Relevant bibliographies by topics / Role leadership

Contents

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

Academic literature on the topic 'Role leadership'

Author: Grafiati
Published: 4 June 2025
Last updated: 23 June 2025

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Journal articles on the topic "Role leadership"

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Nasseef, Mohammed. "The Role of Administrative Leadership in Supporting Culture of Quality and Excellence Based on Kaqa Excellence Model: An Implementation Study." Journal of Business and Management Studies 4, no. 1 (2022): 91–106. http://dx.doi.org/10.32996/jbms.2022.4.1.12.

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Based on the King Abdullah Quality Award (KAQA) excellence model, this study seeks to understand management leadership's role in supporting quality and excellence. The study applied in Saudi Electricity Company, estimated to have (33957) employees in all Saudi Arabian branches (KSA). The current study used a constructed questionnaire with 32 items spanning six dimensions. The first dimension assesses management leadership's role in determining the company's strategic direction, while the second assesses management leadership’s role in monitoring the management system and institutional performance. On the other hand, the third dimension is about the enhancement of the relationship with all in concern. The fourth dimension aims to assess management leadership's role in promoting a company culture of quality, excellence, and innovation. The fifth dimension is the measurement of a management leadership role in implementing governance and social responsibility. The last dimension is the measurement of a management leadership role in managing changes, risks, and crises. The current study found statistically significant differences between participants in an administrative leadership role in monitoring, reviewing management system, and institutional performance. Thus, the organization should evaluate administrative leadership's role in management. Administrative leadership also fosters quality, excellence, and creativity. This demonstrates the need for leadership to review, develop, and improve the company's strategic direction.
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Bahtiar Sulistyan, Riza, Abdul Aziz Safii, and Murtini. "THE ROLE OF EMPLOYEE ENGAGEMENT IN BRIDGING THE ROLE OF LEADERSHIP TO WORK DISCIPLINE." Bulletin of Management and Business 5, no. 1 (2024): 82–96. http://dx.doi.org/10.31328/bmb.v5i1.308.

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In this study, conducted at PT Chery Indonesia and PT Handal Indonesia Motor, the relationship between Employee Engagement, Leadership, and Work Discipline in the Automotive sector was investigated. Leadership's pivotal role in enhancing employee engagement, which subsequently influences work discipline, was emphasized. Employee engagement also acts as a mediator between leadership and work discipline. Employing a quantitative approach, data analysis was done using SmartPLS, aiming to provide insights for productivity and service quality enhancement in the automotive sector. The research aimed to evaluate Leadership's Impact on Work Discipline and the role of Employee Engagement. All permanent employees at both companies were included in the study, utilizing non-probability sampling with saturated sampling and a total of 73 respondents. Findings revealed leadership's indirect influence on work discipline but a significant positive impact on employee engagement. Moreover, employee engagement positively affected work discipline, suggesting its mediating role between leadership and work discipline. Enhancing leadership may thus improve employee engagement, thereby bolstering work discipline.
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Shuxratovich, Samadov Abdushukur. "THE ROLE OF LEADERSHIP IN BUSINESS." European International Journal of Multidisciplinary Research and Management Studies 4, no. 12 (2024): 151–53. https://doi.org/10.55640/eijmrms-04-12-28.

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This article explores the role of leadership in business, highlighting its importance, key qualities and impact on organizational success. By analyzing recent studies, it teaches how to become effective leadership in the teams. The goal of exploring the importance of leadership in business is to provide with information that can be inspiration for the team. The article will also explain the types of leadership and how to improve these skills. We hope that with this information, you will improve your business. Furthermore, we guarantee that you will not face the problems with leadership in business by finding and making changes to your business through the information provided by us.
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Kumar Gupta, Arunesh. "Role of Leadership in Organisational Development." International Journal of Science and Research (IJSR) 10, no. 2 (2021): 892–93. https://doi.org/10.21275/sr21212204011.

