Journal articles: '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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McAllister, Keith. "Speak Truth to Change: Leadership in the Spin Cycle." American Review of Public Administration 36, no. 4 (December 2006): 388–90. http://dx.doi.org/10.1177/0275074006293646.

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Kloppenborg, Timothy J., and Joseph A. Petrick. "Leadership in Project Life Cycle and Team Character Development." Project Management Journal 30, no. 2 (June 1999): 8–13. http://dx.doi.org/10.1177/875697289903000203.

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Jackson, Lynda, and Jennifer Gleason. "Proactive management breaks the fall cycle." Nursing Management (Springhouse) 35, no. 6 (June 2004): 37–38. http://dx.doi.org/10.1097/00006247-200406000-00012.

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Simons, Marj. "The Cycle of Caring." Nursing Administration Quarterly 28, no. 4 (October 2004): 280–84. http://dx.doi.org/10.1097/00006216-200410000-00010.

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Potter, Christopher. "Leadership development: an applied comparison of Gibbs’ Reflective Cycle and Scharmer’s Theory U." Industrial and Commercial Training 47, no. 6 (September 7, 2015): 336–42. http://dx.doi.org/10.1108/ict-03-2015-0024.

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Purpose – The purpose of this paper is to examine two contrasting leadership development methodologies, Reflective Practice and Scharmer’s Theory U. Design/methodology/approach – Gibbs’ Reflective Cycle and Scharmer’s Reflecting Deeply exercise were applied to the same leadership incident on separate days. Findings – Reflective Practice provided helpful insights through focusing on one’s thoughts, feelings and motives during the event, as well as the actions of others and the author’s responses to them. The author found that using Scharmer’s Reflecting Deeply exercise enabled a deeper understanding of the incident to emerge, which also provided new and distinct insights. Research limitations/implications – The main limitation was the case study nature of this exercise; these findings are merely the result of one person’s experiences. Practical implications – To develop rounded leadership skills, leaders can benefit from tapping into all of their resources; these two approaches allow different aspects of one’s intelligence to be accessed, which ought to facilitate greater development. Social implications – Many authors cite a current crisis of leadership, not least of all a perceived failure to tackle the environmental challenges we face. By seeking to develop more intelligent and rounded leaders, leadership itself ought to improve which in turn should help society tackle pressing issues. Originality/value – To the author’s knowledge, a direct comparison of the leadership development methodologies used in this paper has not been previously described. This paper provides useful insights into the practical application of Reflective Practice and Scharmer’s Theory U, which will help inform others seeking to develop as leaders.

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Furlow, Leslie. "Cut the clutter with cycle time reduction." Nursing Management (Springhouse) 34, no. 3 (March 2003): 42–44. http://dx.doi.org/10.1097/00006247-200303000-00017.

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Rachmadhany, Wendhy, Sunardi Sunardi, and Leo Agung. "The Improvement of Students’ Leadership Ethic in Studying History by Using Baratayuda Audio Visual Media." International Journal of Multicultural and Multireligious Understanding 5, no. 2 (April 1, 2018): 41. http://dx.doi.org/10.18415/ijmmu.v5i2.230.

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The purpose of this research is to know the improvement of students’ leadership ethic in studying History after the implementation of Baratayuda Audio Visual Media. The population of this research is XI-Social Science-1 Class of SMAN 1 Pare, Kediri Regency, in academic year 2016/2017, consisted of 39 students. This Classroom Action Research (CAR) is arranged by Pre-test, Cycle-1 and Cycle-2 which consisted by some steps, such like; planning, implementation, observation, and reflection. Collecting the data is by using questionnaire of leadership ethic, interview, and documentation. The method of data analysis in this research is descriptive analysis by comparing the improvement from one cycle to another. The result of the research is showing that: There is an improvement of leadership ethic in studying History after the implementation of Baratayuda Audio Visual media. It is shown by the results as follows; Pre-test indicates that the passing score is about 17, 95%. On Cycle-1 indicates 46, 1% and on Cycle-2 indicates a significant improvement about 71, 83%.

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SHINDUL-ROTHSCHILD, JUDITH. "Life-Cycle Influences on Staff Nurse Career Expectations." Nursing Management (Springhouse) 26, no. 6 (June 1995): 40???45. http://dx.doi.org/10.1097/00006247-199506000-00009.

