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Journal articles on the topic 'Leadership-led change'
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1
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.
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Bernardo, Cleice de Pontes, Rwrsilany Silva, Prof Dr Flávio de São Pedro Filho, and Raul Afonso Pommer Barbosa. "PARADIGM OF LEADERSHIP FOR ORGANIZATIONAL INNOVATION BASED ON THEORY U." International Journal for Innovation Education and Research 7, no. 6 (June 30, 2019): 67–89. http://dx.doi.org/10.31686/ijier.vol7.iss6.1779.
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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.
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Khadem, May. "Lessons in Leadership." Journal of Bahá’í Studies 28, no. 4 (December 1, 2018): 55–68. http://dx.doi.org/10.31581/jbs-28.4.4(2018).
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As individual health professionals and institutions struggle to address health disparities worldwide, it becomes increasingly apparent that the answers are exceedingly complex and require a complete change in thinking, orientation, and behavior that includes ourselves. This paper is about a personal journey of learning about leadership that reveals widely shared false assumptions that have led many off course in addressing the challenges in the fight against blindness as well as other public health concerns.
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Niemandt, C. J. P. "‘n Stormkompas in tye van aanpasbare verandering – kontoere van missionêre leierskap." Verbum et Ecclesia 29, no. 3 (November 17, 2008): 606–35. http://dx.doi.org/10.4102/ve.v29i3.38.
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A compass in the storms of adaptive change - outlines on missional leadership.The article describes outlines of and elaborates on missional leadership in the challenging times of adaptive change. The insights of Roxburg & Romanuk (2006) and Van Gelder (2007), especially in terms of their contributions on Spirit-led missional leadership, serves as partners for the discussion. This is enriched by other publications and highlighted by the influence of prof Piet Meiring’s life as missional leader. The article describes missional leadership as:• a journey directed by spiritual discernment,• Biblical imagination to discern God’s preferred future,• the art of listening,• the cultivation of an environment that discerns God’s activities among the congregation and in its context,• communally orientated and network-leadership,• cultural transformation,• storytelling, and• taking risks.
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Harding, Nancy. "Leadership without “the led”: a case study of the South Wales Valleys." International Journal of Public Leadership 17, no. 3 (January 15, 2021): 236–46. http://dx.doi.org/10.1108/ijpl-07-2020-0063.
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PurposeThis paper aims to disrupt assumptions about leadership by arguing those who are ostensibly “followers” may be utterly insouciant towards the existence of people categorised as “leaders”. It contributes to anti-leadership theories.Design/methodology/approachThis article uses an immersive, highly reflexive methodology to explore subjective meanings of leadership at community levels ostensibly governed by local government leaders. It uses a case study of the South Wales Valleys, one of the hubs of the Industrial Revolution in the 19th century but now economically deprived.FindingsThrough drawing on their rich and complex history, the author shows how in these communities there is a culture of neo-communitarianism that is anti-leadership and suspicious of attempts to establish hierarchies of superior over inferior. The author explores the complex webs of meaning through which ancient experiences reverberate like dead metaphors, informing contemporary understandings without conscious awareness of such a heritage. This is a history in which “leaders” betrayed or oppressed and exploited the population, which in response turned against hierarchies and evolved practices of self-government that continue today, invisible and unrepresentable within the wider culture.Research limitations/implicationsThe study draws on contemporary feminist research methods that emphasise subjectivity, flux and change. These are often not understood by readers not accustomed to stepping out of a positivist onto-epistemological frame.Practical implicationsThe paper challenges the universalising tendencies of leadership theories that assume a shapeless mass; “followers” await the advent of a leader before they can become agentive.Social implicationsThe paper offers insights into a day-to-day world that is rarely explored.Originality/valueThe article demonstrates how emerging forms of qualitative research give insights into communities that undermine dominant, universalising theories of leadership, followership and government more generally.
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Painter, Suzanne, and Christopher M Clark. "Leading Change: Faculty Development through Structured Collaboration." International Journal of Doctoral Studies 10 (2015): 187–98. http://dx.doi.org/10.28945/2267.
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There are relentless calls for innovation in higher education programs in response to media and policy-makers attention to such concerns as instructional quality, relevance to employment, costs, and time-to-degree. At the same time, the individual course remains the primary unit of instruction and there is little evidence of faculty development strategies to assist with changing core instructional practices. We faced that dilemma when we led an innovative doctoral program in educational leadership. Soon after beginning, we implemented a regular meeting of all faculty members teaching and advising in the program to address upcoming events and review student progress. Our retrospective analysis indicates that these meetings evolved as a practical and sustainable framework for faculty development in support of deep change for instructional practices. Here we describe the challenge of faculty development for change and draw lessons learned from our four years of leadership centered on experiential learning and community sense-making. We hope that program leaders who aspire to promote faculty development in conjunction with graduate program implementation will find these lessons useful.
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Knott, Caroline, Laura Brown, and Sally Hardy. "Introducing a self-monitoring process in a teenage and young adult cancer unit: impact and implications for team culture and practice change." International Practice Development Journal 3, no. 2 (November 13, 2013): 1–12. http://dx.doi.org/10.19043/ipdj.32.005.
