Academic literature on the topic 'Leadership-led change'
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Journal articles on the topic "Leadership-led change"
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Li, Ji, Ping Ping Fu, Irene Chow, and T. K. Peng. "Societal Development and the Change of Leadership Style in Oriental Chinese Societies." Journal of Developing Societies 18, no. 1 (March 2002): 46–63. http://dx.doi.org/10.1177/0169796x0201800103.
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The development of East Asian Chinese societies in recent decades has led to observed change in leadership styles among business managers. This study examines the relationship between societal changes, especially the change in culture, and the change in leadership styles. The subjects of this study are Chinese managers in four major Oriental Chinese societies: Mainland China, Hong Kong, Singapore, and Taiwan. It is argued that, due to different political, economical, and cultural developments in recent decades, the leadership styles in these Chinese societies have also changed in different directions. Based on data from the Global Leadership and Organizational Behavior Effectiveness Program (GLOBE) study, our findings show some significant and interesting differences in leadership style among business leaders in these Chinese societies. The implications of the findings are discussed.
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Sanchez-Manzanares, Miriam, Ramon Rico, Mirko Antino, and Sjir Uitdewilligen. "The Joint Effects of Leadership Style and Magnitude of the Disruption on Team Adaptation: A Longitudinal Experiment." Group & Organization Management 45, no. 6 (September 11, 2020): 836–64. http://dx.doi.org/10.1177/1059601120958838.
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Here, we report a longitudinal experiment testing the combined effects of leadership style and the magnitude of the disruption on team adaptive performance over time. We hypothesized that teams led by a directive leader would outperform teams led by an empowering leader when task conditions do not change (pre-change), while teams with an empowering leader would outperform teams with a directive leader under changing task conditions (post-change), especially when task changes are high in magnitude. To test our hypotheses, we conducted a 2 (leadership: directive/empowering) x 2 (magnitude of the disruption: low/high) experiment with repeated measures of team performance before and after the change occurred. Sixty-seven three-member teams participated in a computer-based firefighting simulation. Evidence from discontinuous growth modeling partially supported our hypotheses by showing that before the task change, directively led teams outperformed teams led by an empowering leader. After the task change, however, directively led teams still outperformed teams with empowering leaders. The magnitude of the disruption had a significant main effect on team adaptive performance but did not significantly moderate the effect of leadership style. Implications for the team adaptation literature and the management of teams under complex, changing conditions are discussed.
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Spears-Jones, Crystal, Ranell Myles, Tichelle Porch, Stephanie Parris, Michelle Ivy-Knudsen, and Hazel D. Dean. "Leading Organizational Change: Improved Leadership Behaviors Among Public Health Leaders After Receiving Multirater Feedback and Coaching." Workplace Health & Safety 69, no. 9 (April 22, 2021): 400–409. http://dx.doi.org/10.1177/21650799211001728.
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Background: Leading Change is one of five Executive Core Qualifications (ECQs) used in developing leaders in the federal government. Leadership development programs that incorporate multirater feedback and executive coaching are valuable in developing competencies to lead change. Methods: We examined the extent by which coaching influenced Leading Change competencies and identified effective tools and resources used to enhance the leadership capacity of first- and midlevel leaders at Centers for Disease Control and Prevention’s National Center for HIV/AIDS, Viral Hepatitis, Sexually Transmitted Diseases, and Tuberculosis Prevention. Data included qualitative data collected via semi-structured interviews that focused on leadership changes made by leaders in the Coaching and Leadership Initiative (CaLI), a leadership development program for Team Leads and Branch Chiefs. Findings: Ninety-six participants completed leadership coaching; 94 (98%) of whom completed one or more interviews. Of those 94 respondents, 74 (79%) reported improvements in their ability to lead change in 3 of 4 leading change competencies: creativity and innovation, flexibility, and resilience. All respondents indicated tools and resources that were effective in leading change: 49 (52%) participated in instructor-led activities during their CaLI experience; 33 (35%) experiential activities; 94 (100%) developmental relationships, assessment, and feedback; and 25 (27%) self-development. Conclusions/Application to Practice: First- and midlevel leaders in a public health agency benefitted from using leadership coaching in developing competencies to lead organizational change. Leadership development programs might benefit from examining Leading Change competencies and including instructor-led and experiential activities as an additional component of a comprehensive leadership development program.
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Gaubatz, Julie A., and David C. Ensminger. "Department chairs as change agents." Educational Management Administration & Leadership 45, no. 1 (July 10, 2016): 141–63. http://dx.doi.org/10.1177/1741143215587307.
