Relevant bibliographies by topics / Leadership position

Contents

  1. Journal articles
  2. Dissertations / Theses
  3. Books
  4. Book chapters
  5. Conference papers
  6. Reports

Academic literature on the topic 'Leadership position'

Author: Grafiati
Published: 4 June 2021
Last updated: 31 May 2022

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Journal articles on the topic "Leadership position"

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Heißenberger, Petra. ""Leadership is action not position"." schule verantworten | führungskultur_innovation_autonomie, no. 2 (September 28, 2021): 143–49. http://dx.doi.org/10.53349/sv.2021.i2.a94.

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Mekonnen, Getachew Alebachew. "Women's in Leadership Position “Issues and Challenges”." International Journal of Political Activism and Engagement 6, no. 1 (2019): 25–38. http://dx.doi.org/10.4018/ijpae.2019010102.

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Women face multi-faceted challenges in participating in management position due to different factors. The purpose of this study is to investigate factors that affect participation of women in leadership positions in Bahir dar city administration. To address this objective, the study adopted mixed research methods with descriptive survey design. A total of 190 women public civil servants were taken as a sample. Moreover, a key informant interview with women in leadership positions was conducted. In addition, FGD were also a very important data-gathering instrument for this study. The findings revealed that there are three major factors for women's low participation in leadership positions, i.e. institutional, socio-cultural and individual factors. Those factors have decisive contributions for low participation of women in leadership positions. With proper implementation of women's policies in the organization, equal treatment during assignment leadership positions, and creating awareness in society that woman are capable for leadership positions.
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Bhattacharya, Shubhasheesh, Sonali Bhattacharya, and Sweta Mohapatra. "Enablers for Advancement of Women into Leadership Position." International Journal of Human Capital and Information Technology Professionals 9, no. 4 (2018): 1–22. http://dx.doi.org/10.4018/ijhcitp.2018100101.

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Women in a leadership position has been a matter of concern the world over especially in information technology (IT)/ information technology enabled services (ITES). However, for the advancement of women in leadership positions, individual characteristics are not enough. Besides individual factors, it is the detection of organizational factors that enable the advancement of women into leadership positions. The present article develops a multidimensional scale on the perceived enablers for the advancement of women in leadership position in the IT/ITES sector. The scale considers both individual factors (characteristics) and organizational factors, such as welfare schemes, career development support, and training. The article also reveals that individual factors, such as self-confidence, ambition, and perceived competency are also enablers of advancing women to leadership positions. Researchers could examine the considered dimensions of the proposed scale in other sectors and with respect to other constructs related to women's work-life balance.
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Yemenu, Genet Bekele. "Factors Affecting Women Participation in Leadership Position: The Case of Debre Markos City Administration." Asian Journal of Humanity, Art and Literature 7, no. 1 (2020): 9–20. http://dx.doi.org/10.18034/ajhal.v7i1.364.

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Women face multi –faceted challenges to participate in management position due to different factors. The purpose of this research is to investigate factors that affect participation of women in leadership position. . And for ward some possible suggestion for the challenges identified through this study. The study was descriptive in nature and survey solving method was used in data gathering. Data used in this research was mainly primary and secondary data as well, quantitative and qualitative types was incorporated. The data was collected by interviewing and conducting questionnaires. The study revealed that the current status of women participation was low in number in city administration and there are different factors that affect women’s participation in leadership position. The factors which contribute for women's low participation in leadership positions were categorized under three main factors: societal, institutional (organizational) and individual factors. It was observed those women’s career advancements are not affected by one factor alone but a combination of different factors. From these factors the research found that three factors (institutional socio culture and individual) have decisive contribution for low participation of women in leader ship position. According to the respondents, there are institutional (organizational), socio culture and individual factors that have major contribution to the low representation of women in the leadership positions of governmental organization respectively by proper implementation of women policies in the organization, equal treatment during assignment leadership position, providing training to build women’s capacity and creating awareness to the society that women capable for leadership position the researcher recommends that women should be encouraged and supported in order to compete on leadership positions.
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Kolden, Marc. "Faculty Position in Congregational Care Leadership." Journal of Ministry in Addiction & Recovery 7, no. 2 (2002): 71–72. http://dx.doi.org/10.1300/j048v07n02_07.

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Chapman, John E., Judy J. Chapman, and John O. Lostetter. "The acting or interim leadership position." Health Care Management Review 13, no. 4 (1988): 81–88. http://dx.doi.org/10.1097/00004010-198823000-00011.

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Chowdhary, Mudit, Akansha Chowdhary, Kirtesh R. Patel, et al. "It starts at the top: An analysis of female representation in academic medical oncology (MO), radiation oncology (RO), and surgical oncology (SO) program leadership positions." Journal of Clinical Oncology 37, no. 15_suppl (2019): 10520. http://dx.doi.org/10.1200/jco.2019.37.15_suppl.10520.

