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Showing papers on "Leadership development published in 2018"


Journal ArticleDOI
TL;DR: In this paper, a systematic review of the antecedents, mediators and outcomes associated with authentic leadership in healthcare is presented, which can be used to educate future leaders and has the potential to improve leadership development strategies and positive outcomes in healthcare workplaces.

121 citations


Journal ArticleDOI
TL;DR: In this paper, the authors proposed and tested a model examining the influence of two LDP bundles on organizational performance, with human capital and social capital as mediators, and found that differentiation LDPs were positively associated with human resources, while integration lDPs positively influenced social resources.

95 citations


Journal ArticleDOI
TL;DR: In this article, the authors introduce new perspectives, principles and recommendations for the successful development of teacher leadership, drawing from literature on teacher leadership and work redesign, and on-line learning.
Abstract: This article introduces new perspectives, principles and recommendations for the successful development of teacher leadership. It draws from literature on teacher leadership, work redesign, and on-...

67 citations


Journal ArticleDOI
TL;DR: In this article, different international approaches to leadership preparation and induction are examined, linked to concepts of socialization and identity, and they examine different approaches to leader induction and induction. But, although leadership is widely understood to be b...
Abstract: This article will examine different international approaches to leadership preparation and induction, linked to concepts of socialization and identity. Although leadership is widely understood to b...

66 citations


Journal ArticleDOI
TL;DR: Wang et al. as discussed by the authors developed and tested a model of the underlying mechanisms linking transformational leadership and employee creativity using a sample of 240 matched middle-level manager and front-line supervisor dyads from a large foreign joint-venture company in China.
Abstract: This study develops and tests a model of the underlying mechanisms linking transformational leadership and employee creativity using a sample of 240 matched middle-level manager and front-line supervisor dyads from a large foreign joint-venture company in China. We propose that personal control and employee creative personality serve as a unique psychological mechanism and an important boundary condition to simultaneously influence the relationship between transformational leadership and employee creativity. Results of moderated-mediation analyses provided support for our conceptual model, showing that transformational leadership was positively related to personal control, which also had a positive impact on employee creativity. Furthermore, creative personality was found to moderate the relationship between transformational leadership and personal control, which in turn, mediated the joint effect on employee creativity. Findings of this study provide insights into the research on leadership development and work design in HRM, which can inform human resource managers to design effective strategies and systems that can increase employees' creativity.

59 citations


Journal ArticleDOI
TL;DR: In this paper, a 3-year participatory action research study where participant leaders planned, researched, and learned from their practice development was conducted, focusing on critical and creative reflective inquiries into leadership practice change; leading the implementation and evaluation of a new nursing system; facilitating storytelling sessions with staff; and annually reflecting on personal leadership change.
Abstract: Aims and objectives How does person-centred leadership manifest in clinical nursing. Background Person-centred practice fosters healthful relationships and is gaining increasing attention in nursing and health care, but nothing is known about the influence of a person-centred approach to leadership practice. Most leadership models used in nursing were originally developed outside of nursing. Design A 3-year participatory action research study where participant leaders planned, researched and learned from their practice development. Methods After an orientation phase, four action spirals focused on: critical and creative reflective inquiries into leadership practice change; leading the implementation and evaluation of a new nursing system; facilitating storytelling sessions with staff; and annually reflecting on personal leadership change. Multiple data gathering methods offered insight into leadership development from several perspectives. Results Critical and creative thematic data analysis revealed a set of attributes, relational processes and contextual factors that influenced the being and becoming of a person-centred leader. Comparing the findings with nursing leadership literature supports a conceptual framework for person-centred leadership. Conclusions Person-centred leadership is a complex, dynamic, relational and contextualised practice that aims to enable associates and leaders achieve self-actualisation, empowerment and well-being. Relevance to clinical practice This study and its conceptual framework is of relevance to practitioners, educationalists and researchers interested in developing a relational approach to nurse leadership and person-centred cultures.

54 citations


Journal ArticleDOI
TL;DR: Together the papers provide evidence of leadership in public hospital settings and of initiatives to strengthen leadership development, and provide some evidence of the positive potential of new forms of participatory leadership.
Abstract: This editorial provides an overview of the six papers included in this special supplement on health leadership in Africa. Together the papers provide evidence of leadership in public hospital settings and of initiatives to strengthen leadership development. On the one hand, they demonstrate both that current leadership practices often impact negatively on staff motivation and patient care, and that contextual factors underpin poor leadership. On the other hand, they provide some evidence of the positive potential of new forms of participatory leadership, together with ideas about what forms of leadership development intervention can nurture new forms of leadership. Finally, the papers prompt reflection on the research needed to support the implementation of such interventions.

