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1 – 10 of over 16000At a time when societal issues of inequality and hidden privilege are consistently pervading our media channels, the drive for gender balanced leadership across UK sports…
Abstract
At a time when societal issues of inequality and hidden privilege are consistently pervading our media channels, the drive for gender balanced leadership across UK sports organisations has arguably never been more necessary and the importance of effective, relevant development opportunities for women in sport has never been greater. Yet, despite decades of programme interventions from sports councils and other governing organisations providing such development and support for females in the sector, sport in the UK continues to be led predominantly ‘by men, for men’. Drawing on personal experience and relevant research into gender equity in sport, alongside connected doctoral research, this chapter will highlight such inequity and present a case for an alternative approach that challenges the sector to adopt a different perspective on gender inequity in sport. The benefits of a more diverse and balanced workforce will only be achieved when the cultures throughout sport are truly inclusive and embrace difference. In a world where change is an inevitable part of everyday life, readers will be encouraged to contemplate how they can play their part in delivering the range of solutions required for creating the inclusive environments that will actively enable women to take their places alongside men and be recognised as authentic, capable and effective leaders.
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Ming-Ka Chan, Diane de Camps Meschino, Deepak Dath, Jamiu Busari, Jordan David Bohnen, Lindy Michelle Samson, Anne Matlow and Melchor Sánchez-Mendiola
This paper aims to highlight the importance of leadership development for all physicians within a competency-based medical education (CBME) framework. It describes the importance…
Abstract
Purpose
This paper aims to highlight the importance of leadership development for all physicians within a competency-based medical education (CBME) framework. It describes the importance of timely international collaboration as a key strategy in promoting physician leadership development.
Design/methodology/approach
The paper explores published and Grey literature around physician leadership development and proposes that international collaboration will meet the expanding call for development of leadership competencies in postgraduate medical learners. Two grounding frameworks were used: complexity science supports adding physician leadership training to the current momentum of CBME adoption, and relational cultural theory supports the engagement of diverse stakeholders in multiple jurisdictions around the world to ensure inclusivity in leadership education development.
Findings
An international collaborative identified key insights regarding the need to frame physician leadership education within a competency-based model.
Practical implications
International collaboration can be a vehicle for developing a globally relevant, generalizable physician leadership curriculum. This model can be expanded to encourage innovation, scholarship and program evaluation.
Originality/value
A competency-based leadership development curriculum is being designed by an international collaborative. The curriculum is based on established leadership and education frameworks. The international collaboration model provides opportunities for ongoing sharing, networking and diversification.
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This paper uses data about the challenges and difficulties confronting organisations and leaders to advance a dualized meaning of corporate leadership in the context of a…
Abstract
Purpose
This paper uses data about the challenges and difficulties confronting organisations and leaders to advance a dualized meaning of corporate leadership in the context of a developing country. The purpose is to describe a leadership frame that is locally contextualised, thereby bringing conceptualisation and thought closer to action, reified reality and applicability.
Design/methodology/approach
This research was designed as a series of three studies starting from an applied/interventionist standpoint. The first study used data from applied diagnostic interventions, the second used qualitative interviews and the third used open‐ended questionnaires. Data were collected from 25 Ghanaian organisations and 29 corporate executives.
Findings
Drawing on a range of everyday issues such as poor attention to customers, pressure from stakeholders (such as political overlords) and leaders' “love” for perks, the paper develops a notion of leadership as “engagement” and as “system development”.
Research limitations/implications
The data are exploratory and the sample size may be considered small.
Originality/value
The paper discusses implications for leadership research and leader development in a developing country like Ghana.
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The purpose of this paper is to demonstrate heroism as an embodied system of leadership and well-being. Heroic leadership is presented as a baseline for sustainable futures and…
Abstract
Purpose
The purpose of this paper is to demonstrate heroism as an embodied system of leadership and well-being. Heroic leadership is presented as a baseline for sustainable futures and global health.