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Gage, Marie, and Doris Kingdom. "Breaking the Cycle of Aggression." JONA: The Journal of Nursing Administration 25, no. 12 (December 1995): 55–64. http://dx.doi.org/10.1097/00005110-199512000-00009.

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Gudauskas, Renaldas, Loreta Budryte, Arturas Kaklauskas, Justas Cerkauskas, Agne Kuzminske, Saule Jokubauskiene, and Vilija Targamadze. "Advisory, Negotiation and Intelligent Decision Support System for Leadership Analysis." International Journal of Computers Communications & Control 10, no. 5 (July 1, 2015): 667. http://dx.doi.org/10.15837/ijccc.2015.5.2028.

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The development of the Leader Model for quantitative and qualitative analyses began with the goal of integrating managerial, organizational, technical, technological, economic, legal/regulatory, innovative, social, cultural, ethical, psychological, religious, ethnic and other aspects involved in the process of a leaders life cycle. The need to determine the most efficient life cycle of a leader led to the development of the Advisory, Negotiation and Intelligent DEcision support System for Leadership Analysis (ANDES). The objective of the authors of this work for integrating text analytics, advisory, negotiation and decision support systems is to improve the quality and efficiency of intelligent decision-making regarding a leaders life cycle. This ANDES consists of an intelligent database, database management system, model-base, model-base management system and user interface.

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Franz, Charles R. "User Leadership in the Systems Development Life Cycle: A Contingency Model." Journal of Management Information Systems 2, no. 2 (September 1985): 5–25. http://dx.doi.org/10.1080/07421222.1985.11517727.

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Phelan, Daniel J. "Crossing the Generations: Learning to Lead Across the Leadership Life Cycle." Community College Journal of Research and Practice 29, no. 9-10 (October 2005): 783–92. http://dx.doi.org/10.1080/10668920591006647.

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Cutruzzula, Jeffrey F., and Pamela F. Cipriano. "Over-recruiting: breaking the short staffing and turnover cycle." Nurse Leader 5, no. 6 (December 2007): 28–32. http://dx.doi.org/10.1016/j.mnl.2007.09.005.

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Smith, Suzanne P. "The Never Ending Cycle of Change." JONA: The Journal of Nursing Administration 36, no. 1 (January 2006): 1–2. http://dx.doi.org/10.1097/00005110-200601000-00001.

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Zhang, Yuefeng. "Sustaining Lesson Study in schools with positive peer leadership." International Journal for Lesson and Learning Studies 4, no. 2 (April 13, 2015): 140–54. http://dx.doi.org/10.1108/ijlls-07-2014-0018.

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Purpose – Multi-cycle Learning Study and multi-cycle Lesson Study are the main collaborative action research approaches for teacher professional development in Hong Kong. The sustaining of these Lesson Study innovations may be inhibited by many challenges. The purpose of this paper is to identify the strategies school leaders utilized to overcome challenges and sustain Lesson Study innovations successfully in a Hong Kong primary school. Design/methodology/approach – In-depth case study was adopted as the methodological approach to explore how Lesson Study was implemented to improve teaching and learning in the school and what leadership practices were enacted to sustain Lesson Study in the case school. Findings – It was found that the leadership team under study had adopted positive peer leadership to successfully implement Lesson Study activities. The strategies of positive peer leadership will be discussed in detail. Research limitations/implications – The paper concludes with implications for sustaining school development and professional development with Lesson Study and a checklist of positive peer leadership practices for school leaders, teacher leaders and teacher trainers. Originality/value – This paper will enrich the understanding of successful leadership practices for sustaining Lesson Study innovations in schools, on which few empirical studies have been conducted.

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Bak, Daehee. "Autocratic political cycle and international conflict." Conflict Management and Peace Science 37, no. 3 (November 30, 2017): 259–79. http://dx.doi.org/10.1177/0738894217741617.

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This article reveals a temporal pattern of conflict behavior over the course of autocratic leaders’ tenure. By identifying a commonly observed domestic political cycle in autocracies, I discuss how the level of domestic constraints on autocrats’ conflict behavior changes over time in three distinct periods: (1) power struggle in the early period of tenure; (2) power consolidation; and (3) power dissipation in the later period of power transition. The empirical analysis on autocratic conflict cycle reveals that the likelihood of autocratic crisis initiation significantly increases during the early years of autocratic leadership tenure, after which it moderately decreases over time. This finding suggests that autocrats’ tenure is a substantively important predictor of autocratic leaders’ conflict behavior.