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Background: The project took place in a cancer service for teenagers and young adults (13-24 years) in the UK, as part of a large service change project. Chemotherapy that had traditionally been given in an inpatient setting was to be transformed into an ambulatory care model. Aim: The authors aimed to lead a change in practice whereby patients receiving chemotherapy would be taught to monitor and test their own urine output by the staff nurses. This meant challenging a matriarchal nursing culture within the team. Learning drawn from leading the project is discussed. Methods: Various approaches were used to initiate and embed change within the unit, including producing learning tools and resources, listening to the team and providing creative opportunities for feedback. Critical reflection was used to facilitate learning about change leadership and practice development. Findings: Initial resistance to change led to the development of leadership skills and a deeper understanding of team culture. Successful change leadership requires leaders to take the time to listen to stakeholders and provide real opportunities for feedback and collaboration. Critical reflection is essential. Conclusions: The workbased learning project was effective in the simultaneous development of leadership skills and implementation of change in practice. Implications for practice: Team culture must be understood for practice development to be successful Making time for critical reflection is essential for successful change leadership Nurse leaders should actively seek feedback about change from stakeholders by providing a variety of approaches to communication Workbased learning is an effective way of developing leadership skills
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Robertson, Sylvia. "Transformation of professional identity in an experienced primary school principal." Educational Management Administration & Leadership 45, no. 5 (May 15, 2017): 774–89. http://dx.doi.org/10.1177/1741143217707519.
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School principals have unique identities that influence capacity to manage change. This New Zealand study explores professional identity in educational leadership and addresses a lesser researched area of identity transformation in longer-serving principals. Principals were asked how they perceived themselves as changing or changed as they led their schools through complex change processes. This article references the insights and perceptions of the most experienced of the participating principals. Findings suggest that longer-serving principals continue to transform their professional identities as they manage emotions, make decisions, access professional learning and interact with others.
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Yeon-Jung, Ji. "Unfriendly guardians: India's first nuclear leadership change in 1966." British Journal for the History of Science 54, no. 1 (February 19, 2021): 1–17. http://dx.doi.org/10.1017/s0007087420000618.
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AbstractThis article, which focuses on the political decision making around the leadership of India's Atomic Energy Commission (AEC), shows how this process both decentralized scientific authority in India and led to changes in India's nuclear programme. New evidence presented from the deliberations of the Prime Minister's Secretariat (PMS) shows that Vikram Sarabhai, appointed chairman of the AEC in 1966, following the sudden death of the previous leader, Homi Bhabha, was the favoured candidate from the start of the process. His view on India's nuclear programme contrasted sharply with that of his predecessor, but his authority was protected, in part, from external challenge by the jurisdictional decisions made by the PMS. This article argues that the ambiguity inherent in India's developing nuclear programme was not the result of the apprehension of external threat, but the result of internal tensions within the relevant institutions, which are both revealed and (partially) resolved by the appointment process for the new chair.
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Kerr, Rachel, Julia Frost Nerbonne, and Teddie Potter. "Sparking a Movement for a Healthy Climate Through Leadership Development." Creative Nursing 25, no. 3 (August 15, 2019): 216–21. http://dx.doi.org/10.1891/1078-4535.25.3.216.
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Climate change is increasingly impacting health, and health care is contributing to climate change through carbon emissions. Nurses can help mitigate climate change and its effects through leadership development initiatives to expand the impact of the efforts of a single person by activating others. This article describes one such nurse-led leadership development project. The intervention adapted a workshop series curriculum for faith community audiences to a health professional audience. The program gave participants the ability to assess their assets, understand the psychology of communication of climate change, and design appropriately-scaled actions to help mitigate climate change. The program consisted of three in-person workshop sessions plus bi-weekly individual consultations with participants. The seven participants included physicians, nurses, physician and nurse educators, a public health professional, and a veterinary medicine student. The workshops included content on communicating about climate change, crafting a public narrative/storytelling, and tools and methods for organizing in the climate movement. Participants completed action plans including a broad range of leadership efforts as part of the intervention; all participants completed at least the first step of their action plan during the program period. Qualitative interviews highlighted facets of participants' experiences. Nurses and other health professionals are leading the way in mitigating climate change; leadership development programs such as this are one way of taking effective climate action.
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Grimes, Peter, Khomvanh Sayarath, and Sithath Outhaithany. "‘It’s better than catching frogs’: Understanding the importance of local context in the development of inclusive school self-evaluation in Lao PDR." Improving Schools 15, no. 2 (July 2012): 148–62. http://dx.doi.org/10.1177/1365480212450227.
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This article is an account of a project in Laos which aimed to support schools in evaluating and developing responsiveness to diversity in student populations. Teachers, students and members of the community were involved in review, evaluation and leadership of change to improve learning and participation for all school-aged members of the community, including changing school cultures in terms of curriculum and pedagogy and also access to learning for those previously marginalized within communities. The project (in nine primary schools) led to greater shared leadership, participation and voice prompted by self-evaluation. Analysis enabled greater understanding of the challenges and issues in working across cultures to effect sustainable organizational change. Spaces needed to be created at local levels for teachers to construct meaning and develop a sense of agency in making and owning changes in practice. This shifting of responsibility is crucial in order to build sustainable development.
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Haffejee, Sadiyya, Astrid Treffry-Goatley, Lisa Wiebesiek, and Nkonzo Mkhize. "Negotiating Girl-led Advocacy." Girlhood Studies 13, no. 2 (June 1, 2020): 18–34. http://dx.doi.org/10.3167/ghs.2020.130204.
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Increasingly, researchers and policymakers recognize the ability of girls to effect social change in their daily lives. Scholars working across diverse settings also acknowledge the key influence of individual, family, and societal structures on such activism. Drawing on our work with girls in a participatory visual research project in a rural community in South Africa, we consider examples of partnership and collaboration between the adult research team and the young participants. We highlight their agency in mobilizing adults to partner and support community and policy change to address traditional practices of early and forced marriage in this setting. We conclude that collaborative engagement with adults as partners can support activism and advocacy led by girls in contexts of traditional leadership.
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Stamopoulos, Elizabeth. "Reframing early childhood leadership." Australasian Journal of Early Childhood 37, no. 2 (June 2012): 42–48. http://dx.doi.org/10.1177/183693911203700207.
