Journal articles: 'Organisational culture – Inclusive leadership'

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Ainscow, Mel, and Abha Sandill. "Developing inclusive education systems: the role of organisational cultures and leadership." International Journal of Inclusive Education 14, no. 4 (June 2010): 401–16. http://dx.doi.org/10.1080/13603110802504903.

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Magnier-Watanabe, Rémy, and Dai Senoo. "The Role of a Strong Corporate Mission for Knowledge Management." Journal of Information & Knowledge Management 10, no. 02 (June 2011): 109–22. http://dx.doi.org/10.1142/s0219649211002869.

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This research, using large questionnaire data collected from a Japanese pharmaceutical company, attempts to examine the impact of organisational culture, leadership, and reporting styles on knowledge management, which can support innovation, assessing the significance of levels of comprehension and implementation of the corporate mission. Those with a better understanding and consistent realisation of the corporate mission were found to spend significantly more time on knowledge management activities, suggesting that the organisation should better communicate the corporate mission to employees and translate it into clear objectives. Moreover, these results have revealed discriminate enablers of knowledge management among employees with higher levels of comprehension and implementation of the corporate mission and those with lower levels. In the former group, time spent on knowledge management activities was solely the result of organisational culture, while in the latter, involvement in knowledge management was the product of both high open-mindedness and more inclusive reporting. These findings suggest first that a strong mission shared and put into practice among the workforce is a powerful driver of knowledge management, and second, that open-mindedness and more inclusive reporting can substitute for a strong corporate mission and support knowledge management activities.

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Ronnie, Linda, and Sarah Boyd. "Alison Bourne: leading at Bergmann engineering works (SA)." Emerald Emerging Markets Case Studies 9, no. 3 (November 4, 2019): 1–18. http://dx.doi.org/10.1108/eemcs-05-2019-0110.

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Learning outcomes The learning objectives to be drawn from the case are to evaluate the various biases that women face in organisational life, understand the challenges facing women at all organisational levels, understand the importance of adopting a proactive approach to change perceptions and discriminatory behaviours and processes and appreciate the role that an inclusive culture within an organisation can play in advancing and championing women’s progression to senior management roles. Case overview/synopsis The case highlights the challenges facing women in leadership positions in emerging economies and societies in transition like South Africa and explores the role that gender plays in the world of work. It focuses on the dilemmas faced by Alison Bourne, newly promoted to the CEO role at Bergmann Engineering Works (SA).The case shows that, despite the positive contribution resulting from the inclusion of women in organisations, women experience a multitude of obstacles. Some of the limitations highlight that women must work even harder to be perceived as legitimate leaders. These challenges come about despite research showing that the inclusion of women in the workforce improves company performance, enriches the knowledge base and improves the decision-making quality of company boards. Complexity academic level Postgraduate business students at the master’s level. Supplementary materials Teaching notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes. Subject code CSS 6: Human Resource Management

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Edwards, Luke David, Alex Till, and Judy McKimm. "Meeting today’s healthcare leadership challenges: is compassionate, caring and inclusive leadership the answer?" BMJ Leader 2, no. 2 (April 12, 2018): 64–67. http://dx.doi.org/10.1136/leader-2017-000031.

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The delivery of high quality, compassionate care is imperative for all healthcare organisations and systems. Current thought leadership explores the necessity for compassionate and inclusive leadership as a prerequisite to develop the culture within which this can be achieved. In this article, we explore the background to this thinking and how it might work in practice.

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Thorne, Iona, Jeremy Cox, and Edward Baker. "Sharing learning from hospital trusts on a journey of quality improvement." BMJ Leader 3, no. 1 (March 2019): 24–26. http://dx.doi.org/10.1136/leader-2018-000129.

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BackgroundQuality improvement (QI) has been shown to deliver better patient outcomes, and improved operational, organisational and financial performance when led effectively and supported by organisational systems and training. Surveys of staff and patient satisfaction also show positive effects. In many trusts that Care Quality Commission (CQC) has rated as outstanding, a culture of QI has been embedded throughout the organisation.ObjectivesWe wanted to hear trusts’ experiences of using QI as a systematic approach to improving service quality, efficiency and morale, and share learning from these organisations to drive further improvement to quality of care.MethodsUsing CQC’s comprehensive inspection programme of all healthcare providers nationally, we identified 19 trusts for inclusion and carried out an in-depth review of their improvement journeys.ResultsWe found that commitment from the board and senior leadership is crucial to ensuring success on the QI journey, modelling effective leadership behaviours that enable all staff to deliver improvement. These organisations have a systematic approach to QI, using a consistent model, anchored in a systems perspective, and often across a health system. The model of improvement requires leaders of all backgrounds and frontline staff to work together in improvement, and can help to break down barriers between managers and clinicians, and providers and patients, so there is a shared purpose to deliver better care to patients.ConclusionsQI is not a magic bullet, but is an important factor in the evolution of an organisation from a traditional ‘command and control’ form of management towards higher performing approaches to the design and management of work.

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Rowland, Andrew Graeme, and Keerthi Mohan. "Handling concerns raised about doctors: time for local changes." British Journal of Healthcare Management 26, no. 4 (April 2, 2020): 1–11. http://dx.doi.org/10.12968/bjhc.2019.0085.

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NHS organisations must be assured that appropriate protections and support are in place for their employees, especially when incidents occur or concerns arise. These assurances are an essential part of fostering a just and inclusive culture under an overarching banner of compassionate leadership, while also ensuring that any concerns are properly investigated. In mid-2019, the General Medical Council published their Hamilton review into Gross Negligence Manslaughter. As a result, NHS Improvement wrote to NHS trusts about managing local investigation processes for disciplinary investigations of all types. Employers and educators of healthcare professionals have a responsibility to consider how they will put these recommendations and requirements into practice, yet there is currently no clear implementation guidance. The authors make implementation recommendations that should be considered by NHS organisations and Health Education England as part of their compassionate leadership and just culture processes.

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Feijó, Fernando, Débora Gräf, and Anaclaudia Fassa. "O2B.2 Risk factors for workplace bullying: a systematic review." Occupational and Environmental Medicine 76, Suppl 1 (April 2019): A14.3—A15. http://dx.doi.org/10.1136/oem-2019-epi.38.