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Change process research often discusses barriers that impede organizational change (e.g., Banta, 1997; Cavacuiti and Locke, 2013; Mutchler, 1990; Stewart et al., 2012); however, no empirical research has addressed how behaviors established in leadership models counteract these barriers. This study explored these two interconnected constructs of leadership and change in stories of secondary school department chair change attempts, and identified specific leadership behaviors described within their stories that aided the conversion of change barriers into conditions that enhanced the change process. Leadership behavior identification within department chair stories of change was guided by Blake and Mouton’s (1962) leadership theory, which has been further delineated by Yukl et al. (2002), and identification of change process barriers was guided by Ely’s (1990a) eight conditions for change. From the combined descriptions of six successful and four unsuccessful narratives of department chair-led change emerged essential conditions for change and commonly occurring change barriers. Specific leadership behaviors capable of overcoming these change barriers were also identified. Unexpectedly, this investigation also unearthed a change barrier seemingly unrelated to previously identified conditions of change: the contentious resistor. The contentious resistor was described as the most detrimental barrier to department chairs’ leadership of the change process.
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Massoudi, Aram H., and Sameer S. Hamdi. "Reciprocal Leadership Influence on Organizational Change." Cihan University-Erbil Journal of Humanities and Social Sciences 3, no. 1 (June 1, 2019): 20–26. http://dx.doi.org/10.24086/cuejhss.v3n1y2019.pp20-26.
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The devastating effect of the crisis of 2011 on Syrian tourism industry was enormous; this led the industry's hoteliers to shift their attention to different strategies and organizational change to regain the business lost from such crisis. This research introduces the concept of reciprocal leadership as an effective tool in implementing organizational change in Dama Rose Hotel post-Syrian crisis of 2011. We presented the research problem in the following question: Do the dimensions of reciprocal leadership have any role in the success of managing the process of organizational change? The research used a qualitative approach; the primary data was composed of a questionnaire distributed to 65employeesworking at Dama Rose Hotel located in Damascus, Syria. The secondary data was composed of scientific journals, website, and textbooks. The outcome showed a positive relationship between reciprocal leadership dimensions on the process of managing the organizational change in the hotel, and there was a positive relationship between reciprocal leadership and organizational change.
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Davison, Aidan, Paul Brown, Emma Pharo, Kristin Warr, Helen McGregor, Sarah Terkes, Davina Boyd, and Pamela Abuodha. "Distributed leadership." International Journal of Sustainability in Higher Education 15, no. 1 (December 20, 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 practice were established at four Australian universities with participants drawn from a wide range of disciplines. The establishment and operation of these communities relied on a distributed leadership methodology which facilitates acts of initiative, innovation, vision and courage through group interaction rather than through designated hierarchical roles. Findings – Each community of practice found the distributed leadership approach overcame barriers to interdisciplinary climate change teaching. Cultivating distributed leadership enabled community members to engage in peer-led professional learning, collaborative curriculum and pedagogical development, and to facilitate wider institutional change. The detailed outcomes achieved by each community were tailored to their specific institutional context. They included the transformation of climate change curriculum, professional development in interdisciplinary pedagogy, innovation in student-led learning activities, and participation in institutional decision-making related to curriculum reform. Originality/value – Collaborative, non-traditional leadership practices have attracted little attention in research about sustainability education in university curricula. This paper demonstrates that the distributed leadership model for sustainability education reported here is effective in building capacity for interdisciplinary climate change teaching within disciplines. The model is flexible enough for a variety of institutional settings.
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Wallace, Mike, and W. James Weese. "Leadership, Organizational Culture, and Job Satisfaction in Canadian YMCA Organizations." Journal of Sport Management 9, no. 2 (May 1995): 182–93. http://dx.doi.org/10.1123/jsm.9.2.182.
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This study was undertaken to investigate the links between transformational leadership, organizational culture, and employee job satisfaction within the 69 Canadian YMCA organizations. Leadership was measured by the Leadership Behavior Questionnaire (Sashkin, 1988), organizational culture by the Organizational Culture Assessment Questionnaire (Sashkin, 1990), and employee job satisfaction by the Job in General Index (Balzer & Smith, 1990). The results of a MÁNOVA and subsequent ANOVA statistical treatments allowed the researchers to conclude that significant differences in organizational culture existed between the YMCA organizations led by high transformational leaders and YMCA organizations led by low transformational leaders. In addition, the YMCA organizations led by high transformational leaders administered organizations that carried out the culture-building activities of managing change, achieving goals, coordinated teamwork, and customer orientation to a greater degree than YMCA organizations led by low transformational leaders. No significant differences in employee job satisfaction levels existed between the YMCA organizations led by high transformational leaders and those led by low transformational leaders.
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Kiran, C. S., and Parul Tripathi. "Leadership Development Through Change Management: A Neuroscience Perspective." NHRD Network Journal 11, no. 4 (October 2018): 42–48. http://dx.doi.org/10.1177/2631454118800850.