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Prasad, Kalpana. "Maintaining Leadership Role." Psychiatric News 38, no. 23 (2003): 56. http://dx.doi.org/10.1176/pn.38.23.0056.

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Roy, Ken. "Leadership Matters: Leadership’s Role in Elementary Science Safety." Science and Children 60, no. 5 (2023): 8–10. http://dx.doi.org/10.1080/19434812.2023.12290261.

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Roy, Ken. "Leadership Matters: Leadership’s Role in Elementary Science Safety." Science and Children 60, no. 5 (2023): 8–10. http://dx.doi.org/10.1080/00368148.2023.12294591.

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Bogdan, Zhanna. "ROLE LEADERSHIP MODEL: THEORETICAL FOUNDATION AND ROLE QUESTIONNAIRE LEADERSHIP SKILLS." Theory and practice of social systems management, no. 2 (July 10, 2023): 77–90. http://dx.doi.org/10.20998/2078-7782.2023.2.07.

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The article is devoted to the study of the phenomenon of leadership skills from the standpoint of the role approach, as well as the standardization of the role–structure questionnaire of leadership skills. The study is focused on the theoretical substantiation of the role structure of leadership skills and testing the role–structure questionnaire. The study was attended by 236 studied at the age of 18-55 as a psychometric sample. Tested in this study The role– structure questionnaire of leadership skills allows to evaluate the degree of development of leadership skills by the roles of the Negotiator, who performs a communicative function of leadership, a Coach, who performs a didactic function of leadership, a Guide who performs an organizational function of leadership, a Counsellor, who performs the communicative and organizational function of leadership, a Motivator who performs a motivational function of leadership, a Friend who performs an emotional function of leadership. A Director who performs an instrumental and managerial function of leadership and a Team-bilder who performs a team of leadership.
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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.

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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.
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Chua, Shireen Wei Yuin, Peter YT Sun, and Paresha Sinha. "Making sense of cultural diversity’s complexity: Addressing an emerging challenge for leadership." International Journal of Cross Cultural Management 23, no. 3 (2023): 635–59. http://dx.doi.org/10.1177/14705958231214623.

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The growing complexity of cultural diversity within organizations’ workforce today requires leadership to find new organizational approaches to diversity management. Today’s workforce are seeking a different management approach where the staff experience inclusion and belonging whilst contributing to the organization’s purpose. The current organizational approaches to diversity management have not been successful in delivering on the promised outcomes (e.g., creativity and innovation) that leadership seeks. Leadership’s role is critical to developing organizational approaches to diversity management. Cultural inclusion offers leadership today’s approach of managing for inclusion. This paper proposes a conceptual framework that looks at leadership’s role in their organization’s diversity management approach. We identify three dimensions in our conceptual framework that influence leadership in their effort’s for effective diversity management: leadership’s accountability for diversity management; leadership’s approach to diversity management; and leadership’s focus of diversity management. This conceptual framework allows the leadership of organizations to identify their current diversity management approaches by mapping leadership position’s position with the three dimensions to identify leadership’s role in managing their culturally diverse organizations.
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Dissertations / Theses on the topic "Role leadership"

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Carson, Jay Britton. "Internal team leadership an examination of leadership roles, role structure, and member outcomes /." College Park, Md. : University of Maryland, 2006. http://hdl.handle.net/1903/3895.

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Thesis (Ph. D.) -- University of Maryland, College Park, 2006.<br>Thesis research directed by: Business and Management. Title from t.p. of PDF. Includes bibliographical references. Published by UMI Dissertation Services, Ann Arbor, Mich. Also available in paper.
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Threeton, Abel D. "Studies into transforming leadership case studies of the use of transforming leadership principles and practices in Christian families #9 /." Theological Research Exchange Network (TREN) Access this title online, 2005. http://www.tren.com.

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Hess, Clara E. "Trust in Leadership: The Role of Implicit Leadership Theory Congruence." NCSU, 2010. http://www.lib.ncsu.edu/theses/available/etd-03252010-120318/.