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10520 Background: Female underrepresentation in academic medicine leadership is well-documented; however, oncology specific data are scarce. This study evaluates female leadership representation in academic medical oncology (MO), radiation oncology (RO) and surgical oncology (SO) programs. Furthermore, we examine the impact of female leadership on overall female faculty representation. Methods: A total of 264 (96%) Accreditation Council for Graduate Medical Education actively accredited MO [144 of 153], RO [93 of 94] and SO [27 of 27] training programs were included. The gender of overall faculty and those in leadership positions (program director and departmental chair/division chief) of each program was determined using hospital websites from 10/01/18 to 01/27/19. The chi-squared goodness-of-fit test was used to examine whether the observed proportion of females in leadership positions deviates significantly from the expected proportion based on the actual proportion of overall female faculty in MO, RO and SO. Two-sample t-tests were used to compare rates of female faculty representation across each program based on the presence/absence of female in a leadership position for MO, RO and SO. Results: Female faculty representation in MO, RO and SO was 37.1% (1,554/4,191), 30.7% (389/1,269) and 38.8% (212/546), respectively. Female representation in leadership positions was 31.5% (82/260), 17.4% (31/178) and 11.1% (5/45), respectively. The observed proportion of females in leadership positions was significantly lower than the expected proportion of females in leadership positions for RO (17.4% vs. 30.7%, p = .0001) and SO (11.1% vs. 38.8%, p = .0001), and demonstrated a trend towards significance for MO (31.5% vs. 37.1%, p = .063). 47.9%, 33% and 18.5% of MO, RO and SO programs had ≥1 female in a leadership position, respectively. Programs that had a female in a leadership position had a higher mean percentage of overall female faculty than those that did not: 41.0% vs 35.0% (p = .0006), 36.0% vs 26.0% (p = .0002) and 39.0% vs 32.0% (p = .348) for MO, RO and SO, respectively. Conclusions: Gender disparity exists in academic MO, RO and SO faculty and is magnified at the leadership level. Programs with a female physician in a leadership position are associated with a higher percentage of female faculty.
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Weaver, Susan Heidenwolf. "Position title." Nursing Management (Springhouse) 43, no. 1 (2012): 54–55. http://dx.doi.org/10.1097/01.numa.0000409933.15332.65.

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Liu, Chih-Hsing (Sam), Bernard Gan, and Yucheng Eason Zhang. "Why “they” occupies the critical network positions?" Management Decision 53, no. 1 (2015): 100–123. http://dx.doi.org/10.1108/md-04-2014-0186.

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Purpose – The purpose of this paper is to draw on social network theory to develop a new theoretical model to explain how experience and leadership influence critical network position. Broad analyses of the mediating role of leadership between experience and critical network position calls attention to the need to investigate the direct relationship between leadership and critical network position. Empirical examinations of the roles of leadership and experience within the social network context are lacking. The authors seeks to fill this gap by constructing a new theoretical model and testing it in the knowledge-intensive sector. Design/methodology/approach – The authors made 3,356 observations involving 427 faculty members in business and management departments in Taiwanese universities. To test the model, the authors performed two different regression models using the Baron and Kenny (1986) procedure and the Sobel test. Findings – The results that the authors obtained lead to three conclusions. First, scholars’ experience positively relates to leadership in grouping the followers toward the common goal and to their publications. Second, scholars’ leadership predicts occupying the critical network position, which, in turn, facilitates acquiring more information and resources. Third, experience relates to critical network position through influence on personal leadership. Research limitations/implications – Although the insights gained from the study are important in theoretical and empirical implications, this study has its limitations. The research examined the professional interaction networks of business management scholars of Taiwanese universities. Although the authors believe that the findings are generalizable to other fields of similar phenomena settings, there are also settings where the generalizability of the study is probably quite limited. Future research could study samples in other fields, such as biomedical research and chemical research, and samples in other knowledge-intensive industries. Practical implications – The results imply that managers can reap the benefits of their leadership either informal or informal organizations by occupying a critical position to control the flow of resources and information. In other words, the results indicate that leadership can be developed through experience. As well, leadership plays an important mediating role between experience and critical network positions. This may seem to contradict the evidence from research on network concepts and resources control, which primarily draws attention to leadership being a helpful quality for those in critical network positions. Originality/value – This research extends beyond previous studies that focussed on the value of critical network positions. Furthermore, the paper also examines how the relationship between prior relevant experience and leadership plays a role in academic network settings. To the authors’ knowledge, no studies explore this perspective. Finally, studies that examine the relationship between business management academic networks and different methodology used to measures the network position are few in number, and those that use such longitudinal empirical work are particularly lacking. This study addresses these issues.
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Sims, Margaret, Manjula Waniganayake, and Dr Fay Hadley. "Educational leadership." Educational Management Administration & Leadership 46, no. 6 (2017): 960–79. http://dx.doi.org/10.1177/1741143217714254.

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In the Australian early childhood sector the role of educational leader emerged as part of a very large process of policy reform that began in 2009. The position of educational leader was established to drive the quality improvement requirements of the reform, but many organizations did not establish these positions until several years after the reforms were introduced. Lack of clear role descriptions and authority make it difficult for educational leaders to fulfil the expectations held of them. This study examines the sense leaders make of the policy reforms and the street-level bureaucracy they perform to translate the policy into action. This sense-making and street-level bureaucracy is taking place in a neoliberal context where, we argue, the demands for professional discretionary decision-making are in conflict with the top-down standardization inherent in neoliberalism. Educational leaders have the potential to challenge neoliberalism through their professional decision-making but, in the Australian context, many are currently focusing on compliance with their street-level bureaucracy.
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Dissertations / Theses on the topic "Leadership position"

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Greenwald, Marian M. "The nursing education executive position : factors that influence leadership development /." Access Digital Full Text version, 1986. http://pocketknowledge.tc.columbia.edu/home.php/bybib/10623978.

