Showing papers on "Leadership development published in 2011"

Distributed Leadership in Organizations: A Review of Theory and Research

Abstract: The aim of this paper is to review conceptual and empirical literature on the concept of distributed leadership (DL) in order to identify its origins, key arguments, and areas for further work. Consideration is given to the similarities and differences between DL and related concepts including ‘shared’, ‘collective’, ‘collaborative’, ‘emergent’, ‘co-‘ and ‘democratic’ leadership. Findings indicate that whilst there are some common theoretical bases, the relative usage of these concepts varies over time, between countries and between sectors. In particular, DL is a notion that has seen a rapid growth in interest since the year 2000 but research remains largely restricted to the field of school education and of proportionally more interest to UK than US-based academics. Several scholars are increasingly going to lengths to indicate that in order to be ‘distributed’ leadership need not necessarily be widely ‘shared’ or ‘democratic’ and in order to be effective there is a need to balance different ‘hybrid configurations’ of practice. The article highlights a number of areas for further attention, including three factors relating to the context of much work on DL (power and influence; organisational boundaries and context; and ethics and diversity), and three methodological and developmental challenges (ontology; research methods; and leadership development, reward and recognition). It is concluded that descriptive and normative perspectives that dominate the literature should be supplemented by more critical accounts that recognise the rhetorical and discursive significance of DL in (re)constructing leader-follower identities, mobilising collective engagement and challenging or reinforcing traditional forms of organisation.

Taking Gender into Account: Theory and Design for Women's Leadership Development Programs

Abstract: We conceptualize leadership development as identity work and show how subtle forms of gender bias in the culture and in organizations interfere with the identity work of women leaders. Based on thi...

The Servant Leadership Survey: Development and Validation of a Multidimensional Measure

Abstract: textPurpose: The purpose of this paper is to describe the development and validation of a multi-dimensional instrument to measure servant leadership. Design/Methodology/Approach Based on an extensive literature review and expert judgment, 99 items were formulated. In three steps, using eight samples totaling 1571 persons from The Netherlands and the UK with a diverse occupational background, a combined exploratory and confirmatory factor analysis approach was used. This was followed by an analysis of the criterion-related validity. Findings: The final result is an eight-dimensional measure of 30 items: the eight dimensions being: standing back, forgiveness, courage, empowerment, accountability, authenticity, humility, and stewardship. The internal consistency of the subscales is good. The results show that the Servant Leadership Survey (SLS) has convergent validity with other leadership measures, and also adds unique elements to the leadership field. Evidence for criterion-related validity came from studies relating the eight dimensions to well-being and performance. Implications: With this survey, a valid and reliable instrument to measure the essential elements of servant leadership has been introduced. Originality/Value The SLS is the first measure where the underlying factor structure was developed and confirmed across several field studies in two countries. It can be used in future studies to test the underlying premises of servant leadership theory. The SLS provides a clear picture of the key servant leadership qualities and shows where improvements can be made on the individual and organizational level; as such, it may also offer a valuable starting point for training and leadership development.

The Servant Leadership Survey: Development and Validation of a Multidimensional Measure

Abstract: The purpose of this paper is to describe the development and validation of a multi-dimensional instrument to measure servant leadership. Based on an extensive literature review and expert judgment, 99 items were formulated. In three steps, using eight samples totaling 1571 persons from The Netherlands and the UK with a diverse occupational background, a combined exploratory and confirmatory factor analysis approach was used. This was followed by an analysis of the criterion-related validity. The final result is an eight-dimensional measure of 30 items: the eight dimensions being: standing back, forgiveness, courage, empowerment, accountability, authenticity, humility, and stewardship. The internal consistency of the subscales is good. The results show that the Servant Leadership Survey (SLS) has convergent validity with other leadership measures, and also adds unique elements to the leadership field. Evidence for criterion-related validity came from studies relating the eight dimensions to well-being and performance. With this survey, a valid and reliable instrument to measure the essential elements of servant leadership has been introduced. The SLS is the first measure where the underlying factor structure was developed and confirmed across several field studies in two countries. It can be used in future studies to test the underlying premises of servant leadership theory. The SLS provides a clear picture of the key servant leadership qualities and shows where improvements can be made on the individual and organizational level; as such, it may also offer a valuable starting point for training and leadership development.