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RAPID CHANGES IN AUSTRALIAN education have intensified the role of early childhood leaders and led to unprecedented challenges. The Australian Curriculum (ACARA, 2011), mandated Australian National Quality Framework (NQF) for Early Childhood Education & Care (DEEWR, 2010b) and the National Early Years Learning Framework (EYLF) (DEEWR, 2009) have heightened the need for leaders to guide and move the profession forward. Leaders need to build professional knowledge, pedagogical capacity and infrastructure in the early childhood education and care (ECEC) workforce in order to deliver reforms and achieve high-quality outcomes for children. Yet research on early childhood leadership remains sparse and inadequately theorised, while the voice of the early childhood profession remains marginalised (Woodrow & Busch, 2008). In this paper I draw on my previous research in leadership and change management which investigated principals', early childhood teachers' and teacher-aides' conceptual and behavioural positions on educational changes in work contexts. I present a model of leadership that connects to practice, builds professional capacity and capability, and recognises the importance of relationship building and quality infrastructure. The model calls for robust constructions of leadership and improved professional identity that will reposition the profession so that it keeps pace with the critical needs of early childhood professionals. Within this model, tertiary educational institutions and professional organisations will play their role in guiding the profession forward as new paradigms evolve and federal and state initiatives begin to surface.
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Nakrošis, Vitalis, Ramūnas Vilpišauskas, and Egidijus Barcevičius. "Making change happen: Policy dynamics in the adoption of major reforms in Lithuania." Public Policy and Administration 34, no. 4 (February 8, 2018): 431–52. http://dx.doi.org/10.1177/0952076718755568.
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Previous studies of policy reforms that were undertaken during the recent global financial crisis mostly focused on fiscal consolidation, with much less attention paid to other structural reforms. Although the impact of such external shocks as crisis or change of government on systemic change is widely acknowledged, little agreement exists on which intervening factors can best account for successes or failures of reform commitments. In this article, we propose an innovative explanation that focuses on the variables of political attention and change leadership, and which analyses temporal political and policy dynamics of reform decision making. We conduct a comparative analysis of the four performance priorities of the 2008–2012 Lithuanian Government led by Prime Minister A. Kubilius. The article concludes that a combination of persistent high political attention to policy reforms and strong reform leadership aimed at mobilising coalition support are essential factors in fulfilling reform commitments.
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Collyer, Simon. "Culture, Communication, and Leadership for Projects in Dynamic Environments." Project Management Journal 47, no. 6 (December 2016): 111–25. http://dx.doi.org/10.1177/875697281604700608.
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Rapid change is an accelerating problem for projects in most industries. This article presents findings from a grounded theory study identifying project management approaches for mitigating rapid change in the course of a project. These results relate to culture, communication, and leadership and are complimentary to results previously presented on planning and control for dynamic environments. The study employed 37 in-depth interviews and three focus groups held with practitioners across ten industries (defense, community development, construction, technology, pharmaceutical, film production, scientific startups, venture capital, space, and research). Themes emerged relating to: a vision led, egalitarian, goal-orientated culture supporting experimentation; timely and efficient communication; and flexible leadership with rapid decision making. The findings address a gap in the project management literature and may be useful to practitioners.
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Rasmussen, Catherine M., Renee M. Pardello, John R. Vreyens, Scott Chazdon, Somongkol Teng, and Michael Liepold. "Building Social Capital and Leadership Skills for Sustainable Farmer Associations in Morocco." Journal of International Agricultural and Extension Education 24, no. 2 (August 15, 2017): 35–49. http://dx.doi.org/10.5191/jiaee.2017.24203.
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Agricultural development in Morocco relies on the economic strength of the country’s rural regions. Recently, government programs have focused special attention on actions encouraging farmer associations and strengthening value-chains for agricultural commodities. Small rural producers, however, lack the leadership skills and strategic planning capabilities to accomplish this initiative. The Morocco Rural Leadership Program connects University of Minnesota Extension staff with faculty at the National School of Agriculture, Meknès (ENA) in Morocco to co-design and teach a leadership cohort program for farmers. Its intent is to build social capital for sustainable value-chain development. Program evaluation revealed that the program not only increased leadership capacity but also grew farmers’ social capital and led to behavioral and procedural change in farmer associations.
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Mundell, Leah, Lisa Hardy, Roxana De Niz, and Michelle Thomas. "Defying Displacement: Organizing for a Beautiful Life in Flagstaff, Arizona." Practicing Anthropology 37, no. 2 (April 1, 2015): 35–39. http://dx.doi.org/10.17730/praa.37.2.141t800582460k2v.
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This article is a reflection on practice from anthropologists and community organizers working together to affect policy change related to health. In particular, we describe a successful organizing effort to oppose the displacement of low-income residents of a mobile home park. We argue that this victory was in part because of the approach of key members of the organizing coalition, who viewed the work of policy change as a process of leadership development and community collaboration rather than top-down advocacy. Here, we show the ways that an anthropological approach to policy change was built into the work of the coalition, intersecting with community organizing theories and methods. This has led to political change and an ongoing process of coalition-building and leadership development that has the potential to change public discussion and decision making on health-related issues for years to come.
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Aij, Kjeld Harald, and Maurits Teunissen. "Lean leadership attributes: a systematic review of the literature." Journal of Health Organization and Management 31, no. 7/8 (October 9, 2017): 713–29. http://dx.doi.org/10.1108/jhom-12-2016-0245.
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Purpose Emphasis on quality and reducing costs has led many health-care organizations to reconfigure their management, process, and quality control infrastructures. Many are lean, a management philosophy with roots in manufacturing industries that emphasizes elimination of waste. Successful lean implementation requires systemic change and strong leadership. Despite the importance of leadership to successful lean implementation, few researchers have probed the question of ideal leadership attributes to achieve lean thinking in health care. The purpose of this paper is to provide insight into applicable attributes for lean leaders in health care. Design/methodology/approach The authors systematically reviewed the literature on principles of leadership and, using Dombrowski and Mielke’s (2013) conceptual model of lean leadership, developed a parallel theoretical model for lean leadership in health care. Findings This work contributes to the development of a new framework for describing leadership attributes within lean management of health care. Originality/value The summary of attributes can provide a model for health-care leaders to apply lean in their organizations.