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IntroductionWorkplace bullying has a high prevalence in organisations and is associated to several health problems. However compiled information on its risk factors remains a gap in the literature. Thus this study aimed to systematically review risk factors for workplace bullying in an epidemiological approach.MethodsStudies were selected by a systematic search in Medline (PubMed) and BIREME (LILACS, IBECS, BINACIS, BDENF, Index Psicologia, WHOLIS, MedCarib and Coleciona SUS) databases. Inclusion criteria were articles in English, Spanish or Portuguese, providing statistical analyses on risk factors for workplace bullying. Quality was assessed using an adapted version of the Downs and Black checklist. PRISMA and MOOSE guidelines were used for reporting papers.ResultsFifty-one papers were included in the review. 70.6% were from European countries. Women were reported to be at higher risk of being bullied in most studies. The association of age, marital status and personality traits with bullying varied across studies. Authoritarian and laissez-faire leadership styles were positively associated to bullying. Several occupational risks related to the work organisation and psychosocial factors – such as the stress – were strongly associated to workplace bullying.ConclusionsFindings from this review highlight the central role of organisational factors on bullying determination, in which the human resource management is a key distal factor. Policies to prevent bullying must address the culture of organisations, facing the permanent challenge of developing safe psychosocial work environments.

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Mayo, Andrew. "Applying HR analytics to talent management." Strategic HR Review 17, no. 5 (October 8, 2018): 247–54. http://dx.doi.org/10.1108/shr-08-2018-0072.

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Purpose The purpose of this paper is to summarise the different areas of talent management and how HR metrics and analytics can be harnessed to make those areas more effective. Design/methodology/approach The paper first discusses the different definitions of “talent”. It then takes three areas for the application of metrics and analytics – data about individuals, the effectiveness and efficiency of talent processes and the extent of the supporting culture. Findings The definition of talent should not be confined to senior leadership only, nor be fully inclusive of every employee, but organisations need to define those individuals and groups where some specific attention will benefit the organisation; it is as important to understand the potential of all employees as it is to assess their performance; metrics should be chosen for all talent processes and related to business KPIs where possible. Practical implications This is a practical paper giving guidance to talent managers in organisations on how to apply and utilise people analytics. Originality/value This paper is based mostly on the writing, models and experience of the author.

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Hølge-Hazelton, Bibi, Thora Grothe Thomsen, Mette Kjerhol, and Elizabeth Rosted. "Implementing a vision of person-centredness across a new university hospital in Denmark." International Practice Development Journal 11, no. 1 (May 19, 2021): 1–3. http://dx.doi.org/10.19043/ipdj.111.013.

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The experience of a collaborative process to build a research and development culture at a new university hospital underlined that the Person-centred Practice Framework (McCance and McCormack, 2017) forms a solid and valuable foundation for ongoing work. The fact that the process has involved researchers, leaders at different levels, clinical nurse specialists and other healthcare professionals makes the framework’s focus on the whole care environment especially relevant. How work towards a nursing research culture developed into a person-centred strategy In 2010, the management at our hospital in Denmark established a director of nursing research position, with a remit to create, develop and support a research culture within the nursing and allied health professions. No guidance was offered on how this should be done and as a consequence the ideas and professional profile of the person hired were highly influential (Hølge-Hazelton, 2019). Having a solid background in action research and studies of vocational and professional education, the new director launched a collaborative process to identify the desired characteristics of the research culture. Those contributing included the networks of clinical development nurses and head nurses, and the executive director of nursing. The proposed vision that emerged was: Our research culture should be constructive, creative, inclusive and visible at all levels of the hospital. This vision was discussed and agreed among all head nurses at the hospital. The idea was that the culture should be everybody’s business and include all levels of nursing, and furthermore that these levels would be interdependent and dynamic. The strategy to achieve this was defined as ‘bottom up, top down and don’t forget the middle’, to signal that research and development are closely related and that they should be participatory, based on a broad understanding of evidence (Rycroft-Malone, 2010), clinically relevant, and supported by the hospital’s leadership. Within the first years of work towards realising the vision, two more nursing researchers were hired in clinical departments at the hospital. They also had a background in personal and organisational learning processes, organisational development and action research. Their task was to support the realisation of the strategy at departmental and unit level.

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Volosnikova, L. M., V. I. Zagvyazinskiy, E. A. Kukuev, L. V. Fedina, and O. V. Ogorodnova. "The convergence of the concepts of academic and inclusive excellence at research universities." Education and science journal 23, no. 4 (April 18, 2021): 43–78. http://dx.doi.org/10.17853/1994-5639-2021-4-43-78.

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Introduction. In the 21st century, there is an active involvement of universities in inclusive processes; however, against the backdrop of increasing diversity, new types of inequality arise in higher education. The processes of transformation of organisational cultures in universities and their research agenda under the influence of inclusion need to be studied.The aim of the present research was to analyse the convergence of concepts of academic and inclusive excellence in foreign universities of the world level, the impact of convergence on their missions, the values expressed in official strategies, the research agenda and the infrastructure of scientific collaborations.Methodology and research methods. The authors conducted a content analysis of three strategies of world-class University associations (the Association of American Colleges and Universities, the Association of Universities in Canada, the League of European Research Universities), nine strategies for the development of universities in the USA and Canada, the European Union, and Australia. A scientometric analysis of Web of Science metadata was performed using the VOSViewer software.Results and scientific novelty. The current research confirms the convergence of values of academic excellence and inclusion in research universities. It is revealed that the concept of inclusive excellence of the university is an enriched version of its academic excellence and denotes a set of university strategies and practices aimed at achieving the best results in training, research and services through maintaining diversity and inclusive processes. The world's leading universities are actively involved in the process of creating an inclusive friendly environment and services, which are accessible to all members of the educational process, regardless of their social status and development characteristics. When universities reach academic heights, they recognise inclusion as the next level of their development. In turn, inclusion becomes a factor in the movement of the university towards academic excellence. The key characteristics and contradictions of the convergence of the concepts of inclusive and academic excellence of universities are identified. The local models of inclusive excellence of universities and the contexts, which influence these models, are described. The gaps between educational policies and research agendas of leading universities are revealed. The clusters of international studies on inclusive processes in higher education are highlighted.Practical significance. Russian universities, which implement the federal programme for improvement of international competitiveness based on the values of academic excellence, are developing in accordance with global trends. Therefore, the model of inclusive excellence of the university can be used in practical terms to implement inclusive strategies and overcome social inequality both at the university and outside of it within the framework of a new educational initiative of Russia on academic leadership.