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Thesis (Ed. D.)--Teachers College, Columbia University, 1986.<br>Typescript; issued also on microfilm. Sponsor: Elizabeth M. Maloney. Dissertation Committee: Martha HcGinty Stodt. Bibliography: leaves 89-93.
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Karol, David. "Coalition management explaining party position change in American politics /." Diss., Restricted to subscribing institutions, 2005. http://proquest.umi.com/pqdweb?did=994245991&sid=1&Fmt=2&clientId=1564&RQT=309&VName=PQD.

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Hill, Sarah A. "Leadership style, behaviors and spheres of influence of university leaders, moving beyond position." Thesis, National Library of Canada = Bibliothèque nationale du Canada, 2000. http://www.collectionscanada.ca/obj/s4/f2/dsk2/ftp02/NQ54417.pdf.

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Savoie, Jo-Ann Helen. "Skills women bring to the position of chief of police." ScholarWorks, 2015. https://scholarworks.waldenu.edu/dissertations/1933.

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Organizational leaders are unaware of the gender-specific leadership skillsets women possess to increase organizational effectiveness and how to address potential barriers for assuring these skillsets are recognized as effective. Of the estimated 69,000 police officers serving in Canada, approximately 14,000 are women. Of those 14,000, only 10% hold a senior rank, and less than 3% hold the position of Chief of Police. Technology speed, globalized crime, and shrinking budgets have created a need for a new style of leader in policing, and increasing the representation of women may address this need. This multiple case study used the concept of doing gender and transformational leadership for its conceptual framework, and was designed to identify the skillsets that women bring to the chief of police position to increase the effectiveness of recruiting and promotional boards' decision process. Data were gathered from government resources, newspaper articles, and information provided by 13 female participants who had held the position of Chief of Police in Canada. Coding and analyzing the responses showed 3 underlying themes that the participants considered mandatory for the position of chief of police: higher education, political and business acumen, and effective interpersonal skills. Higher education improves critical and creative thinking, while enhancing analytical skills and improved understanding of self. Political and business acumen is important for women, as their voices are often marginalized in community dialogue, and effective interpersonal skills. The implications for positive social change include promoting awareness of the skillsets women can develop while maximizing existing resource talent.
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Kawaguchi, Catherine. "Barriers women face while seeking and serving in the position of superintendent in California public schools." Thesis, University of Southern California, 2015. http://pqdtopen.proquest.com/#viewpdf?dispub=3680858.

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<p> Women continue to be greatly underrepresented in the school superintendency. Today, only 24.1% of superintendent positions are held by women&mdash;a slight increase from 13.2% in 2000 (Kowalski, McCord, Petersen, Young, &amp; Ellerson, 2010). This study explored the barriers that women in California face when seeking and serving in the capacity of superintendent. Studying the barriers that women have encountered when aspiring to the superintendent position may better prepare other women for the top leadership position in public schools. </p><p> The research questions used to guide the study were: What barriers do women encounter while seeking and serving in the position of superintendent? How do women utilize support systems while aspiring to and serving in the position of superintendent? How do women perceive support systems' ability to enable women to overcome barriers? And, how do women use social networks while serving in the position of superintendent? </p><p> The methodology for this study was a mixed-method design. There were quantitative and qualitative data collected and analyzed. Surveys were sent to 26 female superintendents in California public school districts. From the surveys returned, purposeful sampling was used to select five female superintendents from Southern California public schools for one-on-one interviews.</p>
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Catlett, Marceline Rollins. "What Influences Qualified Women Administrators in Virginia to remain in Division Level Positions while others Pursue the Position of Superintendent? – A Qualitative Study." Diss., Virginia Tech, 2017. http://hdl.handle.net/10919/87758.

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In education, women administrators are underrepresented in leadership positions, especially as superintendent. The study examined the following: characteristics and experiences of women superintendents to those of women administrators who aspire to be superintendent and to those women who have decided not to pursue the superintendency; the factors influencing women administrators' decisions to pursue or not pursue the position of superintendent; and the impact of identified factors on the decisions made by study participants. This qualitative multiple-subject study with an interview protocol was designed to consider the historical perspective of women in education, characteristics of women administrators, and a feminist poststructuralist framework; it included the identification of internal and external barriers and criteria for enhancing the advancement of women administrators. The study addressed the following research questions: 1. How do the experiences and characteristics of acting women superintendents compare to those of women aspiring to the superintendency and to those of women administrators who choose not to seek the position of superintendent? 2. What factors influence women administrators' decisions to pursue or not pursue the position of superintendent? The seven findings suggested that 1) educational leaders influenced decisions to become administrators; 2) style of leadership, method of conflict resolution, and decision-making practice is collaborative; 3) interpersonal skills, good communication, and approachability are (p.204-205) skills required for the superintendency; 4) the decision to pursue the superintendency is influenced by a number of factors, including role models, mentors, and the intensity of the position; 5) balancing a career with family responsibilities is potential barriers for women seeking the superintendency; 6) negative perceptions of female leaders were potential barriers for women administrators seeking and obtaining the position of superintendent; 7) individual school boards and communities influence how women and men are viewed as leaders and whether or not women superintendents are perceived differently. This study has identified implications for future studies and for advancing the careers of women administrators by eliminating barriers, challenges and negative perceptions regarding their pursuit of the position of superintendent.<br>EDD
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Amakwe, Mary John Bosco Ebere. "Factors influencing the mobility of women to leadership and management position in media industry in Nigeria /." Rome : Pontifical Gregorian university, Faculty of social sciences, 2006. http://catalogue.bnf.fr/ark:/12148/cb411340309.