51 citations


Journal ArticleDOI
TL;DR: In this paper, the authors propose a social network-based process model whereby leader role identity predicts network centrality (i.e., betweenness and indegree), which then contributes to leader emergence.
Abstract: Contemporary theories on leadership development emphasize the importance of having a leader identity in building leadership skills and functioning effectively as leaders. We build on this approach by unpacking the role leader identity plays in the leader emergence process. Taking the perspective that leadership is a dynamic social process between group members, we propose a social network-based process model whereby leader role identity predicts network centrality (i.e., betweenness and indegree), which then contributes to leader emergence. We test our model using a sample of 88 cadets participating in a leadership development training course. In support of our model, cadets who possess a stronger leader role identity at the beginning of the course were more likely to emerge as leaders. However this relationship was only mediated by one form of network centrality, indegree centrality, reflecting one's ability to build relationships within one's group. Implications for research and practice are discussed.

51 citations


Journal ArticleDOI
TL;DR: Leadership Development in Medicine suffers from a persistent disconnect between the capacity of the physician-leadership workforce and the needs of the increasingly complex health care needs.
Abstract: Leadership Development in Medicine Health care suffers from a persistent disconnect between the capacity of the physician-leadership workforce and the needs of our increasingly complex health syste...

51 citations


Journal ArticleDOI
TL;DR: In this article, the authors report on research on the views of presidents and vice chancellors of Open Universities of current threats and opportunities for their institutions as the author marks the 50th anniversary of the first Open University in the UK established in 1969.
Abstract: Purpose The purpose of this paper is to report on research on the views of Presidents and Vice Chancellors of Open Universities of current threats and opportunities for their institutions as the author marks the 50th anniversary of the first Open University in the UK established in 1969. The paper offers a historical account of the development of the Open University model, and assesses the extent to which it remains in the key position as owner of innovation in the higher education sector. Design/methodology/approach Interviews were conducted with leaders of Open Universities or distance teaching universities. They covered a total of 14 universities. Findings The replies from institutional leaders reveal the current developments, opportunities and strategic challenges of the universities. It is suggested that the digital revolution along with a wider range of environmental changes for higher education have substantially eroded the first-mover advantage that Open Universities had undoubtedly enjoyed in the first 25 years. Originality/value The paper concludes that there are significant concerns that innovation in Open Universities is not sufficiently embedded to ensure that their contribution to the UN Sustainable Development Goals will be maximised, or even in some cases their survival, and that a key but undervalued element is leadership development for innovation and change.

51 citations



Journal ArticleDOI
TL;DR: In this article, an exploratory review of the literature for the period 2103-2017 was conducted to establish the extent to which the concept of e-leadership has taken off as a lens through which to study leadership for technology-enhanced learning (TEL) in higher education.
Abstract: The aim of this article is to establish the extent to which the concept of e-leadership has taken off as a lens through which to study leadership for technology-enhanced learning (TEL) in higher education. Building on a previous study conducted in 2013, this article thus covers an exploratory review of the literature for the period 2103-2017. It analyses 49 articles which explore both the specific concept of e-leadership as well as other work dealing more generally with leadership and organisational change for TEL in higher education. The findings show that while none of the empirical studies identified in the literature refer explicitly to e-leadership, there are a number of interesting insights to be found in the theoretical articles. The results also highlight the widely different interpretations and applications of the concept of e-leadership and the consequent need for the definition to be refined. The paper concludes with recommendations for further multidisciplinary research at the intersection of the fields of educational technology and educational management, focusing on values, strategy, organisation and leadership interactions at meso level, the economy and public policy at macro level, and teaching and learning at the micro level, as well as for research in Leadership Development for TEL.