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The complex and agile environment in which organisations operate today, with ever-changing technology penetrating every facet of our lives more than ever before, has led to a key challenge for the leaders of today, effectively managing change in organisations. The agile environment means organisations are required to go through changes on a regular basis and at a rapid pace. Today, leaders are required more than ever to understand the complex dynamics of human behaviour in organisations, to effectively navigate and manage change. Recent developments in the field of neuroscience have helped gain a much deeper, scientific understanding of human behaviour. Needless to say, the understanding of these neuroscience perspectives will open up tremendous opportunities for leaders to be more effective at the workplace. The article details a few such perspectives of neuroscience which are critical in change management and concurrent leadership development.
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Reese, Marianne, and Ann W. Carns. "Leading by the Numbers: Using an Assessment Instrument to Stimulate Action Research." Journal of School Leadership 13, no. 5 (September 2003): 549–68. http://dx.doi.org/10.1177/105268460301300503.
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The Group Environmental Scale (GES) was used to assess the psychosocial needs of faculty members and provide specific feedback for the campus administrator of a “troubled” elementary school. The findings challenged the principal's leadership behaviors and stimulated new thinking that led to changes in her leadership style. A follow-up assessment conducted 10 months later revealed that the principal's transition from a directive to a collaborative leadership style resulted in a significant positive change in the faculty's perception regarding “leader control,” yet significant negative changes in “innovation” and “task orientation.” However, three years after the initial assessment, the school received a quality and performance award based on the Malcolm Baldridge National Quality Award criteria.
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SILVA, RWRSILANY. "PARADIGM OF LEADERSHIP FOR ORGANIZATIONAL INNOVATION BASED ON THEORY U." International Journal of Innovation Education and Research 7, no. 6 (June 30, 2019): 67–89. http://dx.doi.org/10.31686/ijier.vol7.iss6.1555.
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Leadership paradigms are the attributes that a leader must possess for efficient and innovative leadership. Theory U is used as an argument in this discussion. The objective of this essay is to consider the paradigms of transformational leadership for the consolidation of a culture of innovation in the organization. This task of qualitative and exploratory research. The results of the present study suggest that consolidating a culture of innovation in the organization implies an impressive change in the modus operandi, with an open-minded team, also essential as a agent of change, led in an appropriate and creative environment. To make this possible, leadership must use the paradigms of transformational leadership as well as the culture-creativity-team trilogy. In addition, the change agent must disseminate the values of creativity and innovation in the everyday activities of the team, besides instigating internal actions that invigorate this culture.
Dissertations / Theses on the topic "Leadership-led change"
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Walton, Janet Brown. "Partners for Change: A Mixed Methods Case Study of an Intermediary-led Partnership for STEM Education Reform." University of Cincinnati / OhioLINK, 2014. http://rave.ohiolink.edu/etdc/view?acc_num=ucin1406810984.
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Hugo, Desiree Margaret. "What are teacher's perceptions of Teacher-led curriculum initiatives in relation to change in practice?" Thesis, 2006. http://hdl.handle.net/10539/1753.
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Student Number : 0317854T -
MEd research report -
School of Education -
Faculty of HumanitiesSchool effectiveness and school improvement research is a worldwide phenomenon that has inspired a great deal of literature. This report examines teachers’ perceptions of a teacher-led curriculum development initiative currently effective in independent schools in the Gauteng Province of South Africa, and it describes strategies for implementation for interested schools. It is a programme that focuses school improvement back into the classroom, with teachers leading the changes at their site of practice. The Gauteng Independent Schools Curriculum Development Initiative (GISCDI) is a teacher-led initiative. Qualitative research generates an understanding of how the mechanisms of this initiative impact on the lives of teachers and students. It provides detailed explanations of teachers’ perceptions of change in actual classroom practices, pedagogy and curriculum implementation by entering into conversations with selected participants. It considers the changes in light of reflective practice, after involvement in the GISCDI. The report accesses the different methodologies the teachers implemented in their classrooms, after the teacher-led interventions were presented to them. It also considers the concepts of teacher leadership, trust, distributed leadership and collegiality as being the core elements to initiating, implementing and sustaining change in practice, to benefit student learning and improving schools.
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Moghadam, Jahan. "The Role of Leadership in Adoption of Waste-to-Energy (WtE) in Nigeria." 2017. http://scholarworks.gsu.edu/bus_admin_diss/87.