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Research on trust has increased in recent years as has research on implicit leadership theory (ILT). However, there is a paucity of research on the relationship between ILT and trust in leadership. The purpose of this research was to investigate three antecedents of trust in leadership; ability, benevolence, and integrity. In addition, I explored how a) leader-follower ILT congruence and b) congruence between follower ILT and their perceptions of leadersâ ILT relevant behaviors relate to ability, benevolence, and integrity. Results are based on a sample of 308 temporary summer camp employees who completed the study questionnaires at two time points. Results indicated that ability, benevolence, and integrity were all related to trust in leadership. Leader-follower ILT congruence was related to ability and benevolence, but not integrity. Congruence between follower ILT and leadersâ ILT relevant behaviors was related to ability and integrity, but not benevolence. This study extended the previous work on trust and ILTs. Implications of the results and future research directions are discussed
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Matys, Lukáš. "Leadership - analýza činnosti vrcholového manažera." Master's thesis, Vysoké učení technické v Brně. Fakulta podnikatelská, 2009. http://www.nusl.cz/ntk/nusl-222389.

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The diploma thesis “The Analysis of the Performance of a Top Manager” is concerned with the analysis of the actual work of people in leader positions of the company structure. The analysis is based on a questionnaire survey and follow-up interviews with a selected group of managers, which made it possible to gain data on the actual work of these people. The analysis and comparison of theoretical approaches and practice lead to conclusions and recommendations related to the training and education of people in management positions.
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Ševčíková, Jana. "Leadership a management." Master's thesis, Vysoké učení technické v Brně. Fakulta podnikatelská, 2016. http://www.nusl.cz/ntk/nusl-241475.

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The master´s thesis entitled „Leadership and Management“ provides not only for a theoretical picture on the issue of leadership and management in general but also a practical view of a company investigated, an undisclosed law firm. The theoretical part will feature some of the basic concepts of the monitored area, especially management, leadership, functions of management, role of management and leadership style. Lessons learned are further applied to the practical part of the thesis and result in recommendations for increased satisfaction both of employees and the entire firm.
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Decker, Robert G. "The transformation of church leadership through an understanding of biblical maleness." Online full text .pdf document, available to Fuller patrons only, 2003. http://www.tren.com.

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Lovings, Erin. "The role of media in teacher's leadership roles and teaching practices." Diss., Connect to online resource, 2005. http://wwwlib.umi.com/cr/colorado/fullcit?p1425753.

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Ho, Joshua. "The Role of Leadership in Employee Performance." Scholarship @ Claremont, 2013. http://scholarship.claremont.edu/cmc_theses/736.

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A motivated workforce is crucial for the success of an organization. Increasing employee performance is a key ingredient to a successful organization. Effective leaders should therefore be able to motivate their subordinates. How can leaders use vision, empowerment, culture, and ethics to increase employee performance main subject of this thesis. “Vision represents a leader's idealized goal that is shared with followers” (Johnson 2009). Strong visions are inspiring, and associated with higher organizational performance. Transformational leadership articulate an appealing vision of the future, challenge followers with high standards, and provide encouragement and meaning for their work (Johnson 2009). Empowerment is an important element that leaders can utilize to increase employee performance in organizations. Empowerment refers to individuals’ self-motivating mechanisms and consists of meaning, competency, self-determination, and impact (Spreitzer, 1995). Employees who are empowered reported high job satisfaction, organizational commitment, and decreased turnover rates (Sparrowe, 1994; Koberg et al., 1999). Ethical leaders are leaders with right values and strong character that set examples for others and withstand temptations (Freeman & Steward 2006). Ethical leadership behavior has been found promote employee attitudes and behaviors and increase task significance, resulting in improved employee performance (Piccolo et al., 2010). “Organizational culture is defined as patterns of shared values and beliefs over time which produces behavioral norms that are adopted in solving problems” (Owens 1987; Schein, 1990). A strong organizational culture inspires, motivate, and enable employees to perform at a high level and work towards a common objective.
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Logie, Nicholas. "The role of leadership in conducting orchestras." Thesis, Open University, 2012. http://oro.open.ac.uk/38069/.