The SAGE Handbook of Leadership

Abstract: PART ONE: OVERVIEW PERSPECTIVES A History of Leadership - Keith Grint Research Methods in the Study of Leadership - Alan Bryman The Enduring and Elusive Quest for a General Theory of Leadership: Initial Efforts and New Horizons - Georgia Sorenson, George Goethals and Paige Haber Leadership Development - David V. Day PART TWO: MACRO AND SOCIOLOGICAL PERSPECTIVES Leadership and Organization Theory - Ken W. Parry Perspectives on Strategic Leadership - Jean-Louis Denis, Veronica Kisfalvi, Ann Langley and Linda Rouleau Charismatic Leadership - Jay A. Conger Gender and Leadership - Linda L. Carli and Alice H. Eagly A Network Approach to Leader Cognition and Effectiveness - Martin Kilduff and Prasad Balkundi Trust and Distrust in the Leadership Process: A Review and Assessment of Theory and Evidence - Roderick M. Kramer Leadership and Organizational Culture - Mats Alvesson Cross-Cultural Leadership Revisited - Eric Guthey and Brad Jackson PART THREE: POLITICAL AND PHILOSOPHICAL PERSPECTIVES Critical Leadership Studies - David Collinson Leadership and Power - Raymond Gordon Political Leadership - Jean Hartley and John Benington Leadership and Cults - Dennis Tourish Leadership Ethics - Joanne B. Ciulla and Donelson R. Forsyth Philosophy of Leadership - Peter Case, Robert French and Peter Simpson Aesthetics and Leadership - Hans Hansen and Ralph Bathurst PART FOUR: PSYCHOLOGICAL PERSPECTIVES Predictors of Leadership: The Usual Suspects and the Suspect Traits - John Antonakis Contingency Theories of Effective Leadership - Gary Yukl Transformational Leadership - Hector R. Diaz-Saenz Leader-Member Exchange: Recent Findings and Prospects for the Future - Smriti Anand, Jia Hu, Robert C. Liden and Prajya R. Vidyarthi Leadership and Attachment Theory: Understanding Interpersonal Dynamics in Leader-Follower Relations - Annilee M. Game Team Leadership: A Review and Look ahead - Shawn Burke, Deborah DiazGranados and Eduardo Salas Authentic Leadership - Arran Caza and Brad Jackson A Multi-level View of Leadership and Emotions: Leading with Emotional Labour - Neal M. Ashkanasy and Ronald H. Humphrey The Shadow Side of Leadership - Manfred Kets De Vries and Katharina Balazs Psychoanalytic Approaches to Leadership - Yiannis Gabriel Creativity, Innovation and Leadership: Models and Findings - Michael D. Mumford, Isaac C. Robledo and Kimberly S. Hester PART FIVE: EMERGING PERSPECTIVES Followership and Follower-Centred Approaches - Michelle C. Bligh Hybrid Configurations of Leadership - Peter Gronn Moving Relationality: Meditations on a Relational Approach to Leadership - Dian Marie Hosking Complexity Leadership Theory - Mary Uhl-Bien and Russ Marion Spirituality and Leadership - Mario Fernando Discursive Approaches to Leadership - Gail T. Fairhurst Being Leaders: Identities and Identity Work in Leadership - Amanda Sinclair The Virtual Leader - David M. Boje, Alison Pullen, Carl Rhodes and Grace Ann Rosile

From Leadership-as-Practice to Leaderful Practice

Abstract: Consistent with views that see leadership emerging from social practices rather than from the external mind, this paper contributes to an emerging movement in leadership studies known as “leadership-as-practice” (L-A-P). This movement looks for leadership in its music and activity rather than in the traits and heroics of individual actors. The article distinguishes L-A-P from the individualistic approach by explaining its intersection with its dualistic counterpart, theory; with the agency-structure problem; and with relationality and meaning in organizations. It calls for a modification in classic approaches to research methodology and to leadership development. L-A-P is advised to consider its natural affinity with democratic participation through leaderful practices that systematically privilege the co-creation of social organization.