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Brandt, Henry, and Gustav Andersson. "Från manskap till befäl : en studie om att ta steget inom samma verksamhet." Thesis, Linnéuniversitetet, Sjöfartshögskolan (SJÖ), 2013. http://urn.kb.se/resolve?urn=urn:nbn:se:lnu:diva-25347.

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The aim of this work was to investigate how it is to move in hierarchy from crew to officer within the seafaring profession and how to be affected by this. How you are perceived by the crew when going from to represent a part of a system to represent a different part of the same system and if you are ready to assume the responsibilities of the new role entails? This is relevant and interesting as we will soon is facing at this transition. The work is based on a qualitative approach. The choice of this method gave the information needed for a perfect result. Interviews were conducted through personal meetings with active officers which also provided the opportunity to ask follow-up questions and the respondents were given the opportunity to share their experiences. The results showed that the transition from crew to command seems to be something individual from person to person but consistently has been the feeling that it is a major challenge of excitement and some nervousness. The largest portion prior to having been men from before is that it felt familiar with the safety procedures on board and to have a basic sense of security regarding departures and mooring, loading and unloading. Most felt that it was difficult to give orders to his old sailor colleagues but afterwards it felt more natural.
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Light, Ann M. "An Examination of the Ascension to and Experiences in the Metropolitan Chief Fire Officer Position: Implications for Leadership, Policy and Practice." Bowling Green State University / OhioLINK, 2016. http://rave.ohiolink.edu/etdc/view?acc_num=bgsu1478268574889246.

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Hrab, Dmytro, and Oxana Yamkina. "Improving the Competitive Position in a Growing High Tech Industry : - Differentiation and Cost Leadership Strategies in Solar Photovoltaics -." Thesis, Linköpings universitet, Företagsekonomi, 2011. http://urn.kb.se/resolve?urn=urn:nbn:se:liu:diva-70797.

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Background: The purpose of this master thesis was to investigate what generic strategies are utilized by big players in the solar photovoltaic industry to improve their competitive positions. The continuous expansion of the solar market indicated the significance of this research, since the correctly chosen strategy has a direct influence on the success and prosperity of the growing and developing high tech companies.Aim: The first aim of the study was to examine the applicability of Michael Porter‟s theory of generic strategies to the high tech industry, to be more precise the solar photovoltaic industry. The second aim of the study was to explore the cases, if any, when the simultaneous pursuit of more than one generic strategy was possible. The last but not the least aim was to deeply investigate the potential of the differentiation strategy and the effect it has on the companies.Definitions: The continuous utilization of the following concepts is present in the research: Generic strategies – the three different strategic approaches – cost leadership, differentiation, and focus – the companies can undertake to build a strong competitive advantage and outperform their competitors Differentiation – a case when a firm‟s offering is preferred, on some buying occasions (or by some customers all of the time) over rival firm‟s offerings Solar energy – alternative solutions of receiving energy directly from the sun – using solar modules which convert sunrays into electricityMethodology: Qualitative research methodology was used in this study. The in depth analyses of three case companies were done mainly by means of collecting the secondary data. In addition to that two out of three companies were contacted in order to conduct personal interviews via phone and email. Their answers were used as a supportive tool for the developed propositions.Results: The collected and analyzed secondary data together with the outcomes of the interviews revealed the flaws and limitations of Porter‟s theory. The simultaneous pursuit of two strategies was proven not only to be taking place, furthermore, to be leading to prosperity in some situations. The new model was developed which showed that the pursuit of two strategies is more of a necessity under certain circumstances. A thorough examination of the differentiation concept resulted in discovering the ways and methods which could be used by companies to strengthen their market positions.
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Books on the topic "Leadership position"

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Arnander, Fredrik. We are all leaders: Leadership is not a position-- it's a mindset. Capstone, 2013.

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Tom, Davidson. The 8 greatest mistakes new managers make: Surviving your transition to a leadership position. Rumford Academy Publishing, 2010.

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Bellman, Geoffrey M. Getting things done when you are not in charge: How to succeed from a support position. Berrett-Koehler Publishers, 1993.

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Yeck, William S. Old Miami leadership study: Four fields of endeavor where a significant number of Old Miami alumni achieved a leadership position : education, government, military, journalism. s.n.], 2006.

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Sanaghan, Patrick. Presidential transitions: It's not just the position, it's the transition. Praeger Publishers, 2008.

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Creusen, Utho, Nina-Ric Eschemann, and Thomas Johann. Positive Leadership. Gabler, 2010. http://dx.doi.org/10.1007/978-3-8349-8953-6.

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Mike, Magee. Positive leadership. Spencer Books, 2000.