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Reinsvold, Suzie. "Nursing Residency: Reversing the Cycle of New Graduate RN Turnover." Nurse Leader 6, no. 6 (December 2008): 46–49. http://dx.doi.org/10.1016/j.mnl.2007.11.002.

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Menon, Krishna V., and Tom Bates. "Out‐of‐hours operating — failure to close the audit cycle." Journal of Clinical Effectiveness 2, no. 3 (March 1997): 83–85. http://dx.doi.org/10.1108/eb020869.

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Rajendran, Diana, and Martin Andrew. "Using Film to Elucidate Leadership Effectiveness Models: Reflection on Authentic Learning Experiences." Journal of University Teaching and Learning Practice 11, no. 1 (January 1, 2014): 92–108. http://dx.doi.org/10.53761/1.11.1.8.

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Abstract This paper examines how students in a third year management unit at a university of technology in Australia evaluate the usefulness of film as a tool for developing a deeper understanding of the theoretical leadership effectiveness model developed by Robbins (1997). The study reviews the range of studies describing the use of films in teaching leadership, playing into a perceivable gap in empirical studies demonstrating how students engage in applying the concepts of leadership. This study specifically considers whether films are effective interventions for achieving engagement in an assessment task aimed at identifying applications of theory to cases of leadership in action. As part of an action research cycle, thirty students (30) participated in three different focus groups. Transcriptions subsequently produced thick descriptions on which thematic analysis was conducted to extract key themes (Ryan & Bernard, 2003). The results suggest that films can communicate, embody and articulate the effectiveness of behaviours of leadership Robbins conveyed. The results also indicate that students value films as a medium for contextualising actions that demonstrate different leadership styles. It is perceived as a way of catering to diverse learning styles and as a way of building autonomy. We conclude that while films can be motivating and lend authenticity to assessment tasks, students need clear direction in making links between theoretical concepts and narrative filmic constructions of leaders and leadership behaviour. This leads to the next stage of our action research cycle.

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Narimanova, О. V. "THE OPTIMAL LEADERSHIP STYLE AT THE DIFFERENT STAGES OF ORGANIZATION LIFE CYCLE." PERSONALITY IN A CHANGING WORLD: HEALTH, ADAPTATION, DEVELOPMENT 5, no. 2 (June 26, 2017): 169–79. http://dx.doi.org/10.23888/humj20172169-179.

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Rennstich, Joachim K. "The new economy, the leadership long cycle and the nineteenth K-wave." Review of International Political Economy 9, no. 1 (January 2002): 150–82. http://dx.doi.org/10.1080/09692290110101135.

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Lim, Hyang Joon, and Young Kab Kim. "Relationship between Cycle Leader`s Emotional Leadership, Athlete Satisfaction and Team Performance." Journal of Sport and Leisure Studies 45 (August 31, 2011): 161–72. http://dx.doi.org/10.51979/kssls.2011.08.45.161.

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Becker, Julie, Teresa Méndez-Quigley, and Maureen Phillips. "Nursing Role in the Pharmaceutical Life Cycle." Nursing Administration Quarterly 34, no. 4 (2010): 297–305. http://dx.doi.org/10.1097/naq.0b013e3181f5640a.

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Kendrick, Karen, Jayne Klossner, and Kevin Haubrick. "Implementing Projects Using the Rapid-Cycle Approach." JONA: The Journal of Nursing Administration 40, no. 3 (March 2010): 135–39. http://dx.doi.org/10.1097/nna.0b013e3181d042d6.

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Kume, Enida. "Reflection on the Albanian Legislation and Reforms Relevant to Leadership of School in the Pre-university Education Cycle." European Journal of Education and Pedagogy 2, no. 1 (February 25, 2021): 73–77. http://dx.doi.org/10.24018/ejedu.2021.2.1.56.

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Leadership reform is one of the main components of reforms in the pre-university education system in Albania. The changes in the legislative framework aim at building an integral model of leadership capable of acting in the conditions of an open and global society. These changes address issues related to capacity building for the formation, continuing training and evaluation of the professional performance of school leadership / principals. Analysis of current legislation and identification of needs for intervention in order to build a legal framework that supports institutional development and infrastructure necessary for the practical implementation of the Integral Model of the director of the educational institution / school in the pre-university education system is the object of this paper.

