To see the other types of publications on this topic, follow the link: Leadership position.
Journal articles on the topic 'Leadership position'
Create a spot-on reference in APA, MLA, Chicago, Harvard, and other styles
Consult the top 50 journal articles for your research on the topic 'Leadership position.'
Next to every source in the list of references, there is an 'Add to bibliography' button. Press on it, and we will generate automatically the bibliographic reference to the chosen work in the citation style you need: APA, MLA, Harvard, Chicago, Vancouver, etc.
You can also download the full text of the academic publication as pdf and read online its abstract whenever available in the metadata.
Browse journal articles on a wide variety of disciplines and organise your bibliography correctly.
1
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.
Full text
2
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.
Full textAbstract:
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.
3
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.
Full textAbstract:
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.
4
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.
Full textAbstract:
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.
5
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.
Full text
6
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.
Full text
7
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.
Full textAbstract:
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.
8
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.
Full text
9
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.
Full textAbstract:
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.
10
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.
Full textAbstract:
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.
11
Pollack, Martha, and Henry Kautz. "AAAI Leadership Transition." AI Magazine 31, no. 2 (2010): 7. http://dx.doi.org/10.1609/aimag.v31i2.2308.
Full textAbstract:
AAAI’s leadership underwent a major change in March of this year. Martha Pollack, who had been serving as AAAI president since July 2009 resigned her position, and Henry Kautz, who had been serving as AAAI president-elect assumed the duties and responsibilities of the president. As stipu- lated in the AAAI bylaws, Kautz will serve in this capacity until the 2010 AAAI annual business meeting, after which he will begin his full two-year term as president, starting one year ahead of schedule. In addi- tion, Eric Horvitz, who has already served one year as AAAI past president, has agreed to serve one addi- tional year so that the position will remain filled throughout Kautz’s tenure as president. An election will be held this year for the now-open position of president elect.
12
Weller, L. David. "Department Heads: The Most Underutilized Leadership Position." NASSP Bulletin 85, no. 625 (2001): 73–81. http://dx.doi.org/10.1177/019263650108562508.
Full text
13
Dust, Scott B., and Megan W. Gerhardt. "Business Leadership Education: Beyond Position and Profit." New Directions for Student Leadership 2020, no. 165 (2020): 73–85. http://dx.doi.org/10.1002/yd.20370.
Full text
14
Coe, Catherine, Cleveland Piggott, Ardis Davis, et al. "Leadership Pathways in Academic Family Medicine: Focus on Underrepresented Minorities and Women." Family Medicine 52, no. 2 (2020): 104–11. http://dx.doi.org/10.22454/fammed.2020.545847.
Full textAbstract:
Background and Objectives: Leadership positions in academic medicine lack racial and gender diversity. In 2016, the Council of Academic Family Medicine (CAFM) established a Leadership Development Task Force to specifically address the lack of diversity among leadership in academic family medicine, particularly for underrepresented minorities and women. approach: The task force was formed in August 2016 with members from each of the CAFM organizations representing diversity of race, gender, and academic position. The group met from August 2016 to December 2017. The task force reviewed available leadership development programming, and through consensus identified common pathways toward key leadership positions in academic family medicine—department chairs, program directors, medical student education directors, and research directors. consensus development: The task force developed a model that describes possible pathways to several leadership positions within academic family medicine. Additionally, we identified the intentional use of a multidimensional mentoring team as critically important for successfully navigating the path to leadership. Conclusions: There are ample opportunities available for leadership development both within family medicine organizations and outside. That said, individuals may require assistance in identifying and accessing appropriate opportunities. The path to leadership is not linear and leaders will likely hold more than one position in each of the domains of family medicine. Development as a leader is greatly enhanced by forming a multidimensional team of mentors.
15
Marx, Thomas George. "Impacts of Industry Attractiveness and Competitive Position on Leadership." Management and Organizational Studies 4, no. 3 (2017): 1. http://dx.doi.org/10.5430/mos.v4n3p1.
Full textAbstract:
Contingency models of leadership have focused on the effects of organizational and follower characteristics onleadership. Much less effort has been given to understanding the effects of the external competitive environment onleadership. This paper explores the relationships among the external competitive environment, categorized by theattractiveness of the industry assessed by the intensity of competition and the industry’s long-term potential for salesand earnings growth, the strength of the company’s competitive position in the industry, and leadership. The resultsshow that industry attractiveness and competitive position have statistically significant effects on numerousleadership functions, traits, skills, styles, and its effectiveness. The findings have numerous implications for thepractice of leadership, and for the debates in the literature over the effects of the external environment on leadership,the most effective leadership styles, and the assessment of leadership effectiveness.