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Creusen, Utho, and Gordon Müller-Seitz. Das Positive-Leadership-GRID. Gabler, 2010. http://dx.doi.org/10.1007/978-3-8349-8532-3.

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Education: Leadership in positive ways. Red Lead Press, 2008.

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McVay, L. A., ed. Rural women in leadership: positive factors for leadership development. CABI, 2013. http://dx.doi.org/10.1079/9781780641607.0000.

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Book chapters on the topic "Leadership position"

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Grint, Keith. "Leadership as position: hydras and elephants." In Leadership. Macmillan Education UK, 2005. http://dx.doi.org/10.1007/978-1-137-07058-6_6.

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Dolan, Chris. "Scope, Position and Sequence." In Educational Leadership Theory. Springer Singapore, 2020. http://dx.doi.org/10.1007/978-981-15-3086-9_1.

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Grint, Keith. "What is leadership: person, result, position or process?" In Leadership. Macmillan Education UK, 2005. http://dx.doi.org/10.1007/978-1-137-07058-6_2.

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Dhiman, Satinder. "Epilogue: From Position-Power to Self-Power—Integrating the Lessons of Holistic Leadership." In Holistic Leadership. Palgrave Macmillan US, 2017. http://dx.doi.org/10.1057/978-1-137-55571-7_11.

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Chorafas, Dimitris N., and Heinrich Steinmann. "The Leadership Position of Japanese Securities Houses." In Expert Systems in Banking. Palgrave Macmillan UK, 1991. http://dx.doi.org/10.1007/978-1-349-11368-2_4.

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Lovett, Susan. "Why Does Leadership as Position Matter for Some and not Others?" In Advocacy for Teacher Leadership. Springer International Publishing, 2018. http://dx.doi.org/10.1007/978-3-319-74430-8_5.

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Dhiman, Satinder. "Self-Leadership: Journey from Position-Power to Self-Power." In Management for Professionals. Springer International Publishing, 2018. http://dx.doi.org/10.1007/978-3-319-72221-4_2.

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Stevens, Henrik. "Evolution of the Rotterdam port authority’s position." In Struggling for Leadership: Antwerp-Rotterdam Port Competition between 1870 –2000. Physica-Verlag HD, 2003. http://dx.doi.org/10.1007/978-3-642-57485-6_17.

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Riyadi, Nurfitriyana, Daniel A. Asakarunia, Faisal Wijaya, and Corina D. Riantoputra. "The Construction of Positive Leader Identity: Acquiring a Leadership Position and Being Accepted by Others." In Leading for High Performance in Asia. Springer Singapore, 2019. http://dx.doi.org/10.1007/978-981-13-6074-9_4.

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Čajková, Andrea, Peter Čajka, and Olga Elfimova. "Personality and Charisma as Prerequisites for a Leading Position in Public Administration." In Leadership for the Future Sustainable Development of Business and Education. Springer International Publishing, 2018. http://dx.doi.org/10.1007/978-3-319-74216-8_21.

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Conference papers on the topic "Leadership position"

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Lapteva, V., A. Panteleeva, and Yu Popova. "POWER AND LEADERSHIP. ESSENCE AND MEANING." In Manager of the Year. FSBE Institution of Higher Education Voronezh State University of Forestry and Technologies named after G.F. Morozov, 2022. http://dx.doi.org/10.34220/my2021_119-124.

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A person in a leadership position has all the power in his hands. It is necessary for the proper implementation of various functions, such as planning, organization, motivation and control. However, the head of the enterprise must not only understand his work, but also be able to negotiate, get out of a conflict situation, as well as be an authority for his subordinates. Now leadership is one of the main qualities of a manager. The article talks about what forms and types of power exist, what functions a real leader should perform, and also lists leadership styles.
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Verbytska, Lyudmila, Vasily Osiodlo, and Alexander Khlon. "Leadership Properties as the Basis of Competitiveness for Managerial Position in International Trade Companies." In 6th International Conference on Social, economic, and academic leadership (ICSEAL-6-2019). Atlantis Press, 2020. http://dx.doi.org/10.2991/assehr.k.200526.012.

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Fedotova, Marina, Irina Firsova, and Syuzana Balova. "The analysis of Moscow education leadership position: a case of Moscow educational services market." In Proceedings of the 3rd International Conference on Social, Economic, and Academic Leadership (ICSEAL 2019). Atlantis Press, 2019. http://dx.doi.org/10.2991/icseal-19.2019.41.

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Chekulina, Tatyana, Svetlana Deminova, and Natalia Suchkova. "Innovative development as the basis of a leading position of the economy." In Proceedings of the 3rd International Conference on Social, Economic, and Academic Leadership (ICSEAL 2019). Atlantis Press, 2019. http://dx.doi.org/10.2991/icseal-19.2019.15.

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Handayani, Mella, Bernadette Robiani, and Rina Tjandrakirana. "The Effects of Organizational Commitment, Organizational Culture, Leadership Style, Functional Position and Motivation on Auditor Performance." In 4th Sriwijaya Economics, Accounting, and Business Conference. SCITEPRESS - Science and Technology Publications, 2018. http://dx.doi.org/10.5220/0008438702180224.

