Relevant bibliographies by topics / The cycle of leadership

Contents

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

Academic literature on the topic 'The cycle of leadership'

Author: Grafiati
Published: 4 June 2021
Last updated: 1 February 2022

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Journal articles on the topic "The cycle of leadership"

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STEWART, L. H. "The World Cycle of Leadership." Journal of Analytical Psychology 36, no. 4 (October 1991): 449–59. http://dx.doi.org/10.1111/j.1465-5922.1991.00449.x.

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Van Wart, Montgomery. "A comprehensive model of organizational leadership: the leadership action cycle." International Journal of Organization Theory & Behavior 7, no. 2 (March 2004): 173–208. http://dx.doi.org/10.1108/ijotb-07-02-2004-b002.

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Muslimin, Muslimin, Yuli Andi Gani, Suryadi Suryadi, and Choirul Saleh. "The Process The Formation of The Collective Leadership on The Corruption Eradication Commission." Journal of Public Administration Studies 006, no. 01 (May 1, 2021): 1–7. http://dx.doi.org/10.21776/ub.jpas.2021.006.01.1.

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This article was written based on the findings of research that examines the process of formation of collective leadership implemented by the Corruption Eradication Commission (Komisi Pemberantasan Korupsi: KPK) in Indonesia during its inception in 2003 until the end of the leadership of Abraham Samad 2015. The results of the study indicate that the KPK's collective leadership was gradually formed through several stages can be identified in 3 development cycles. The first stage is a pioneering cycle that requires prerequisites for the formation of collective leadership in order to operate the leadership mechanism in the KPK's organizational structure. Second, the critical cycle, namely the operational trials of collective leadership that have the opportunity to succeed or fail. This cycle is characterized by collaboration between structures in the collective decision making process. Third, the operational stabilization cycle, is a stage of development that leads to the cohesiveness of KPK members and results in superior level of performance.
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Xu, Yinghui. "Rupturing the cycle: Japan's leadership vacuum." International Journal of Complexity in Leadership and Management 2, no. 3 (2013): 213. http://dx.doi.org/10.1504/ijclm.2013.057551.

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West, Brenda. "Rapid cycle improvement." Nursing Management (Springhouse) 43, no. 11 (November 2012): 50–53. http://dx.doi.org/10.1097/01.numa.0000421673.95475.80.

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Winn, Mylon, and Mitchell F. Rice. "Managing life cycle demands through a leadership agenda." International Journal of Public Administration 16, no. 3 (January 1993): 295–324. http://dx.doi.org/10.1080/01900699308524802.

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BOZELL, JEANNA. "Breaking the vicious cycle." Nursing Management (Springhouse) 32, no. 1 (January 2001): 26, 28. http://dx.doi.org/10.1097/00006247-200101000-00011.

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Hussain, Mujahid, Amna Niazi, and Kanwal Iqbal Khan. "Interplay of Leadership Styles, Employees' Performance and Organizational Life Cycle." Global Social Sciences Review IV, no. IV (December 30, 2019): 389–97. http://dx.doi.org/10.31703/gssr.2019(iv-iv).50.

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The study investigates the moderation role of Organizational Life Cycle (OLC) stages on the relationship between leadership styles and employees' performance. The study remained restricted to four basic leadership styles, namely authoritative, democratic, transformational and transactional styles. The findings of the study are (1) OLC stages have no significant impact on the relationship between transformational style and performance employees and on the relationship between transactional style and performance of employees (2) OLC stages have a significant impact on the relationship between authoritative styles and performance employees and on the relationship between democratic leadership styles and performance of employees. Findings can be used in the hiring of new leadership by organizations and in the deciding priorities of leadership development as per the stages of OLC. It is expected that the findings of the study are generalizable due to the size of the sample and the extensiveness of the study.
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KOWALEWSKI, DAVID. "Periphery Revolutions in World-System Perspective, 1821-1985." Comparative Political Studies 24, no. 1 (April 1991): 76–99. http://dx.doi.org/10.1177/0010414091024001004.

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Periphery revolutions from 1821 to 1985 are surveyed in light of the world-system perspective. Theoretical propositions regarding secular trends and cycles are tested for revolutionary activity and success. Revolution is shown to vary with the trends as well as the rhythms—world-leadership cycle and Kondratieff longwaves—of the world system. Although an upward trend in revolutionary activity is observable, no such growth of revolutionary success is evidenced. Revolutionary activity increases during Kondratieff upswings; revolutionary success is more common during the deconcentration phase of the world-leadership cycle. The implications of the findings for world-system stability are discussed.
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Martinelli, Diana, and Elina Erzikova. "Public relations leadership development cycle: A cross-cultural perspective." Public Relations Review 43, no. 5 (December 2017): 1062–72. http://dx.doi.org/10.1016/j.pubrev.2017.09.002.