16
Utami, Tanti Kirana. "THE POSITION FILLING OF PRATAMA HIGH LEADERSHIP IN CIANJUR REGENCY UNDER GOOD GOVERNANCE CONCEPT." Jurnal Dinamika Hukum 17, no. 2 (2017): 129. http://dx.doi.org/10.20884/1.jdh.2017.17.2.726.
Full textAbstract:
A fundamental change in terms of structuring government apparatus particularly position filling of pratama high leadership in local agencies openly aimed to realize good governance. This paper examines the application of open systems in position filling of pratama high leadership of regional secretary in Cianjur and the government's readiness of Cianjur regency in the implementation of position filling of pratama high leadership (regional secretary). This research applied normative juridical approach by descriptive analysis while the analysis of data used triangulation method. The results of this study are the position filling of pratama high leadership (regional secretary) in Cianjur already introduced an open and competitive system by forming a selection committee to establish and coordinate with the State Civil Administrative Commission in the implementation of the administration and the competence of official candidates. In filling the position of high leadership, a regulation of sanctions and rewards for position of pratama high leadership related to the performance is required.Keywords: position of Pratama high leadership, open system, good governance
17
Aminudin, M., Sumartono Sumartono, and Tjahjanulin Domai. "AKUNTABILITAS SELEKSI TERBUKA JABATAN PIMPINAN TINGGI PRATAMA SEKRETARIS DAERAH KABUPATEN BLORA." JPSI (Journal of Public Sector Innovations) 1, no. 1 (2017): 1. http://dx.doi.org/10.26740/jpsi.v1n1.p1-6.
Full textAbstract:
Mechanism more relevant to fill structural positions on the value of accountability and meritocracy is open selection. Law No. 5 of 2014 concerning the State Civil Apparatus require the completion of High vacant leadership positions using the system, therefore Blora District Government to implement an open selection to fill leadership positions High Primary Regional Secretary. This study aimed to analyze the elements of procedural accountability of leadership positions open selection of Blora District Secretary. The approach used is qualitative descriptive analysis. Methods of data collection using interviews, documentation, correspondence and normative literature. The results showed step by step filling the position through an open selection since the formation of the selection committee, the establishment of standards of competence, the selection of competence, search the track record, the interview, the announcement of the selection results even coordination with the Governor and the Commission ASN has been accountable to fulfill the norms of legislation, namely Law No. 5 of 2014 concerning the State Civil Apparatus and PERMENPAN RB No. 13 Year 2014 regarding the Procedures Completion of High Leadership Position Openly in Environment Government Agencies.
18
Isti, Isti, and Taufik Adji Sasono. "ISLAMIC EDUCATION LEADERSHIP GENDER PERSPECTIVE." Jurnal Hadratul Madaniyah 8, no. 1 (2021): 13–22. http://dx.doi.org/10.33084/jhm.v8i1.2311.
Full textAbstract:
Islamic Education Leadership Gender Perspective. Nowadays, there are many women who become leaders. In this case, many women have succeeded in reaching positions from low to high positions in an institution or state. In fact, history has recorded that several women are successful on the political and become a minister, vice president, president or prime minister. Many women even became chairman of the courts, at the district level, at the provincial and even central levels. This fact has caused polemics among Muslims, especially Ulama and Islamic organizations related to the Islamic view of the existence of women in strategic positions in the public sector. This polemic comes from the view of differences in the biological structure of men and women which have implications for their roles in society.
 The Islamic Leadership has major position to be considered and carried out as well as possible. The Islamic view of leadership must be held by people who are capable and can place themselves as carriers of truth by giving good role models, because leaders are uswatun hasanah (good role models). There are opinions that allow women to lead the state, there are also opinions that do not allow it. Each opinions is strengthened by the arguments that come from the Qur'an and hadith. The hadith that is a reference to the prohibition of becoming the leader of state for women is a hadith narrated by Abu Bakrah which means "It will not be happy for a people to give their affairs to women". In general, Islam does not prohibit women becoming leaders of government. This is because men and women are fellow servants of Allah who have the same position and will receive the same reward for their deeds, as in QS. Adh-Dzariyaat 56, QS. Al-Hujurat 13, and QS. An-Nahl 97.
19
Garzón Lasso, Fernando Alexander, Francisco López Gallego, and Percy Marquina. "Ethics Position and Leadership Style in a Mayor’s Office." International Journal of Psychological Research 14, no. 2 (2021): 82–92. http://dx.doi.org/10.21500/20112084.5573.