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This thesis examines the leadership role of the orchestral conductor. Conducting is one of the most visible manifestations of leadership in action. Because of this, references to conductor leadership can be found in literature on management and studies into organizational leadership as well as seminars aimed at corporate leadership. However, issues of leadership appear to form only a tangential part of conductor training and development. Compared to the in-depth study of musicianship and gestural technique, leadership appears to be a skill left to ‘on-the-job’ experience and with minimal reference to existing studies and understanding of leadership. In order to explore further the nature of the conductor’s leadership role, a survey of 31 aspiring conductors from eleven different countries forms the original research element of this thesis. The survey is comprised of seven open-ended questions and includes questions on the perceived relevance of leadership in conducting orchestras, role models, leadership metaphors from other disciplines, and exposure to issues of leadership during training. The survey material is analysed and then discussed with reference to established leadership theory. In addition, reference is made to the views of established conductors to be found in openly available interviews. The question that lies at the core of this thesis asks whether leadership skills are relevant to conducting orchestras. And, if so, are there ways in which aspiring conductors can be helped to assimilate these skills? In addition, the investigative nature of the literature review seeks to pull together all the strands of scholarship that find inspiration for other fields from the leadership role of the conductor. The conclusion proposes three elements to understanding conductor leadership: exploring personal authenticity, two theoretical leadership frameworks (conductor leadership continuum and modes of leadership) and practical suggestions for accelerating leadership experience including real-time mentoring and an increased emphasis on the direct interaction between student-conductor and orchestra.
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Govindji, Reena. "The role of wisdom in organisational leadership." Thesis, Aston University, 2015. http://publications.aston.ac.uk/26695/.

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This thesis begins with a review of the literature on wisdom models, theories of wise leadership, and existing wisdom measures. It continues with a review of how the concept of wisdom may add value to existing leadership models, highlighting the need to empirically identify the characteristics of wise leaders and develop a wise leadership measure. A nomological framework for wise leadership is then presented. Based on a review of the wisdom and leadership paradigms, a mixed-methods research design is described for three studies to define the characteristics of wise leadership in organisations; identify specific leadership challenges that might require wise responses; and to develop the wise leadership measure comprising of vignettes. The first study involves critical incident interviews with 26 nominated wise leaders and 23 of their nominators, which led to the identification of nine wise leadership dimensions which include Strong Ethical Code, Strong Judgement, Optimising Positive Outcomes, Managing Uncertainty, Strong Legacy, Leading with Purpose, Humanity, Humility, and Self-Awareness. The second study includes critical incident interviews with 20 leaders about organisational challenges associated with the nine dimensions, to elucidate the wise leadership measure. The third study includes the design of 45 vignettes based on organisational challenges that measure the nine wise leadership dimensions. The measure is then administered to 250 organisational leaders to establish its construct validity, leading to the selection of 18 vignettes forming the final wise leadership measure. Theoretical, methodological and practical implications of this research are then discussed with recommendations for future research.
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Books on the topic "Role leadership"

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Vidyasagar, Shruti, and Poornima Hatti, eds. Leadership and Role Modelling. Springer International Publishing, 2018. http://dx.doi.org/10.1007/978-3-319-69056-8.

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Ogilvie-White, Tanya. Preventing nuclear terrorism: Australia's leadership role. Australian Strategic Policy Institute, 2014.

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Andrew, Ward. The leadership lifecycle: How the leadership role changes over time. Palgrave Macmillan, 2002.

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Pawson, J. David. Leadership is male. Oliver-Nelson, 1990.

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Williams, Leonard. Principals' perceptions of their instructional leadership role. Committee on Publications, Faculty of Education, Memorial University of Newfoundland, 1986.

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Kundell, James E. Leadership in watershed management: The county role. National Association of Counties, 1999.

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Wortman, Robert. Leadership in whole language: The principal's role. Stenhouse Publishers, 1995.