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Malik, Romana Fattimah, Martina Buljac-Samardžić, Nesibe Akdemir, Carina Hilders, and Fedde Scheele. "What do we really assess with organisational culture tools in healthcare? An interpretive systematic umbrella review of tools in healthcare." BMJ Open Quality 9, no. 1 (February 2020): e000826. http://dx.doi.org/10.1136/bmjoq-2019-000826.

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IntroductionA toxic organisational culture (OC) is a major contributing factor to serious failings in healthcare delivery. Poor OC with its consequences of unprofessional behaviour, unsafe attitudes of professionals and its impact on patient care still need to be addressed. Although various tools have been developed to determine OC and improve patient safety, it remains a challenge to decide on the suitability of tools for uncovering the underlying factors which truly impact OC, such as behavioural norms, or the unwritten rules. A better understanding of the underlying dimensions that these tools do and do not unravel is required.ObjectivesThe aim of this study is to provide an overview of existing tools to assess OC and the tangible and intangible OC dimensions these tools address.MethodsAn interpretive umbrella review was conducted. Literature reviews were considered for inclusion if they described multiple tools and their dimensional characteristics in the context of OC, organisational climate, patient safety culture or climate. OC tools and the underlying dimensions were extracted from the reviews. A qualitative data analysis software program (MAX.QDA 2007) was used for coding the dimensions, which resulted in tangible and intangible themes.ResultsFifteen reviews met our inclusion criteria. A total of 127 tools were identified, which were mainly quantitative questionnaires covering tangible key dimensions. Qualitative analyses distinguished nine intangible themes (commitment, trust, psychological safety, power, support, communication openness, blame and shame, morals and valuing ethics, and cohesion) and seven tangible themes (leadership, communication system, teamwork, training and development, organisational structures and processes, employee and job attributes, and patient orientation).ConclusionThis umbrella review identifies the essential tangible and intangible themes of OC tools. OC tools in healthcare do not seem to be designed to determine deeper underlying dimensions of culture. We suggest approaching complex underlying OC problems by focusing on the intangible dimensions, rather than putting the tangible dimensions up front.

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Abbott, Rebecca A., Debbie Cheeseman, Anthony Hemsley, and Jo Thompson Coon. "Can person-centred care for people living with dementia be delivered in the acute care setting?" Age and Ageing 50, no. 4 (April 22, 2021): 1077–80. http://dx.doi.org/10.1093/ageing/afab065.

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Abstract The need to improve care for people living with dementia in the hospital setting has long been recognised. Person-centred care has the potential to improve the experience of care for persons living with dementia and their carers, and has been shown to improve the experiences of hospital staff caring for the persons living with dementia, however it remains challenging to deliver in a time- and task-focussed acute care setting. This commentary suggests that to embed person-centred care across the hospital environment, cultural changes are needed at organisational and ward levels. In particular there needs to be: leadership that supports and advocates for workforce capacity to recognise and meet both psychological and physical needs of people living with dementia, promotion of physical environments that support familiarisation and social interactions, an inclusive approach to carers and the development of a culture of sharing knowledge and information across hierarchies and roles. An evidence-based set of pointers for service change are described which highlight institutional and environmental practices and processes that need to be addressed in order for person-centred care to become part of routine care.

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Albalawi, Abdulmajeed, Lisa Kidd, and Eileen Cowey. "Factors contributing to the patient safety culture in Saudi Arabia: a systematic review." BMJ Open 10, no. 10 (October 2020): e037875. http://dx.doi.org/10.1136/bmjopen-2020-037875.

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BackgroundPatient safety, concerned with the prevention of harm to patients, has become a fundamental component of the global healthcare system. The evidence regarding the status of the patient safety culture in Arab countries in general shows that it is at a suboptimal level due to a punitive approach to errors and deficits in the openness of communications.ObjectivesTo identify factors contributing to the patient safety culture in Saudi Arabia.DesignSystematic review.MethodsA systematic search was carried out in May 2018 in five electronic databases and updated in July 2020—MEDLINE, CINAHL, Embase, PsycINFO and the Cochrane Database of Systematic Reviews. Relevant journals and reference lists of included studies were also hand-searched. Two independent reviewers verified that the studies met the inclusion criteria, assessed the quality of studies and extracted their relevant characteristics. The Yorkshire Contributory Factors Framework (YCFF) was used to categorise factors affecting safety culture in the included papers.Results14 papers were included and the majority of studies were appraised as being of good quality. Strength and weakness factors that contribute to patient safety culture were identified. Ineffective leadership, a blame culture, workload/inadequate staffing and poor communication are reported as the main factors hindering a positive patient safety culture in Saudi Arabia. Conversely, ‘strength’ factors contributing to a positive patient safety culture included supportive organisational attitudes to learning/continuous improvement, good teamwork within units and support from hospital management for patient safety. There is an absence of patient perspectives regarding patient safety culture in Saudi Arabia.ConclusionPolicymakers in the Saudi healthcare system should pay attention to the factors that may contribute to a positive patient safety culture, especially establishing a blame-free culture, improving communications and leadership capacity, learning from errors and involving patient perspectives in safety initiatives. Further research is required to understand in depth the barriers and facilitators to the implementation of a positive patient safety culture in Saudi Arabia.

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Malik, Romana Fattimah, Martina Buljac-Samardžić, Ihsane Amajjar, Carina G. J. M. Hilders, and Fedde Scheele. "Open organisational culture: what does it entail? Healthcare stakeholders reaching consensus by means of a Delphi technique." BMJ Open 11, no. 9 (September 2021): e045515. http://dx.doi.org/10.1136/bmjopen-2020-045515.

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ObjectivesOpen organisational culture in hospitals is important, yet it remains unclear what it entails other than its referral to ‘open communication’ in the context of patient safety. This study aims to identify the elements of an open hospital culture.MethodsIn this group consensus study with a Delphi technique, statements were constructed based on the existing patient safety literature and input of 11 healthcare professionals from different backgrounds. A final framework consisting of 36 statements was reviewed on inclusion and exclusion, in multiple rounds by 32 experts and professionals working in healthcare. The feedback was analysed and shared with the panel after the group reached consensus on statements (>70% agreement).ResultsThe procedure resulted in 37 statements representing tangible (ie, leadership, organisational structures and processes, communication systems, employee attitudes, training and development, and patient orientation) and intangible themes (ie, psychological safety, open communication, cohesion, power, blame and shame, morals and ethics, and support and trust). The culture themes’ teamwork and commitment were not specific for an open culture, contradicting the patient safety literature. Thereby, an open mind was shown to be a novel characteristic.ConclusionsOpen culture entails an open mind-set and attitude of professionals beyond the scope of patient safety in which there is mutual awareness of each other’s (un)conscious biases, focus on team relationships and professional well-being and a transparent system with supervisors/leaders being role models and patients being involved. Although it is generally acknowledged that microlevel social processes necessary to enact patient safety deserve more attention, research has largely emphasised system-level structures and processes. This study provides practical enablers for addressing system and microlevel social processes to work towards an open culture in and across teams.