The wise leader.

Abstract: In an era of increasing discontinuity, wise leadership has nearly vanished. Many leaders find it difficult to reinvent their corporations rapidly enough to cope with new technologies, demographic shifts, and consumption trends. They can't develop truly global organizations that operate effortlessly across borders. And they find it tough to ensure that their people adhere to values and ethics. The authors assert that leaders must acquire practical wisdom, or what Aristotle called phronesis: experiential knowledge that enables people to make ethically sound judgments. Wise leaders demonstrate six abilities: (i) They make decisions on the basis of what is good for the organization and for society. (2) They quickly grasp the essence of a situation and fathom the nature and meaning of people, things, and events. (3) They provide contexts in which executives and employees can interact to create new meaning. (4) They employ metaphors and stories to convert their experience into tacit knowledge that others can use. (5) They exert political power to bring people together and spur them to act. (6) They use apprenticeship and mentoring to cultivate practical wisdom in orders.

The Toyota Way to Lean Leadership: Achieving and Sustaining Excellence Through Leadership Development

Abstract: The Missing Link to Toyota-Style Success--LEAN LEADERSHIP "This great book reveals the secret ingredient to lean success: lean leadership. Not only is it a pleasure to read, but it is also deep and enlightening. This book is an absolute must-read for anyone interested in lean: it's both an eye opener and a game changer." --Michael Balle, Ph.D., coauthor of The Gold Mine and The Lean Manager "This will immediately be recognized as the most important book ever published to understand and guide 'True North Lean' and the goal of perpetual business excellence." --Ross E. Robson, President and CEO, DnR Lean, LLC, and the original Director of The Shingo Prize "An excellent book that will shape leadership development for decades to come." --Karen Martin, Principal, Karen Martin & Associates, and author of The Kaizen Event Planner About the Book: TOYOTA. The name signifies greatness-- world-class cars and game-changing business thinking. One key to the Toyota Motor Company's unprecedented success is its famous production system and its lesser-known product development program. These strategies consider the end user at every turn and have become the model for the global lean business movement. All too often, organizations adopting lean miss the most critical ingredient--lean leadership. Toyota makes enormous investments in carefully selecting and intensively developing leaders who fit its unique philosophy and culture. Thanks to the company's lean leadership approach, explains Toyota Way author Jeffrey Liker and former Toyota executive Gary Convis, the celebrated carmaker has set into motion a drive for continuous improvement at all levels of its business. This has allowed for: Constant growth: Toyota increased profitability for 58 consecutive years--slowing down only in the face of 2008's worldwide financial difficulties, the recall crisis, and the worst Japanese earthquake of the century. Unstoppable inventiveness: Toyota's approach to innovative thinking and problem solving has resulted in top industry ratings and incredible customer satisfaction, while allowing the company to weather these three crises in rapid succession and to come out stronger. Strong branding and respect: Toyota's reputation was instrumental in the company's ability to withstand the recalls-driven media storm of 2010. But what looked to some to be a sinking ship is once again running under a full head of steam. Perhaps the Toyota culture had weakened, but lean leadership was the beacon that showed the way back. In fact, writes Liker, the company is "as good and perhaps a better model for lean leadership than it ever has been." of innovation and growth. Yet, Industry Week reports that just 2 percent of companies using lean processes can likewise claim to have had long-term success. What the other 98 percent lack is unified leadership with a common method and philosophy. If you want to get lean, you have to take it to the leadership level. The Toyota Way to Lean Leadership shows you how.