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TOLEIKIENĖ, Rita, Irma RYBNIKOVA, and Vita JUKNEVIČIENĖ. "Whether and How Does the Crisis-Induced Situation Change E-Leadership in the Public Sector? Evidence from Lithuanian Public Administration." Transylvanian Review of Administrative Sciences, Special Issue 2020 (November 23, 2020): 149–66. http://dx.doi.org/10.24193/tras.si2020.9.
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In the course of the pandemic, the remote working and e-leading (leading through information and communication technologies) have also become the usual mode in public administrations, yet research on their consequences for employees in the public sector remains scarce. The aim of this article is to reveal what challenges and tensions emerge in relation to e-leadership in Lithuanian municipal administrations and how the pandemic influences e-leadership and its effects on municipal employees. A qualitative exploratory empirical study based on semi-structured interviews was conducted in a Lithuanian municipal administration before and during the pandemic caused by the COVID-19. It was found that, before the pandemic, e-leadership was mostly initiated by individual supervisors in municipal administrations who encouraged employees to use various e-tools for communication and daily performance of tasks; however, it was poorly supplemented by teleworking. The crisis-induced situation made e-leadership mandatory because of implemented teleworking. It has led to a massive agglomeration of e-leading tasks by supervisors who play the crucial role in instructing employees to use e-tools, gathering and sharing the information, monitoring and reviewing the division of functions and tasks. We also discuss the critical effects on employees, such as multitasking and total availability, resulting from e-leadership and teleworking.
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Pepper, Sir David. "The Business of Sigint." Public Policy and Administration 25, no. 1 (January 2010): 85–97. http://dx.doi.org/10.1177/0952076709347080.
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GCHQ is the UK’s Signals Intelligence agency. The end of the Cold War, the growth of international terrorism and the arrival and subsequent explosive growth of the Internet radically changed the environment in which it had to operate. Recognition of these pressures led GCHQ to begin a wide-ranging change programme in the late 1990s. It included not only technology but also deep change in business processes, leadership and culture. A critically important feature of these changes has been the adoption, and when necessary adaptation, of a wide range of management techniques taken from the private sector. The article examines the range of techniques in question, looking at the extent to which each had to be adapted. It concludes by considering the issues that arise in the general adoption of such techniques in the public sector, concluding that that are no insurmountable obstacles.
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Pramitha, Devi. "KH. ACHMAD ZAMACHSYARI, LEADERSHIP, AND MODERNIZATION OF PESANTREN: Character Study in Al-Rifa’ie Modern Islamic Boarding School of Malang." ULUL ALBAB Jurnal Studi Islam 22, no. 1 (July 8, 2021): 115–41. http://dx.doi.org/10.18860/ua.v22i1.11678.
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KH. Achmad Zamachsyari or Gus Mad became one of the initiators to make changes by establishing a modern Islamic boarding school in Malang. He leads, provides a vision to move toward improvement and change. He chose an area in Ketawang, Gondanglegi, Malang to begin his struggle to build a modern Islamic boarding school. This study aims at obtaining a complete description of Gus Mad's leadership behavior; his interaction patterns; and modernization concept of Islamic boarding school education. The research design is qualitative and it uses the character study method. Gus Mad was chosen as the object of research because he was one of the Kiais in Malang who made a change, namely from the leader of the Al-Fattah Singosari Salafiyah then founded the Al-Rifa'ie Modern Islamic boarding school. Data obtained by interviews, documents, and observation. Data analysis used the Spradley model, consisting domain, taxonomic, component and theme analyses. Three findings are (1) Gus Mad's behavior at Al-Rifa'ie leads to transformational leadership; (2) his interaction pattern at Al-Rifa'ie led to traditional leadership; and (3) hisconcept of modernization of Islamic boarding school education is based on the principles of al-Muḥâfaẓat ‘alâ al-qadîm al-ṣâliḥ wa al-akhdhu bi al-jadîd al-aṣlaḥ. Gus Mad’s leadership style at Al-Rifa'ie Modern Islamic Boarding School Malang is a neo-transformationalism leadership style, a combination of transformationalism and traditionalism leadership style based on the principles of al-muḥâfaẓat ‘alâ al-qadîm al-ṣâliḥ wa al-akhdhu bi al-jadîd al-aṣlaḥ.
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Carlson, Teresa B., and Peter A. Hastie. "The Student Social System Within Sport Education." Journal of Teaching in Physical Education 16, no. 2 (January 1997): 176–95. http://dx.doi.org/10.1123/jtpe.16.2.176.
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This paper examines student participation in units of sport education from the perspective of those students’ social agenda. Using a combination of fieldnotes, interview, and videotape data, four major themes emerged: (a) a change in the way students socialized during class (with a particular emphasis on the development of teamwork and cooperation), (b) a change in the opportunities for personal and social development (including leadership skills and cooperation), (c) a change in the nature of competition (where winning became more important and led to greater student effort), and (d) a change in how students viewed their learning within their physical education class. While in regular physical education contexts, the student social system often conflicts with the teacher’s agenda, in this study, data suggested that because students were placed in both instructional and managerial leadership roles, these typically teacher-driven task systems became an integral part of the student social system.
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Snelling, Iain, Lawrence Adrian Benson, and Naomi Chambers. "How trainee hospital doctors lead work-based projects." Leadership in Health Services 33, no. 1 (November 23, 2019): 85–100. http://dx.doi.org/10.1108/lhs-12-2018-0064.