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Dissertations / Theses on the topic "The cycle of leadership"

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Baray, Alec. "Succession Planning: The Life Cycle of an Employee." The University of Arizona, 2016. http://hdl.handle.net/10150/608312.

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Peer Reviewed by Christina R. Kalel / Edited by Dr. Brandy A. Brown and Romi C. Wittman
Veridian Consumer Services* provides consumers with prescription savings solutions, useful tools and decision support to close the gaps in prescription coverage for the insured, uninsured, and under-insured and their families. This project is Phase One in a study of Veridian’s internal processes and talent management system. The evaluation seeks to gauge Veridian leadership’s knowledge of the talent management life cycle; specifically, knowledge transfer and succession planning. Study results have shown that 83 percent of Veridian Directors and Executives feel the talent management practices at the company are effective. However, executive responses also show clear areas of improvement that are needed in order for the organization to adopt an effective succession planning process. Since this study only looked at one piece of the talent management life cycle, it has some limitations. With that in mind, a conceptual framework is presented for the talent management practices, as well as a process for creating a succession plan for key leadership positions at Veridian.
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Pretorius, Suzaan. "The Effect of Project Types and Project Life Cycle Phases on Leadership Style." Thesis, University of Pretoria, 2019. http://hdl.handle.net/2263/72418.

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With the current trend towards empowered teams, hierarchical company structures are increasingly being replaced by team-based ones. As a result, a shift in the classic understanding of leadership is needed and research on leadership in project management is increasing. Two major concepts have developed in recent years: shared and vertical leadership styles. This thesis reports on the development of a new Model of leadership styles that considers the effect of project types and the project life cycle phases on leadership style (vertical versus shared leadership), and how an appropriate balance between the two styles influences the likelihood of project management success. A web-based questionnaire yielded 313 complete responses and the data was analysed using hypothesis testing. Based on this empirical work and relevant literature, a novel Model is proposed. The Model explains how project types and life cycle phases influence the appropriateness of different leadership styles, and it guides the practitioner to selecting appropriate leadership styles for specific situations. Recommendations for furthering the model are discussed.
Thesis (PhD)--University of Pretoria, 2019.
NRF
Graduate School of Technology Management (GSTM)
PhD (Project Management)
Unrestricted
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SILVA, CRISTINA TRENCHER DA. "THE INFLUENCE OF LEADERSHIP AT MATURING PHASE OF ORGANIZATIONAL LIFE CYCLE: THE INFLUENCE OF THE DECISION MAKER LEADERSHIP PROFILE ON THE PERFORMANCE ORGANIZATION IN MATURING STAGE." PONTIFÍCIA UNIVERSIDADE CATÓLICA DO RIO DE JANEIRO, 2015. http://www.maxwell.vrac.puc-rio.br/Busca_etds.php?strSecao=resultado&nrSeq=27054@1.