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Williams, Leonard E. Principals' perceptions of their instructional leadership role. Committee on Publications, Faculty of Education, Memorial University of Newfoundland, 1986.

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Wortman, Bob. Leadership in whole language: The principal's role. Stenhouse Publishers, 1995.

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Association, British Deming. The role of the coordinator. SPC Press, 1992.

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Book chapters on the topic "Role leadership"

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Drønnen, Merethe. "The Leader Role." In Positive Leadership. Springer International Publishing, 2022. http://dx.doi.org/10.1007/978-3-031-10816-7_4.

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Lüscher, Lotte S. "The role paradox." In Managing Leadership Paradoxes. Routledge, 2018. http://dx.doi.org/10.4324/9781351019941-6.

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Zapke-Schauer, Gerhard. "Role models." In The Art of Leadership. Gabler Verlag, 2005. http://dx.doi.org/10.1007/978-3-322-89507-3_3.

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Patching, Keith. "Job role." In Leadership, Character and Strategy. Palgrave Macmillan UK, 2007. http://dx.doi.org/10.1057/9780230625426_8.

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Lüscher, Lotte S. "Role paradoxes in practice." In Managing Leadership Paradoxes. Routledge, 2018. http://dx.doi.org/10.4324/9781351019941-7.

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Kaim, Patricia. "Chief Audit Executive's Role." In Internal Audit Leadership. Routledge, 2023. http://dx.doi.org/10.4324/9781003431893-24.

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Andrews, Leighton. "The Ministerial Role: Activism and Agency." In Ministerial Leadership. Springer International Publishing, 2024. http://dx.doi.org/10.1007/978-3-031-50008-4_3.

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Ray, Cassandra A., and Michelle T. Violanti. "A Followership Perspective on Role Modelling and Mentorship." In Leadership and Role Modelling. Springer International Publishing, 2018. http://dx.doi.org/10.1007/978-3-319-69056-8_1.

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Nyanjom, Julie. "Role Modelling and Its Impact on the Self-Development of Academics." In Leadership and Role Modelling. Springer International Publishing, 2018. http://dx.doi.org/10.1007/978-3-319-69056-8_2.

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Coleman, Tanjia M. "Role Modelling as an Alternative to Mentoring for Career Development Outcomes in Organisations." In Leadership and Role Modelling. Springer International Publishing, 2018. http://dx.doi.org/10.1007/978-3-319-69056-8_3.

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Conference papers on the topic "Role leadership"

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Villeneuve, André, and Yamina Bouchamma. "TRANSFORMING DATA INTO ACTION: THE CENTRAL ROLE OF SCHOOL LEADERSHIP." In 19th International Technology, Education and Development Conference. IATED, 2025. https://doi.org/10.21125/inted.2025.0634.

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Sundivakkam, Premanand, Bratati Ganguly, Sriramasundararajan Rajagopalan, and Shashi Singh. "Strategic Value-Driven Medical Affairs: The Leadership Role of Project and Program Management." In 2024 Global Symposium on Leadership and Project Management. Global Symposium on Leadership and Project Management, 2024. http://dx.doi.org/10.52202/075831-0002.

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Costache, Bogdan. "EMPOWERING EDUCATORS THROUGH TECHNOLOGY: THE ROLE OF LEADERSHIP IN EDTECH INTEGRATION." In 19th International Technology, Education and Development Conference. IATED, 2025. https://doi.org/10.21125/inted.2025.1719.

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Ahmadi, Ahmad. "Leadership’s role in business development and organizations competitiveness – Leadership styles and appropriate leadership." In 5th International Conference on New Ideas in Management, Economics and Accounting. Acavent, 2018. http://dx.doi.org/10.33422/5imea.2018.02.50.

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MUSACCHIO, AMELIA. "MEDICINE AND LEADERSHIP ROLE." In IX World Congress of Psychiatry. WORLD SCIENTIFIC, 1994. http://dx.doi.org/10.1142/9789814440912_0283.