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Purpose The purpose of this study is to explore how trainee hospital doctors led work-based projects undertaken on an accredited development programme in England. Design/methodology/approach This is a case study of a leadership programme for hospital-based specialty trainees. The programme included participants leading work-based projects which were submitted for academic accreditation. Accounts of 35 work-based projects were thematically analysed to explore how participants led their projects. Findings Leadership was often informal and based on a series of individual face-to-face conversations. The establishment of project teams and the use of existing communication processes were often avoided. The reasons for this approach included lack of opportunities to arrange meetings, fear of conflict in meetings and the personal preferences of the participants. The authors discuss these findings with reference to theory and evidence about conversations and informal leadership, highlighting the relevance of complexity theory. Research limitations/implications The data are limited and drawn from the best accounts written for a specific educational context. There is therefore limited transferability to the leadership work of hospital-based specialty trainees in general. Future research into medical leadership might explore the micro practices of leadership and change, particularly in informal settings. Practical implications Leadership development programmes for trainee hospital doctors might concentrate on developing skills of conversation, particularly where there are or may be perceived power imbalances. Exploring conversations within the theory of complex responsive processes should be considered for inclusion in programmes. Originality/value This paper adds some detail to the general understanding of learning leadership in practice.
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Panda, Abinash. "Interview with Dr Anil K. Khandelwal: Leading Transformation of a Public Sector Bank Through People Processes and Building Intangibles." South Asian Journal of Human Resources Management 7, no. 1 (June 2020): 135–43. http://dx.doi.org/10.1177/2322093720922478.
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Dr Anil K. Khandelwal, former Chairman and Managing Director of Bank of Baroda (BoB) is credited with transforming the bank, one of the largest public sector banks, from a declining brand into a prime brand in the banking sector of India within just 3 years. Such a rapid and radical transformation using people processes by a human resource (HR) professional catapulted to chief executive officer (CEO) position is a rare example in the corporate world. In this interview, he describes the transformation journey he led, including how he overcame the challenges arising from trade union resistance to technology-led change and institutionalised people-centric business process reengineering in the new age of agile, digital banking. He describes his leadership style as “tough love” and expands on the leadership ideas he canvassed in his two books on the subject.
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Taylor, A. C. "Sustainable urban water management: understanding and fostering champions of change." Water Science and Technology 59, no. 5 (March 1, 2009): 883–91. http://dx.doi.org/10.2166/wst.2009.033.
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This paper highlights and discusses ten characteristic attributes of emergent leaders (also known as ‘champions’) who worked as influential change agents within publicly managed, Australian water agencies to encourage more sustainable forms of urban water management. These attributes relate to: the ‘openness to experience’ personality characteristic; career mobility and work history demographics; personal and position power; strategic social networks; the culture of their organisations; and five distinguishing leadership behaviours (e.g. persisting under adversity). Guided by the findings of an international literature review, the author conducted a multiple case study involving six water agencies. This research identified attributes of these leaders that were typically strong and/or distinguishing compared to relevant control groups, as well as influential contextual factors. While it is widely acknowledged that these leaders play a critical role in the delivery of sustainable urban water management, there has been a paucity of context-sensitive research involving them. The research project highlighted in this paper is a response to this situation and has led to the development of a suite of 39 practical, evidence-based strategies to build leadership capacity throughout water agencies. Such capacity is one of the elements needed to drive the transition to more ‘water sensitive cities’.
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Atia, Ronel. "From the “Man of Jerusalem” to the Beit El Yeshiva: Late Nineteenth Century Rabbinic Leadership in the Jewish Community of Tripoli." Review of Rabbinic Judaism 24, no. 1 (June 7, 2021): 95–116. http://dx.doi.org/10.1163/15700704-12341377.
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Abstract This article details a polemic among the rabbinical leadership of the Jewish community of Tripoli, Libya, in the late nineteenth century. At stake was an initiative of the community’s spiritual leader, Rabbi Eliyahu Bechor Hazzan, to change the traditional educational system to include secular topics and foreign language. The communal rabbis who opposed the idea wrote the rabbinical leadership of Jerusalem, requesting support in overturning Rabbi Hazzan’s proposal. This study details the issues at stake in this aspect of the infiltration of modernism into Jewish communities in Muslim countries and presents the letter written to the rabbinic authorities of the land of Israel that led Rabbi Hazzan to abandon his initiative and, later, to resign from his leadership post.
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Simatupang, Abdul Rahman. "Kepemimipinan Millenial Dalam Perpustakaan:Peluang dan Tantangan Dalam Menghadapi Era Revolusi Industri 4.0." Jurnal Pustaka Ilmiah 6, no. 1 (August 20, 2020): 945. http://dx.doi.org/10.20961/jpi.v6i1.41145.
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<p>Millennial leadership is a leadership that has a good innovation, high creativity, also sensitive to technology development and able to increasing employers motivation. Opportunities and challenges in the revolution era 4.0 are make information technology as promotional opportunity, and make information technology as a tools to exchanging ideas to advance the organization or institution being led, while the challenges that occur are the initial challenge of the leader himself, the socialization of design that is innovative, and always to upgrade and accept change as a form of challenges faced by leaders.</p>
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Stewart, David K., and R. K. Carty. "Does Changing the Party Leader Provide an Electoral Boost? A Study of Canadian Provincial Parties: 1960–1992." Canadian Journal of Political Science 26, no. 2 (June 1993): 313–30. http://dx.doi.org/10.1017/s0008423900002973.
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AbstractThe long-standing centrality of party leaders to Canadian elections and politics, and the use of televised extra-parliamentary conventions to choose leaders, have led parties to believe that a new leader will provide them with an electoral boost at the subsequent election. This article tests this perception using the record of 136 cases of leadership change in Canadian provincial parties over the last three decades. The data allow the authors to consider the impact of divisive contests, the relevance of a party's competitive position, and the regional variance on any leadership convention electoral boost. It concludes the conventional wisdom is wrong.