Journal ArticleDOI
TL;DR: The strongest association between abuse exposure and new leader abuse is found under conditions where the abusive superior’s team performed well and the new team leaders’ self-concepts showed low concern for others.
Abstract: Building on identity theories and social learning theory, we test the notion that new leaders will model the abusive behaviors of their superiors only under certain conditions. Specifically, we hypothesize that new leaders will model abusive supervisory behaviors when (a) abusive superiors are perceived to be competent, based on the performance of their teams and (b) new leaders' ideal leadership self-concepts are high on tyranny or low on sensitivity. Results of an experiment in which we manipulated abusive supervisory behaviors using a professional actor, and created a role change where 93 individuals moved from team member to team leader role, generally support our hypotheses. We found the strongest association between abuse exposure and new leader abuse under conditions where the abusive superior's team performed well and the new team leaders' self-concepts showed low concern for others. (PsycINFO Database Record

Journal ArticleDOI
TL;DR: In this article, the authors cite the advantages of collective leadership while acknowledging the objections and fears of challengers, arguing that the traditional view of leadership as an individualistic attractive quality that not only protects us but is efficient when applied.
Abstract: In this provocation, the author attempts to cite the advantages of collective leadership while acknowledging the objections and fears of challengers Collective leadership is seen as remote because it defies the traditional view of leadership as an individualistic attractive quality that not only protects us but is efficient when applied Nevertheless, the collective alternative may not only be advisable but required in a connected world featuring a networked economy The contemporary socio-politico-economic environment requires the contribution of, creativity from, and collaboration among multiple agents providing a dynamic concentration of management and knowledge If we are to accept and recognize the contribution of a collective leadership, its development would require an entirely different learning model In particular, collective leadership development occurs as an acute immersion into the practices that are embedded within in situ material–discursive relations—in other words, among people, objects

Journal ArticleDOI
TL;DR: In this paper, an integrated model of leadership potential, the high-potential designation process, and leader success is proposed, which is intended to clarify the theoretical and practical relationships among these concepts.
Abstract: We propose an integrated model of leadership potential, the high-potential designation process, and leader success that is intended to clarify the theoretical and practical relationships among these concepts. Drawing on research in the areas of social judgment and cognition, cognitive abilities, personality, leadership development, and motivation and on practice-oriented observations and writings, we propose a process model of potential, the designation of individuals as high potential, and the antecedent and moderating variables that combine to impact success. We conclude that by using this model we can understand better the individual, social, and organizational factors that impact potential and the high-potential identification process, and help develop more successful leaders and organizations.

Journal ArticleDOI
TL;DR: A structured nursing leadership development program utilizing the Essentials of Nurse Manager Orientation online program provided future nursing leaders with content aligned with nursing leadership competencies and increased their perception of leadership competence.
Abstract: Preparing future nursing leaders to be successful is important because many current leaders will retire in large numbers in the future. A structured nursing leadership development program utilizing the Essentials of Nurse Manager Orientation online program provided future nursing leaders with content aligned with nursing leadership competencies. Paired with assigned mentors and monthly leadership sessions, the participants increased their perception of leadership competence.

Journal ArticleDOI
TL;DR: In this article, a cross-cultural research aims to examine the crucial leadership skills for the 21st-century leaders, especially in times of crisis, and identify similarities and differences between five European countries (Greece, Bulgaria, Latvia, Lithuania, and Cyprus) and the US.
Abstract: Leadership, in today's rapidly changing and unstable business environment, becomes critically important However, leadership development practices have not proven adequate to meet the challenges of the new era The present cross-cultural research aims to examine the crucial leadership skills for the 21st-century leaders, especially in times of crisis, and identify similarities and differences between five European countries (Greece, Bulgaria, Latvia, Lithuania, and Cyprus) and the US In addition, the role of a leader in the 21st century and the leadership development methods needed for future leaders were investigated The sample consisted of 65 leadership experts The results revealed some similarities, but, also, specific differences between the five European countries and the US in the essential leadership skills and the ones needed in times of crisis A gap was also identified between the required and the observed leadership skills in the workplace in both European countries, and the US, implying the need for a paradigm shift in leadership development methods to prepare future leaders capable of navigating in an uncertain and complex world

Journal ArticleDOI
TL;DR: In this paper, the authors examined how experienced early educators developed as change agents in the context of a leadership development program and proposed a new conceptual mapping of a leader development ecosystem for supporting educators' capacity to identify as leaders as well as lead improvement and innovation.
Abstract: This study examined how experienced early educators developed as change agents in the context of a leadership development program. Unlike in many other professions, experienced early educators lack opportunities to grow throughout their careers and access the supports they need to lead change in their classrooms, organizations, the profession, and beyond. This qualitative study brings a relational and entrepreneurial leadership theory lens to its analysis of the experiences of 43 early educators as they co-created pathways forward as leaders for change. The study defines leadership as a process of influencing change to improve early care and education, and not reserved just for those with a formal leadership position. Results show how educators came to see themselves as leaders and pursued different paths to making change and driving improvement. The study offers a new conceptual mapping of a leadership development ecosystem for supporting educators’ capacity to identify as leaders as well as lead improvement and innovation. The paper concludes with lessons learned and recommendations for strengthening the leadership infrastructure to support early educator leadership for change and innovation.