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Hvorecky, Jozef. "University leadership and role distribution." In 2017 15th International Conference on Emerging eLearning Technologies and Applications (ICETA). IEEE, 2017. http://dx.doi.org/10.1109/iceta.2017.8102489.

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Kittikunchotiwut, Ploychompoo. "ROLE OF TRANSFORMATIONAL LEADERSHIP AND TRANSACTIONAL LEADERSHIP ON ORGANIZATION INNOVATION." In 48th International Academic Conference, Copenhagen. International Institute of Social and Economic Sciences, 2019. http://dx.doi.org/10.20472/iac.2019.048.027.

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P, Maithili, Sarigha Sriram G, Sivaranjani K, and Sribalaji S. "Role of women in sustainable leadership." In 2023 2nd International Conference on Advancements in Electrical, Electronics, Communication, Computing and Automation (ICAECA). IEEE, 2023. http://dx.doi.org/10.1109/icaeca56562.2023.10200131.

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Mardiningsih, Heni. "The Role of Leadership and Training in Improving Operational Leadership Competences." In Proceedings of the 3rd International Conference on Education Innovation (ICEI 2019). Atlantis Press, 2019. http://dx.doi.org/10.2991/icei-19.2019.39.

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Scott, Michael, Anita Hogg, Glenda Fleming, and Cathy Harrison. "33 Medicines optimisation – the role of an innovation centre." In Leadership in Healthcare 2017. BMJ Publishing Group Ltd, 2017. http://dx.doi.org/10.1136/leader-2017-fmlm.33.

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Reports on the topic "Role leadership"

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Cochran, Amanda, Michael Casserly, Ricki Price-Baugh, Denise Walston, Robin Hall, and Candace Simon. Rethinking Leadership: The Changing Role of Principal Supervisors. Council of the Great City Schools, 2013. http://dx.doi.org/10.59656/el-ls9282.001.

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Cox, Anthony J. Total Quality Operational Leadership: The Role of Total Quality Leadership in Joint Military Operations. Defense Technical Information Center, 1997. http://dx.doi.org/10.21236/ada325243.

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Kim, Seong Eun, Jiyeon Lee, and Kyu-Hye Lee. Millennials� Perspectives on Leadership and Fashion: The Role of Gender. Iowa State University. Library, 2019. http://dx.doi.org/10.31274/itaa.9491.

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Robinson, Michael C. Hindsight Serving Foresight: The Role of History in Strategic Leadership. Defense Technical Information Center, 1998. http://dx.doi.org/10.21236/ada344884.

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Crossan, Mary, Gerard Seijts, Jeffrey Gandz, and Carol Stephenson. Leadership on Trial : A Manifesto for Leadership Development. Richard Ivey School of Business, 2010. http://dx.doi.org/10.5206/iveypub.44.2010.

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Recent books and articles have analyzed the causes of the global financial and economic crisis of 2007-09. Yet little attention has been paid to the quality of leadership in organizations that were at the epicentre of the storm, were victims of it, avoided it or even prospered from it. In the summer of 2009 a multi-disciplinary group of Ivey faculty decided to look at the leadership dimensions of the recent financial and economic crisis. We started by writing a working paper that laid out our preliminary views. We then engaged more than 300 business, public sector and not-for-profit leaders in small and large groups, as individuals and collectives, to get their reaction to this paper and, more generally, to discuss te role that organizational leadership played before, during and after the crisis. We examined leadership not just in the financial sector but also in many other public and private sector organizations that were affected by the crisis. In a sense, we were putting leadership on trial. Our aim in doing this was not to identify and assign blame. Rather, we examined leadership during this critical period in recent history to learn what we could, and use the learning to improve practice in leadership today and the development of next generation leaders. As we analyzed the role of leadership in this crisis we were faced with one major question: "Would better leadership have made a difference?" Our answer is unequivocal: "Yes!" We recognize that many people could argue it is unfair to criticize leaders whose decisions were based on their knowledge of the situation at the time and which only eventually, with the aid of 20/20 hindsight proved bad. We respect this view but we disagree with it. Some business and public sector leaders predicted better than others the bursting of the housing bubble and financial markets turmoil, positioned their organizations to avoid problems, and coped with them skillfully. Their organizations were not badly damaged by the crisis and some even prospered. Some governments and regulatory agencies' control and monitoring systems were superior to those in the U.S., the U.K., Ireland, Spain, Iceland and other countries that had to bail out their banks and other industries. Our evidence supports the conclusion that these companies, these agencies, these governments and these countries had better leadership. Good leadership mattered then and good leadership will matter in the future. We are presenting our conclusions about what good leadership involves in the form of a public statement of principles - a manifesto that addresses what good leaders do, who they are, and how they can be developed in organizations.
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Saggar, Shamit. Reforming higher education for equity: The role of evidence and leadership. Journal of the Australian and New Zealand Student Services Association, 2024. http://dx.doi.org/10.30688/janzssa.2024-2-06.