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Lew, Rod, Jaime Martinez, Claradina Soto, and Lourdes Baezconde-Garbanati. "Training Leaders From Priority Populations to Implement Social Norm Changes in Tobacco Control." Health Promotion Practice 12, no. 6_suppl_2 (November 2011): 195S—198S. http://dx.doi.org/10.1177/1524839911419296.
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The development of leadership in tobacco control has been crucial in the fight against the number one most preventable cause of death and disease worldwide. Yet today, little scientific evidence exists regarding its actual impact, particularly among priority populations. This article describes the impact of the Leadership and Advocacy Institute to Advance Minnesota’s Parity for Priority Populations (LAAMPP Institute), a major tobacco control leadership program for five priority populations: African/African Americans, American Indians, Asian Americans, Chicano/Latinos, and lesbian, gay, bisexual, transgender communities in Minnesota. The LAAMPP Institute, a year-long institute with 17 days of training, focused on the core competencies of advocacy, collaboration, cultural or community competency, facilitation, and tobacco control. A logic model helped to guide and frame the institute’s efforts. The LAAMPP Institute has been effective in increasing fellows’ capacity to do advocacy, which in turn has led to increased involvement in implementing social norm–change activities. Leadership development can provide a solid foundation for training leaders and a catalyst for mobilizing key advocates and priority population communities toward the implementation and sustainment of social norm or policy changes.
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L.M. Mudde, Huub, Meine Pieter van Dijk, Dugassa Tessema Gerba, and Alemfrie Derese Chekole. "Entrepreneurial change in government-led development: Ethiopian universities." Higher Education, Skills and Work-Based Learning 9, no. 3 (August 12, 2019): 387–402. http://dx.doi.org/10.1108/heswbl-07-2018-0073.
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Purpose The purpose of this paper is answer the research question to what extent Ethiopian universities can be considered to be entrepreneurial and explains possible differences among these universities. Design/methodology/approach The paper is inspired by a mixed methods study at nine universities in Ethiopia applying the entrepreneurial university framework of the European Commission/OECD: a content analysis of university policy and educational documents, a structured survey with 203 respondents, in particular staff and students, and in-depth interviews and focus group discussions with 223 people comprising university top-management, faculty, students and external stakeholders. Findings Findings indicate that entrepreneurial activities in Ethiopian universities are at their infant stage with limited differences among the universities. The universities are operating in a top-down, central governmental-led development that is not enabling entrepreneurial behaviour at the level of the individual institutions. The paper argues that within this context, leadership is the lever for an entrepreneurial turn at the universities. Social implications Entrepreneurship development is a priority in many African countries as an instrument for employability of the predominant young populations towards which universities are expected to contribute considerably. The study highlights the tension between a strong say of the government in university operations and creating an autonomous, integrated entrepreneurial culture. Originality/value The results of this study have relevance for the higher education community in terms of understanding the complexity of transforming institutions into more entrepreneurial organisations in Africa. To the best of the authors’ knowledge, there is no previous study that examines entrepreneurial characteristics of several universities in Ethiopia.
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Schultz, Tim, Jodie Shoobridge, Gill Harvey, Libby Carter, and Alison Kitson. "Building capacity for change: evaluation of an organisation-wide leadership development program." Australian Health Review 43, no. 3 (2019): 335. http://dx.doi.org/10.1071/ah17158.
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Objective This study evaluated Leading 4 Change, a change leadership development program designed to support healthcare middle managers through a period of significant organisational change and enhance workplace resilience. Methods A mixed methods evaluation was conducted within the program’s framework of a quality improvement activity. Quantitative measures were participant responses (n=160) to online questionnaires, which were compared before and after the program, using an uncontrolled pre-post study design. Four questionnaires were used: Resilience @ Work, General Self-Efficacy, the 11-item Learning Organization Survey and organisational climate. Differences between the pre- and post-program periods were compared using linear mixed-effects models, incorporating repeated measures between ‘pre’ and ‘post’ periods. Qualitative data were obtained by interviewing four participants on three occasions during the program, and through text responses provided by participants during a presentation session after the program finished. Both interview data and textual data were subjected to thematic analysis. Results Integration of data from quantitative and qualitative analyses generated three main findings: (1) participants were satisfied and engaged with the program, which met their learning objectives; (2) the program led to increased workplace resilience, in particular the ability to manage stress and self-efficacy for individuals; and (3) organisational learning perceptions were unchanged. Conclusion Although conducted during a period of intense internal and external pressure, Leading 4 Change led to demonstrable effects. It effectively engaged middle managers across a health system. However, there was no evidence that the effect of the program extended beyond individual participants to their perceptions of their work environment as a learning organisation. What is known about the topic? Although much has been written about change management and change leadership within healthcare, the failure to manage the ‘people’ element and engage employees hampers the success of that change. However, how to engage employees and enhance their resilience and self-efficacy (self-belief to proactively manage) during change has been little explored. Further, the concept of a learning organisation has been developed in private, non-healthcare fields and there is little known about it in other areas, such as healthcare, particularly during change. What does this paper add? The paper describes the evaluation of a 16-week change leadership development program (Leading 4 Change) for middle managers of a public health system undergoing significant reform. It assesses how the program engaged employees, and how and to what extent their workplace resilience, self-efficacy and perceptions of their workplace as a learning organisation changed after the program. Based on the present study, individual development of staff does not necessarily translate directly to better staff perceptions of organisational outcomes. What are the implications for practitioners? Despite being clearly engaged with Leading 4 Change, quantitative and qualitative measures suggested mixed effects of the program on participants. Participants’ self-rated workplace resilience, ability to manage stress and self-efficacy increased after the program. However, there was no evidence that the effect of the program improved staff perceptions of their work as a learning organisation. For complex public sector healthcare organisations to become learning organisations, other organisational factors, in addition to staff development and training, require consideration.