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A confirmação de que existe uma relação positiva entre o estilo de liderança e o desempenho organizacional não é uma unanimidade nos trabalhos do tema, mas a maioria das pesquisas enfatiza que líderes transformacionais, colaborativos e participativos são fundamentais para o sucesso de uma organização. Para aprofundar a questão este trabalho analisa a influência do estilo de liderança nas decisões tomadas durante o ciclo de vida de uma organização considerando: (a) os ciclos de vida organizacional, (b) as características liderança que os tomadores de decisão possuem e expressam, e (c) indicadores de desempenho. Foi realizado um estudo longitudinal combinando uma abordagem qualitativa e quantitativa para analisar duas pequenas empresas familiares cariocas do comércio varejista, escolhidas segundo conveniência e acessibilidade. Os casos selecionados focaram em empresas na fase de amadurecimento segundo o modelo de Greiner (1998) na quais foram aplicados questionários elaborados a partir dos pilares de liderança situacional de Bass (1990) e com base nas questões de Pillai et al. (1999). Concluímos que existe um indicativo de relação positiva entre estilo de liderança do tomador de decisão e o desempenho, e que a liderança transformacional da empresa B em média gerou melhores resultados do que na empresa A com uma liderança transacional. Por fim, o estudo sugere também que um estilo de liderança transformacional que se sobrepõe a um estilo liderança transacional apresenta ser no estágio de amadurecimento das empresas um diferencial para o resultados alcançados.
The confirmation that there is a positive relationship between leadership style and organizational performance is no unanimity in the field, but most researches emphasizes that transformational, collaborative and participatory leaders are critical to the success of an organization. To examine the question this dissertation analyzes the influence of leadership style on the decisions made during the life cycle of an organization considering: (a) the organizational life cycles, (b) the characteristics of leadership that decision makers have and express, and (c) performance indicators. A longitudinal study was carried out by combining a qualitative and quantitative approach to analyze two small Rio de Janeiro family businesses in the retail trade, chosen according to convenience and accessibility. The selected cases focused on companies in their maturing stage according to Greiner s model (1998) which we reapplied questionnaires designed from the situational leadership pillars of Bass (1990) and based on the questions of Pillai et al. (1999). The conclusions were that there is a positive relationship between leadership style of the decision maker and performance, and that the transformational leadership of the company B on average generated better results than the company A with a transactional leadership. Finally, the study also suggests that a transformational leadership style that overlaps a transactional leadership one, seems to be a differential to the organizational results.
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MARJOT, Cédric, and JOU-YEN (VERNA) LU. "Creative Process and Product Life Cycle of High-Tech Firms." Thesis, University of Kalmar, Baltic Business School, 2008. http://urn.kb.se/resolve?urn=urn:nbn:se:hik:diva-351.

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Given the context of globalization and growing competition, we assist at a reduction of the product life cycle and at a rapid diffusion of creations and innovations. To respond to the fast changing customers’ demand and to reinforce their market position, firms shall design an effective creative process offering superior customer value and insuring their future in the long term.

First of all, after an explanation of the differences between creativity and innovation, the creative process of high-tech firms in terms of actors involved, resources allocation, leadership and management of creative people will be depicted. Secondly, the creative destruction process and some of the inherent obstacles and risks of the creative process will be addressed. Thirdly, the concepts of Technology Life Cycle (TLC) and Product Life Cycle (PLC) will be developed.

Within this thesis, our ideas are presented and justified through three methodologies: Literature Review, case study and interview. We mainly used the cases of Hewlett-Packard (HP) and France Telecom Orange (FTO) to backup our argumentation.

We conceptualized the creative process and we highlighted the connections between the creative process and the Product Life Cycle. With the help of two other small cases study (Nintendo and Apple), we emphasized the downward trend of high-tech products’ lifecycle in the long run. Ultimately, four practical recommendations are given to leaders from high-tech industries and directions to deeper research this topic are advised.

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Wiseman, Denise Estelle. "Midlevel Nonclinical Healthcare Leaders' Awareness of Leadership Competence." ScholarWorks, 2017. https://scholarworks.waldenu.edu/dissertations/3852.

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Effective leadership in healthcare improves the patient experience. Self-awareness drives leadership development, competence, and, in turn, leader effectiveness. The problem addressed by this study was the absence of knowledge regarding how healthcare leaders develop awareness of their leadership strengths and weaknesses: their competence. The purpose of this postintentional phenomenological study was to explore how healthcare leaders develop this awareness. Twelve midlevel nonclinical healthcare leaders from 3 hospitals in the Pacific Northwest region of the United States shared their experiences during semistructured interviews. Participants and their organizations contributed supporting documentation of competence and performance expectations. Following Vagle's postintentional process, data were reviewed holistically and then in detail in multiple iterations. A reflective plan, including a postreflective statement, created prior to data collection and reviewed throughout the study, elevated and abated researcher bias and potential for influence. This plan also served to question the emerging themes and contributed to the trustworthiness of the study. In response to the research question, the necessity of honest and constructive feedback and use of self-reflection to elevate understanding of leadership competence emerged. The shared participant experiences elevated five feedback mechanisms of greatest value: quantifiable results, person-person, recognized capabilities, environmental/relational, and self. Adoption of recommendations for practice, such as an improvement of performance-evaluation processes or the development of a feedback culture, could contribute to social change through the development of effective healthcare leaders. Honest and constructive feedback, with reflection, contributes to gained awareness and identification of developmental needs.
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Moon, Joan Lucille. "Effect of a Computer-based Multimedia Educational Module on Knowledge of the Menstrual Cycle." Bowling Green State University / OhioLINK, 2007. http://rave.ohiolink.edu/etdc/view?acc_num=bgsu1193691367.