Journal ArticleDOI
TL;DR: In this paper, the authors used the degree of agreement between leader rating and follower self-rating to determine follower competence and commitment, and consequently an optimal leadership style, and found that leader assessment would be a better basis for providing followers with appropriate direction and support.
Abstract: Empirical tests of Hersey and Blanchard’s situational leadership theory (SLT) have demonstrated that the assessment of follower competence and commitment, critical contextual features dictating optimal leadership style, poses several problems in testing the validity of this theory. As well, most previous studies have used leader rating as the only information source in making these assessments. The purpose of this paper is to use the degree of agreement between leader rating and follower self-rating to determine follower competence and commitment, and consequently an optimal leadership style.,Survey data collected from both supervisors and employees in business organizations in Norway were analyzed to test the predictions put forward in SLT.,The results show that SLT principles are supported when leader rating and follower self-rating are congruent. However, no support was obtained for Blanchard’s suggestion to apply followers’ self-ratings of competence and commitment in the case of discrepant ratings of follower development level. But data do support the contention that leader assessment would be a better basis for providing followers with appropriate direction and support.,So far SLT has been a very popular but as yet under-researched theory. An important contribution of the present study is by making SLT an evidence-based theory, as opposed to just being intuitively sound. As such, the authors think SLT in an updated “convergent” version should be applied in organizations and taught in leadership development programs.

Journal ArticleDOI
01 Jul 2018
TL;DR: In this article, the authors provide an example of a national collaboration between the Council of Chief State School Officers (CCSSO) and the Collaboration for Effective Educator Development, Accountability, and Reform (CEEDAR) Center that linked the Professional Standards for Educational Leaders (PSEL; National Policy Board for Educational Administration, 2015) to a supplemental guidance document, titled PSEL 2015 and Promoting Principal Leadership for the Success of Students With Disabilities.
Abstract: School leadership is critical to provide students with disabilities with opportunities to learn in inclusive schools. We summarise research about inclusive leadership, outlining factors that promoted and impeded inclusive schools in the United States. Next, we provide an example of a national collaboration between the Council of Chief State School Officers (CCSSO) and the Collaboration for Effective Educator Development, Accountability, and Reform (CEEDAR) Center that linked the Professional Standards for Educational Leaders (PSEL; National Policy Board for Educational Administration, 2015) to a supplemental guidance document, titled PSEL 2015 and Promoting Principal Leadership for the Success of Students With Disabilities. The latter illustrates what effective inclusive school leadership means for each of the 10 PSEL standards, and provides recommendations for improving leadership preparation and policy, including licensure. We also consider possible implications of this work for those in other countries, emphasising the need for widely understood and shared leadership practices and the need to link such practices to initial and ongoing leadership development.

Journal ArticleDOI
TL;DR: This article examined the role of principal-teacher interactions in the leadership development of a group of beginning teachers and found that the beginning teachers were able to take up leadership roles in schools both formally and informally.
Abstract: Teacher leadership lies at the heart of school improvement. Leadership development among beginning teachers, however, is often neglected. This paper examines the role of principal–teacher interactions in the leadership development of a group of beginning teachers. Using a case study design, interviews were conducted and documentary evidence was collected. The results showed that the beginning teachers were able to take up leadership roles in schools both formally and informally. Development of teacher leadership requires constructive and regular communication with teachers and encouragement of their continuing professional development. Three types of effects on principal–teacher interactions in developing teacher leadership were identified: ‘inspirational’, ‘empowering’ and ‘allowing’. These interaction patterns contribute to the international knowledge on teacher leadership development in schools. Implications for school leadership are discussed.