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Wirtadipura, Dian, R. Madhakomala, and Yetty Supriyati. "The Evaluation Impact Program of Open Selection on High Leadership Position Career Employee in Banten Provincial Government." In Unimed International Conference on Economics Education and Social Science. SCITEPRESS - Science and Technology Publications, 2018. http://dx.doi.org/10.5220/0009499406920698.

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Gillard, Sharlett. "Soft Skills and Technical Expertise of Effective Project Managers." In InSITE 2009: Informing Science + IT Education Conference. Informing Science Institute, 2009. http://dx.doi.org/10.28945/3378.

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As the field of research surrounding project management continues to grow, it is becoming more evident that success in the role of project manager cannot be attained with a technical skill set only. Project managers functioning within a matrix organizational structure and championing large-scale initiatives are in a communication paradigm unparalleled by any other management position. Excellent interpersonal, or soft skills, are necessary requisites for success. Additionally, research is revealing that leading is preferable to managing a project team, and that the leadership style of the project manager directly impacts the outcome of the project. The article presents an overview of these tenets drawn from opinion positions, practical experiences, and empirical research studies. There is clear evidence that additional empirical research would be bene-fic ial.
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Milanović, Vesna, Katarina Njegić, and Nikolina Vrcelj. "THE ANALYSIS OF THE COMPETITIVE POSITION OF THE MOST AND MORE ACTIVE COUNTRIES IN NANOTECHNOLOGY IN THE PERIOD 2008-2017." In 4th International Scientific – Business Conference LIMEN 2018 – Leadership & Management: Integrated Politics of Research and Innovations. Association of Economists and Managers of the Balkans, Belgrade, Serbia et all, 2018. http://dx.doi.org/10.31410/limen.2018.481.

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Suparmanto, Nur Ahyani, and Ratu Wardarita. "Leadership Position in Improving Educational Quality at 2 Tanah Abang State Young High School, Penukal Abab Lematang Ilir Regency." In International Conference on Education Universitas PGRI Palembang (INCoEPP 2021). Atlantis Press, 2021. http://dx.doi.org/10.2991/assehr.k.210716.167.

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"An Examination of the Barriers to Leadership for Faculty of Color at U.S. Universities." In InSITE 2019: Informing Science + IT Education Conferences: Jerusalem. Informing Science Institute, 2019. http://dx.doi.org/10.28945/4344.

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[This Proceedings paper was revised and published in the 2019 issue of the journal Issues in Informing Science and Information Technology, Volume 16] Aim/Purpose: The aim and purpose of this study is to understand why there is a dearth of faculty of color ascending to senior levels of leadership in higher education institutions, and to identify strategies to increase the representation of faculty of color in university senior administrative positions. Background: There is a lack of faculty of color in senior level academic administrative position in the United States. Although there is clear evidence that faculty of color have not been promoted to senior level positions at the same rate as their White col-leagues, besides racism there has been little evidence regarding the cause of such disparities. This is becoming an issue of increased importance as the student bodies of most U.S. higher educational institutions are becoming increasingly more inclusive of people of various racial and ethnic backgrounds. Methodology: Qualitative interviews were used. Contribution: This study adds to the research and information made previously available regarding the status of non-White higher educational members in the U.S. by contributing insights from faculty of color who have encountered and are currently encountering forms of discrimination within various institutions. These additions include personal experiences and suggestions regarding the barriers to diversification and implications of the lack of diversity at higher educational institutions. Given the few diverse administrative or executive leaders in service today in higher education, these personal insights provide seldom-heard perspectives for both scholars and practitioners in the field of higher education. Findings: Limited diversity among faculty at higher educational institutions correlates with persistent underrepresentation and difficulty in finding candidates for leadership positions who are diverse, highly experienced, and highly ranked. This lack of diversity among leaders has negative implications like reduced access to mentor-ship, scholarship, and other promotional and networking opportunities for other faculty of color. While it is true that representation of faculty of color at certain U.S. colleges and programs has shown slight improvements in the last decade, nationwide statistics still demonstrate the persistence of this issue. Participants perceived that the White boys club found to some extent in nearly all higher educational institutions, consistently offers greater recognition, attention, and support for those who most resemble the norm and creates an adverse environment for minorities. However, in these findings and interviews, certain solutions for breaking through such barriers are revealed, suggesting progress is possible and gaining momentum at institutions nationwide. Recommendations for Practitioners: To recruit and sustain diverse members of the academic community, institutions should prioritize policies and procedures which allocate a fair share of responsibilities between faculty members and ensure equity in all forms of compensation. In addition, institutional leaders should foster a climate of mutual respect and understanding between members of the educational community to increase confidence of people of color and allow for fresh perspectives and creativity to flourish. Where policies for diversification exist but are not being applied, leaders have the responsibility to enforce and set the example for other members of the organization. Assimilation of diverse members occurs when leaders create an inclusive environment for various cultures and advocate for social and promotional opportunities for all members of the organization. Recommendations for Researchers: Significant research remains on understanding barriers to the preparation of faculty of color for leadership in higher education. While this research has provided first-hand qualitative perspectives from faculties of color, additional quantitative study is necessary to understand what significant differences in underrepresentation exist by race and ethnicity. Further research is also needed on the compound effects of race and gender due to the historic underrepresentation of women in leadership positions. At the institutional and departmental level, the study validates the need to look at both the implicit and explicit enforcement of policies regarding diversity in the workplace. Future Research: Higher education researchers may extend the findings of this study to explore how faculty of color have ascended to specific leadership roles within the academy such as department chair, academic dean, provost, and president.
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Reports on the topic "Leadership position"

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Reinhold, Diane, Tracy Patterson, and Peter Hegel. Make Learning Stick: Best Practices to Get the most out of Leadership Devlopment. Center for Creative Leadership, 2015. http://dx.doi.org/10.35613/ccl.2015.2043.