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Manley, Kim, Helen O'Keefe, Carrie Jackson, Julie Pearce, and Sally Smith. "A shared purpose framework to deliver person-centred, safe and effective care: organisational transformation using practice development methodology." International Practice Development Journal 4, no. 1 (May 12, 2014): 1–31. http://dx.doi.org/10.19043/ipdj.41.002.

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Background: A shared purpose is an essential part of developing effective workplace cultures and one of the founding principles of practice development in establishing person-centred, safe and effective practices that enable everyone to flourish. Aims and objectives: The paper describes the aims of a piece of work first commissioned in 2011 (Phase 1) to review specialist practice – initially nursing and midwifery – across a large National Health Service trust in England. It then focuses on how this piece of work informed the development of a trustwide, shared purpose framework relevant to all staff, culminating in the strategies, processes and systems being used at individual, team and organisational levels to embed the framework, with the workplace as the main resource for learning. The challenges and successes along the way are highlighted. Methods: Practice development, a complex intervention, is used together with a strong partnership joint appointment model between the trust and the England Centre for Practice Development at Canterbury Christ Church University, to enable a transformational journey of cultural change across the organisation, starting with the creation of a shared purpose framework. Results: Examples from the trust’s workplace programmes are presented to demonstrate how the shared purpose and the skills required for transforming culture are brought to life, enabling a critical mass of people with transformational leadership skills to grow. Conclusions and implications for practice: The strength of this work is underpinned by the partner relationship, which drives the focus of innovative programmes of research, scholarship and continuing professional development so that the local university offers systematic support to the organisational strategic objectives of delivering person-centered, safe and effective evidence informed care. The support is designed to develop these skills, using learning and development strategies that draw on the power of the workplace for active learning, as well as focusing on the outcomes and impact important to service providers. Key messages include: Regardless of the size of any initiative, it is important to establish a shared purpose at the start Collaboration, inclusion and participation principles, and associated practice development methodology, enable a focus on achieving person-centred, safe and effective cultures at organisational and at micro-systems levels Once shared purpose is agreed, ways of working that reflect it also need to be agreed Systems for learning, development, research, innovation and evaluation need to be established that enable shared purposes and values to be embedded in everyday activity

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Moovala, Vijayalaxmi. "A study of employee well-being in the Kingdom of Bahrain." Advances in Social Sciences Research Journal 8, no. 8 (August 11, 2021): 31–40. http://dx.doi.org/10.14738/assrj.88.10537.

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Organisations are investing in employee well-being initiatives, as employees constitute the most important stakeholder group. Employee well-being requires a focused and concentrated approach. The main aim of this study was to assess the importance of employee well-being in organisations in the Kingdom of Bahrain. The study was based on the five domains of employee well-being model [1]. The five domains being the health domain, the work domain, the values/principles domain, the collective/social domain, and the personal growth domain. The study revealed that majority of the participating organisations were focusing more on factors related to physical health and physical safety of their employees than on mental health. Significant factors like pay and rewards, autonomy, job satisfaction, people management policies, professional management, workload distribution, and leadership need improvement when compared to factors like work-life balance, open and inclusive work environment. All these factors relate to the work domain. In the values/principles domain, more participating organisations had a clear mission and objectives, and were investing in training their managers and employees, whereas ethical standards, diversity and inclusion, cultural engagement, corporate governance, corporate social responsibility, dignity at work and mutual trust at the workplace, needs to be given more attention. Very few participating organisations have value-based leadership and a well-being strategy in place. Teamworking, dignity and respect at the workplace were evident in more participating organisations than factors like positive and healthy relationships, employee voice, supportive management style. All these factors contribute to the collective/social domain of employee well-being, In the personal growth domain, performance management and personal development plans, open and collaborative culture, and succession planning were prevalent in more participating organisations than effective utilisation of employees’ skills, coaching and mentoring, resilience training, positive emotional relationships, financial well-being, challenging work , lifelong learning, access to training and creativity. Mid-career review was conspicuous by its absence in all participating organisations. The study reveals that employee well-being in organisations in the Kingdom of Bahrain needs more attention and focus than what is being accorded now.

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Shortland, Susan, and Christine Porter. "Unlocking inhibitors to women's expatriate careers: can job-related training provide a key?" Journal of Global Mobility: The Home of Expatriate Management Research 8, no. 1 (March 9, 2020): 85–105. http://dx.doi.org/10.1108/jgm-10-2019-0051.

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PurposeThe purpose of this study is to examine what job-related training interventions female expatriates seek and can access in order to build necessary knowledge and skills to progress into further career-enhancing expatriate positions.Design/methodology/approachThis study uses a cross-sectional qualitative research approach, drawing upon semi-structured interviews in respect of organisational training practice with 26 current female expatriates and nine human resource, international assignments and training managers in two oil and gas exploration firms.FindingsBudgets, time and travel restrictions and competitive business pressures constrain on-the-job training provision for expatriates. Assignees require specific knowledge and skills ahead of appointment to subsequent expatriate positions. HR personnel believe training provides appropriate knowledge and capability development, supporting women expatriates' career ambitions. Women assignees view training available within their current roles as insufficient or irrelevant to building human capital for future expatriate posts.Research limitations/implicationsLongitudinal research across a wider spectrum of industries is needed to help understand the effects of training interventions on women's access to future career-enhancing expatriation and senior management/leadership positions.Practical implicationsOrganisations should ensure relevant technical skills training, clear responsibility for training provision, transparent and fair training allocation, positive communication regarding human capital outcomes and an inclusive culture that promotes expatriate gender diversity.Originality/valueSet within the framework of human capital theory, this study identifies the challenges that female expatriates experience when seeking relevant job-related training to further their expatriate careers. It identifies clear mismatches between the views of HR and female assignees in relation to the value of job-related training offered and women's access to it.