From leadership-as-practice to leaderful practice:

Abstract: Consistent with views that see leadership emerging from social practices rather than from the external mind, this paper contributes to an emerging movement in leadership studies known as ‘leadershi...

Interweaving Youth Development, Community Development, and Social Change Through Youth Organizing

Abstract: Community organizing groups that have built coalitions for local change over the past few decades are now involving young people as leaders in efforts to improve quality of life. The current study explores a particularly effective youth organizing initiative through review of organizational documents and collection and analysis of qualitative data. The study finds that this model for youth organizing is effective at producing impacts at multiple levels because it weaves together youth development, community development, and social change into a unified organizing cycle. The initiative encourages partici- pants by promoting psychological empowerment, leadership development, and sociopolitical development. Simultaneously, youth organizing produces community-level impacts, including new program implementation, policy change, and institution building. Social changes include intergenerational and multicultural collaboration in the exercise of power. This interplay between youth development, community development, and social change is discussed in relation to the growing field of youth organizing and other efforts to engage youth in civil society.

Leadership and Neuroscience: Can We Revolutionize the Way That Inspirational Leaders Are Identified and Developed?

Abstract: Executive Overview Recent advances in the field of neuroscience can significantly add to our understanding of leadership and its development. Specifically, we are interested in what neuroscience can tell us about inspirational leadership. Based on our findings, we discuss how future research in leadership can be combined with neuroscience, as well as potential neurofeedback interventions for the purpose of leadership development. We also consider ethical implications and applications to management-related areas beyond leadership.

Preparing new principals in South Africa : the ACE : school leadership programme

Abstract: There is increasing recognition that effective leadership and management are vital if schools are to be successful in providing good learning opportunities for students, and emerging evidence that high quality leadership makes a significant difference to school improvement and learning outcomes. However, in many countries, including South Africa, a teaching qualification and teaching experience are the only requirements for school principals. In the 21st century, there is a growing realisation that headship is a specialist occupation that requires specific preparation. In 2007, the former South African Department of Education introduced a new threshold qualification for aspiring school principals as part of its wider strategy to improve educational standards. The course, badged as an Advanced Certificate in Education: School Leadership (ACE), was piloted in six provinces from 2007–2009. This paper reports the main findings from the evaluation of the pilot ACE programme and links them to the South African and international literature on leadership development.

Challenges facing women leaders in Saudi Arabia

Abstract: As a result of increasing enrolment of women in all levels of education and various fields of employment and aspects of public life in Saudi Arabia, the last 10 years witnessed a growing participation of women in senior management positions and in the decision-making process in public and private sectors. Recent developments indicate a clear strategic direction of policy makers and development plans in Saudi Arabia towards an even greater role for women in public life and into top leadership positions in public domains. In spite of the considerable role of women in Saudi society, evidence suggests that women in leadership positions are facing a different reality from their male counterparts due to organizational, personal and cultural challenges that impede their effectiveness as leaders. Through a survey of 160 women leaders, this article attempts to identify the challenges that women leaders face in government sectors in Saudi Arabia. Findings indicate that the main challenges are: structural challenges...

Medical leadership: why it's important, what is required, and how we develop it

Abstract: Good medical leadership is vital in delivering high-quality healthcare, and yet medical career progression has traditionally seen leadership lack credence in comparison with technical and academic ability. Individual standards have varied, leading to variations in the quality of medical leadership between different organisations and, on occasions, catastrophic lapses in the standard of care provided to patients. These high-profile events, plus increasing evidence linking clinical leadership to performance of units, has led recently to more focus on leadership development for all doctors, starting earlier and continuing throughout their careers. There is also an increased drive to see doctors take on more significant leadership roles throughout the healthcare system. The achievement of these aims will require doctors to develop strong personal and professional values, a range of non-technical skills that allow them to lead across professional boundaries, and an understanding of the increasingly complex environment in which 21st century healthcare is delivered. Developing these attributes will require dedicated resources and the sophisticated application of a variety of different learning methodologies such as mentoring, coaching, action learning and networking.