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"Are you taking a closer look at “learning transfer”? Are you wondering how to make sure the lessons taught through your leadership training and development efforts stick weeks, months, or years later? As a professional interested in learning and development, you may be in a position to acknowledge and help overcome the challenges to learning in your organizations. You are likely in a position to influence supervisors and executives, as well as potential participants, in leadership development efforts. You may also have a role in creating and supporting a learning environment. With a better understanding of learning transfer, you can help your organization realize multiple benefits, including bigger impact from developmental experiences, more effective leaders, and a stronger organizational ability to learn and adapt. Read on to learn CCL’s perspective on and best practices for learning transfer for leadership development. We share a framework—and specific tactics—that we use in designing leadership development solutions. With this information, you can begin to help leaders and your organization overcome challenges to learning transfer—and earn greater benefit from leadership development investments."
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Emerson, Sue, Lesley Ferkins, Gaye Bryham, and Mieke Sieuw. Young People and Leadership: Questions of Access in Secondary Schools. Unitec ePress, 2016. http://dx.doi.org/10.34074/ocds.0291.

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There is seemingly an abundance of leadership opportunities available to youth within school environments, including sport captaincy, sport coaching, prefect roles, and assigned arts or cultural leadership. For many students, the opportunity to captain a sports team, or lead an event or activity is perceived as their first taste of leadership action. However, as evidenced in a growing body of literature (Jackson &amp; Parry, 2011), leadership is increasingly being conceived as much more than an assigned formal position. Furthermore, there is some evidence to suggest that formal leadership roles may be presenting barriers for students wishing to access leadership opportunities in a more informal capacity (McNae, 2011). In this conceptual article, we examine the value and nature of informal leadership practices, and from this, identify questions of access to leadership for youth in secondary school settings. Specifically, the aim of our paper is to advance current conceptualisations about youth leadership and to offer future research directions (via questions) to establish a deeper evidence base for better understanding access to leadership for youth. To achieve this, we explore three interrelated themes: leadership practices and accessibility for youth; learning through leadership for youth; youth access and the notion that leadership belongs to everybody. As a result of the platform provided by our conceptualising, a series of questions are presented for future research. Directions for future research relate to understanding more about formal and informal leadership opportunities in the secondary school context, what we will hear when we listen to the student’s voice about access to these opportunities, and how informal leadership opportunities might influence overall access to leadership for students.
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Gentry, William, and Richard Walsh. Mentoring First-Time Managers: Proven Strategies HR Leaders can Use. Center for Creative Leadership, 2015. http://dx.doi.org/10.35613/ccl.2015.2047.

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"When individual contributors or professionals are promoted into their first formal leadership position, many do not realize how tough that transition can be for them. We often hear that these leaders are not prepared, and lack the support and development to help make that transition successfully. When they are not supported, they suffer, and so too do their teams, the organization, and the HR leadership pipeline, which ultimately can negatively impact the organization’s bottom line. First-time managers are an important part of an organization’s talent and succession management. In turn, organizations may attempt to help first-time managers make the transition into leadership easier by implementing a formal mentoring program. This white paper supports this effort by: • Explaining the benefits a mentoring program can provide for first-time managers and their mentor. • Providing organizations a way to strengthen their own mentoring programs. • Offering HR leaders specific steps to follow and best practices applied in starting and maintaining a successful formal mentoring program specifically aimed at first-time managers. Formal mentoring programs are useful to support and develop first-time managers, an important leadership population that is vital for strengthening your leadership pipeline and succession management efforts. Armed with the knowledge from this white paper, we believe you will be able to gain a competitive advantage".
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Yilmaz, Ihsan, and Nicholas Morieson. Religious populism in Israel: The case of Shas. European Center for Populism Studies (ECPS), 2022. http://dx.doi.org/10.55271/pp0011.

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Since the 1990s, populism has become increasingly prevalent in Israeli politics. While scholars and commentators have often focused on the populist rhetoric used by Benjamin Netanyahu, his is hardly the only manifestation of populism within Israel. For example, Shas, a right-wing populist party which seeks to represent Sephardic and Haredi interests within Israel, emerged in the 1980s and swiftly became the third largest party in the country, a position it has maintained since the mid 1990s. Shas is unique insofar as it merges religion, populism, and Sephardic and Haredi Jewish identity and culture. Indeed, Shas is not merely a political party, but a religious movement with its own schools and religious network, and it possesses both secular and religious leaders. In this article, we examine the religious populism of Shas and investigate both the manner in which the party constructs Israeli national identity and the rhetoric used by its secular and religious leadership to generate demand for the party’s religious and populist solutions to Israel’s social and economic problems. We show how the party instrumentalizes Sephardic ethnicity and culture and Haredi religious identity, belief, and practice, by first highlighting the relative disadvantages experienced by these communities and positing that Israeli “elites” are the cause of this disadvantaged position. We also show how Shas elevates Sephardic and Haredi identity above all others and claims that the party will restore Sephardic culture to its rightful and privileged place in Israel.
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Rubin, Alex, Alan Omar Loera Martinez, Jake Dow, and Anna Puglisi. The Huawei Moment. Center for Security and Emerging Technology, 2021. http://dx.doi.org/10.51593/20200079.

