This article describes a faculty self-leadership study and its impact on outcomes—extra effort, effectiveness, and satisfaction. The research questions asked faculty’s perceptions of classroom ...leadership—specifically whether they perceive themselves as leaders. This preliminary, small study aims to consider other avenues to improve the student learning experience and faculty performance. Faculty perception of self-leadership may account for their efforts to cultivate others effectively. The notion of faculty leading or grassroots leadership may be a paradigm shift or game-changer; the norm is that the pioneers of change, innovation, and creativity are found in administrative positions in an organization. This norm equates leadership with status, authority, and position. The concept of transformational classroom leadership is not widespread but where else can one find a better fit to integrate this concept than in teaching. What better place exists to examine its impact than the classroom? There is a need to “step outside the culture” and ask teachers how they construe a leadership role to alter higher education’s status quo.
Much has changed in the last 20years, but have people's naïve conceptions of leaders changed as well? Paralleling Offermann et al.'s (1994) study of the content of implicit leadership theories with ...new samples, the present study investigates ILT stability and change across a 20-year period. Results indicate that, as in 1994, Sensitivity, Dedication, Tyranny, Charisma, Strength, Masculinity, and Intelligence were confirmed as ILT factors. Analyses revealed a new factor, Creativity, and the rearranging of some characteristics across factors. The nine-factor, 46-item scale was confirmed with an independent sample, yielding superior fit indices to the eight-factor solution. This supports the view of ILTs as having both remarkably stable elements despite organizational and societal changes as well as contextually-sensitive elements. Open-ended characteristics had no references to females despite reference to males, as in 1994; thus, “think leader, think male” appears to persist in terms of naïve conceptions of leadership.
Background & Purpose: The leadership development (LD) is one of the main issues in organizations, and without having the necessary skills and trying to strengthen them in the long term, one cannot ...expect to progress and achieve goals. In pioneering organizations, LD is considered as an enabling and important capacity. Thus, the aim of this research is to present the LD framework in Melli Bank. Methodology: This research is practical and qualitative. In this research, the collected data are analyzed using multi grounded theory approach. Research participants include 20 experts and senior managers of Melli Bank, and university professors who were selected through theoretical sampling method. Findings: The main phenomenon of LD has two categories: individual LD (human capital) and collective LD (social capital). Also, factors affecting the LD include external and internal organizational factors as well as individual and collective strategies. The context of LD includes political, social, economic, environmental factors, instability and risk, and management systems. LD enablers include the categories of macro-policy, management development, coordination and coherence, provision of resources and management of service operations. The functions of LD include individual, organizational, and extra-organizational growth. Conclusion: Leadership development is considered as a multidimensional process that requires a person's knowledge and the environment, development of communication skills, and effective interactions with group members. The development of collective leadership is the main result of this research and it means strengthening and expanding the skills, characteristics, and strengths related to a team.
As part of its Leadership in Action programme, the King’s Fund has published a resource that encourages senior leaders to focus on staff engagement, stating that ‘engaged staff deliver better health ...care’ and that treatment providers with more engaged staff ‘have lower levels of patient mortality’. The resource describes and explains how to implement six ‘building blocks for a highly engaged workforce’. These cover: creating a shared strategic direction; building collective leadership; developing supportive and inclusive leadership styles; enabling staff to lead service transformation; establishing a culture based on trust and integrity; and placing staff engagement on the board agenda. To read the paper, go to www.tinyurl.com/nse4nm4
International and national crises often highlight behavioral patterns in the labor market that illustrate women’s courage and adaptability in challenging times. The COVID-19 pandemic and resulting ...changes in the workplace due to social distancing, remote work, and tele-communications protocols showcased women’s power of authenticity and accessibility (interpersonal and personalized experiences) to engage with their constituents effectively. The catalyzed this research was our desire to underscore the importance of studying the impact of COVID-19 on women leaders. The COVID-19 pandemic brought to light specific challenges and disparities women faced in the workplace. It has been asserted that women leaders substantially benefit businesses and organizations and we wanted to test this out through the practices of our research participants. Decades of research reveal that women leaders enhance productivity, foster collaboration, inspire dedication, and promote fairness in the workplace. This article introduces the feminist Connective Leadership Model (CL) an integrative leadership model and one informed by early feminist theory for understanding women’s leadership during the COVID-19 pandemic. A mixed-method study of select US women leaders before and during the COVID-19 pandemic revealed the CL model and its efficacy for adaptive, inclusive leadership in various contexts. First, this article highlights the impact of the COVID-19 pandemic on women’s leadership and behavioral response to the crisis through the lens of the CL model. Second, this article delves into challenges the women leaders faced, including adaptive challenges, isolation, team management, increased caregiving responsibilities, and gender-related disparities. Third, this article reframes women’s voices articulated through a crisis management leadership framework coupled with an understanding and application of the behaviors defined through complexity theory which are aligned with the CL model. Finally, the article discusses the four ‘As’ of crisis leadership: authenticity, alignment, awareness, and adaptability. The application of the CL model provides an effective framework for determining the most appropriate leadership behaviors within the complex challenges of a crisis; it enables the leader to focus on personal, employee, and organizational well-being.