Full textAbstract:
Introduction: Recent cases of unethical behavior in organizations indicate the need to carry out empirical research about it. Objective: Determine the existence of a relationship between ethics and leadership, demanded by society and prescribed by various academic theories. Method: For this reason, through the conduction of non-experimental, cross-sectional, quantitative research, it is sought to make a process of falsification of the theoretical proposals in the context of a municipal mayoralty. In the development of the research, the responses of 219 leaders were satisfactorily received, answering questions from two psychometric instruments of wide recognition and academic validity, the Ethics Position Questionnaire and the Multifactor Leadership Questionnaire. They were carried out both through an exploratory data analysis and a confirmatory factor analysis, and a model of structural equations that tested the existence of a relation between the ethical position and the styles of leadership. Results: It was also possible to identify the influence exerted by the different ethical positions in each one of the styles of leadership in a local public administration. Conclusions: These findings facilitate the identification of ethical leadership models in local public organizations and contribute towards the empirical demonstration of the current discussion on the relationship between ethics and leadership in organizations.
20
Saleem, Farida, Yingying Zhang Zhang, C. Gopinath, and Ahmad Adeel. "Impact of Servant Leadership on Performance: The Mediating Role of Affective and Cognitive Trust." SAGE Open 10, no. 1 (2020): 215824401990056. http://dx.doi.org/10.1177/2158244019900562.
Full textAbstract:
Servant leadership style has drawn much attention in the last decade to leadership studies on account of its focus on serving others first. Extant literature calls for a better understanding of the underlying mechanism for servant leadership to positively influence performance within an organization. We position servant leadership to contribute to firms’ sustainable performance, by empirically studying the mediating mechanism of bi-dimensional trust, namely affective and cognitive trust, between servant leadership and individual performance. Our data comprised of dyadic samples of 233 pairs of subordinates and their supervisors. The results from hierarchical linear model (HLM) for clustered data showed that servant leadership strongly predicted affective trust, organizational citizenship behaviors (OCBs), and task performance of subordinates; affective trust fully mediated servant leadership’s effect on task performance while partially mediates servant leadership’s effect on subordinates’ OCB. In contrast, cognitive trust did not mediate servant leadership’s effect on either OCB or task performance. These findings reveal the relevance of affective trust as the underlying mechanism which mediates and deciphers servant leadership into positive individual performance.
21
Le Rhun, Emilie, Michael Weller, Simone P. Niclou, et al. "Gender issues from the perspective of health-care professionals in Neuro-oncology: an EANO and EORTC Brain Tumor Group survey." Neuro-Oncology Practice 7, no. 2 (2020): 249–59. http://dx.doi.org/10.1093/nop/npz053.
Full textAbstract:
Abstract Background Women represent an increasing proportion of the overall workforce in medicine but are underrepresented in leadership roles. Methods To explore gender inequalities and challenges in career opportunities, a web-based survey was conducted among the membership of the European Association of Neuro-Oncology and the Brain Tumor Group of the European Organisation for Research and Treatment of Cancer. Results A total of 228 colleagues responded to the survey: 129 women (median age 45 years; range, 25-66 years) and 99 men (median age 48 years; range, 24-81 years); 153 participants (67%) were married and 157 participants (69%) had at least 1 child. Women less often declared being married (60% vs 77%, P = .007) or having a child (63% vs 77%, P = .024). Men more frequently had a full-time position (88% vs 75%, P = .036). Women and men both perceived an underrepresentation of women in leadership positions. Half of participants agreed that the most important challenges for women are leading a team and obtaining a faculty position. Fewer women than men would accept such a position (42% vs 56%). The main reasons were limited time for career and an inappropriate work and life balance. Women specifically cited negative discrimination, limited opportunities, and lack of self-confidence. Discrimination of women at work was perceived by 64% of women vs 47% of men (P = .003). Conclusion Women are perceived as experiencing more difficulties in acquiring a leadership position. Personal preferences may account for an underrepresentation of women in leadership positions, but perceived gender inequalities extend beyond disparities of access to leadership.
22
Yousif A. Yousif, Eng, Chowdhury Hossan, and Nicola McNeil. "Evaluation of Leadership Styles in the Construction Sector of UAE." International Journal of Business and Management 10, no. 12 (2015): 71. http://dx.doi.org/10.5539/ijbm.v10n12p71.
Full textAbstract:
The construction industry of UAE is huge and requires effective leadership strategies for its development and growth. For the success of the construction industry, transformational and transactional leaderships are to be followed so that the managers can meet the changing situations effectively. The findings obtained from this study consequently revealed that age, nationality, education, work experience and organizational position of the leader plays a significant role in determining the leadership style he/she applies. However, the gender of a leader has no correlation with the style of leadership.
23
Andrić, Marijana Mišić, and Slobodanka Markov. "Challenges (Obstacles) in Reaching Leadership Positions – Experiences of Women Professors at Novi Sad University Serbia." Gender Studies 16, no. 1 (2017): 115–33. http://dx.doi.org/10.2478/genst-2018-0009.