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The use of Renewable Energy (RE) has considerably increased in the last several years. Innovative forms of sustainable alternative energy production, such as solar and wind, have now become recognized energy sources. Following suit, this paper has reviewed Waste-to-Energy (WtE), an innovative and evolving form of RE, and its possible adoption in Nigeria to address both the energy crisis and the pollution problem. The theoretical framework of this paper utilizes the genesis of Fishbein and Ajzen’s (1975) theory of reasoned action (TRA), expanding on renewable energy studies using TRA such as Bang, Ellinger, Hadimarcou, and Traichal (2000) Mishra, Akman, & Mishra (2014), and the leadership-led change framework (Andrews, McConnell, & Wescott, 2010) in order to explain leaders’ behavior to adopt WtE in Nigeria. Four factors act as antecedents to the formation of attitudes and subjective norms about WtE, which then impact intentions to adopt WtE. Intentions then become a predictor of behavior for adopting WtE in Nigeria as a solution for energy and pollution issues. Combining these two theoretical frameworks allows us to study leader’s behavioral intentions and the behavior to adopt WtE in Nigeria. Leadership-led change was examined as a moderator in the relationship between intention and behavior to adopt WtE in Nigeria. Results showed that leadership-led construct did not have a statistically significant moderating effect. This led to a post-hoc analysis of leadership-led as a mediator, which showed leadership-led had a partial statistically significant mediating effect between leaders’ attitudes and intention to adopt WtE.
Books on the topic "Leadership-led change"
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Andrews, Matt. Development as leadership-led change: A report for the Global Leadership Initiative. Washington, D.C: The World Bank, 2010.
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Thompson, William R., and Leila Zakhirova. Denouement: World Politics, Systemic Leadership, and Climate Change. Oxford University Press, 2018. http://dx.doi.org/10.1093/oso/9780190699680.003.0013.
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In this final chapter, we conclude by recapitulating our argument and evidence. One goal of this work has been to improve our understanding of the patterns underlying the evolution of world politics over the past one thousand years. How did we get to where we are now? Where and when did the “modern” world begin? How did we shift from a primarily agrarian economy to a primarily industrial one? How did these changes shape world politics? A related goal was to examine more closely the factors that led to the most serious attempts by states to break free of agrarian constraints. We developed an interactive model of the factors that we thought were most likely to be significant. Finally, a third goal was to examine the linkages between the systemic leadership that emerged from these historical processes and the global warming crisis of the twenty-first century. Climate change means that the traditional energy platforms for system leadership—coal, petroleum, and natural gas—have become counterproductive. The ultimate irony is that we thought that the harnessing of carbon fuels made us invulnerable to climate fluctuations, while the exact opposite turns out to be true. The more carbon fuels are consumed, the greater the damage done to the atmosphere. In many respects, the competition for systemic leadership generated this problem. Yet it is unclear whether systemic leadership will be up to the task of resolving it.
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Lamptey, Jerusha Tanner. Enacting Equality. Oxford University Press, 2018. http://dx.doi.org/10.1093/oso/9780190653378.003.0007.
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This final chapter contextualizes woman-led prayer within broader discussions of authority, tradition, and change. It first analyzes Islamic feminist discourse on woman-led prayer, female leadership, and androcentric ritual norms, emphasizing theological and social assumptions. It then engages with Christian feminist approaches from Delores S. Williams, Elizabeth A. Johnson, Rosemary Radford Ruether, and Traci C. West that grapple with notions of community, male imagery of God, tradition, and ritual. The chapter concludes with Muslima theology and argues for the necessity of embodied egalitarian ritual, a dynamic view of tradition, and reassertion of the transformative space between ideal and real community (umma).
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Spaulding, Tommy. The heart-led leader: How living and leading from the heart will change your organization and your life. 2015.
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Thompson, William R., and Leila Zakhirova. Comparing the Four Main Cases. Oxford University Press, 2018. http://dx.doi.org/10.1093/oso/9780190699680.003.0009.
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No two system leaders were identical in their claims to being the most innovative states in their respective zones, eras, and periods of leadership. Nonetheless, three general categories emerge: maritime commercial leadership, a pushing of agrarian boundaries, and sustained industrial economic growth. Those that made breakthroughs in the latter category, of course, redefined the modern world. Frontiers were critically important in all four cases of system leadership (China, the Netherlands, Britain, and the United States), but not exactly in the same way. Major improvements in transportation/communication facilitated economic growth by making interactions more feasible and less expensive, although the importance of trade varied considerably. Expanding populations were a hallmark of all four cases, even if the scale of increase varied. Population growth and urbanization forced agriculture to become more efficient and provided labor for nonagricultural pursuits. Urban demands stimulated regional specialization, technological innovation, and energy intensification, expanding the size of domestic markets and contributing to scalar increases in production. Just how large those scalar increases were depended on the interactions among technological innovation, power-driven machinery, and energy transition. Yet no single change led automatically to technological leadership. While lead status was never gained by default, it helped to have few rivals. As more serious rivals emerged, technological leaderships became harder to maintain.
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Omaswa, Francis, and Nigel Crisp, eds. African Health Leaders. Oxford University Press, 2015. http://dx.doi.org/10.1093/med/9780198703327.001.0001.