Enhancing Parent Leadership Through Building Social and Intellectual Capital

Abstract: Inequality of access to educational resources by different social classes has been widely documented, and schools have instituted parent programs to ameliorate this situation. However, lacking are theoretically based studies that explain how and why a program may be effective in bringing about change. The authors studied a 12-week parent leadership program for Hispanics that provided opportunities for interaction, knowledge exchange, leadership development, trust building, and collective action—important components of social and intellectual capital. Their research shows that when parents participate in leadership development, they are empowered to effect changes that benefit their children through individual and collective actions. Some parent graduates founded organizations that continue to affect the educational system. The authors argue that the concepts of social and intellectual capital can inform parent involvement research and practice because they explain a community’s capability to engage in new...

Learning to Be Leaders in Higher Education: What Helps or Hinders Women’s Advancement as Leaders in Universities:

Abstract: This article examines 110 reported incidents from an online survey of 26 women from each of the eight universities in New Zealand. They responded to questions asking them to describe times when work and non-work situations have helped or hindered their advancement in university leadership roles. Five key themes, incorporating a range of factors, emerged as making a difference to advancement as leaders. These themes are: work relationships; university environment; invisible rules; proactivity; and personal circumstances. This research is part of the L-SHIP (Leadership- Supporting Higher Intent & Practice) project and has two main aims. First, to identify factors in universities that help and hinder women’s advancement as leaders, as reported by women; second, to provide useful evidence to underpin the development of programmes supporting women’s advancement in university leadership roles. This research is a first step in the development of the L-SHIP Toolkit for good practice in leadership development in h...

Training the Next Generation of Physician–Executives: An Innovative Residency Pathway in Management and Leadership

Abstract: The rapidly changing field of medicine demands that future physician-leaders excel not only in clinical medicine but also in the management of complex health care enterprises. However, many physicians have become leaders "by accident," and the active cultivation of future leaders is required. Addressing this need will require multiple approaches, targeting trainees at various stages of their careers, such as degree-granting programs, residency and fellowship training, and career and leadership development programs. Here, the authors describe a first-of-its-kind graduate medical education pathway at Duke Medicine, the Management and Leadership Pathway for Residents (MLPR). This program was developed for residents with both a medical degree and management training. Created in 2009, with its first cohort enrolled in the summer of 2010, the MLPR is intended to help catalyze the emergence of a new generation of physician-leaders. The program will provide physicians-in-training with rigorous clinical exposure along with mentorship and rotational opportunities in management to accelerate the development of critical leadership and management skills in all facets of medicine, including care delivery, research, and education. To achieve this, the MLPR includes 15 to 18 months of project-based rotations under the guidance of senior leaders in many disciplines including finance, patient safety, health system operations, strategy, and others. Developing both clinical and management skill sets during graduate medical education holds the promise of engaging future leaders of health care at an early career stage, keeping more MD-MBA graduates within health care, and creating a bench of talented future physician-executives.

Leadership and organisational performance: from research to prescription?

Abstract: Purpose – This paper is intended to give an overview of research on the impact of leadership on student outcomes, the main leadership activities related to these outcomes, and strengths and weaknesses in the research base.Design/methodology/approach – This paper is a literature review of key papers addressing the relationship between leadership and student outcomes. Key authors and journals in the field were consulted.Findings – Leadership has a significant indirect impact on student outcomes, though the role of contingency and school context in shaping leadership is important. There is some evidence for impact of transformational, distributed and instructional leadership. The evidence base for an impact of leadership development is limited, however. The research base suffers from significant weaknesses, such as dualism, over‐prescriptivity, lack of international research, limited methodologies, and poor measurement.Originality/value – This paper provides a comprehensive overview of the evidence and point...