Full textAbstract:
AbstractUnderrepresentation of women in leadership positions in universities is a phenomenon present in most countries of the world, with some significant differences. In our work we focused on obstacles that women professors in Novi Sad University (Serbia) faced in reaching leadership positions. Analysis is based on qualitative research using a semi structured interview, statistical data and selected secondary sources. Obstacles, mentorship and networking have been researched from an idiographic perspective (reflection and the personal experience of the women at Novi Sad University). Results indicate a significant underrepresentation of women in leadership positions at Novi Sad University. Findings point to a general pattern: the more power and authority the leadership position holds, the scarcer the number of women participating in it. According to interviewees’ statements the patriarchal value system makes the leadership positions difficult to attain for women. Interview analysis also suggests additional limiting factors, such as lack of mentorship and inadequate networking, acting as inhibitors in reaching leadership positions.
24
Opait, Gabriela. "Statistical „Pole Position” Leadership between Lamborghini versus Ferrari." Annals of Dunarea de Jos University of Galati. Fascicle I. Economics and Applied Informatics 25, no. 1 (2019): 145–55. http://dx.doi.org/10.35219/eai1584040917.
Full text
25
Herman, Susan, Mary Gish, and Ruth Rosenblum. "Effects of Nursing Position on Transformational Leadership Practices." JONA: The Journal of Nursing Administration 45, no. 2 (2015): 113–19. http://dx.doi.org/10.1097/nna.0000000000000165.
Full text
26
Millward, Lynne J., and Karen Bryan. "Clinical leadership in health care: a position statement." Leadership in Health Services 18, no. 2 (2005): 13–25. http://dx.doi.org/10.1108/13660750510594855.
Full text
27
Schiller, John. "Timetable to Redundancy: Termination of a Leadership Position." Management in Education 11, no. 1 (1997): 27–30. http://dx.doi.org/10.1177/089202069701100112.
Full text
28
Kostyria, Iryna, and Larysa Filipenko. "LEADERSHIP POSITION AS A COMPONENT OF THE PERSONALITY OF THE FUTURE SPECIALIST." Theory and practice of social systems management, no. 4 (December 20, 2021): 86–93. http://dx.doi.org/10.20998/2078-7782.2021.4.09.
Full textAbstract:
the article reveals the concept of leadership position of the future specialist in the context of his connections with personal qualities. The latest research on the topic of leadership is considered. It is specified that the leadership position of the future specialist is a personal education that includes awareness of the future specialist’s readiness to play the role of leader and ability to organizational influence on the production team, it is based on leadership potential and is formed in the process of mastering leadership in various life situations, including conditions of the professional sphere. The results of the study of the leadership position of future specialists in various professional fields are presented. It is determined that most future professionals are characterized by the presence of personal traits necessary for the development of leadership, but their experience in the process of education does not allow to try on the role of leader, which negatively affects their motivation to develop leadership.
29
&NA;, &NA;. "POSITION OPEN." Nursing Administration Quarterly 11, no. 2 (1987): 83. http://dx.doi.org/10.1097/00006216-198701120-00023.
Full text
30
Adams, Lisa, and Venise Bryan. "Workplace harassment: The leadership factor." Healthcare Management Forum 34, no. 2 (2021): 81–86. http://dx.doi.org/10.1177/0840470420978573.
Full textAbstract:
Healthcare professionals are in the business of providing care and compassion. It is ironic that healthcare has the highest rate of workplace harassment. Although harassment comes from people of various positions, its existence in healthcare fractures the intention and values that guide its mission. When mental health is compromised, mistakes happen. Healthcare professionals take the health/life of others into their care; distractions and fear from being bullied compromise that care. Health leaders are in a strategic position to address workplace harassment and bullying. Failing to do so results in complacency, jeopardizes our patients, tarnishes the organization, and damages society as a whole. It is a cost that all will pay dearly to remedy, unless it is addressed, enforced with standards, and taken to task for the better health of all.
31
Lammers, Joris, and Anne Gast. "Stressing the Advantages of Female Leadership Can Place Women at a Disadvantage." Social Psychology 48, no. 1 (2017): 28–39. http://dx.doi.org/10.1027/1864-9335/a000292.