Design/methodology/approach
This paper presents an embodied reading of heroic leadership and its sustainable development across five stages. It outlines its core functions, its grounding in self-leadership through physical and mental trauma and its holistic benefits, resulting in the development of the Heroic Leadership Embodiment and Sustainable Development (HLESD) model. The efficacy of HLESD is demonstrated in an empirical case study of heroism promotion and education: the Hero Construction Company and the Heroic Imagination Project.
Findings
Heroic leadership is revealed as an emergent, dynamic and distributed form of sustainable development.
Research limitations/implications
This paper demonstrates the critical connections between heroism, sustainability, embodied leadership and well-being and how they stand to benefit from each other, individuals and communities at large.
Social implications
The implementation of HLESD in educational, counselling and broader contexts in consultation with a wide range of professionals stands to offer significant benefits to pedagogies, clinical practice, holistic therapies and twenty-first-century societies, at both the community and policy level.
Originality/value
The emerging field of heroism science and the use of heroic leadership as an interdisciplinary tool is a novel approach to well-being, which holds immense potential for the imagining and fostering of sustainable personal and collective futures.
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Challenges the notion that leadership is about control by strong personalities. Draws on theories of organizational change to show the part leadership plays and how it needs to…
Abstract
Challenges the notion that leadership is about control by strong personalities. Draws on theories of organizational change to show the part leadership plays and how it needs to change to enable organizations to transform themselves to compete most effectively in the modern economy. In particular, how leadership can and should enable the organization to run efficiently from day to day and establish a solid base for empowerment, growth and development. Comments on the use of coaching in leadership
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Ralph A. Gigliotti, Brighid Dwyer and Kristina Ruiz-Mesa
The purpose of this paper is to understand what the principal and principal supervisor each bring and contribute to their collaborative work that is consequential for the…
Abstract
Purpose
The purpose of this paper is to understand what the principal and principal supervisor each bring and contribute to their collaborative work that is consequential for the principal’s learning and development as an instructional leader.
Design/methodology/approach
Multiple case study methodology is used to gather data from 12 principal supervisor/principal partnerships over a 16 month period in one Mid-Atlantic school district. Data sources included interviews, observational data and documents provided by participants in the study.
Findings
In productive principal supervisor/principal partnerships, findings demonstrated that the principal supervisor and the principal each brought specific antecedent characteristics to their partnership and each made contributions to the development of a productive partnership during their collaborative work. When these partnership qualities were present, principal supervisors and principals engaged in joint work, leading to robust changes in principals’ instructional leadership practice.
Research limitations/implications
This study examined the work of principals and principal supervisors in one large Mid-Atlantic school district.
Practical implications
Findings from this study have implications for districts’ assignments of principal supervisors, principal supervisor/principal selection and professional development of principal supervisors. Further, districts should create the conditions for principal supervisors and principals to establish learning-focused professional partnerships in three stages, culminating in the engagement of joint work for improvement to facilitate principals’ changes in instructional leadership practice.
Originality/value
Findings from this study illustrate the value of establishing a learning-focused partnership between principal supervisors and principals in three stages to facilitate robust stages in principals’ instructional leadership practice. A new conceptual framework displays the stages of partnership development that occur in productive principal/principal supervisor partnerships.
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Irma Rybnikova, Rita Toleikienė, Rainhart Lang and Diana Šaparnienė
The general aim of this chapter is to scrutinize implicit assumptions regarding leadership in the public sector entailed in the normative concept of “good governance.” We draw on…
Abstract
Purpose
The general aim of this chapter is to scrutinize implicit assumptions regarding leadership in the public sector entailed in the normative concept of “good governance.” We draw on the concepts of leadership substitution (Kerr & Jermier, 1977), managerial leadership activities (e.g., Bass & Avolio, 1994), and demands for leadership (Blom & Alvesson, 2014). In our empirical study, we explore fine-grained processes of leadership in several local government organizations, including everyday decision-making and social interactions.
Methodology/approach
A qualitative study was conducted on the basis of 21 interviews with middle- and lower level managers and their subordinates in five municipal departments in Germany and three in Lithuania.
Findings
The results suggest that everyday leadership processes can be considered as the coexistence of leadership substitutes and leadership interventions, initiated by the leaders and their subordinates. Such leadership substitutes like routines, laws, and instructions turned out as particular important constituents of leadership processes.
