Search results

For many of the current leadership theories, models, and approaches, the answer to the question posed in the title, “Is leadership more than ‘I like my boss’?,” is “no,” as there appears to be a hierarchy of leadership concepts with Liking of the leader as the primary dimension or general factor foundation. There are then secondary dimensions or specific sub-factors of liking of Relationship Leadership and Task Leadership; and subsequently, tertiary dimensions or actual sub-sub-factors that comprise the numerous leadership views as well as their operationalizations (e.g., via surveys). There are, however, some leadership views that go beyond simply liking of the leader and liking of relationship leadership and task leadership. For these, which involve explicit levels of analysis formulations, often beyond the leader, or are multi-level in nature, the answer to the title question is “yes.” We clarify and discuss these various “no” and “yes” leadership views and implications of our work for future research and personnel and human resources management practice.

The purpose of this study was to explore and interpret how frontline leaders define, experience and rationalise their approaches to the successful implementation of clinical guidelines in mental health care.

Employing an interpretative phenomenological design, the authors conducted and analysed individual interviews of frontline leaders at 14 psychiatric clinics involved in a national study of implementing evidence-based clinical guidelines in mental health.

The authors found a broad spectrum of attitudes and attributes, as well as a wide repertoire of strategies for frontline implementation leadership. Three main approaches were revealed, comprising “Curious and welcoming”, “Integrity and setting standards” and “Caring and collegial”.

The study present what experienced frontline leaders emphasise to enable implementation of guidelines, not empirical pieces of evidences for what they in fact do or if these actions lead to implementation. The generalisability to other settings is unknown. Another sample profile, context or organisational level may have impacted the result. The concreteness of the frontline leaders’ considerations, approaches and actions gives important knowledge about frontline leaders leadership across traditional leadership theories.

Existing leadership theories describe different leadership styles, while this study reveals the need for a wide range of approaches to balance the many needs and demands. The complexity of leadership approaches this study found is in line with implementation theories; thus, the present study incorporates implementation science into the leadership literature.

Leadership is the heart and soul of an organization. What is really managed in an organization is peoplel Leadership is the ability to inspire people to work together as a team to achieve common objectives. Explores several approaches to leadership, including the trait approach, the style approach, the effectiveness versus efficiency approach, the contingency approach, the power approach, the function approach, the competence approach, and the TQM approach. In addition, looks at the role of leadership in behaviour and attitude modification and the different leadership tasks of upper‐level, middle‐level, and lower‐level leaders.

Leaders' capacity has become mission‐critical in many organizations today. However, this business challenge is a struggle for many. Part of the reason is that current approaches to building leadership capacity are failing to hit the mark, and many senior leaders have little confidence in their organization's leadership development programs. This article aims to examine how organizations can close the leadership gap in their organizations by implementing an integrated approach to leadership development.

The evolution of leadership development is discussed and a framework is presented to examine traditional approaches and consider their limitations.

The integrated‐solution approach to leadership development represents a more strategic, synergistic and sustainable way for organizations to build the leadership capacity they require to gain competitive advantage. The integrated solution is intense. It requires serious commitment on the part of organizations, their senior leaders and from HR. The process also is more complex. In the long‐term though, the integrated‐solution approach delivers greater value to organizations and ensures that their investment in leadership development is optimized.

The article presents practical and proven strategies to overcome the leadership gap in organizations today

During the COVID-19 crisis in Victoria, Australia the complexity of school leadership increased greatly for school principals. This study focused on the lived experiences of early career principals in the independent school sector from March to November 2020 in Victoria, Australia. It investigates transformative work that was undertaken by these leaders in leading their schools over a protracted crisis.

The study builds on constructs of crisis leadership, adaptive leadership, agile leadership and emotional intelligence, exploring the leadership approaches undertaken by twenty-two early career principals in Victoria, Australia. Using a narrative inquiry approach, across three temporal points in 2020, storied productions drawn from the findings present four emergent types of emotionally intelligent leadership approaches undertaken by these principals. These leadership approaches are presented as the commander-leader, the conductor-leader, the gardener-leader and the engineer-leader with each approach demonstrating both organisational leadership approaches as well as individual leadership styles used by these principals as they led their schools.

The findings have direct implications for professional development programs focusing on aspiring principals and early career principals with emphasis on the importance of developing emotionally intelligent skillsets in principals for use during periods of rapid change or high crisis in schools. The findings present insight into the support useful for early career principals in the first five years of principalship.

This study uses a unique emotional intelligence approach to understand school leadership during and after a crisis.

The intent of this article is to broaden one’s understanding of program evaluation methods that are responsive to disability and take into account various approaches to leadership within a special education context. Program evaluations for special education have often been relegated to compliance reviews and results-driven accountability measures. By promoting approaches to leadership that embrace responsive evaluation approaches and are inclusive of stakeholders from often disenfranchised groups, findings may emerge that otherwise might not be visible with traditional approaches.

A synthesis of the evaluation literature from leading journals, books and edited volumes is used to capture salient concepts necessary for understanding the degree to which evaluation and approaches respond to disability and culture. Additionally, the literature on leadership approaches is summarized and presented for the purpose of demonstrating how situational and transitional approaches to leadership may enhance the selection and use of evaluation approaches that are inclusive of and responsive to disability and culture.