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Roche, Chris, John Cox, Mereani Rokotuibau, Peni Tawake, and Yeshe Smith. "The Characteristics of Locally Led Development in the Pacific." Politics and Governance 8, no. 4 (November 25, 2020): 136–46. http://dx.doi.org/10.17645/pag.v8i4.3551.
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There is a growing recognition of the effectiveness of locally led processes of social change and development. However, most of the case studies that have been discussed in the literature are focused on <em>programs</em> run by international development agencies. This article examines three locally led <em>processes</em> of change in the Pacific. These include the Simbo for Change Initiative in the Solomon Islands, the Voice in Papua New Guinea and a regional process led by the Green Growth Coalition. We explore how local understandings of leadership, preferences for informal ways of working, holistic ways of thinking, the importance placed upon maintaining good relationships and collective deliberation fundamentally shaped each of the cases. We note how these preferences and ways of working are often seen, or felt, to be at odds with western modes of thought and the practice of development agencies. Finally, we conclude by exploring how these initiatives were supported by external agencies, and suggest further research of this type might provide benchmarks by which Pacific citizens can hold their governments and development agencies to account.
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Mello, Patrick A. "Paths towards coalition defection: Democracies and withdrawal from the Iraq War." European Journal of International Security 5, no. 1 (June 14, 2019): 45–76. http://dx.doi.org/10.1017/eis.2019.10.
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AbstractDespite widespread public opposition to the Iraq War, numerous democracies joined the US-led multinational force. However, while some stayed until the end of coalition operations, and several increased their deployments over time, others left unilaterally. How to explain this variation? While some studies suggest that democratic defection from security commitments is primarily motivated by electoral incentives or leadership change, scholars have not reached a consensus on this issue. To account for the complex interplay between causal factors, this article develops an integrative theoretical framework, using fuzzy-set Qualitative Comparative Analysis (QCA) on original data on the Iraq War involvement of 51 leaders from 29 democracies. The findings document the existence of multiple paths towards coalition defection. Among others, the results show that: (1) leadership change led to early withdrawal only when combined with leftist partisanship and the absence of upcoming elections; (2) casualties and coalition commitment played a larger role than previously assumed; and (3) coalition defection often occurred under the same leaders who had made the initial decision to deploy to Iraq, and who did not face elections when they made their withdrawal announcements.
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Boak, George, Victoria Dickens, Annalisa Newson, and Louise Brown. "Distributed leadership, team working and service improvement in healthcare." Leadership in Health Services 28, no. 4 (October 5, 2015): 332–44. http://dx.doi.org/10.1108/lhs-02-2015-0001.
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Purpose – The purpose of this paper is to analyse the introduction of distributed leadership and team working in a therapy department in a healthcare organisation and to explore the factors that enabled the introduction to be successful. Design/methodology/approach – This paper used a case study methodology. Qualitative and quantitative information was gathered from one physiotherapy department over a period of 24 months. Findings – Distributed leadership and team working were central to a number of system changes that were initiated by the department, which led to improvements in patient waiting times for therapy. The paper identifies six factors that appear to have influenced the successful introduction of distributed learning and team working in this case. Research limitations/implications – This is a single case study. It would be interesting to explore whether these factors are found in other cases where distributed leadership is introduced in healthcare organisations. Practical implications – The paper provides an example of successful introduction of distributed leadership, which has had a positive impact on services to patients. Other therapy teams may consider how the approach may be adopted or adapted to their own circumstances. Originality/value – Although distributed leadership is thought to be important in healthcare, particularly when organisational change is needed, there are very few studies of the practicalities of how it can be introduced.
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Samantha Cocco-Klein and Beatrice Mauger. "Children's Leadership on Climate Change: What Can We Learn from Child-Led Initiatives in the U.S. and the Pacific Islands?" Children, Youth and Environments 28, no. 1 (2018): 90. http://dx.doi.org/10.7721/chilyoutenvi.28.1.0090.
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Keil, Shauna, and Christine Hober. "Nurse Leader Initiatives to Decrease Job Stress on the Acute Care Unit." International Journal for Innovation Education and Research 6, no. 12 (December 31, 2018): 167–75. http://dx.doi.org/10.31686/ijier.vol6.iss12.1266.
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Nurses are expected to provide high quality, safe healthcare in working environments where limited resources and increasing responsibilities are common. An imbalance between providing high quality care and managing or minimizing the assault of stressors can lead to increased job stress. Nurses on the Acute Care Unit (ACU) of a Midwestern, rural hospital utilized the Nursing Stress Scale (NSS) developed by Gray-Toft & Anderson (1981) to analyze aggregated mean data self-reported scores for job stressors before and after focused change initiatives. Nurses selected and led change initiatives for the top five scoring stressors that nurses concurred were modifiable using interprofessional interventions. Multidisciplinary teams collaborated to choose educational sessions, updated resources, and revised communication tools in an attempt to decrease job stress on the unit. The results of the second NSS when compared to the first survey overall demonstrated decreased stress mean scores in six of the seven subscales. The specific nurse led unit initiatives decreased self-reported job stress in four of the five areas. This project found encouraging results in decreasing job stress by implementing nurse led change initiates on the ACU.
Keywords: nursing, job stress, leadership, change initiatives
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Handayani, Nurina Putri. "Pengaruh Transformational Leadership Terhadap Employee Engagement: Telaah Pada Organisasi Non Profit Area Pulau Jawa, Sumatera, Sulawesi dan Bali." Jurnal Manajemen 9, no. 1 (June 1, 2017): 39–54. http://dx.doi.org/10.31937/manajemen.v9i1.596.