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Johansson, Victor, Villiam Sederblad, and Viktor Ohlsson. "Den Innovativa Organisationen : Entreprenöriellt ledarskap i förvaltande företag." Thesis, Linnéuniversitetet, Institutionen för organisation och entreprenörskap (OE), 2014. http://urn.kb.se/resolve?urn=urn:nbn:se:lnu:diva-36043.

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This study sheds light on the firm-lifecycle and the impact of leadership and how itdevelops negatively when the entrepreneurial firm becomes administrative andmanagerial. The ambivalent fact is that the firm, when growing in size, need to becomemore managerial, though without undermining the previously entrepreneurial mind-setthat pervade the organization. The term corporate entrepreneurship has emerged andcomprises that the firm can continue to be entrepreneurial in the managerial stage. Thatis to resume the firm’s work to keep innovative. The article seeks to find out how theleadership can be adapted for the firm to stay innovative through the managerial stage.
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Smith, Rebecca Jane. "Facilities Management: How Public Leadership is Responding to Crisis." Scholar Commons, 2017. http://scholarcommons.usf.edu/etd/7089.

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This research presents the results of a qualitative and quantitative investigation to understand the challenges of public sector facilities management and maintenance to include the negative impact of deferred maintenance, it’s history, the current industry practices and the potential to reverse the negative impact of the current trend. History has been known to speak loudly, and with accuracy relative to the expansion of public facilities and the challenge to maintain them. The challenge to keep pace with the growing population and the ever-changing requirements for contemporary designs are felt in every sector of our public facilities. Regardless, we, the public trust that those responsible are managing these assets effectively and efficiently. Research indicates that this doesn’t appear to be the case. This study serves as a measurement against the historical performance of public facilities management practice. There have been decades of growth in public assets. During that time, innovation within operational practice and technology offer new opportunities for organizations to address issues of efficiency that translate directly in a measure of effectiveness. Given the continued outcry for additional funding, it seems that there are challenges that continue to exist despite the innovation offered. This study focuses on those challenges. Further analysis, based on successful models of public facilities management, provides insights as to what practices, if adopted, may drive the lesser achieving programs toward greater effectiveness. This paper also includes the results of a study that focuses on the current practices of public facilities management programs. The intent is to identify elements that either support or detract from efficiently operated, effective facilities departments. Given the nature of this industry, both objective and subjective elements were addressed. Objectively the organizational hierarchy and the associated communications pathways were identified. Subjectively, the lifecycle of the facilities mission was dissected and discussed throughout an interview process. Fifteen specified data points were addressed, which included questions related to accountability, effective communication, data driven program development, allocation of resources, documentation of work performed, continuous training and education and the use of technology. In order to reverse the declining momentum, we must first identify the most common areas that challenge facilities managers and understand how they currently address those challenges. This research will address the following questions: What do facilities managers perceive to be the greatest obstacles to ensuring their facilities are properly maintained? What factors do facilities mangers perceive to be the greatest challenge to ensuring sufficient resources are allocated to current maintenance? To what degree do facilities managers perceive that more effective communications would positively impact the effectiveness of facilities management and maintenance. The results of this research presents a comprehensive understanding of the challenges that face public sector facilities leadership teams, the history and creation of excessive deferred maintenance and finally, future opportunities that identifies best practices and presents an artifact that reflects a means to resolve those deficiencies identified within the current facilities management environment.
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Silva, Filipa Pires Duarte da. "Leadership competencies in the requirements phase of IS/IT development projects." Doctoral thesis, Instituto Superior de Economia e Gestão, 2016. http://hdl.handle.net/10400.5/11634.