Research Implications
Results of our study open several new avenues for further research on governance and leadership in local governance organizations. First, future research can proceed with a re-conceptualization of leadership in the context of local governance by drawing on the follower-oriented approaches of leadership and governance. Particular focus on tensions, conflicts, and struggles as well as on the interrelationships between different hierarchical levels of public administration could represent a fruitful extension of our study. Second, the institutional and country-based contexts of local government systems should be taken into account more explicitly while studying leadership practices.
Practical Implications
In terms of implications for practice, the results of the study call for an explicit consideration of the everyday activities while implementing “good governance.” Considerations of leadership as process of daily interactions between leading persons, subordinates and codes, structures, process rules, and management instruments should become a necessary element of such concepts, otherwise, important aspects of a “good governance” would be ignored and couldn’t be realized.
Originality/value
Our study contributes to the behavioral perspective of governance structures in the public sector by providing empirical insights from local government contexts and by re-conceptualizing governance and leadership processes. Instead of a merely reductionist concentration on managerial positions and persons, we propose a social-constructionist view on governance that allows for a more fine-grained, context-sensible perspective on governance in the public sector. Concretely, we call for a conceptualization of micro-level governance structures and processes mainly as a result of ongoing order-maintaining and order-negotiating processes between supervisors and subordinates, accompanied by institutions of leadership substitution and interventions from leaders and subordinates.
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The purpose of this paper is to gain a deeper understanding of the main contemporary challenges for healthcare leaders in their everyday work practice, and the support they need…
Abstract
Purpose
The purpose of this paper is to gain a deeper understanding of the main contemporary challenges for healthcare leaders in their everyday work practice, and the support they need to master their experienced dilemmas.
Design/methodology/approach
Qualitative in‐depth interviews (n=52), and focus‐group interviews (n=6) with 31 first‐line and 45 second‐line healthcare leaders are analysed in line with constructivist grounded theory.
Findings
In this paper, two leadership models are proposed for defining and differentiating ways of meeting different logics and demands made on leaders in the healthcare sector. The first model is leadership by separating different logics and fragmentation of time. Here, leaders express a desire for support in defining, structuring, dividing, and allocating tasks. The second model is leadership by integrating different logics and currentness of solutions. In this case, leaders want support in strengthening proactive leadership and shaping the basis for participative employeeship.
Research limitations/implications
This research is designed to describe what people experience rather than to assess the frequency of that experience in the studied settings. However, it would be interesting to elaborate on the findings of this study using other research methodologies.
Practical implications
The findings contribute to contextual knowledge that is of relevance in supporting healthcare leaders. This is helpful in identifying important conditions that support the establishment of leadership and employeeship, leading to improvements in healthcare practice.
Originality/value
The paper describes how contemporary leadership in the healthcare sector is constituted through different strategies for meeting multiple logics.
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During the last 20 years, there has been an explosion in the production and dissemination of a number of highly popular managerial concepts. These initiatives, such as TQM and…
Abstract
During the last 20 years, there has been an explosion in the production and dissemination of a number of highly popular managerial concepts. These initiatives, such as TQM and BPR, highlight a number of themes. Refers to these new movements as “new managerialism”, supported by new institutional frameworks which all act as sources and bearers of management knowledge upon which, in part, professional managers draw for practical guidance. Uses Foucault’s archaeological and genealogical methods to argue that new managerialism is a discourse on a grand scale as well as emerging and dispersing locally, occurring in everyday talk and text, or “discourse”. According to Foucault, one of the effects of grand scale new managerialism is that it exerts a disciplinary gaze over managers who are immersed in its knowledges, and who seek to follow its guidelines to achieve “best practice”. As leaders, this best practice relies on the utilisation of “charisma”. Using interpretive repertoires, a method that is sympathetic to this approach, analyses the talk of two everyday managers who describe their roles as leaders, as well as a group of employees, or “followers”, and notes the importance of “charisma” in their accounts. Shows how the projection of a charismatic identity is central both accounts, and suggests that the individuals studied are subject to a charismatic gaze.
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