A handbook that helps educational leaders hone the social and emotional skills essential to promoting positive school culture and navigating their complex jobs. In this profoundly useful work, Janet ...Patti and Robin Stern make the case for social-emotional learning (SEL) as part of a critical skill set for K-12 school leaders, and they offer coaching on how to integrate emotional intelligence into leadership practices. Patti and Stern draw on recent research from psychology and education, as well as their combined 40 years of experience in the fields of SEL and leadership training, to highlight the many benefits of SEL-focused professional development for superintendents, principals, and aspiring school leaders. They also give readers the tools to develop their own SEL skills. "Emotional Intelligence for School Leaders' outlines key SEL skills, from mindfulness and self-management to relationship building and conflict resolution, and details how each can be applied in a leadership context. Case studies of a variety of successful educational leaders who employ positive psychology in their work illustrate the strategies they used to cultivate and apply their own SEL skills. This encouraging book underscores how teams that lead with self-awareness and empathy can promote well-being, foster resilience, and prevent burnout among educators and ultimately increase equity in the education system. Foreword by Daniel Goleman. Afterword by Marc Brackett.
The purpose of this study was to compare transformational and instructional leadership theories, examine the unique impact that school leaders have on student achievement, and determine which ...specific leadership practices are associated with increased student achievement. The sample for this study consisted of 590 teachers in 37 elementary schools in the Intermountain West of the United States. Teachers rated their principals’ leadership style according to the Multifactor Leadership Questionnaire (Transformational Leadership) and the Principal Instructional Management Rating Scale (Instructional leadership). Student achievement was measured by a criterion referenced test. Hypotheses were tested using regression analysis. Results indicated that instructional leadership explained more of the variance in student achievement than did transformational leadership. Principals’ leadership style tended to have a meaningful impact on student achievement beyond the impact of school context and principal demographics. Specific leadership functions associated with student achievement were also identified and reported. Conclusion, implications and limitations are also discussed.
This systematic review of the literature focuses on the empirical research conducted between 1998 and 2018 at the intersection of leaders, teachers, and technology in K-12 schools. The question ...guiding this review was "what does the technology integration literature identify as key leadership practices that support teachers' technology integration efforts?" Findings are presented in terms of the larger body of knowledge about effective leadership practices that are empirically shown to influence teaching and learning by applying a conceptual framework of empirically derived leadership practices. The researchers analyzed, deductively coded, and categorized findings from 34 relevant articles in peer-reviewed journals. Findings emphasized leadership practices for building professional capacity including providing teachers with opportunities to learn, creating communities of practice for them, considering their individualized needs, and addressing issues of access and support. In this article, domains of the conceptual framework are described and convey the findings about leadership practices in terms of IT and offer suggestions for further synthesizing the currently siloed work on technology integration in the leadership, teacher, and technology literature.
This study provides meta-analytic estimates of the antecedents and consequences of feedback-seeking behavior (FSB). Clear support was found for the guiding cost/benefit framework in the ...feedback-seeking domain. Organizational tenure, job tenure, and age were negatively related to FSB. Learning and performance goal orientation, external feedback propensity, frequent positive feedback, high self-esteem, a transformational leadership style, and a high-quality relationship were positively associated with FSB. Challenging some of the dominant views in the feedback-seeking domain, the relationship between uncertainty and FSB was negative and the relationship between FSB and performance was small. Finally, inquiry and monitoring are not interchangeable feedback-seeking tactics. So FSB is best represented as an aggregate model instead of a latent model. In the discussion, gaps in the current FSB knowledge are identified and a research agenda for the future is put forward. Future research may benefit from (a) a systematic and integrative effort examining antecedents of both feedback-seeking strategies on the basis of a self-motives framework, (b) adopting a process perspective of feedback-seeking interactions, and (c) taking the iterative nature of feedback into account.
PDF