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Vassie, Claire, Sue Smith, and Kathleen Leedham-Green. "Factors impacting on retention, success and equitable participation in clinical academic careers: a scoping review and meta-thematic synthesis." BMJ Open 10, no. 3 (March 2020): e033480. http://dx.doi.org/10.1136/bmjopen-2019-033480.

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ObjectivesTo examine and synthesise current evidence on the factors that affect recruitment, retention, participation and progression within the clinical academic pathway, focusing on equitable participation across protected characteristics including gender, ethnicity and sexual orientation.DesignScoping review and meta-thematic synthesis.Data sourcesWeb of Science, Google Scholar.Article selectionWe conducted a scoping review of English language articles on factors affecting recruitment, retention, progression and equitable participation in clinical academic careers published in North America, Australasia and Western Europe between January 2005 and April 2019. The most recent and relevant 39 articles were selected for meta-thematic synthesis using detailed inclusion/exclusion criteria.Data extractionThe articles were purposively sampled to cover protected characteristics and career stages and coded for factors related to equitable participation. 17 articles were fully coded. No new themes arose after nine papers. Themes and higher level categories were derived through an iterative consensual process.Results13 discrete themes of factors impacting on equitable participation were identified including societal attitudes and expectations; national and organisational policies, priorities and resourcing; academic and clinical workplace cultures; supportive, discriminatory and compensatory interpersonal behaviours and personal factors related to social capital, finances, competing priorities, confidence and ambition, and orientation to clinical, academic and leadership roles.ConclusionsThe broad and often interconnected nature of these factors suggests that interventions will need to address structural and cultural factors as well as individual needs. In addition to standard good practice on equality and diversity, we suggest that organisations provide equitable support towards early publication success and targeted mentoring; address financial and role insecurity; address the clinical workplace culture; mitigate clinical–academic–personal role conflicts and overload; ensure that promotional structures and processes encourage diverse applicants and promote family-friendly, coherent and transparent national career pathways.

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Bradley, Elizabeth H., Amanda L. Brewster, Zahirah McNatt, Erika L. Linnander, Emily Cherlin, Heather Fosburgh, Henry H. Ting, and Leslie A. Curry. "How guiding coalitions promote positive culture change in hospitals: a longitudinal mixed methods interventional study." BMJ Quality & Safety 27, no. 3 (November 3, 2017): 218–25. http://dx.doi.org/10.1136/bmjqs-2017-006574.

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BackgroundQuality collaboratives are widely endorsed as a potentially effective method for translating and spreading best practices for acute myocardial infarction (AMI) care. Nevertheless, hospital success in improving performance through participation in collaboratives varies markedly. We sought to understand what distinguished hospitals that succeeded in shifting culture and reducing 30-day risk-standardised mortality rate (RSMR) after AMI through their participation in the Leadership Saves Lives (LSL) collaborative.ProceduresWe conducted a longitudinal, mixed methods intervention study of 10 hospitals over a 2-year period; data included surveys of 223 individuals (response rates 83%–94% depending on wave) and 393 in-depth interviews with clinical and management staff most engaged with the LSL intervention in the 10 hospitals. We measured change in culture and RSMR, and key aspects of working related to team membership, turnover, level of participation and approaches to conflict management.Main findingsThe six hospitals that experienced substantial culture change and greater reductions in RSMR demonstrated distinctions in: (1) effective inclusion of staff from different disciplines and levels in the organisational hierarchy in the team guiding improvement efforts (referred to as the ‘guiding coalition’ in each hospital); (2) authentic participation in the work of the guiding coalition; and (3) distinct patterns of managing conflict. Guiding coalition size and turnover were not associated with success (p values>0.05). In the six hospitals that experienced substantial positive culture change, staff indicated that the LSL learnings were already being applied to other improvement efforts.Principal conclusionsHospitals that were most successful in a national quality collaborative to shift hospital culture and reduce RSMR showed distinct patterns in membership diversity, authentic participation and capacity for conflict management.

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Mohelska, Hana, and Marcela Sokolova. "Organisational Culture and Leadership – Joint Vessels?" Procedia - Social and Behavioral Sciences 171 (January 2015): 1011–16. http://dx.doi.org/10.1016/j.sbspro.2015.01.223.

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Muls, Ann, Lisa Dougherty, Natalie Doyle, Clare Shaw, Louise Soanes, and Anna-Marie Stevens. "Influencing organisational culture: a leadership challenge." British Journal of Nursing 24, no. 12 (June 25, 2015): 633–38. http://dx.doi.org/10.12968/bjon.2015.24.12.633.

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Kerr, Ron, Sarah Morgan, and Carolyn Norgate. "Changing organisational leadership culture: focus on values changes culture." Future Hospital Journal 2, no. 3 (October 2015): 185–89. http://dx.doi.org/10.7861/futurehosp.2-3-185.

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Tuan, Luu Trong. "Organisational culture, leadership and performance measurement integratedness." International Journal of Management and Enterprise Development 9, no. 3 (2010): 251. http://dx.doi.org/10.1504/ijmed.2010.037066.

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Basu, Kallol Kumar. "Organisational culture and leadership in ERP implementation." International Journal of Strategic Change Management 6, no. 3/4 (2015): 292. http://dx.doi.org/10.1504/ijscm.2015.075919.

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Bush, Tony. "School leadership and culture: Societal and organisational perspectives." Educational Management Administration & Leadership 49, no. 2 (March 2021): 211–13. http://dx.doi.org/10.1177/1741143220983063.

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El-Kafaf, Siham. "Integrating corporate entrepreneurship with organisational culture through leadership." International Journal of Innovation and Knowledge Management in Middle East and North Africa 6, no. 2 (June 15, 2017): 77–87. http://dx.doi.org/10.47556/j.ijikmmena.6.2.2017.2.

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Dajani, Maha Ahmed Zaki, and Mohamed Saad Mohamad. "Leadership Styles, Organisational Culture and Learning Organisational Capability in Education Industry: Evidence from Egypt." International Journal of Business and Social Research 6, no. 11 (January 2, 2017): 42. http://dx.doi.org/10.18533/ijbsr.v6i11.1022.