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Hassan, Hamid, Sarosh Asad, and Yasuo Hoshino. "Effect of Representative Leadership Styles on the Composition of Organization Commitment with the Facilitating Role of Organizational Maturity." International Business Research 9, no. 4 (March 6, 2016): 131. http://dx.doi.org/10.5539/ibr.v9n4p131.

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This study proposes a framework to explore the effect of leadership styles in defining the composition of Organizational Commitment (OC) along effective, normative and continuance dimension. To bring in a more logical choice of leadership styles, limited numbers of representative leadership styles are derived from the long list of styles presented in the contemporary literature. Higher level of organizational maturity is proposed to facilitate the role of leadership style in shaping the composition of OC in three different dimensions. Organizational Maturity is measured by Capability Maturity Model (CMM), stage of Organization Life Cycle and specificity of Organizational Culture. Results support that a more persuasive and participative leadership style enhance the affective and normative commitment while continuance dimension of commitment is maintained under authoritative and unilateral style of leadership.

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Jonny, Jonny. "Improving The Average Session Evaluation Score Of Supervisory Programby Using PDCA Cycle At PT XYZ." Winners 17, no. 2 (September 30, 2016): 125. http://dx.doi.org/10.21512/tw.v17i2.1972.

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PT XYZ took People Development tasks as important things in order to provide great leaders for handling its business operations. It had several leadership programs such as basic management program, supervisory program, managerial program, senior management program, general management program, and the executive program. For basic management and supervisory programs, PT XYZ had appointed ABC division to solely handled them, while the rest, ABC division should cooperate with other training providers who were reputable in leadership ones. The aim of this study was to ensure that the appropriate leadership style has been delivered accordingly to the guideline to the employees by ABC division to improve the average session evaluation score of the supervisory program by using PDCA (Plan, Do, Check, and Action) cycle. The method of this research was by gathering quantitative and qualitative data by using session and program evaluation format to see current condition. The research finds that the reasons why the program is below target 4,10 score. It is related to the new facilitator, no framework, and teaching aids.

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Rausch, Erwin. "The Leadership Cycle: Matching Leaders to Evolving Organizations20032Andrew Ward. The Leadership Cycle: Matching Leaders to Evolving Organizations. Basingstoke : Palgrave Macmillan 2003.. 178 pp., ISBN: 0‐333‐99362‐4 (hardcover)." Leadership & Organization Development Journal 24, no. 4 (June 2003): 240–41. http://dx.doi.org/10.1108/lodj.2003.24.4.240.2.

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Pollins, Brian M. "Global Political Order, Economic Change, and Armed Conflict: Coevolving Systems and the Use of Force." American Political Science Review 90, no. 1 (March 1996): 103–17. http://dx.doi.org/10.2307/2082801.

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Several recent explanations for major-power war focus on purported cycles in global economic activity or in global political order. I shall argue that a better understanding of interrelationships among the economic long wave, the global leadership cycle, and armed conflict can be gained if we (1) expand the study of interstate conflict beyond the limited domain of great power or systemic wars and (2) treat the long wave and the leadership cycle as quasi-independent and interrelated processes, each contributing to the conflict dynamics of the interstate system. Theoretical foundations for these two recommendations are drawn from the core works in this field. A model based on this new approach is developed and tested empirically along with four formal representations of the core frameworks. Poisson regression is employed using data on interstate disputes (1816–1976) to test resulting hypotheses. Analysis shows that broadening the explanatory domains of existing frameworks is valid and that the “coevolving systems” model is measurably superior to all tested competitors. I conclude that these two global processes are best viewed as coevolving systems and that future studies of systemic conflict should take this approach.

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Scott, Kathy, and Amy Steinbinder. "Innovation Cycle for Small- and Large-scale Change." Nursing Administration Quarterly 33, no. 4 (October 2009): 335–41. http://dx.doi.org/10.1097/naq.0b013e3181b9dd8c.

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Whiteford, Harvey. "Leadership in Mental Health Policy: The National Context." Australasian Psychiatry 13, no. 1 (March 2005): 21–26. http://dx.doi.org/10.1080/j.1440-1665.2004.02145.x.

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Objective: To describe how mental health policy is developed and implemented. Methods: A review of the literature on public policy analysis and the experience of the author in the development and implementation of national mental health policy. Results: A five-step process of problem identification, policy development, political decision, policy implementation and evaluation provides a framework for understanding the policy cycle. Conclusion: An understanding of this process is essential for psychiatrists and other mental health professionals in order to influence the process and content of mental health policy.