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Doutoramento em Gestão
While the successful implementation of an Information Systems/Information Technology (IS/IT) project is widely recognised as being a key research topic, yet recent surveys continue to show significant failure rates. Inadequate requirements management together with inadequate project management have frequently been identified as the principal causes of failure. As a result, the requirements phase has been considered to be one of the most critical phases of the IS/IT project life cycle, especially in relation to software development projects, where new systems must be defined. Moreover, a review of the literature suggests that management leadership is considered to be one of the most important factors in team, project and organisational effectiveness. Management leadership is regarded as being a vital factor in achieving project success, namely in the field of IS/IT. Further research acknowledges that leadership effectiveness may depend on contingency factors, such as the project type, or the project life cycle phase. However, few studies have focussed on the impact of leadership along the software project life cycle, and the literature review found no study that focusses on any particular phase. This is surprising, as the literature suggests that each phase has specific characteristics which are distinguishable by the activities that must be performed. Thus, this research study aims to integrate all these elements within a framework, through a multiple case study using exploratory research. Therefore, this framework will identify which leadership competencies are considered to be relevant to the requirements phase of software development projects’ life cycle. Contingency factors are also be identified and discussed, as well as their impact on the set of identified competencies. Finally, the practical and theoretical contribution of the results are presented, as well as new insights into the requirements and leadership research streams.
O estudo da gestão de projetos de Sistemas e Tecnologias de Informação (SI/TIs) é largamente reconhecido como um tópico de investigação atual e relevante. No entanto, estudos empíricos recentes continuam a demonstrar um elevado nível de falhas no processo. Algumas das principais causas mais frequentemente identificadas envolvem a gestão inadequada de requisitos, bem como práticas inadequadas ao nível da gestão global do projeto. Assim, não é surpreendente que a fase que envolve as atividades dos requisitos seja considerada como uma das mais criticas fases de todo o ciclo de vida dos projetos de SI/TI, nomeadamente dos projetos de desenvolvimento de software onde se define um novo sistema a implementar. Para além disso, a revisão da literatura sugere que a liderança é considerada como um dos fatores mais importantes para a obtenção de eficácia das equipas, dos projetos e ainda das organizações. A liderança da gestão é considerada como um fator vital na obtenção do sucesso do projeto, nomeadamente na área dos SI/TIs. Adicionalmente, a literatura reconhece que a eficácia da liderança depende de fatores contingenciais, tais como o tipo de projeto ou a fase do ciclo de vida a que se aplica. No entanto, apenas uma pequena parte desses estudos focam o impacto da liderança ao longo do ciclo de vida do projeto. Surpreendentemente, não foi encontrado nenhum estudo que foque alguma fase em particular, mesmo considerando que a literatura sugere que diferentes fases têm características e atividades que as distingue das demais. Assim, este projeto de investigação pretende explorar a integração de todos estes elementos num quadro de análise comum, através da execução de múltiplos casos de estudos. Este quadro de análise pretende identificar quais as competências de liderança relevantes para a execução da fase de requisitos do ciclo de vida de projetos de desenvolvimento de software. Também se pretende explorar os fatores contingenciais que influenciam o conjunto de competências encontradas, bem como compreender a forma como isso se processa. Finalmente, são apresentadas as contribuições teóricas e práticas, e ainda enumerados os tópicos de investigação futura decorrentes dos resultados obtidos.
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Ramirez, Francisco. "Breaking the Cycle for a Better Life: Understanding the Decision-Making Process That First-Generation, Community College Students Experienced When Making College Major and Career Choices." CSUSB ScholarWorks, 2019. https://scholarworks.lib.csusb.edu/etd/824.

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Choosing a college major and career are the most critical decisions that college students make and students are expected to make these impactful decisions early in their academic careers. First-generation, community college students are a group that are especially affected by this early decision process as they require the knowledge and experience to make informed decisions. Their parents often lack the experience to guide them through this process since they are unfamiliar with being a college student and providing the necessary support in this area. These barriers cause stress among these students and inefficiencies in the decisions that they make. Nevertheless, first-generation, community college students are a group that possess a tremendous amount of motivation and determination for reaching their goals regardless of the barriers they encounter. Community colleges and high schools are in a position to create intervention programs that help promote career development at a time when it’s most critical. The aim of this hermeneutic phenomenological study was to understand the decision-making process that first-generation, community college students experienced as they made college major and career choices. The study focused on understanding the factors that influenced students’ college major and career choices. This study found that the factors that influenced students’ college major and career choices were: a desire to break the cycle of poverty for a better life; the desire to set a good example; the desire to become something real; the exposure to knowledge, engaging instructors, and to authentic careers during their educational experience; knowing there is a future; and the support and guidance students received while pursuing their education. Furthermore, students reported that their exposure to knowledge, engaging instructors, and to their authentic careers during their educational experience, as well as the support and guidance they received, helped bolster their level of confidence about reaching their career goals, thus, providing students with a heightened sense of career self-efficacy. Results of this study indicated that having the proper support and guidance, both moral and financial, influenced the choices that they made related to their college majors and careers. Being confident about reaching a career goal gave students the determination and resiliency to keep moving forward in their academic path. Participants described their major and career choice process as confronting unclear futures with determination and resilience; encountering and overcoming financial barriers; being stressful; and as a process of searching. This new knowledge that emerged as a result of this study will assist counselors in utilizing effective counseling approaches in order to maximize the assistance provided to first-generation, community college students based on their actual career development needs. The study results will also help in directing the development of intervention programs focused on career development at community colleges and pre-collegiate institutions.
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Books on the topic "The cycle of leadership"

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Tichy, Noel M. The Cycle of Leadership. New York: HarperCollins, 2002.