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Most accounts of health and healthcare in Africa are written by foreigners. African Health Leaders: Making Change and Claiming the Future redresses the balance. Written by Africans, who have themselves led improvements in their own countries, this online resource discusses the creativity, innovation and leadership that has been involved tackling everything from HIV/AIDs, to maternal, and child mortality and neglected tropical diseases. It celebrates their achievements and shows how, over three generations, African health leaders are creating a distinctively African vision of health and health systems. It covers how African Health Leaders are claiming the future - in Africa, but also by sharing their insights and knowledge globally and contributing fully to improving health throughout the world, and illustrates how African leadership can enable foreign agencies and individuals working in Africa to avoid all those misunderstandings and misinterpretations of culture and context which lead to wasted efforts and frustrated hopes. It also addresses the need to tackle weak governance, corrupt systems and low expectations and sets out what Africa needs from the rest of the world in the spirit of global solidarity - not primarily in aid, but through investment, collaboration, partnership and co-development.
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Zürn, Michael. The Rise of the Global Governance System: A Historical-Institutionalist Account. Oxford University Press, 2018. http://dx.doi.org/10.1093/oso/9780198819974.003.0006.
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The global governance system developed in the 1990s as a result of a path-dependent sequence that started with the choice of embedded liberalism in the 1940s. The post-Second World War constellation provided a critical juncture that led to institutionalized embedded liberalism and collective security under American leadership. Afterwards, self-reinforcing mechanisms strengthened this institutional design. This whole dynamic was accelerated by an external push when the Soviet empire faltered and functional differentiation could develop its full potential. Together, these developments created a new critical juncture. As a result of the decisions taken in this situation, a global governance system emerged. It consists of loosely coupled spheres of both political and epistemic authority. Overall, the authority of IOs has increased remarkably. As a consequence, this global governance system co-produces reactive sequences. It contains serious deficits undermining its acceptance and sustainability leading to resistance and demands for change.
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Quirk, Paul J., ed. The United States and Canada. Oxford University Press, 2019. http://dx.doi.org/10.1093/oso/9780190870829.001.0001.
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This edited volume compares the political systems of the United States and Canada, focusing on the effects of political institutions, and their interaction with political values and other factors, in policymaking. It explores the differences between the American presidential (or separation-of-powers) system and the Canadian parliamentary system. It also considers institutional differences such as federalism, bureaucratic leadership, and judicial definitions of citizens’ rights. It deals mainly with the period from the mid-20th century to the present but also discusses recent developments—especially the Trump presidency. The first section addresses political culture and institutions and considers political values, party and electoral systems, executive leadership and the legislative process, bureaucracy and civil service influence, and federalism. The second section addresses policymaking and outcomes, including economic policy, environmental policy, morality issues, social policy, managing diversity, and selected societal outcomes. The conclusion discusses prospects and challenges for both political systems and finds that policy differences between the two countries have diverse causes—from geography and demography, to political values, to institutional structures. The effects of institutions are often crucial, but they depend heavily on interactions with other political circumstances. Even modest, incremental change in the electoral strength or ideological tendencies of the political parties can transform institutional performance. Thus, Canada’s historic center-left moderation may be on the brink of giving way to wider ideological fluctuation and the U.S. political system was increasingly dysfunctional, even before the election of Donald Trump as president led to chaos in policymaking and the threat of severe constitutional crisis.
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Burns, Charlotte, Paul Tobin, and Sebastian Sewerin, eds. The Impact of the Economic Crisis on European Environmental Policy. Oxford University Press, 2018. http://dx.doi.org/10.1093/oso/9780198826958.001.0001.
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The European Union (EU) has sought to establish itself as a global environmental leader. However, from 2007–8 onwards, the combined effects of the economic and financial crisis led some to question whether the EU would continue to adopt ambitious environmental policy. This volume brings together leading scholars from across Europe to analyse the impacts of the crisis upon environmental policy in the EU and its member states. The authors analyse policy decisions in fourteen countries to determine whether environmental policy has been dismantled, expanded, or has stayed the same. If policy has been dismantled, contributors identify the kind of dismantling strategy adopted, and at what levels change has occurred. A new measurement approach, the Index of Policy Activity (IPA) is applied systematically across the cases, offering a comprehensive reference framework for both quantitative and qualitative analysis. A wide range of policy areas, from climate change to biodiversity, are examined and non-European cases are also included to provide a counterpoint for comparison. The book finds that, while the EU has not actively dismantled environmental policy, its economic policies have had negative effects upon some Member States, prompting policy dismantling in places. Climate and energy policies have seen some policy expansion, but there are examples, most notably the UK, where there has also been active policy dismantling. The main trend is one of stasis— environmental policy in Europe has plateaued, calling into question Europe’s much-vaunted environmental leadership. The book contributes to scholarship on environmental policy and public administration, combining empirical and methodological insights to give an up-to-date perspective on the impact of crisis upon European environmental policy.
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Fitzduff, Mari. Our Brains at War. Oxford University Press, 2021. http://dx.doi.org/10.1093/oso/9780197512654.001.0001.