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Taylor, Christopher, Rebecca Preedy, Rebecca Young, and Gomy Kandasamy. "Improving leadership and non-technical skills with modified rapid cycle deliberate practice simulation." Journal of Surgical Simulation 4 (2017): A4. http://dx.doi.org/10.1102/2051-7726.2017.a004.

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Mianowski, Jacek. "Leadership, circuition, and shift in tabletop wargaming community." Homo Ludens, no. 1 (13) (December 2, 2020): 133–47. http://dx.doi.org/10.14746/hl.2020.13.8.

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The following paper seeks to address the idea of a player community’s life cycle in a holistic way by shedding light on key issues related to the creation of wargaming groups, sustaining these groups and their mechanisms of decay. It encompasses a variety of ethnographic data, gathered from the communities of: Flames of War, Warmachine & Hordes as well as the Star Wars franchise. Bearing in mind that the research is ongoing, the paper incorporates various data gathered in the course of the last three years, including participant observation, fieldwork notes, player interviews, and online discussions.

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Komppula, Raija. "The role of different stakeholders in destination development." Tourism Review 71, no. 1 (April 18, 2016): 67–76. http://dx.doi.org/10.1108/tr-06-2015-0030.

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Purpose This paper aims to highlight the crucial role of individual people, entrepreneurs and other stakeholders in the development of a tourist destination during its life cycle. The purpose is to increase our understanding of individual actors as contributors to leadership and development of tourism destinations. Design/methodology/approach An intrinsic case study of a Finnish ski resort, Ruka, is presented. The primary data consist of 16 narrative interviews. Secondary sources of information such as a history book and a historical review, reports and Web pages have been used as well. Findings The study suggests that the leadership in a destination is attributed to individuals. It is the charismatic entrepreneurs, business managers, municipality and influential politicians that may take control of the leadership at the destination. Being local enhances the sense of identity with the place and facilitates a cooperative atmosphere between actors. Finally, the roles of stakeholders and aspects of the leadership of a destination may vary along the destination life cycle. Research limitations/implications As this paper presents a single case study in a Finnish context, the findings cannot be, and are not meant to be, generalized. Rather, the findings present an example of an exception to the mainstream destination management and governance literature. Originality/value The paper fills the research gap noted by Kennedy (2014) and presents an in-depth study analysing the role of different stakeholders in destination leadership.

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Pechar, Hans. "Austrian Higher Education Meets the Knowledge Society." Canadian Journal of Higher Education 34, no. 3 (December 31, 2004): 55–72. http://dx.doi.org/10.47678/cjhe.v34i3.183467.

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Austria has gone through two cycles of university reforms since the 1960s. The first aimed to open the universities to social and labour market demand and to make their structures more democratic and flexible. The second reform cycle dealt with glitches in the overly close relationship between universities and state bureaucracy. Bureaucrats still tightly controlled universities through line-budget funding and other forms of micro-management. This close dependency was abolished and university autonomy greatly strengthened when traditionally weak university leadership was replaced by a strong president and centralized administration, and by the creation of governing boards. The author argues that the second reform cycle was much influenced by Anglo Saxon models of university governance and constituted an almost total break with the traditional structures of Austrian universities.

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Jordan, Soren. "Leadership political action committee donations and party status: A technical and theoretical extension." Research & Politics 6, no. 4 (October 2019): 205316801988955. http://dx.doi.org/10.1177/2053168019889558.

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A recent study by Aldrich, Ballard, Lerner, and Rohde (2017) examines whether a specific type of money—donations from leadership political action committees—is systematically related to party goals outside of policy influence. Their model is theoretically incomplete, as leadership political action committees donate considerable money to candidates who do not help the party win new seats or maintain ideological cohesion. I account for this behavior by introducing a new conditional predictor: incumbency. When modeled as a triple interaction with party status and ideological fit, incumbency helps better explain the donating behavior of leadership political action committees. This interaction is paired with a technical extension, more directly modeling the multiplicity of races in which leadership political action committees do not make a donation in a campaign cycle. I find that extending the study with a more appropriate model allows us to draw better inferences about the behavior of leadership political action committees.