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Over the past two decades, Australia’s higher education sector has experienced rapid growth, driven by the establishment of the demand-driven funding system for domestic enrolments in 2010 and increased international enrolments. This expansion has led to an increase in both domestic attainment and internationalisation, positioning higher education as a critical sector within the national economy. However, despite this growth, persistent challenges around student equity, leadership, and institutional accountability remain. This article explores how the Bradley Review’s reforms and subsequent policies have shaped student access and equity in Australian universities, with a focus on the limitations of existing programs. It also addresses the need for a renewed focus on evidence-based practices, highlighting how leadership can drive meaningful change in the sector. By examining these key issues, the article contributes to ongoing debates about the role of universities in social mobility and enhancing equitable outcomes.
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Goldring, Ellen, Mollie Rubin, and Mariesa Herrmann. The Role of Assistant Principals: Evidence and Insights for Advancing School Leadership. Vanderbilt University and Mathematica Policy Research, 2021. http://dx.doi.org/10.59656/el-sb1829.001.

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​​​​​​​​​​​​​​​​​​​The number of assistant principals has grown markedly. With some rethinking, the AP role could make more powerful contributions to educational equity, school improvement, and principal effectiveness.
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Loignon, Andy, Diane Bergeron, and Karissa McKenna. Leadership as Conversation: A New Tool to Support Leadership Development. Center for Creative Leadership, 2024. http://dx.doi.org/10.35613/ccl.2024.2057.

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At the Center for Creative Leadership (CCL), our research suggests that leadership is a social process. That is, leadership is neither a matter of one’s inherent traits nor something that’s bestowed based on one’s job title. With leadership as a social process, one way to support leadership development is through conversational analysis, which captures the dialogue that unfolds among individuals as they strive towards shared outcomes. We developed a wearable technology system (i.e., HiFi, which is short for high-fidelity) and are pilot testing this system within one of CCL’s flagship programs – Leading for Organizational Impact (LOI). In the LOI program for executives and senior leaders, HiFi plays a significant role in helping leaders work more effectively across boundaries, increase their self-awareness, and understand how measured behaviors impact their perceived influence and effectiveness. Leaders want concrete actions they can take to improve their leadership skills. Using this innovative technology and evidence-based metrics, CCL provides behavioral insight into how leader conversations directly result in specific outcomes. For example, we can quantify how much a leader’s boundary spanning conversations contribute to the amount of influence they are afforded by their colleagues. Such insight can be a provocative tool that leaders use to enact behavioral change upon returning to their own organizations. In service of better leadership, conversations are a key lever for leader development.
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Filippidou, Anastasia. The Role of Leadership in Transitional States: The Cases of Lebanon, Israel-Palestine. Defense Technical Information Center, 2014. http://dx.doi.org/10.21236/ada611482.

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Still, Bryan C. The Role of Leadership in Self-Synchronized Operations - Implications for the U.S. Military. Defense Technical Information Center, 2003. http://dx.doi.org/10.21236/ada422736.

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