Becoming a Leader: Early Career Challenges Faced by MBA Graduates

Abstract: Leadership development is often cited as an important organizational priority. Despite the criticisms of MBA education, MBA graduates represent one important source of future leaders. Although we h...

Coaching models for leadership development: An integrative review

Abstract: The purpose of this article was to describe and compare coaching models and to address their relevance to the advancement of leadership. Coaching has become a popular strategy for leadership development and change in complex environments. Despite increasing popularity, little evidence describes the necessity and impact of coaching. An integrative literature review from 1996 to 2010, retrieved through seven databases, reference tracking, and consultation with academic networks, led to inclusion of peer-reviewed articles on coaching models. Themes and critical elements in the selected coaching models were analyzed. The search yielded 1,414 titles. Four hundred twenty-seven abstracts were screened using inclusion/exclusion criteria, and 56 papers were retrieved for full-text screening. Ten papers were included: two coaching models from health care settings, seven from business settings, and one from a medical education institution. Critical components of coaching models are: coach-coachee relationship, problem identification and goal setting, problem solving, transformational process, and mechanisms by which the model achieves outcomes. Factors that impact positive coaching outcomes are: coach's role and attributes, selection of coaching candidates and coach attributes, obstacles and facilitators to the coaching process, benefits and drawbacks of external versus internal coaches, and organizational support. The elements of coaching models identified in this review may be used to guide future research on the effectiveness of coaching as a leadership strategy.

Exploring Leadership: Individual, Organizational, and Societal Perspectives

Abstract: Leadership is one of the most talked about yet least understood concepts in current business and society. This book explores how theoretical models and views of leadership have evolved over time; how leadership can be investigated from individual, organizational, and societal perspectives; and perennial dilemmas and emerging approaches in Leadership Studies. Positioning its discussion within a multidisciplinary framework that touches on management, sociology, philosophy, anthropology, history, literature, and politics, this book examines and critiques the common assumptions that inform the ways in which leaders and leadership are recognized, rewarded, and developed. It provides a valuable and thought- provoking overview for students and academics interested in leadership and management, practising leaders, leadership development consultants, and policy makers.

Games Managers Play: Play as a Form of Leadership Development

Abstract: In recent years, organizations have expended considerable effort and resources to develop and improve managers' leadership skills through various forms of play. I explore the role of play in leader...

Advancing women's careers through leadership development programs

Abstract: Purpose – Women continue to be under‐represented at higher levels of management in organisations and on boards throughout Western industrialised countries despite more than 30 years of government policies and organisational practices designed to redress this imbalance. The problem is how to ensure that more women make it to senior positions. This paper seeks to explore one approach to advancing women's careers through a women‐only development program designed for those identified as high‐potential leaders.Design/methodology/approach – Telephone interviews were conducted with participants from two intakes of the development program. Qualitative data analysis methods were used to identify common words and themes as well as divergent opinions.Findings – Women‐only development programs provide a safe and supportive environment for improving self‐confidence, learning new skills, and learning from the experiences of successful role models. They are a useful addition to other strategies designed to increase the ...

What is clinical leadership…and why is it important?

Abstract: Summary Background: The ‘invitation’ for clinicians to participate in leadership practices, previously considered the province of the professional health service manager, is driven by a number of international policy and professional agendas. This article, the first in a short series, considers definitions and theories of clinical leadership and management, and explores leadership roles and responsibilities of the clinician in terms of levels of engagement. Recent developments in the UK’s National Health Service (NHS), the largest health care organisation in the world, are used as illustrations of how theory has informed clinical leadership development. Methods: Narrative review and discussion. Results: The tensions arising from the situation of health care professionals within managed health care are described. Leadership is defined alongside its relationship to management. Key theories of leadership are considered and applications of theory to practice explored. The role and usefulness of the ‘competency framework’ in leadership development is debated. Discussion: Health care is delivered by complex systems often involving large numbers of individuals and organisations. The effective clinician needs to understand these pathways and systems of care if they are to be able to function effectively, and must be comfortable working both within, and with, these systems for the benefit of their patients. Engaging in leading and managing systems of health care, on whatever scale – team, department, unit, hospital or health authority – is therefore a professional obligation of all clinicians. Just as leadership is argued to be necessary ‘at all levels’, so ‘leadership development’, assessment and feedback must be provided throughout the education and training of health professionals.