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Chambers, Henry F., Scott R. Evans, Robin Patel, Heather R. Cross, Anthony D. Harris, Yohei Doi, Helen W. Boucher, et al. "Antibacterial Resistance Leadership Group 2.0: Back to Business." Clinical Infectious Diseases 73, no. 4 (February 15, 2021): 730–39. http://dx.doi.org/10.1093/cid/ciab141.

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Abstract In December 2019, the Antibacterial Resistance Leadership Group (ARLG) was awarded funding for another 7-year cycle to support a clinical research network on antibacterial resistance. ARLG 2.0 has 3 overarching research priorities: infections caused by antibiotic-resistant (AR) gram-negative bacteria, infections caused by AR gram-positive bacteria, and diagnostic tests to optimize use of antibiotics. To support the next generation of AR researchers, the ARLG offers 3 mentoring opportunities: the ARLG Fellowship, Early Stage Investigator seed grants, and the Trialists in Training Program. The purpose of this article is to update the scientific community on the progress made in the original funding period and to encourage submission of clinical research that addresses 1 or more of the research priority areas of ARLG 2.0.

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Savage, Mairi, Carl Savage, Mats Brommels, and Pamela Mazzocato. "Medical leadership: boon or barrier to organisational performance? A thematic synthesis of the literature." BMJ Open 10, no. 7 (July 2020): e035542. http://dx.doi.org/10.1136/bmjopen-2019-035542.

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ObjectiveThe influx of management ideas into healthcare has triggered considerable debate about if and how managerial and medical logics can coexist. Recent reviews suggest that clinician involvement in hospital management can lead to superior performance. We, therefore, sought to systematically explore conditions that can either facilitate or impede the influence of medical leadership on organisational performance.DesignSystematic review using thematic synthesis guided by the Enhancing Transparency in Reporting the synthesis of Qualitative research statement.Data sourcesWe searched PubMed, Web of Science and PsycINFO from 1 January 2006 to 21 January 2020.Eligibility criteriaWe included peer-reviewed, empirical, English language articles and literature reviews that focused on physicians in the leadership and management of healthcare.Data extraction and synthesisData extraction and thematic synthesis followed an inductive approach. The results sections of the included studies were subjected to line-by-line coding to identify relevant meaning units. These were organised into descriptive themes and further synthesised into analytic themes presented as a model.ResultsThe search yielded 2176 publications, of which 73 were included. The descriptive themes illustrated a movement from 1. medical protectionism to management through medicine; 2. command and control to participatory leadership practices; and 3. organisational practices that form either incidental or willing leaders. Based on the synthesis, the authors propose a model that describes a virtuous cycle of management through medicine or a vicious cycle of medical protectionism.ConclusionsThis review helps individuals, organisations, educators and trainers better understand how medical leadership can be both a boon and a barrier to organisational performance. In contrast to the conventional view of conflicting logics, medical leadership would benefit from a more integrative model of management and medicine. Nurturing medical engagement requires participatory leadership enabled through long-term investments at the individual, organisational and system levels.

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Cooper, Tracy. "Manifest leadership styles in a Caribbean cross-sector network." Leadership & Organization Development Journal 37, no. 1 (March 7, 2016): 93–106. http://dx.doi.org/10.1108/lodj-04-2014-0080.

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Purpose – The purpose of this paper is to examine the leadership styles emerging within a cross-sector national disaster management network in the Caribbean. Design/methodology/approach – Since little empirical research exists on leadership styles within multi-agency systems, particularly those focussed on disaster management, this exploratory study relied on a qualitative research design. In-depth interviews with the network’s participants allowed for a better understanding of group dynamics and members’ leadership approaches. Findings – The analysis identified what and when certain leadership styles manifest themselves in the network based on the stages of the disaster management cycle. The findings also underscored the need for a combination of transactional and transformational leadership in a disaster management context. Research limitations/implications – Although qualitative methods do not afford generalizability beyond the case study, they do provide depth of knowledge of an under-researched phenomenon and indicate a need for future comparative case studies and longitudinal research on cross-sector disaster management systems and leadership issues. Originality/value – As one of the first studies to chart leadership styles that collaborative members practice in such networks in the Caribbean, this research contributes to scholarship on networks in general and leadership within disaster management networks in particular.

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杨, 春周. "Analysis on the Management of Reservists Based on the Theory of Leadership Life Cycle." Modern Management 09, no. 01 (2019): 144–52. http://dx.doi.org/10.12677/mm.2019.91016.

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Journal articles on the topic 'The cycle of leadership'

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