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<p>We aim in this study to explore the interaction between three constructs: leadership style, organisational culture, and organisational learning capacity. In addition to that, we investigated the validity of this trio relationship in both public and private Egyptian universities situated in Greater Cairo area. A quota sampling procedure was used to recruit 298 academicians - 186 from public universities and 112 from private universities. Significant correlations were obtained between transformational and transactional leadership style and organisational learning capacity dimensions. However, the moderating effect of organisational culture in the relationship between leadership styles and organisational learning capacity was not reported. Lastly, researchers recommended to Egyptian leaders and decision makers the leadership style and culture type that may enhance the learning capacity in higher education institutes.</p>

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Mansouri, Amna Ali Al, Sanjay Kumar Singh, and Mehmood Khan. "Role of organisational culture, leadership and organisational citizenship behaviour on knowledge management." International Journal of Knowledge Management Studies 9, no. 2 (2018): 129. http://dx.doi.org/10.1504/ijkms.2018.091249.

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Singh, Sanjay Kumar, Mehmood Khan, and Amna Ali Al Mansouri. "Role of organisational culture, leadership and organisational citizenship behaviour on knowledge management." International Journal of Knowledge Management Studies 9, no. 2 (2018): 129. http://dx.doi.org/10.1504/ijkms.2018.10012342.

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Mohamed Alkindi, Ahmed, and John Chandler. "The Impacts of Leadership Styles and Organisational Cultures on Public Innovations in the Emirates." International Journal of Business and Management 13, no. 7 (June 17, 2018): 1. http://dx.doi.org/10.5539/ijbm.v13n7p1.

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The role of national and organisational culture in innovation and the implications for strategy remains a source of professional and academic interest. The purpose of this paper is to investigate how national culture and organisational culture influence the relationship between leadership style and innovation strategy. A quantitative approach is adopted for the research methodology utilising structural equation modelling (SEM) to test the hypotheses and explore the relationships between the observed variables. The findings reveal that leadership styles have distinct relationships with innovation strategies and point to a duality in terms of transformational and transactional leadership and innovation. The relationship between national culture dimensions provides support for the notion of a balanced approach to innovation management. National culture does not appear to be an entirely restraining factor in innovation. The findings indicate that cultural dimensions at national and organisational level overall exert a small moderating effect suggesting that the relationship between leadership style and innovation strategies is not wholly bound by national and organisational culture.

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Anderson, Jane. "An Extended Case Study Exploring the Effects of a Whole School Staff Pilot Wellbeing Programme on Eight Local Authority Primary Schools." International Journal of Systems and Society 2, no. 1 (January 2015): 88–106. http://dx.doi.org/10.4018/ijss.2015010106.

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This paper is a case study about a Local Authority whole school staff pilot wellbeing programme (PWP) based on the reflexive practice (Schon, 1983) journals and records kept by the school staff wellbeing manager (SSWM) who conceptualised, coordinated and implemented the initiative and who is also the author of this paper. The paper is written as a first-person narrative. All identities have been anonymised for ethical reasons. The purpose of the paper is to tell the story of this intervention and how the people involved (author included), and the schools that participated, were affected by their involvement. Also how what was learned from the episode could be usefully put into practise in other schools. Over the past twenty-five years a continual rise in accountancy thinking as applied to education in the form of productivity related outcomes (pupil standardised testing and assessment; Office for Standards in Education (Ofsted) inspection of school standards etc) along with continual pressure to implement latest educational thinking, has contributed to increased demands on school staff. Simultaneously, school leadership and teaching have gradually come to be regarded as highly stressful professions. The PWP was about looking at what people in school could do to help themselves maintain their health and wellbeing on a day to day basis. In particular the focus was on investigating individual perspective and personal accountability and offering opportunities for people to explore and practice methodologies that could support more positive behaviour. The issues across the schools were complex and manifold and the approach in each case was tailored and nuanced according to the emerging needs of the organisation involved. The PWP was important and unique because its scope was fully inclusive of all school staff (professional, support and maintenance) and participation was voluntary. Research had shown that prior to the PWP, school wellbeing interventions had tended to be compulsory and confined only to professional staff. The effects of the PWP intervention are on-going, which was the aim of the work, but some of the methodologies introduced, in particular solutions focus (Rhodes & Ajmal, 204) and appreciative inquiry (Cooperrider & Srivastva, 1987) have in some instances become integrated both individually and collectively in daily practice in school and continue to beneficially shape the culture of these organisations.

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O'Donnell, Victoria Louise. "Organisational change and development towards inclusive higher education." Journal of Applied Research in Higher Education 8, no. 1 (February 1, 2016): 101–18. http://dx.doi.org/10.1108/jarhe-04-2014-0051.

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Purpose – The purpose of this paper is to develop an understanding of the impact of organisational policies around inclusion on individual academic practices, and to develop an understanding of the factors which enable or prevent shifts towards inclusion in higher education learning and teaching. Design/methodology/approach – The paper presents data from the document analysis phase of a larger research project. To achieve an understanding of the complex process of development towards an inclusive higher education culture within one focal university, the research took a qualitative approach, underpinned by a critical realist perspective which acknowledges and demands the investigation of multiple levels of reality. The documentary analysis presented here used a constant comparative technique. Documents were analysed inductively by the project team, leading to the identification of key emergent themes. Findings – Three themes related to the development of an inclusive higher education culture emerged from the analysis of the data. These were: learner empowerment; changing practice through challenging practice; inclusive practice as good practice. The focal university’s vision for an inclusive culture was expressed inconsistently across data sources, and did not provide clear indications of concrete shifts in practice which would be required in order to enact that vision. Originality/value – The data are analysed and discussed through the lens of socio-cultural theory, allowing for a complex understanding to emerge of the ways in which participation in the valued practices of a university community is affected by the influence of policy and strategy.

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Watts, Jenny, Noelle Robertson, and Rachel Winter. "Evaluation of organisational culture and nurse burnout." Nursing Management 20, no. 6 (October 2013): 24–29. http://dx.doi.org/10.7748/nm2013.10.20.6.24.e1113.

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Ole Pors, Niels. "Management tools, organisational culture and leadership: an explorative study." Performance Measurement and Metrics 9, no. 2 (July 4, 2008): 138–52. http://dx.doi.org/10.1108/14678040810906844.

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Oosthuizen, Theuns, and Jeany Lekgenyane. "Organisational Change and the Leadership for a Change Culture." International Journal of Knowledge, Culture, and Change Management: Annual Review 7, no. 9 (2007): 79–90. http://dx.doi.org/10.18848/1447-9524/cgp/v07i09/50423.