From this analysis emerged four over-arching approaches to evaluation, each varying in degree of responsiveness to disability and culture. Further, when examining how evaluation interfaces with leadership, some approaches were found to be better aligned with particular evaluation processes and differed in responsiveness to disability and culture.

To date, little research has been conducted on the interface between leadership and evaluation approaches or on the degree to which leaders' implementation of responsive evaluation approaches results in improved outcomes for students with disabilities and those from underrepresented backgrounds. This article provides a conceptual framework for future research examining the degree to which one’s assumptions about the interface between leadership and responsive evaluation approaches can be demonstrated empirically.

Four recommendations are provided for leaders: the need to employ multiple evaluation methods that align their purposes, questions and methods; the need to recognize the possibilities and limits of evaluation approaches in light of their responsiveness to disability and culture; the utility of situational and transitional approaches to leadership in the evaluation process; and the critical importance of including stakeholders from diverse backgrounds in the evaluation process.

Varied approaches to evaluation in educational settings have been extensively studied and discussed. However, few articles have examined the responsiveness of evaluations to the unique conditions that disability and cultural differences represent. The contribution of this article offers a situated synthesis of approaches to evaluation, specifically contextualized within a leadership framework, to better understand how evaluation approaches impact those with disabilities and cultural differences and the inclusion of broad groups of stakeholders. As such, this article lays the foundation for a comparative international conversation exploring how evaluation and leadership approaches responsively interface with disability and culture through inclusion and enfranchisement of stakeholders.

Effective leadership in public schools includes, but is not limited to being able to communicate goals, set expectations, monitor instructional progress, coordinate the curriculum, and supervise and evaluate faculty (Snowden & Gorton, 2002). All of these leadership skills are driven by a need for leaders to build collaborative rapport and create a positive learning environment for both teachers and students. This study looked at the relationship between personality type as measured by the Keirsey Temperament Sorter (Keirsey & Bates, 1984) and leaders’ preferred leadership approaches as measured by the Instructional Leadership Beliefs Inventory (Glickman, 2002). Although this study found no significant correlations, the data provides insight to help determine how and to what extent personality type is related to a preferred leadership approach.

The purpose of this article is to report on the underlying consensus in the major leadership approaches. This led to an assessment of the comprehensiveness of 11 leadership approaches and the role of place in achieving it.

Overall, 11 leadership approaches are analyzed and coded according to their emphasis and purpose and their organizational place (organizational content/context and the follower content/context).

A total of eight consensus items are found which range from “leadership is a good thing and more of its is better” to “leadership is a type of holonomic process”. In addition, ten of the 11 leadership approaches lack comprehensiveness, and that this lack is possibly the reason for their popularity.

This paper does not include all possible leadership approaches. The analysis and coding of those selected leave room for different interpretations and possibly different conclusions.

The inability of most leadership approaches to incorporate actual content of the work and the context of the group or organizations limits their usefulness to actually improve leadership. Theorists need to consider and incorporate place in their formulations.

This paper uses the philosophical concept of place to analyze leadership approaches. This paper also introduces the LAMPE approach to organizational leadership because it points the way to having more comprehensive leadership approach.

Practitioners, organisations and policy makers in health and social care settings are increasingly recognising the need for trauma-informed approaches in organisational settings, with morbidity and financial burdens a growing concern over the past few years. Servant leadership has a unique focus on emotional healing, service to others as the first priority, in addition to the growth, well-being and personal and professional development of key stakeholders. This paper aims to discuss Trauma Informed Servant Leadership (TISL).

A targeted review of the servant leadership and trauma-informed care literature was conducted. Relevant studies, including systematic review and meta-analysis, were sourced, with the resulting interpretation informing the conceptual model.

Although there are general guidelines regarding how to go about instituting trauma-informed approaches, with calls for organisational leadership to adapt the often cited six trauma-informed principles, to date there has not been a leadership approach elucidated which takes as its starting point and core feature to be trauma informed. At the same time, there is a paucity of research elucidating trauma outcomes for service users or employees in the literature when a trauma-informed approach is used. However, there is a large body of evidence indicating that servant leadership has many of the outcomes at the employee level that trauma-informed approaches are attempting to attain. Thus, the author builds on a previous conceptual paper in which a model of servant leadership and servant leadership supervision are proposed to mitigate against compassion fatigue and secondary trauma in the health and social care sector. The author extends that research to this paper by recasting servant leadership as a trauma-informed model of leadership that naturally operationalises trauma-informed principles.

A lack of primary data limits the extent to which conclusions can be drawn on the effectiveness of this conceptual model. However, the model is based on robust research across the differential components used; therefore, it can act as a framework for future empirical research designs to be studies at the organisational level. Both the servant leadership and trauma-informed literatures have been extended with the addition of this model.

TISL can complement the trauma-informed approach and may also be viable as an alternative to trauma-informed approaches. This paper offers guidelines to practitioners and organisations in health and social care on how to operationalise important trauma-informed principles through leadership.

This conceptual model may help reduce the burden of trauma and re-traumatisation encountered by practitioners and service users in health and social care settings, impacting on morbidity.

To the best of the author’s knowledge, this is a novel approach, the first of its kind.