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Our Brains at War: The Neuroscience of Conflict and Peacebuilding suggests that we need radical change in how we think about war, leadership, and politics. Most of us, including most political scientists, fail to appreciate that the main factors in today’s identity wars and politics arise not from logic but from instincts and emotions, against which reason often has little sway. Many of our physiological and genetic tendencies, of which we are mostly unaware, can easily fuel our antipathy toward other groups, make us choose supposedly “strong” leaders over more mindful leaders, facilitate the recruitment of fighters for both legal and illegal militia groups, and enable even the most seemingly gentle of us to inflict horrific violence on others. Unfortunately, in today’s world, such instincts and emotions also increase our susceptibility to being easily led toward hateful activities by social media. Without understanding the genetic, neural, and hormonal tendencies that facilitate such predispositions, it will be extremely difficult to achieve sustainably peaceful societies. Drawing on the latest research from newer sciences such as social biopsychology, behavioral genetics, political psychology, and social and cognitive neuroscience, this book identifies the sources and the consequences of such instincts and emotions. It also suggests that we need new and radical ways of dealing with societal and global conflicts by openly addressing the biological factors that help create them and by taking them into account in our plans for more constructive politics and more effective peacebuilding in our increasingly fracturing world.
Book chapters on the topic "Leadership-led change"
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Lehtimäki, Hanna, and Heidi Silvast. "Using Student-Led Arts-Based Methods in Finnish Higher Education to Foster Leadership for Change." In Sensuous Learning for Practical Judgment in Professional Practice, 255–76. Cham: Springer International Publishing, 2019. http://dx.doi.org/10.1007/978-3-319-99049-1_10.
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Kirchhelle, Claas. "Ruth the Ruthless: Activism, Welfare, and Generational Change." In Palgrave Studies in the History of Social Movements, 149–74. Cham: Springer International Publishing, 2021. http://dx.doi.org/10.1007/978-3-030-62792-8_9.
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AbstractThis chapter studies the polarisation of 1970s’ British farm animal welfare politics and Ruth Harrison’s career as a full-time public campaigner on the RSPCA Council and as head of her own welfare Trust. Polarised conflicts triggered a professionalisation of RSPCA campaigning. The Society adopted new public pressure tactics, established expert committees, and started commissioning behavioural research. Internal tensions over elite “field sports” also led to the formation of the RSPCA Reform Group. Reform Group members oversaw a streamlining of RSPCA management and leadership. They also popularised animal rights thinking. Ruth Harrison supported opposition to “field sports” and helped trigger the internal crisis that led to the Reform Group’s formation. However, tensions over her role on FAWAC and her focus on gradualist reforms isolated Harrison. Forced to declare bankruptcy after a libel suit against another Council member, Harrison focused on developing her own Farm Animal Care Trust (FACT).
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Stouraitis, Vasilios, Andres J. Arenas F., Kostantinos Tsanis, and Jessica Bayón Pérez. "Leadership as a Change Trigger in Unsettling Conditions." In Global Perspectives on Change Management and Leadership in the Post-COVID-19 Era, 254–73. IGI Global, 2021. http://dx.doi.org/10.4018/978-1-7998-6948-1.ch016.
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The case focuses on Werenbach watches, a micro SME based in Switzerland which managed to survive the current crisis of COVID-19 in an innovative way. The focus is on the behavioural aspects of leadership present in the case and which have led to tangible innovations. The innovations examined have led to the ability to source extensively and access funding to create a stronger global presence. The reasons for choosing servant leadership as an example are presented and the moderating links between attitude and implementation are listed and examined. Suggestions for managers and further research are presented. The chapter aims to be a toolkit for micro SMEs' CEOs willing to understand the fundamental behaviours behind access of funds and sources for a small firm.
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Schenck, Andrew D. "The Change Process in Korean Education." In Encyclopedia of Strategic Leadership and Management, 1106–17. IGI Global, 2017. http://dx.doi.org/10.4018/978-1-5225-1049-9.ch077.
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Confucian cultural traditions in South Korea have fueled a passion for education that has driven learners to excel in literacy and mathematics. At the same time, it has led to extreme competition that may not be economically viable long term. Cultural norms emphasizing conformity have also prevented widespread acceptance of creative learning styles and diverse opinions. Within this article, Korean educational issues are explored in relation to both past cultural traditions and contemporary trends. Analysis suggests that new hybrid models of leadership and education should be utilized to honor past traditions, while simultaneously cultivating the democratic skills needed in today's global society.
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Wilson, Charles Reagan. "4. Confronting change." In The American South, 55–70. Oxford University Press, 2020. http://dx.doi.org/10.1093/actrade/9780199943517.003.0005.