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C, Muller Christopher, ed. Four-dimensional leadership: The individual, the life cycle, the organization, the community. Upper Saddle River, N.J: Pearson/Prentice Hall, 2005.

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Nancy, Cardwell, ed. The cycle of leadership: How great leaders teach their companies to win. New York: HarperBusiness, 2002.

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Nancy, Cardwell, ed. The cycle of leadership: How great leaders teach their companies to win. New York, NY: HarperBusiness, 2004.

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Barbarians to bureaucrats: Corporate life cycle strategies : lessons from the rise and fall of civilizations. New York: C.N. Potter, 1989.

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Brezis, Elise. Leapfrogging: A theory of cycles in national technological leadership. Cambridge, MA: National Bureau of Economic Research, 1991.

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Corporate governance and organization life cycle: The changing role and composition of the board of directors. Amherst, NY: Cambria Press, 2009.

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The way of the warrior. Madison, Conn: Market Power Institute, 1994.

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Overcoming cycles of violence in Rwanda: Ethical leadership and ethnic justice. Lewiston: Edwin Mellen Press, 2010.

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Wallis, Joe. Market failure, government failure, leadership and public policy. New York: St. Martin's Press, 1999.

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Book chapters on the topic "The cycle of leadership"

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Perkins, Kathleen Miller. "The Transformational Cycle." In Leadership and Purpose, 141–58. Abingdon, Oxon ; New York, NY : Routledge, 2019.: Routledge, 2019. http://dx.doi.org/10.4324/9780429265952-13.

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Modelski, George, and Sylvia Modelski. "Britain’s Second Cycle." In Documenting Global Leadership, 235–318. London: Palgrave Macmillan UK, 1988. http://dx.doi.org/10.1007/978-1-349-10227-3_6.

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Modelski, George, and William R. Thompson. "The Long Cycle of World Leadership." In Seapower in Global Politics, 1494–1993, 97–132. London: Palgrave Macmillan UK, 1988. http://dx.doi.org/10.1007/978-1-349-09154-6_5.

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Pittino, Daniel, Francesca Visintin, and Cristiana Compagno. "Co-leadership and Performance in Technology-Based Entrepreneurial Firms." In Entrepreneurship and the Industry Life Cycle, 91–106. Cham: Springer International Publishing, 2018. http://dx.doi.org/10.1007/978-3-319-89336-5_5.

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Russell, Eric J. "The Guardian’s Cycle of Trust." In In Command of Guardians: Executive Servant Leadership for the Community of Responders, 91–100. Cham: Springer International Publishing, 2019. http://dx.doi.org/10.1007/978-3-030-12493-9_10.

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Belhaj, Hanene, and Dorra Larbi. "Business Cycle Forecasts and Futures Volatility." In Leadership, Innovation and Entrepreneurship as Driving Forces of the Global Economy, 713–20. Cham: Springer International Publishing, 2016. http://dx.doi.org/10.1007/978-3-319-43434-6_63.

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Bryson, John M. "Strategic Planning and the Strategy Change Cycle." In The Jossey&;#x02010;Bass Handbook of Nonprofit Leadership and Management, 240–73. Hoboken, NJ, USA: John Wiley &;#38; Sons, Inc., 2016. http://dx.doi.org/10.1002/9781119176558.ch9.

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Modelski, George. "Characteristics of World Leadership." In Long Cycles in World Politics, 217–33. London: Palgrave Macmillan UK, 1987. http://dx.doi.org/10.1007/978-1-349-09151-5_10.

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Amillano, Alejandro, Josune Baniandrés, and Leire Gartzia. "Integral Human Development Through Servant Leadership and Psychological Androgyny." In Virtuous Cycles in Humanistic Management, 57–75. Cham: Springer International Publishing, 2019. http://dx.doi.org/10.1007/978-3-030-29426-7_4.