Full textAbstract:
Abstract. Women are still underrepresented in management and men hold the majority of higher positions. Nonetheless, one often-heard claim in popular media is that female people-centered leadership skills (empathy, communication, etc.) are a better match for the business world – especially in the future. Furthermore, a related idea is that women may use this advantage to take over men’s dominant position in leadership. Four studies show that such claims paradoxically maintain gender inequality, by undermining support for affirmative action to reduce female underrepresentation in leadership. Where earlier research shows that positive stereotypes can hurt women by suggesting that they are unqualified for leadership, the current findings show that even positive stereotypes that claim that women are particularly well qualified for leadership can hurt women in their chances for gaining leadership positions. Although it is good to highlight the advantages of female leadership, exaggerated and sensationalist claims contribute to a perpetuation of gender inequality.
32
Diller, Sandra J., Andrea Czibor, Zsolt Péter Szabó, Péter Restás, Eva Jonas, and Dieter Frey. "The positive connection between dark triad traits and leadership levels in self- and other-ratings." Leadership, Education, Personality: An Interdisciplinary Journal 3, no. 2 (2021): 117–31. http://dx.doi.org/10.1365/s42681-021-00025-6.
Full textAbstract:
AbstractPeople with high dark triad tendencies are often found in leadership positions. Yet research is lacking on whether dark triad personality traits positively correlate with the height of leadership levels (no leadership position, low-level leaders, high-level leaders, head and founder of the company). To explore this relationship between the dark triad and these leadership levels, three studies (NGermany = 137; NHungary = 333; NBothCountries = 355) were conducted, to measure dark triad scores for each leadership level. The results reveal that people in higher leadership levels display both higher self-rated and subordinate-rated dark triad scores. Further research is needed to investigate whether this finding is replicable for more objective measures and longitudinal studies as well as cultural norms, which may discourage or support dark triad traits. As the organizations are an important factor in promoting ethic-oriented behavior in individuals, one practical implication could be increased focus on developing ethical behavior during the assessment and training of leadership positions.
33
Pidgorny, Konstantin. "THE ESSENCE OF THE LEADERSHIP POSITION OF FUTURE PUBLIC MANAGEMENT AND ADMINISTRATION SPECIALISTS." Theory and practice of social systems management, no. 4 (December 20, 2021): 94–101. http://dx.doi.org/10.20998/2078-7782.2021.4.10.
Full textAbstract:
the essence of such concepts as “position”, “leader”, “leadership”, “leadership position” is revealed in the article, based on the analysis of the scientific literature it is proved that most of the works of scientists are devoted to the study of leadership as such, to the working out the approaches to the formation and development of leadership qualities, the author’s interpretation of the essence of the leadership position of future specialists in public management and administration is given, which is seen as a synergy of their personal, professional, civic qualities, actions and deeds aimed at implementing their main mission, that is readiness to ensure constructive interaction of public authorities, education, science, business and civil society.
34
Simmons, Aneika L., and Elizabeth E. Umphress. "The selection of leaders and social dominance orientation." Journal of Management Development 34, no. 10 (2015): 1211–26. http://dx.doi.org/10.1108/jmd-11-2014-0149.
Full textAbstract:
Purpose – Individuals who are high in social dominance orientation (SDO) tend to endorse the belief that members of traditionally considered high-status groups should dominate members of traditionally considered low-status groups within society. The purpose of this paper is to investigate how SDO influences the selection of an individual who is a member of a traditionally considered low-status group for a leadership position as opposed to a non-leadership position. Design/methodology/approach – The methodology included undergraduate business students who were investigated in a laboratory setting. Findings – Results indicate that individuals who are high in SDO are more likely to discriminate against the most qualified candidate who is a traditionally considered low-status group member when compared to those low in SDO, and job position moderated this outcome. This effect was stronger when selecting the traditionally considered low-status group member candidate for a leadership role as opposed to a non-leadership position. Originality/value – To the knowledge of the authors, this is the first investigation to examine both leadership and selection using social dominance theory as a theoretical framework. Further, this is the first empirical analysis to determine that the influence of SDO is stronger when an individual high in SDO is selecting a traditionally considered low-status group member for a leadership position as opposed to a non-leadership position.
35
Richter, Karen. "Anyone have a simillar position?" Nursing Management (Springhouse) 19, no. 6 (1988): 14. http://dx.doi.org/10.1097/00006247-198806000-00009.
Full text
36
Richter, Karen. "Anyone have a similar position?" Nursing Management (Springhouse) 19, no. 7 (1988): 16???17. http://dx.doi.org/10.1097/00006247-198807000-00006.
Full text
37
Fox, Stephanie, and Mariline Comeau-Vallée. "The negotiation of sharing leadership in the context of professional hierarchy: Interactions on interprofessional teams." Leadership 16, no. 5 (2020): 568–91. http://dx.doi.org/10.1177/1742715020917817.
