmatic leadership, using the epistemological and ontological space of kaupapa Māori, a perspective that represents practice guided by the wisdom of Te Ao Māori. To do so, we draw from narrative shared by 22 Māori practitioners involved in leadership roles in a wide range of organisations to illustrate key features of Māori leadership practice. We argue that this approach off

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Hargreaves, Andy, and Dean Fink. "Taking Sustainability from Theory to Practice." Swiss Journal of Educational Research 28, S (2006): 25–36. http://dx.doi.org/10.24452/sjer.28.s.4755.

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Sustainable leadership and improvement are more than matters of mere endurance, of making things last. We define sustainable leadership, in line with the environmental field, in the following way: Sustainable leadership matters, spreads and lasts. It is a shared responsibility, that does not unduly deplete human or financial resources, and that cares for and avoids exerting negative damage on the surrounding educational and community environment. Sustainable leadership has an activist engagement with the forces that affect it, and builds an educational environment of organizational diversity t

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Mirakyan, Araksya. "Leadership in the 21st Century: Correspondence of Theory and Practice." Moscow University Economics Bulletin, no. 6-2018 (December 30, 2018): 133–51. http://dx.doi.org/10.38050/01300105201868.

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The paper examines leadership as a key component of contemporary management. It reviews the changes in leadership paradigm at the beginning of the third millennium. To determine the correspondence between the recent theory and practice of leadership the article provides a comparative analysis of the existing views among scholars and business experts, and summarizes the best business practices of national and foreign companies. Although there is a certain correlation in theoretical and practical viewpoints describing the key leadership features in the 21st century, and successful business cases

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Ardian, Hariri Hasan, Hermanto Karwan Dedy, and Soraya Nuryadika Alifa. "Participative Leadership Practice in Asia Context: A Literature Review." International Journal of Current Science Research and Review 04, no. 08 (2021): 887–94. https://doi.org/10.47191/ijcsrr/V4-i8-06.

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Abstract : The importance of participatory leadership practices in schools attracts researchers to research, and this article is used to test how participatory leadership practices in schools. The review process begins with a search engine, Google Scholar, to search for articles with keywords, participatory leadership. There are several articles on the review of participatory leadership practices especially in the Asian context, which can be found. The purpose of this review is to investigate participatory leadership practices at schools in the Asian context. Based on the results of literature

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Modha, Bhaven. "Leadership and management culture within dental practice: a case study." Leadership in Health Services 33, no. 4 (2020): 417–28. http://dx.doi.org/10.1108/lhs-04-2020-0018.

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Purpose This case study aims to explore how leadership and management applies to a hypothetical scenario, focussing on a dental practice. As a teaching exercise, it may enable dentists and allied workers to reflect on the leadership and management styles used within their workplaces, and on their own abilities. Design/methodology/approach The hypothetical scenario considers a dental practice, its organisational structure, and leadership and management practices. The contemporary leadership and management theories of transformational leadership and contingency management are next discussed. The

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Raelin, Joseph A. "Leadership-as-practice: Theory and application—An editor’s reflection." Leadership 13, no. 2 (2017): 215–21. http://dx.doi.org/10.1177/1742715017702273.

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In this review article, the editor of the new Routledge volume, Leadership-as-Practice: Research and Application, describes the foundation, thematic attributes, and critical uniqueness of leadership-as-practice, comparing it to related collective traditions in leadership and contrasting it to individualistic approaches that emphasize leader psychology. The review highlights the contributions of each chapter writer in weaving a tapestry of an emerging movement seeking to find leadership not in people but within the practices from which it springs.

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