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‘Confronting change’ describes how the American South became a major player in the national mobilization for World War II. The war pushed the South far along the path of modernization. Democracy became a watchword during World War II, as the nation fought against fascism and emphasized that democratic values had to be affirmed by all as the reason for fighting. Ultimately, the war produced an assertive black leadership within the South, and the continued reform spirit of the New Deal led to aggressive campaigns for organized labor and for urban efforts to improve African American living conditions and opportunities. The rise of the civil rights movement was crucial to defining this period of American history.
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Tranchina, Derek, Charles Terenfenko, and Tracy Mulvaney. "Inducing Long-Term, Positive Behavior Change." In Redesigning Teaching, Leadership, and Indigenous Education in the 21st Century, 219–26. IGI Global, 2021. http://dx.doi.org/10.4018/978-1-7998-5557-6.ch011.
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The focus of this chapter is to highlight two different transformational change initiatives in public schools that rely on student leadership to be effective. Both programs will explore effective ways to empower students as leaders, to make better social decisions, and to improve their attachment to school and community. One program involves a student-led technology club in a middle school. The goal of the club is to assist with the school's technology usage while also making a positive impact on participating students' achievement and attachment to school. The other program involves educating high school students on the risks of heroin and opioid addiction. Both programs seek to leverage student empowerment to induce long-term, positive behavior change in the students directly involved as well as those around them.
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Sidky, Ahmed. "A Transformation Approach for Scaling and Sustaining Agility at an Enterprise Level." In Advances in Systems Analysis, Software Engineering, and High Performance Computing, 103–26. IGI Global, 2016. http://dx.doi.org/10.4018/978-1-4666-9858-1.ch006.
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The sustainability of agile transformations is deeply linked to how the organization “transforms” to agile. Sustainable, effective agile transformations affect all the elements of culture such as, leadership style, leadership values, work structures, reward systems, processes, and of course the work habits of people. How to affect that culture shift is the key question we will present in this chapter. The author will present two different common transformation approaches (organizational-led and process-led) and then describe a hybrid version called culture-led transformation that is designed to change critical organizational and personal habits to improve and sustain organizational agility.
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Montaudon-Tomás, Cynthia M., Ingrid N. Pinto-López, and Ivonne M. Montaudon-Tomás. "What Is Pseudo-Transformational Leadership?" In Corporate Leadership and Its Role in Shaping Organizational Culture and Performance, 11–36. IGI Global, 2021. http://dx.doi.org/10.4018/978-1-5225-8266-3.ch002.
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The notion of pseudo transformational leadership first appeared back in 1999. The lack of a clear definition of the term has led to confusion because of certain similarities with transformational leadership. Few publications on the subject and the developing theory have been presented. However, numerous studies have included the concept as a reference for unethical leadership, and as an opposing term to genuine or authentic transformational leadership, which is common in times of change and visible in corporate scandals. Transformational leadership is described to provide a baseline to compare it with what this leadership style is not. The chapter focuses on a managerial problem that needs to be studied because of its implications in organizational performance. The objective of this study is to present the main characteristics of the pseudo transformational leadership style by analyzing leaders' behaviors and their impact on followers and the organizational culture.
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Ossiannilsson, Ebba. "Leadership." In Administrative Leadership in Open and Distance Learning Programs, 1–33. IGI Global, 2018. http://dx.doi.org/10.4018/978-1-5225-2645-2.ch001.
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The rapid developments led by the digitization of society have been described as heralding the fourth industrial revolution. Individuals have more learning choices than ever before in both formal and informal settings. A fundamental change is needed in the way we think about education's role in global development because it has a catalytic impact on the well-being of individuals and the future of our planet. This chapter explores the topics of open online learning, learning spaces, personal learning and learners' orchestration of their own learning, leadership and the digital transformation and quality related concerns raised by the global digital transformation. Quality related questions are today on student satisfaction, short and long time impact, for individuals, and for the society. Leaders and managers in higher education have to take their responsibilities, and can make a huge difference related to the role of higher education, its offers, services, processes, quality and impact.
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Bencsik, Andrea. "Appropriate Leadership Style in Knowledge Management System (KMS) Building." In Knowledge Management Initiatives and Strategies in Small and Medium Enterprises, 91–112. IGI Global, 2017. http://dx.doi.org/10.4018/978-1-5225-1642-2.ch005.
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Building up a knowledge management system is a commonly arising challenge in managing organizations. Leaders need to change their leadership style in order for their organization to be successful, in accordance with the requirements of building and operating a knowledge management system. The aim of this chapter is to sketch the necessity of the change and the right leaders' behavior. The author shows the relationships residing in the background of the elements that are in close connection with the suitable leadership style: EQ, competence, organizational culture, trust, communication, and employees' commitment and satisfaction. During this chapter readers will be led logically across the connections of the above-mentioned elements and, at the end, a figure summarizing the connections closes the chapter.