Evaluation of a Long-Term Transformational Leadership Development Program

Abstract: This study represents a multi-method, multi-source, and longitudinal evaluation of a leadership development program in Germany. For the development of transformational leadership, the methods of leadership feedback, training, and coaching were combined into a program. The effects of this program were evaluated at three, six, nine, and twelve months after training. Altogether, 25 leaders participated in the program. The results revealed that transformational leadership (subordinate assessment) improved six months after training and later on. Also, leaders' performance (leaders' supervisor ratings) and Organizational Citizenship Behavior (subordinate assessment) improved over time.

School Leadership Policy Trends and Developments: Policy Expediency or Policy Excellence?

Abstract: Background: Institutional theorists suggest environmental stakeholders in the organizational field have a symbiotic relationship with governing agencies, leading to institutional isomorphism. Hence state policy makers copy the work of their colleagues across states to create a sense of legitimacy, certainty, and professionalization rather than developing policy based on metrics of efficiency and/or effectiveness. It can stifle innovation. The purpose of this study was to investigate the trends in state policy for school-based education administrators as an indicator of institutional isomorphism. Research Design: A “cohesive leadership system” for school leaders that has been operationalized by researchers through a five-segment continuum of standards, preparation program approval, assessment and licensure, mentoring and induction, and ongoing professional development coupled with licensure renewal. Researchers in this study reviewed published state regulations in all 50 states with respect to each of thes...

The Handbook for Student Leadership Development

Abstract: About the National Clearinghouse for Leadership Programs. Foreword (Dennis C. Roberts). Preface. About the Authors and Editors. 1 Advancing Leadership Education (Susan R. Komives). 1 FOUNDATIONS OF LEADERSHIP EDUCATION. 2 Leadership Theories (John P. Dugan and Susan R. Komives). 3 Research on College Student Leadership Development (John P. Dugan). 4 Considerations of Student Development in Leadership (Wendy Wagner). 5 Considerations of Student Learning in Leadership (Julie E. Owen). 2 PROGRAM DESIGN. 6 Establishing and Advancing a Leadership Program (Jan Arminio). 7 Inclusive Design (Art Munin and John P. Dugan). 8 Assessment and Evaluation (Julie E. Owen). 9 Funding Leadership Programs (Angie Vineyard and Craig Slack). 3 PROGRAM CONTEXT. 10 Formal Leadership Program Models and Structure (Paige Haber). 11 Curricular Programs (Felicia Mainella and Marlena Martinez Love). 12 Co-Curricular Programs (Jennifer A. Smist). 4 PROGRAM DELIVERY. 13 Powerful Pedagogies (Cara Meixner and Dave Rosch). 14 Considerations for Cultural and Social Identity Dimensions (Daniel T. Ostick and Vernon A. Wall). 15 Contemporary Topics in Leadership (Wendy Wagner and Kristan Cliente). Epilogue. Name Index. Subject Index.