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Boersma, Henri J., Tiffany I. Leung, Rob Vanwersch, Elske Heeren, and G. G. van Merode. "Optimizing Care Processes with Operational Excellence & Process Mining." In Fundamentals of Clinical Data Science, 181–92. Cham: Springer International Publishing, 2018. http://dx.doi.org/10.1007/978-3-319-99713-1_13.

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AbstractHealthcare transformation is necessary to address rising costs of care. Operational Excellence can optimize care processes and create more value for each patient with the same resources. Operational Excellence uses different optimization tools in a continuous improvement (DMAIC-)cycle to optimize processes. In this regard, process mining can play an important role in discovering, analyzing and controlling care processes by making use of available data. Additionally, understanding the type of care process and care organization is important in order to choose the right Operational Excellence approach. Operational Excellence also includes a combination of leadership and work design (sociotechnical systems) which improves the success of process optimizations.
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Conference papers on the topic "The cycle of leadership"

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Thomas, Frank B. "Leadership, the development cycle, maturity & power." In the 18th annual ACM SIGUCCS conference. New York, New York, USA: ACM Press, 1990. http://dx.doi.org/10.1145/99186.99270.

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"Building Leadership for Life Cycle Business Transition by Hybrid Innovation." In 2009 42nd Hawaii International Conference on System Sciences. IEEE, 2009. http://dx.doi.org/10.1109/hicss.2009.98.

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Mishra, Harekrishna. "Managing Leadership in a Systems Acquisition Life Cycle: A Strategic Framework." In 2006 IEEE International Engineering Management Conference. IEEE, 2006. http://dx.doi.org/10.1109/iemc.2006.4279823.

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Munro, H. "Reducing product development cycle time by increasing information velocity." In Innovation in Technology Management. The Key to Global Leadership. PICMET '97. IEEE, 1997. http://dx.doi.org/10.1109/picmet.1997.653473.

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Sutresna, Nina. "Women Athletes Endurance and Menstruation Cycle; Pre-Menstruation, 2nd day of Menstruation and 5th Day of Menstruation." In 6th International Conference on Educational, Management, Administration and Leadership. Paris, France: Atlantis Press, 2016. http://dx.doi.org/10.2991/icemal-16.2016.69.

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Masini, A., and P. Frankl. "A dynamic life-cycle analysis of photovoltaic industry: future scenarios and technological innovations for large scale diffusion of solar energy systems." In Innovation in Technology Management. The Key to Global Leadership. PICMET '97. IEEE, 1997. http://dx.doi.org/10.1109/picmet.1997.653325.

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Yusriana, Rizqi, Nurdin Bukit, and Ely Djulia. "The Effect Of Guided Inquiry Learning Model on Student’s Science Process Skills and Cognitive Ability About Water Cycle in Elementary School." In Proceedings of the 4th Annual International Seminar on Transformative Education and Educational Leadership (AISTEEL 2019). Paris, France: Atlantis Press, 2019. http://dx.doi.org/10.2991/aisteel-19.2019.13.

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Gray, Kimberly, John Vienna, and Patricia Paviet. "Overview of the U.S. Department of Energy Advanced Waste Forms Development." In 2018 26th International Conference on Nuclear Engineering. American Society of Mechanical Engineers, 2018. http://dx.doi.org/10.1115/icone26-81017.

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In order to maintain the U.S. domestic nuclear capability, its scientific technical leadership, and to keep our options open for closing the nuclear fuel cycle, the Department of Energy, Office of Nuclear Energy (DOE-NE) invests in various R&D programs to identify and resolve technical challenges related to the sustainability of the nuclear fuel cycle. Sustainable fuel cycles are those that improve uranium resource utilization, maximize energy generation, minimize waste generation, improve safety and limit proliferation risk. DOE-NE chartered a Study on the evaluation and screening of nuclear fuel cycle options, to provide information about the potential benefits and challenges of nuclear fuel cycle options and to identify a relatively small number of promising fuel cycle options with the potential for achieving substantial improvements compared to the current nuclear fuel cycle in the United States. The identification of these promising fuel cycles helps in focusing and strengthening the U.S. R&D investment needed to support the set of promising fuel cycle system options and nuclear material management approaches. DOE-NE is developing and evaluating advanced technologies for the immobilization of waste issued from aqueous and electrochemical recycling activities including off-gas treatment and advanced fuel fabrication. The long-term scope of waste form development and performance activities includes not only the development, demonstration, and technical maturation of advanced waste management concepts but also the development and parameterization of defensible models to predict the long-term performance of waste forms in geologic disposal. Along with the finding of the Evaluation and Screening Study will be presented the major research efforts that are underway for the development and demonstration of waste forms and processes including glass ceramic for high-level waste raffinate, alloy waste forms and glass ceramics composites for HLW from the electrochemical processing of fast reactor fuels, and high durability waste forms for radioiodine.
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Saragih, Irma Handayani, Fauziyah Harahap, and Tumiur Gultom. "The Effect Of Group Investigation and Learning Cycle Models Towards Students Science Process Skill On Environmental Pollution Topics For Grade VII Students MTs Nurul Huda Medan Academic Year 2016/2017." In Proceedings of the 3rd Annual International Seminar on Transformative Education and Educational Leadership (AISTEEL 2018). Paris, France: Atlantis Press, 2018. http://dx.doi.org/10.2991/aisteel-18.2018.10.