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Meurs, Desiree, Adrie Spruijt, and Pieter van Nispen tot Pannerden. "Social return and organisational culture." Journal of Intercultural Management 6, no. 3 (September 1, 2015): 57–71. http://dx.doi.org/10.2478/joim-2014-0019.

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Abstract ‘Social return’ (SR) is a term in the Netherlands that summarises all efforts to integrate people with a mental or physical handicap in the labour market. It is an important political topic because government wants not only an inclusive society but also a decrease of expenditures on social benefits; an important topic for employers, because organisations can profile themselves as socially responsible; and a topic for applied research, finding ways and means of realising the concept. The Rotterdam University of Applied Sciences is mainly involved because of the value of SR for applied research and the development of solutions that work. Several projects have been implemented with third parties, all of them involving students, e.g. through BA graduation research. However, the research also shows that there is no large-scale adoption among entrepreneurs yet. Three problems have been identified: (1) the SR policy currently has many negative side effects; (2) entrepreneurs must recognize that the involvement of employees with a SR indication not only costs money but may also contribute to profits; (3) insufficient attention is paid to finding the proper match between possible employees and suitable jobs (possibly with an adapted working environment). However, ‘social return’ is a feasible concept and the problems may be addressed. At the same time the initial efforts on realising ‘social return’ point at the importance of organisational culture. The main aim of this paper is to show the link between organisational culture and the successful implementation of social return.

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Hechanova, Ma Regina M., Isabel Melgar, Patrick Z. Falguera, and Mario Villaverde. "Organisational Culture and Workplace Corruption in Government Hospitals." Journal of Pacific Rim Psychology 8, no. 2 (December 2014): 62–70. http://dx.doi.org/10.1017/prp.2014.5.

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This study examines corruption attitudes and norms in government hospitals in the Philippines. It tests a culture-building model that advocates communication of desired values, leadership role modelling, employee role modelling, alignment of systems and structures, training and evaluation, and reinforcement. Results reveal components that influence corruption attitudes and norms. Communication predicted individual attitudes or acceptability of corrupt acts. Leadership, systems, and controls predicted the prevalence of corrupt acts. Employee role modelling predicted both acceptability of and the prevalence of corrupt acts. In addition, there is a positive relationship between individual attitudes and organisation norms reinforcing the dyadic relationship between the two.

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Matkó, A., and E. Szűcs. "Examination of leadership in the local authorities in the North Great Plain region." International Review of Applied Sciences and Engineering 2, no. 2 (December 1, 2011): 143–51. http://dx.doi.org/10.1556/irase.2.2011.2.11.

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Abstract This study deals with the leadership attitudes of local authorities in the North Great Plain region. The study is part of a research project dealing with organisational culture. In order to examine the organisational culture, the GLOBE (Global Leadership and Organisational Behaviour Effectiveness) questionnaire was used, which was also applied in the research programme “Compete the World!” at the Corvinus University in Budapest. Koopman, Den Hartog, Konrad et al. (1999) examined the culture variables of 21 European countries, while Brodbeck et al. examined the values of leadership variables in European clusters. This study deals with the examination of the leadership variables of local authorities. No similar examination of local authorities has ever been presented in the Hungarian and international specialised literature.

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Prasetyo, Muhammad Anggung Manumanoso, and Khairul Anwar. "Assessing Organizational Culture: An Important Step for Enhancing the Implementation of Junior High School-Based Pesantren." AL-ISHLAH: Jurnal Pendidikan 13, no. 1 (June 16, 2021): 646–59. http://dx.doi.org/10.35445/alishlah.v13i1.461.

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Pesantren is required to be competitive in the field of science. The presence of the SMP-BP program is one of the efforts to improve science education in Islamic boarding schools. Leadership and culture are essential factors in encouraging the level of organisational management effectiveness. This article aims to deepen knowledge of practices in pesantren culture and its dynamics concerning the effectiveness of pesantren organisations (SMP-BP implementation). The research paradigm is qualitative. Data is obtained through interviews and observations. This research involved pesantren managers consisting of leaders, deputy leaders, and several pesantren teachers in Aceh Tenggara district. This research is necessary because it examines a culture in a practical perspective that visualises and concretises the complexities in Islamic boarding school culture concerning the dynamics of work improvement. The results showed that the formation of pesantren culture is a fundamental principle in creating organisational effectiveness. This study investigates the forms of practice carried out by pesantren managers in increasing organisational effectiveness. Identifying the improvement in the management of pesantren is influenced by the policy factors of the pesantren leadership. Three practices identified in an organisational culture approach are leadership mechanisms, management revitalisation, change commitment, and building organisational culture. The research has implications as material for further studies on strengthening organisational culture both contextually and conceptually on the dynamics of education management.

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Frost, John. "Values based leadership." Industrial and Commercial Training 46, no. 3 (April 1, 2014): 124–29. http://dx.doi.org/10.1108/ict-10-2013-0073.

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Purpose – The purpose of the paper is to explore the power of values based leadership in connecting colleagues and clients to an organisation and in doing so creating sustainable business success. Design/methodology/approach – The paper is based on a model of values based leadership and case study examples of where the model is being successfully used in organisations. Findings – It was found that the organisations cited in the article who are using a values based approach such as Apple and Unilever create a connection with their organisations, that has a significant impact on organisational performance. Originality/value – The paper uses a new model of values based leadership to demonstrate its impact on organisational performance. The different elements of the model are explored using current successful organisational case studies. It will therefore be of value to anyone using or considering a values based approach to developing an exciting and successful leadership culture.

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Lok, Peter, and John Crawford. "The effect of organisational culture and leadership style on job satisfaction and organisational commitment." Journal of Management Development 23, no. 4 (April 2004): 321–38. http://dx.doi.org/10.1108/02621710410529785.

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SOLANKI, KALPANA. "‘To what extent does Amazon.com, Inc success be accredited to its organizational culture and ND Jeff Bezos's leadership style?" Archives of Business Research 7, no. 11 (November 17, 2019): 21–40. http://dx.doi.org/10.14738/abr.711.7366.