Full textAbstract:
While there is growing recognition of leadership as a collective phenomenon, the question of how leadership is shared in the context of hierarchical asymmetry has been neglected in the collective leadership literature. Our article addresses this gap by examining how sharing leadership is negotiated in team interactions that are steeped in asymmetry deriving from the professional hierarchy. Adopting a leadership-in-interaction approach, we draw on fine-grained analysis of observed interactions on interprofessional teams from two health care organizations to compare the discursive strategies used by professionals in a superior hierarchical position to the ones used by those in inferior positions to share leadership. These strategies are organized into a matrix of interactional moves that resist or enact the professional hierarchy. Empirical vignettes are provided to demonstrate how sharing leadership and hierarchical leadership can be co-present and even intertwined in an interaction. We show that leadership is shared (or not) as a result of how the professional hierarchy gets negotiated in interactions. More specifically, we conclude that the sharing of leadership in this context tends to occur prior to decision making, especially around problem formulation, if the interactional climate allows. Furthermore, it requires concrete effort: Those in superior positions of influence mindfully relax the hierarchy whereas those in inferior positions create moments of sharing leadership through resistance and struggle.
38
MacAyeal, Gregory. "Management: Surviving and Thriving in an Acting Leadership Position." Reference & User Services Quarterly 56, no. 4 (2017): 228. http://dx.doi.org/10.5860/rusq.56.4.228.
Full textAbstract:
Excelling at one’s job can be a challenge. Trying to do it for two jobs—concurrently—can be beyond difficult, yet that situation is not uncommon in evolving organizations that utilize acting appointments to bridge gaps during periods of change. In this column, Greg MacAyeal outlines the many facets of acting appointments—both the positive and the less so. MacAyeal provides much food for thought for those who may be tapped to take on such roles or are already negotiating their way through them. His insights are worthy of consideration by anyone who is juggling an acting position or thinking about doing so, as well as by administrations who rely on this mechanism during times of transition.—Editor
39
Chapman, John E., Judy J. Chapman, and John O. Lostetter. "The acting or interim leadership position: Expectations, perceptions, realities." Health Care Management Review 13, no. 4 (1988): 81–88. http://dx.doi.org/10.1097/00004010-198801340-00011.
Full text
40
Engerman, Jason A., and Firat Sarsar. "Gaining the Lead: Accelerating the Leadership Position with GSA." TechTrends 60, no. 1 (2016): 11–13. http://dx.doi.org/10.1007/s11528-015-0010-7.
Full text
41
Cimirotić, Rusmir, Verena Duller, Birgit Feldbauer-Durstmüller, Bernhard Gärtner, and Martin R. W. Hiebl. "Enabling factors that contribute to women reaching leadership positions in business organizations." Management Research Review 40, no. 2 (2017): 165–94. http://dx.doi.org/10.1108/mrr-10-2014-0233.
Full textAbstract:
Purpose Although the number of women working in management accounting has increased, the percentage of female executives in this area remains low. Previous studies examining the underrepresentation of women in accounting leadership positions have analyzed factors that hinder women from reaching these positions. The purpose of this paper, by contrast, is to identify factors that support the advancement of those female executives who have reached a leadership position. Further, this paper highlights the self-reported obstacles and difficulties faced by respondents in reaching their current positions. Design/methodology/approach Semi-structured interviews were conducted face-to-face with ten female executives in the management accounting departments of Austrian firms. The interview transcripts were analyzed by using the general inductive approach. Findings The results of the study show that most women classified their social skills and professional expertise as the key factors leading to their successful advancement; however, they also highlighted that ambition and luck played important roles. The authors found that support from both life partners and superiors was essential for these women in reaching their current positions and in handling difficulties when in a leadership position. Further difficulties include working time, work-life balance and motherhood. Research limitations/implications As the findings are based on interviews conducted with female Austrian executives in large (more than 250 employees) manufacturing- or service-sector firms, they are not readily generalizable. Practical implications This study identifies factors that may help prospective female management accounting executives reach leadership positions. Furthermore, less senior female management accountants may learn from this paper that women who have already reached leadership positions in management accounting may have had to cope with problems similar to those that younger and less senior female management accountants currently experience. Originality/value This paper is among the first to address gender in the field of management accounting.
42
Andiko, Toha. "UPAYA MERAIH JABATAN PEMIMPIN PERSPEKTIF HADIS AHKAM." Jurnal Ilmiah Mizani: Wacana Hukum, Ekonomi Dan Keagamaan 6, no. 1 (2019): 25. http://dx.doi.org/10.29300/mzn.v6i1.2208.