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For the first time, a Chinese company—Huawei—is set to lead the global transition from one key national security infrastructure technology to the next. How did Washington, at the beginning of the twenty-first century, fail to protect U.S. firms in this strategic technology and allow a geopolitical competitor to take a leadership position in a national security relevant critical infrastructure such as telecommunications? This policy brief highlights the characteristics of 5G development that China leveraged, exploited, and supported to take the lead in this key technology. The Huawei case study is in some ways the canary in the coal mine for emerging technologies and an illustration of what can happen to U.S. competitiveness when China’s companies do not have to base decisions on market forces.
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Stawiski, Sarah, Stephen Jeong, and Heather Champion. Leadership Development Impact (LDI) Framework. Center for Creative Leadership, 2020. http://dx.doi.org/10.35613/ccl.2020.2040.

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There is abundant evidence that leadership development leads to positive impact. But how do we define impact, and what factors should be considered when assessing the results of leadership development? Our comprehensive framework is specifically relevant to leadership development and defines four levels of impact (individual, group, organizational, and societal) as well as three factors that contribute to its effectiveness (leader characteristics, leadership solution, and context). Understanding the four levels will enable organizations to clarify the goals and purpose of their development initiatives and know where to focus measurement. Attending to the contributing factors can help organizations understand the results they are getting and take appropriate steps to maximize the impact of their development initiatives.
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Fernandez, Katya, Marian Ruderman, and Cathleen Clerkin. Building Leadership resilience: The CORE Framework. Center for Creative Leadership, 2020. http://dx.doi.org/10.35613/ccl.2020.2043.

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Effectively building resilience in today’s increasingly uncertain and complex world is crucial, especially for those in leadership positions. The current paper offers the following insights for leaders interested in building resilience: • A brief overview of what we know about resilience and burnout. This overview is informed by decades of research in leadership development. • A new, integrated framework for cultivating resilience in leaders: The CORE (Comprehensive Resilience) Framework. This framework is focused on four areas (physical, mental, emotional, and social) and takes a whole-self approach to resilience by developing a diverse set of responses to change and disruption. • A review of the eight practices designed to help build resilience within the CORE framework: sleep, physical activity, mindfulness, cognitive reappraisal, savoring, gratitude, social connection, and social contact. These practices were selected because there is empirical evidence of their effectiveness specifically in leaders and because they are simple, both in nature and in how they can integrated into daily life. Each practice review also includes tips for how to incorporate these practices into daily life. • A discussion of the practical and future applications of the CORE framework.
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Deal, Jennifer, Cathleen Clerkin, and Sophia Zhao. Ready to R.I.S.E. Insights from: 300 Women Leaders, 5 Women’s Leadership Innovation Labs, 3 Continents, 1 Diverse World. Center for Creative Leadership, 2018. http://dx.doi.org/10.35613/ccl.2018.2051.

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" There is increasing awareness worldwide that women leaders are critical for organizational success. However, women are still under-represented in senior positions, and talented women seem to “leak” from the pipeline. Learn about our call to action to help women RISE."
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Melloni, Gian. Local Government Leadership in Sanitation and Hygiene: Experiences and Learnings from West Africa. Institute of Development Studies (IDS), 2022. http://dx.doi.org/10.19088/slh.2022.001.

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Between July and October 2021, the Sanitation Learning Hub worked with government representatives and development partners to develop, share, and cross-analyse case studies looking at local system and government strengthening in four local government areas across West Africa: Benin (N’Dali commune), Ghana (Yendi municipal district), Guinea (Molota commune), and Nigeria (Logo LGA). The initiative focused on examples of local leadership in sanitation and hygiene (S&amp;H), with case studies developed in collaboration with development partners (Helvetas in Benin, UNICEF in Ghana and Guinea, United Purpose in Nigeria) and the local governments they partner with. The goal was to cross-analyse examples of local government leadership in S&amp;H, looking at what led to the prioritisation of S&amp;H, and identifying commonalities and transferable knowledge through a participatory cross-learning process. The case studies identified positive change occurred in local government leadership in S&amp;H, and analysed the contributions to change, via document review, key informant interviews and focus group discussions. This learning brief shares the learnings and recommendations that emerged from the case studies and through the three participatory workshops that followed.
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Blankstein, Melissa, and Christine Wolff-Eisenberg. Library Strategy and Collaboration Across the College Ecosystem: Results from a National Survey of Community College Library Directors. Ithaka S+R, 2021. http://dx.doi.org/10.18665/sr.315922.

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How can the library be best positioned to continue enabling student and institutional success? The Community College Academic and Student Support Ecosystem research initiative seeks to examine how student-facing service departments—including academic libraries—are organized, funded, and staffed at community and technical colleges across the country. In February 2021, we surveyed 321 community college library directors to provide the community with a snapshot of current service provision, leadership perspectives on the impact of COVID-19, and challenges faced in making decisions and navigating change.
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