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Serban, Octavian. "Multilevel Upgrade of the Knowledge Economy Pyramid Model - The Correlation between Productivity and Competitiveness, and Impact on the Standard of Living." In International Conference Innovative Business Management & Global Entrepreneurship. LUMEN Publishing, 2020. http://dx.doi.org/10.18662/lumproc/ibmage2020/56.

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This work is describing the process of knowledge in the socio-economic global context, a pledge of the Endogenous Growth Theory extrapolated at macroeconomic level. There is a direct correlation between increased value of knowledge, improved productivity, increased competitiveness and enhanced welfare. A threefold approach of knowledge environment is consisting of scientific perspective, strategic perspective, and capacity building perspective. At the end of the process, the outcome is a higher standard of living for the individuals who contribute to the value creation of knowledge. Multilevel upgrading of the KEP model is a logical framework of generating value through the use of knowledge. The cycle is completed only when all the levels are acquired, from bottom to the top, and all the correlations are in place. The active role of the stakeholders determines the outputs and the outcomes of the knowledge system created. Once the standards of living are enhanced, the cycle is starting again from the bottom, but on a superior premise. Basically speaking, multilevel upgraded KEP model is an on-going knowledge process where innovation, creativity, leadership, and entrepreneurship, are reliable tools to achieve the welfare of the population. Today, the accent of the competition is moved from the vertical fields or sectors in the economy, such as manufacturing or retailing, agriculture or transportation, to horizontal functionalities, such as innovation, creativity, leadership, or entrepreneurship. The most adapted economies to this transformation will succeed to take advantage of competitiveness.
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Reports on the topic "The cycle of leadership"

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Brezis, Elise, Paul Krugman, and Daniel Tsiddon. Leapfrogging: A Theory of Cycles in National Technological Leadership. Cambridge, MA: National Bureau of Economic Research, October 1991. http://dx.doi.org/10.3386/w3886.

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Fiedler, Fred E. Leadership Experience and Leadership Performance. Fort Belvoir, VA: Defense Technical Information Center, January 1994. http://dx.doi.org/10.21236/ada392368.

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Johnson, Ronald D. Leadership. Fort Belvoir, VA: Defense Technical Information Center, April 2003. http://dx.doi.org/10.21236/ada415336.

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Aleinikov, Andrei G. Leadership Innovations. Fort Belvoir, VA: Defense Technical Information Center, April 1993. http://dx.doi.org/10.21236/ada283133.

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Oberlander, David M. Negative Leadership. Fort Belvoir, VA: Defense Technical Information Center, March 2013. http://dx.doi.org/10.21236/ada589886.

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Stanley, Philip W. Understanding Leadership. Fort Belvoir, VA: Defense Technical Information Center, February 2011. http://dx.doi.org/10.21236/ada543743.

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Kaplan, Robert. Forceful leadership and enabling leadership: you can do both. Center for Creative Leadership, 1996. http://dx.doi.org/10.35613/ccl.1996.2007.

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Sweatt, B. O. Leadership as Teachership. Fort Belvoir, VA: Defense Technical Information Center, January 1997. http://dx.doi.org/10.21236/ada328187.

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Hickey, James B. Objective Force Leadership. Fort Belvoir, VA: Defense Technical Information Center, April 2003. http://dx.doi.org/10.21236/ada415335.

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Magee, Roderick R., and II. Strategic Leadership Primer. Fort Belvoir, VA: Defense Technical Information Center, January 1998. http://dx.doi.org/10.21236/ada430467.

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