Conference papers on the topic "Leadership-led change"
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Nita, Marius, and Sorela-Maria Pruteanu. "The Importance of Military Management in Pandemic Crises Management." In International Conference Innovative Business Management & Global Entrepreneurship. LUMEN Publishing, 2020. http://dx.doi.org/10.18662/lumproc/ibmage2020/12.
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The year 2020 began with the coronavirus pandemic, which led to one of the most tumultuous periods in recent history, sending the world economy into a crisis that is hard to estimate, with a steep drop in economic growth and a recession with grim prospects of a return to its original situation. We are talking about major social, economic and political challenges, with implications that will be very difficult to manage in terms of social life, health care, unemployment or economic development. The current context of the global crisis due to the coronavirus pandemic, the implicit transformations that have occurred in the management of public administration has required a change in the classical attitude towards crisis management and management, namely the adoption of a more complex and comprehensive one, which will give you a firm concern for the affected areas, by resorting, where necessary, to a military management to solve the crisis. Military leadership is a strong one, with special training, that makes it able to manage crisis situations, because we are talking about people who are used to making decisions in conditions of uncertainty and having insufficient information. The document presented is a study that examines the role played by the military environment in the context of the coronavirus pandemic, given that it has generated a complex chain of socio-economic effects, and the need to involve military capabilities is more than necessary, considering one of the mission of army is supporting the authorities during unexpected situations.
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Banerjee, Siddhartha, Clayton Naber, Michael Willcox, Charles E. A. Finney, and K. Dean Edwards. "High Performance Computing and Analysis-Led Development of High Efficiency Dilute Opposed Piston Gasoline Engine." In ASME 2017 Internal Combustion Engine Division Fall Technical Conference. American Society of Mechanical Engineers, 2017. http://dx.doi.org/10.1115/icef2017-3616.
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Pinnacle is developing multi-cylinder 1.2 L gasoline engine for automotive applications using high performance computing (HPC) and analysis methods. Pinnacle and Oak Ridge National Laboratory executed large-scale multi-dimensional combustion analyses at the Oak Ridge Leadership Computing Facility to thoroughly explore the design space. These HPC-led investigations show high fuel efficiency (∼46% gross indicated efficiency) may be achieved by operating with extremely high charge dilution levels of exhaust gas recirculation (EGR) at a light load key drive cycle condition (2000 RPM, 3 bar BMEP), while simultaneously attaining high levels of fuel conversion efficiency and low NOx emissions. In this extremely dilute environment, the flame propagation event is supported by turbulence and bulk in-cylinder charge motion brought about by modulation of inlet port flow. This arrangement produces a load and speed adjustable amalgamation of swirl and counter-rotating tumble which provides the turbulence required to support stable low-temperature combustion (LTC). At higher load conditions, the engine may operate at more traditional combustion modes to generate competitive power. In this paper, the numerical results from these HPC simulations are presented. Further HPC simulations and test validations are underway and will be reported in future publications.
Reports on the topic "Leadership-led change"
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Vera, Cesar Allan, Ma Lourdes Brusola-Vera, Maria Rosario Felizco, and Janice Ian Manlutac. Local Humanitarian Leadership: The View from Local Actors. Oxfam, May 2021. http://dx.doi.org/10.21201/2021.7574.
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The global call for localization and locally led emergency response acknowledges the reality that the humanitarian system is currently organized around international actors. More than the limited access to direct funding, the core issue is the power imbalance between local and international actors. In the Philippines, national and local networks of humanitarian, faith-based, developmental organizations and private sector foundations have been conducting and leading small- and large-scale disaster responses for decades. However, the discourse and struggle for localization have grown in recent years due to the prominence and dominance of international humanitarian actors, especially during large-scale emergencies. Oxfam is one of several international organizations that have signed up to the Grand Bargain, Charter for Change and other agreements that push for localization, and Oxfam in the Philippines has embraced the local humanitarian leadership (LHL) approach holistically.
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Theory of change: The Safer Gambling Movement. Addiction Recovery Agency, Beacon Counselling Trust, January 2021. http://dx.doi.org/10.33684/2021.001.
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Addiction Recovery Agency (Ara) and Beacon Counseling Trust (BCT) provide critical safer gambling education and treatment services for the West of England, North West England, and Wales. Their respective dedication to the safer gambling field and commitment to enhancing system integration led to a natural partnership between the two organisations. Drawing from Ara and BCT’s significant expertise, they partnered to develop a suite of safer gambling programmes. As the suite of innovative programmes grew, they recognised a need to articulate and share their leadership in transforming the safer gambling landscape in England and Wales. The Safer Gambling Movement describes Ara and Beacon’s leadership in developing a grassroots movement to build momentum for a national public health approach in Great Britain by first building this capacity in England and Wales. GREO was brought on as the evaluation partner to help create a theory of change to describe this work and lay the foundation for future evaluations.