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Recognizing the engagement levels of employees is in a grey area, organizations are still less aware of it. Employee engagement is the level of commitment and involvement an employee has, towards their organization and its value. Employee engagement actually creates many improvements within the organization that can result in employee work productivity, hence increasing the organization capability. Author wants to prove that transformational leadership is valid theory in encouraging person’s engagement in a non-profit organization. Transformational leadership is the attitude of a leader who is able to become the motor of change, has charisma in show stance, put themselves in difficult issues, emphasizing trust, and has a vision and a sense of mission. This study examines how transformational leadership and employee engagement works in IFL’s staff – a youth led non-profit organization (NGO) concerning on youth empowerment for social changes. Moreover, the study seeks the effect of transformational leadership on employee engagement at IFL. Author shares questionnaire to 70 respondents. This study used descriptive and verification method by using t-test. After going through several stages of statistical tests, the author gets the result that transformational leadership and employee engagement has been well-implemented in Indonesian Future Leaders (IFL). Employee engagement variables can be explained by independent variables of idealized influence, inspirational motivation, intellectual stimulation, and individualized concerns by 29%. The rest (100% -29% = 71%) is explained by other variables outside the model.
Keyword: Human Capital, Transformational Leadership, Employee Engagement, Non-Profit Organization
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Kirsch, Thomas, Lauren Sauer, and Debarati Guha Sapir. "Analysis of the International and US Response to the Haiti Earthquake: Recommendations for Change." Disaster Medicine and Public Health Preparedness 6, no. 3 (October 2012): 200–208. http://dx.doi.org/10.1001/dmp.2012.48.
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ABSTRACTThe 2010 earthquake in Haiti was unprecedented in its impact. The dual loss of the Haitian government and United Nations (UN) leadership led to an atypical disaster response driven by the US government and military. Although the response was massive, the leadership and logistical support were initially insufficient, and the UN cluster system struggled with the overwhelming influx of nontraditional agencies and individuals, which complicated the health care response. Moreover, the provision of care was beyond the country's health care standards. The management of the US government resembled a whole-of-government domestic response, combined with a massive military presence that went beyond logistical support. Among the most important lessons learned were the management of the response and how it could be strengthened by adapting a structure such as the domestic National Response Framework. Also, mechanisms were needed to increase the limited personnel to surge in a major response. One obvious pool has been the military, but the military needs to increase integration with the humanitarian community and improve its own humanitarian response expertise. In addition, information management needs standardized tools and analysis to improve its use of independent agencies.(Disaster Med Public Health Preparedness. 2012;6:200–208)
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Dhugga, Debrah. "Delivering motivation for change at DUKES LONDON." Strategic HR Review 15, no. 1 (February 8, 2016): 2–4. http://dx.doi.org/10.1108/shr-11-2015-0088.
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Purpose – DUKES LONDON Hotel was once a Mayfair favourite with the Queen Mother and the Princess of Wales – but had got to a stage where it was in danger of losing its five-star rating. New management meant an opportunity to re-engage with staff and use their strengths to create the best possible guest experience. Design/methodology/approach – An ongoing programme of leadership and engagement workshops was run to create a family-style culture within the hotel, re-connecting employees with the hotel’s ambitions and their part in the plans. Findings – The work has led to international awards for customer service, best hotel in London awards and increased profitability, and is now being used as the model to set up a new DUKES DUBAI hotel. Originality/value – The work at DUKES LONDON demonstrates the importance of translating organisational values and goals for staff at every level, making use of management development to ensure the messages are easily understood as day-to-day behaviours and consistently monitored and appraised.
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Suaedy, Ahmad. "The Role of Volunteers and Political Participation in the 2012 Jakarta Gubernatorial Election." Journal of Current Southeast Asian Affairs 33, no. 1 (April 2014): 111–38. http://dx.doi.org/10.1177/186810341403300106.
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The changes that occurred in the Jakarta 2012 election may be seen as a change in Indonesia's social movements and election tradition. They marked a social movement with special characteristics; specifically, a ‘partisan’ movement, led by the successful Jokowi–Ahok ticket. The partisan social movement also changed the tradition of money politics, which has always coloured general and local elections in Indonesia. This paper found four main factors in Jokowi–Ahok's victory. The first was their reputations and track records of leadership and consistency, which, secondly, encouraged unpaid volunteers to motivate the public to participate in the election and vote for the pair. Thirdly, in contrast to previous social movements in Indonesia, the volunteers did not just work to overthrow the current leadership and replace it, and then distance themselves, but instead continued to monitor the candidates; some managed government directly, while others took watch dog position. Fourthly, the relationship between volunteers and local government was not necessarily oppositional. As such, they were partisan not only in that they were supporters of a pair of candidates, but also in their promotion and support of openness, anti-corruption efforts and provision of maximum public services.
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Adinolfi, Paola, and Fernando Giancotti. "Pedagogical Triage and Emergent Strategies: A Management Educational Program in Pandemic Times." Sustainability 13, no. 6 (March 22, 2021): 3519. http://dx.doi.org/10.3390/su13063519.
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This paper explores the post-pandemic strategic reorientation of a master in leadership and change management, investigating the conditions for its success and the side effects. The Master, which is part of the Defense Education Enhancement Plan recently approved by the Italian Ministry of Defense, led in partnership by the Center for High Defense Studies and the University of Salerno, aims at developing strategic leadership and change management competencies. The virtualization of the project work sessions that was caused by the pandemic emergency produced unexpected consequences that led the master directors to refocus the program as regards its format and method. The case-study, based on direct observation, unstructured interviews, and analysis of written documents and recorded audio, corroborates the literature regarding the emerging innovative, learner-centered approaches in management education, showing the effectiveness of an integrated educational approach based on traditional in-presence lectures, as well as experiential and project-based learning. It shows how the adjustments devised to cope with the consequences of teamwork virtualization proved to be synergistic, delivering positive outcomes in terms of participants’ satisfaction, learning, and impact. Future research avenues and practical implications are also highlighted, with a focus on the internal and external conditions for successful project-based learning in a distance learning environment.