Full textAbstract:
In public leadership, Islamic history records that succession occurred after the death of the Holy Prophet was carried out with various variants. The traditions of the Prophet who spoke about leadership, the majority discussed the ethical principles of the position of leader. Only a few hadiths discuss the law of trying to reach a leadership position, and that is generally understood as a prohibition. In fact, in the Indonesian context, for example, there is no public leadership that can be achieved without effort. This paper explains that the effort to reach a leadership position is basically not prohibited. The prohibition on asking for office in the traditions of the Prophet was actually addressed to people who were greedy and incompetent. As for someone who has more ability than most of his community, whether intellectual, managerial or other strengths that can support his leadership in the future, then the law is permissible.
43
Suray, Inna. "LEADERSHIP AND MANAGEMENT OF THE STATE SECRETARY OF THE MINISTRY IN UKRAINE." International Journal of Legal Studies ( IJOLS ) 2, no. 2 (2017): 294–302. http://dx.doi.org/10.5604/01.3001.0012.2254.
Full textAbstract:
The article highlights the essential features of leadership and management of the state secretary of the Ministry in Ukraine. The state secretary of the ministry as head of the civil service in a state institution holds a leading position. At the same time, under the current legislation, its main functions by position are management functions. The requirements for professional competence on this position are the same as the requirements for the top manager. There is a need for a clearer delineation of professional competence of the state secretary of the Ministry, including leadership skills. The development of leadership in top management, just as the state secretary of the ministry, does not deny the need for knowledge and management skills (due to the specifics of that position), but reinforces them, transforms into leadership skills in an evolutionary way.
44
Kosińska, Maria, and Lesław Niebrój. "The position of a leader nurse." Journal of Nursing Management 11, no. 2 (2003): 69–72. http://dx.doi.org/10.1046/j.1365-2834.2003.00368.x.
Full text
45
Hampton, Michelle. "Maintain optimal staffing with position control." Nursing Management (Springhouse) 48, no. 1 (2017): 7–8. http://dx.doi.org/10.1097/01.numa.0000511190.33666.0b.
Full text
46
Osen, Holly, Jeff Patry, and Marcy Casement. "Chevron Position Qualification System for Development of Emergency Response Leadership." International Oil Spill Conference Proceedings 2014, no. 1 (2014): 1934–44. http://dx.doi.org/10.7901/2169-3358-2014.1.1934.
Full textAbstract:
ABSTRACT The 2010 Deepwater Horizon incident raised the awareness of the potential scale, complexity and duration of oil spill events, highlighting the need for emergency response organizations to develop and maintain advanced levels of capability and readiness. Such capability and readiness requires teams of experienced and trained personnel who ideally can be cascaded throughout an enterprise to fill Incident Command System (ICS) positions in coordination with outside organizations. Experience gained through either responses to real- world events or carefully crafted simulation exercises is critical to the development and maintenance of response team capability, and providing such can present a significant challenge for team coordinators. Chevron Corporate Emergency Response developed and tested a qualification program aimed at providing consistency and structure to the training and experiential development of Chevron's corporate emergency response personnel. The Chevron Position Qualification System (CPQS) program establishes a minimum level of training and observed demonstrated competencies for leadership positions within the ICS structure. Twenty-one position-specific workbooks detail training, readiness and competency metrics for internal certification through the program. CPQS draws from different established agency programs and is consistent with ICS training curriculum. The program is tailored to fit the roles filled by Chevron Corporate Emergency Response Team members. Members of Chevron's Corporate Emergency Response Teams have a baseline of professional training that supports and sustains a corporate culture of safety, operational discipline and environmental, safety risk and hazard awareness. The CPQS program was built upon the premise that participants have this foundational training, capability and professionalism. The CPQS program builds upon this foundation, expanding the professional competency of response personnel through a standardized program. The CPQS program establishes minimum ICS and function-specific courses along with recommended training and the demonstration of specified skills and abilities in either real-world or exercise environments. Qualified and vetted approvers, known within the program a Qualified Approvers, provide consistent verification of the demonstration of skills and capabilities identified for each position. Additionally, these expert observers provide commentary on areas where skills or professional expertise can be improved. The goal of CPQS is to enable a mobile and versatile workforce that can respond worldwide and integrate into response organizations around the globe. Skills gained through the completion of CPQS requirements enable business units to transfer personnel into key response positions across the enterprise to carry out responses to more complex events. Common training and exercising goals allow organizations to gain efficiencies and build progressive experience and expertise-building opportunities through shared professional development resources. Periodic refresher training and ongoing participation in response exercises or actual incidents are also required to maintain the certification. The CPQS program is currently used by Chevron's Corporate Emergency Response Teams and was field tested at a three-day response exercise in Trieste, Italy where responders from relevant functional groups completed training and demonstrated response capabilities and ICS skills. CPQS is also being utilized with the Chevron regional response team in the Gulf of Mexico with an initial implementation at a training and exercise event in Covington, Louisiana, USA.