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This research aims at finding the answer to the research ‘To what extent does Amazon.com, Inc's success be accredited to its's organizational culture and ND Jeff Bezos's leadership style? This research question is answered by using the concepts of Business management for identifying the organisational culture of Amazon and leadership style od Jeff Bezzo and later identify the role of the corporate culture and leadersip style in the success of Amazon. The secondary research shows that Amazon has an extremenly positive and welcoming organizational culture along with effective leadership style of Jeff bezzo which has led to the success of the company. Organisational culture motivate the human resources of the company to give their best efforts towards excellent customer services and customer satisfaction. The CEO jeff has inculcated a warn culture by injecting his values and used a mix of Authoratirian and democratic leadership style which has led to the success of the company. Human resources are the most important asset of every organisation and the positive organisational culture has contributed to the optimum utilization of the human resource capabilities in Amazon. The research essay end with the finding that the visonary leadership style of Jeff has inducted the long term values in the employees of Amazon. Amazon’s organisational culture can be depicted in the rituals, stories, behavior, communication, style, workplace practices, celebrations and dress code of the employees and management

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Morris, Jonathan Padraig. "Is this the culture of academies? Utilising the cultural web to investigate the organisational culture of an academy case study." Educational Management Administration & Leadership 48, no. 1 (July 24, 2018): 164–85. http://dx.doi.org/10.1177/1741143218788580.

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This paper examines the organisational culture of a comprehensive school that converted to an academy in 2010 by utilising the cultural web model as a tool for analysing an academy’s culture. The case study employs a concurrent mixed-method approach of questionnaires for staff with no responsibility (SNR), focus groups for staff with management responsibility (SMR) and interviews with members of the Senior Leadership Team (SLT). The subsequent results are then discussed in relation to three themes, extracted from the cultural web – ‘student-centric’, ‘staff constraints’ and ‘leadership issues’. The findings from this research successfully demonstrate the model’s ability to afford valuable insight into an academy by offering a depiction of its organisational culture and targets for organisational improvement. In addition, the paper presents a method for the future deployment of the cultural web which enables comparisons of an academy’s subcultures.

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Ion, Georgeta, and Marina Tomàs Folch. "Leadership, Gender and Organisational Culture at Catalonian Universities: Case Studies." International Journal of Learning: Annual Review 16, no. 9 (2009): 331–42. http://dx.doi.org/10.18848/1447-9494/cgp/v16i09/46589.

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Terzioglu, Fusun, Safiye Temel, and Fatma Uslu Sahan. "Factors affecting performance and productivity of nurses: professional attitude, organisational justice, organisational culture and mobbing." Journal of Nursing Management 24, no. 6 (March 29, 2016): 735–44. http://dx.doi.org/10.1111/jonm.12377.

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Scheepers, Caren, Marius Oosthuizen, and Dean Retief. "Area Collaboration at Nedbank: cultivating culture through contextual leadership." Emerald Emerging Markets Case Studies 7, no. 1 (March 21, 2017): 1–33. http://dx.doi.org/10.1108/eemcs-05-2016-0066.

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Subject area Organisational Development, Organisational Behaviour, Leadership Change. Study level/applicability Master of Business Administration, postgraduate studies, middle or senior managers on open programmes. Case overview The case focuses on the dilemma that Douglas Lines, Nedbank’s Divisional Executive for Strategic Business Unit, South Africa, faced when a new sense of urgency was required to cultivate a culture of collaboration in Nedbank to overcome their silo-mentality. Expected learning outcomes Examine the current and recommend the preferred culture of Nedbank to enable collaboration; critically analyse and evaluate the suitability of the current structure recommend restructuring; insight into how contextual leadership contributes to collaboration in organisations; present judgement of strategies in initiating and enhancing collaboration to overcome silo-mentality. Supplementary materials A DVD is available with link and password. Teaching Plan and slides are available. The four learning outcomes are posed as questions for groups to discuss and model answers are provided as well as linking them to relevant literature. Subject code CSS 7: Management Science.

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Arora, Karishma Sethi. "An analysis of organisational culture and its application to planned change, patient safety and medical error reduction." British Journal of Healthcare Management 27, no. 9 (September 2, 2021): 248–54. http://dx.doi.org/10.12968/bjhc.2020.0125.

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This narrative review provides an in-depth analysis of the construct and dimensions of organisational culture in the specific context of healthcare settings. It explores popular frameworks that can be used to identify and facilitate change in organisational culture. Acknowledging the crucial impact of organisational culture on patient safety, this article demonstrates the cultural underpinnings of medical error reduction. The author emphasises the importance of culturally-sensitive implementation of change interventions and advocates for patient safety approaches occurring at systemic and organisational levels, thereby promoting and enriching the development of an organisation's safety culture.

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Parahoo, Sanjai K., Sabiha Mumtaz, and Shaikha Salem. "Modelling organisational innovation in UAE: investigating the love triangle involving leadership, organisational culture and innovation." International Journal of Knowledge Management in Tourism and Hospitality 1, no. 1 (2017): 110. http://dx.doi.org/10.1504/ijkmth.2017.084590.

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Salem, Shaikha, Sanjai K. Parahoo, and Sabiha Mumtaz. "Modelling organisational innovation in UAE: investigating the love triangle involving leadership, organisational culture and innovation." International Journal of Knowledge Management in Tourism and Hospitality 1, no. 1 (2017): 110. http://dx.doi.org/10.1504/ijkmth.2017.10005431.

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Ramadhanti, Tsabitah, Jugindar Singh Kartar Singh, and Janitha Kularajasingham. "Transactional and Transformational Leadership Styles as Predictors of Employee Performance During the Covid-19 Crisis and the Mediating Role of Organisational Culture." Business, Management and Economics Research, no. 72 (June 2, 2021): 39–51. http://dx.doi.org/10.32861/bmer.72.39.51.

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The purpose of this study was to examine the impact of transformational and transactional leadership styles on employee performance. The mediating role of organisational culture was also examined. This quantitative study utilised a survey approach to collect primary data from 165 respondents engaged in the private sector in Jakarta, Indonesia. The data was collected during the Covid 19 pandemic. Structural equation modelling using Smart Pls was used to analyse the data. The data analysis showed that only transformational leadership behaviour had a strong and significant impact on employees’ performance. However, the impact of transactional leadership on employee performance was not significant. In addition, the organisational culture had an indirect effect on employee’s performance. The practical implications suggest that leaders should adopt transformational leadership to inspire and motivate employees. Transformational leaders must develop the inner agility to resolve problems by being open-minded, flexible and adopt best practices. This study provided new insights from the theoretical perspective, and the findings were consistent with the transformational leadership model. From an originality perspective, this study found that organisational culture mediates the relationship between leadership styles on employee performance.

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Journal articles on the topic 'Organisational culture – Inclusive leadership'

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