Transformational leadership training programme for charge nurses

Abstract: duygulu s. & kublay g. (2011) Transformational leadership training programme for charge nurses. Journal of Advanced Nursing 67(3), 633–642. Abstract Aim. This paper is a report of an evaluation of the effects of a transformational leadership training programme on Unit Charge Nurses’ leadership practices. Background. Current healthcare regulations in the European Union and accreditation efforts of hospitals for their services mandate transformation in healthcare services in Turkey. Therefore, the transformational leadership role of nurse managers is vital in determining and achieving long-term goals in this process. Method. The sample consisted of 30 Unit Charge Nurses with a baccalaureate degree and 151 observers at two university hospitals in Turkey. Data were collected using the Leadership Practices Inventory-Self and Observer (applied four times during a 14-month study process from December 2005 to January 2007). The transformational leadership training programme had theoretical (14 hours) and individual study (14 hours) in five sections. Means, standard deviations and percentages, repeated measure tests and two-way factor analysis were used for analysis. Results. According the Leadership Practices Inventory-Self and Observer ratings, leadership practices increased statistically significantly with the implementation of the programme. There were no significant differences between groups in age, length of time in current job and current position. The Unit Charge Nurses Leadership Practices Inventory self-ratings were significantly higher than those of the observers. Conclusion. There is a need to develop similar programmes to improve the leadership skills of Unit Charge Nurses, and to make it mandatory for nurses assigned to positions of Unit Charge Nurse to attend this kind of leadership programme.

The Handbook for Teaching Leadership: Knowing, Doing, and Being

Abstract: Section I-- Know - Thomas DeLong Sensemaking: Framing and Acting in the Unknown - Deborah Ancona Cases in Leadership Education: Implications of Human Cognition - Michael D. Mumford, David Peterson, Issac Robledo, Kimberly Hester Becoming Leadership Literate: A Core Cirriculum - Barbara Kellerman Educating Contemporary Princes and Princesses for Power - Jose Luis Alvarez Teaching Global Leadership - Mansour Javidan The Spirit of Leadership: New Directions in Leadership Education - Ken Starkey, Carol Hall Learning To Lead at Harvard Business School - Tom DeLong, Linda Hill The Leadership Template - Michael Useem Section II - Know - Barbara Kellerman Mastering the Art of Leadership: An Experiential Approach from the Performing Arts - Belle Halpern, Richard Richards Teaching Executives to be themselves - more -with skill: A sociological perspective on a personal question - Rob Goffee, Gareth Jones High Performance Leadership - Andrew Meikle Leadership Effectiveness and Development: Building Self-Awareness and Insight Skills - Stacey Kole, Jeffrey Anderson Developing Naturally: from Management to Organization to Society to Selves - Henry Mintzberg Being a Leader: Mental Strength for Leadership - Louis Csoka Developing Leaders of Consequence - Sim Sitkin Joseph LeBoeuf, James Emery, Sanyin Siang Section III--Be - Peter Northouse Creating Leaders: An Ontological/Phenomenological Model - Werner Erhard, Michael Jensen, Kari Granger Transformational Leadership Development Programs: Creating Long-Term Sustainable Change - Manfred Kets de Vries, Konstantin Korotov An Approach to Teaching Values-Based Leadership - James O'Toole Identity Workspaces for Leadership Development - Gianpiero Petriglieri Authentic Leadership Development - Bill George Forging Consciousness and (Occasionally) Conscience: A Model Based Approach to Leadership Development - Mihnea Moldoveanu Learning to Lead: Pedagogy of Practice - Marshall Ganz, Emily S. Lin Section IV--Context - Ken Starkey Teaching Leadership with the Brain and Mind - David Rock, Al H. Ringleb The Company Command Forum: Teaching Leadership outside the Formal Organizational Structure - Tony Burgess City Year: Developing Idealistic Leaders Through National Service - Max Klau Project GLOBE: Global Leadership and Organizational Behavior Education - Mary Sully de Luque, Marcus Dickson, Ariel Lelchook, Paul Hanges Leadership Acceleration at Goldman Sachs - Cary Friedman, Shoma Chatterjee & Keith Yardley Developing Interdependent Leadership - Charles Palus, John McGuire, Chris Ernst Developing Business Innovators who Integrate Profitability and Social Value - Nancy McGaw Re-Developing Leaders: The Harvard Advanced Leadership Experiment in Even Higher Education - Rosabeth Moss Kanter