47
Syamsul Arifin, Muhammad Wahyudi, and Muh Mustakim. "Political Leadership Among Religious Minorities." Al-Ulum 21, no. 1 (2021): 1–26. http://dx.doi.org/10.30603/au.v21i1.1838.
Full textAbstract:
This article focuses on the study of non-Muslim leadership, which is mentioned in several verses in the Qur'an and often triggers debates in the public sphere, especially at the moment of electoral politics in Indonesia. Because the discussion about this often uses verses from the Qur'an as justification, it is interesting to examine the views of the commentators in Indonesia, which is focused on Surah Al-Maidah verse 51. To explore the views of the two commentators, this study uses library research by comparing (comparative analysis) between Tafsir Al-Azhar and Tafsir Al-Misbah. The study of the opinions of the two commentators finds out that the political positions of non-Muslims as leaders for Muslims have two different views. First, not. Second, the prohibition is to make non-Muslims as auliya' then Shihab explains the position of non-Muslims in three parts, one of which is that a non-Muslim who lives in peace with Muslims has the same rights and obligations as Muslims, as well as the right to be a leader.
48
Gasser, Martin. "Time Spent on Child Care by Fathers in Leadership Positions: The Role of Work Hours and Flextime." Journal of Family Issues 38, no. 8 (2015): 1066–88. http://dx.doi.org/10.1177/0192513x15597291.
Full textAbstract:
The present study examines the effect of a supervisor (leadership) position on a father’s time spent on child care (child care involvement). Drawing on time use and work–family research, it adapts the “stress of higher status” hypothesis to child care involvement and explicates the underlying mechanism. The proposed moderated mediation model posits that (1) a leadership position means longer work hours, which explains the lower child care involvement, and that (2) this process depends on the possibility to choose when to start and quit work (flextime), which weakens the work–family border. A Swiss sample ( n = 2,820) of tertiary-educated, employed fathers from couple households is used to conduct the analysis. The results provide evidence for both (1) and (2), although, contrary to expectations, flextime does not mean longer work hours for leaders. The issue of child care involvement by fathers in leadership positions has wider relevance for work–family issues, because they are supervisors and thus shape work environments.
49
Allan, Jessica M., Juliann L. Kim, Shawn L. Ralston, et al. "Gender Distribution in Pediatric Hospital Medicine Leadership." Journal of Hospital Medicine 16, no. 1 (2020): 31–33. http://dx.doi.org/10.12788/jhm.3555.
Full textAbstract:
Pediatric Hospital Medicine (PHM), a field early in its development and with a robust pipeline of women, is in a unique position to lead the way in gender equity. We describe the proportion of women in divisional and fellowship leadership positions at university-based PHM programs (n = 142). When compared with the PHM field at large, women appear to be underrepresented as PHM division/program leaders (70% vs 55%; P < .001) but not as fellowship directors (70% vs 66%; P > .05). Women appear proportionally represented in associate/assistant leadership roles when compared with the distribution of the PHM field at large. Tracking these trends overtime is essential to advancing the field. Journal of Hospital Medicine 2020;15:XXX-XXX. © 2020 Society of Hospital Medicine
50
Kusmidi, Henderi. "KEPEMIMPINAN PEREMPUAN DI RANAH PUBLIK DALAM KAJIAN PERSPEKTIF FIQIH." AL IMARAH : JURNAL PEMERINTAHAN DAN POLITIK ISLAM 5, no. 1 (2020): 104. http://dx.doi.org/10.29300/imr.v5i1.2924.
Full textAbstract:
Abstract: The existence of women in the context of strategic leadership in various lines of life including in government becomes a controversial issue among classical and contemporary scholars. Some scholars tend to allow women to be leaders in strategic positions, while some other scholars tend not to allow women to be leaders. Their views on whether or not women can become leaders are supported by each of the arguments they build. However, if each of the arguments they build is analyzed comprehensively, then it seems that the more logical and rational views of the scholars who tend to allow women to become leaders with consideration of the benefits and interpretations that will result. The implications of this are creative, innovative, constructive and gender equality perspectives in the context of leadership in all walks of life of people, nations and countries in the current era of globalization, reform and advancement of information technology. Women's leadership becomes a public issue that is always hotly discussed, even provoking polemics and debates between the pros and cons of women's leadership in the State or other public spheres. Despite the recognition of basic human rights including the right of women to be equal with men, it seems to have experienced a significant increase in various parts of the world. In terms of leadership, the position of women is still faced with the position of men. Women are considered not fit to occupy positions related to power that are considered appropriate only for men. finally to the kitchen is also often used as a tool to justify acts of injustice against women.Keywords: Leadership, Womans, Public Area dan Islamic Law;