Journal ArticleDOI
TL;DR: In this paper, the authors investigate the effect of implementing corporate social responsibility (CSR) initiatives (social responsibility, economic responsibility, and environmental responsibility) on Jordanian Pharmaceutical Manufacturing (JPM) industry's business performance.
Abstract: The purpose of this study is to investigate the effect of implementing corporate social responsibility (CSR) initiatives (social responsibility, economic responsibility and environmental responsibility) on Jordanian Pharmaceutical Manufacturing (JPM) industry’s business performance.,This study follows a quantitative descriptive design. The data were collected from 116 managers working at seven JPM organizations by questionnaire. After confirming validity and reliability of the tool, the statistical analysis means, standard deviations and t-values were used to test implementation and finally multiple regressions were used to test the hypothesis.,Results show that there are relationships between CSR variables, and all the three variables are strongly related to business performance. The results also indicate that the three sub-variables together affect JPM industry’s business performance. The environmental responsibility has the highest effect on JPM industry’s business performance, followed by the economic responsibility, and then the social responsibility.,This study was directed toward pharmaceutical industry in Jordan. Generalizing the results to other industries and countries is questionable. Therefore, further research on other industries and countries will help mitigate the issue of generalizing conclusions.,CSR should be formulated clearly within JPM corporate strategy. The elements of CSR need to be integrated with the present performance management criteria, leadership development programs and organizational development programs, and a champion for CSR needs to be assigned.,The CSR initiatives should be derived from local culture and match with international initiatives because CSR is the responsibility of every person.,Still the topic of CSR is not well implemented and does not have priority by Jordanian companies; therefore, this study may be considered as one of the few studies dedicated to study this topic and create awareness about it in Jordan.

Journal ArticleDOI
TL;DR: In this paper, a survey of 580 managers in Australian organizations with more than 200 employees was conducted, and the authors used qualitative thematic analysis to examine the extensive free text answers, which indicated that while some managers had received some form of training in coaching, 40 percent expressed a desire for introductory and/or further training.
Abstract: The demand for leaders to coach their employees is increasing as the benefits become more and more evident However, little is known about the training managers have received in coaching or what support is available/required from their organizations The paper aims to discuss this issue,The paper encompassed a survey of 580 managers in Australian organizations with more than 200 employees The authors used qualitative thematic analysis to examine the extensive free text answers,The findings indicated that while some managers had received some form of training in coaching (30-40 percent, depending on training type), 40 percent of them expressed a desire for introductory and/or further training The findings suggest that training should be tailored to the managerial context instead of a generic coaching training, with a more structured and coordinated approach to organizational coaching required,Organizations could benefit from supporting managers with the following strategies: Why – Organizations need to explain clearly why a coaching leadership style is beneficial How – Training can come in many forms from workshops to “on-the-job” learning When – Managers want more insights into when and when not to use a coaching style What – it should not be assumed that all leaders possess coaching skills but rather those coaching skills need to be acquired and developed,This paper offers insight into current training and support structures for “leadership coaching”, and suggests strategies to help managers to implement coaching as a leadership skillset

Journal ArticleDOI
TL;DR: Examining how middle-level leadership is practised and affected by context in Kenyan county hospitals, provides insights relevant to health care in other LMICs, and demonstrates the utility of using distributed leadership as a lens for analysing leadership in LIMC health care contexts.
Abstract: Clinical leadership is recognized as a crucial element in health system strengthening and health policy globally yet it has received relatively little attention in low and middle income countries (LMICs). Moreover, analyses of clinical leadership tend to focus on senior-level individual leaders, overlooking a wider constellation of middle-level leaders delivering health care in practice in a way affected by their health care context. Using the theoretical lens of ‘distributed leadership’, this article examines how middle-level leadership is practised and affected by context in Kenyan county hospitals, providing insights relevant to health care in other LMICs. The article is based on empirical qualitative case studies of clinical departmental leadership in two Kenyan public hospitals, drawing on data gathered through ethnographic observation, interviews and focus groups. We inductively and iteratively coded, analysed and theorized our findings. We found the distributed leadership lens useful for the purpose of analysing middle-level leadership in Kenyan hospitals, although clinical departmental leadership was understood locally in more individualized terms. Our distributed lens revealed medical and nursing leadership occurring in parallel and how only doctors in leadership roles were able to directly influence behaviour among their medical colleagues, using inter-personal skills, power and professional expertize. Finally, we found that Kenyan hospital contexts were characterized by cultures, norms and structures that constrained the way leadership was practiced. We make a theoretical contribution by demonstrating the utility of using distributed leadership as a lens for analysing leadership in LIMC health care contexts, revealing how context, power and inter-professional relationships moderate individual leaders’ ability to bring about change. Our findings, have important implications for how leadership is conceptualized and the way leadership development and training are provided in LMICs health systems.

Journal ArticleDOI
TL;DR: Insight is provided into how leadership is currently practiced and lessons are highlighted about whether and how the approach to LD enabled a strengthening of leadership within this setting, of a system struggling to shift from a hierarchical to a more relational understanding of how to enable improvements in performance.
Abstract: Strong management and leadership competencies have been identified as critical in enhancing health system performance. While the need for strong health system leadership has been raised, an important undertaking for health policy and systems researchers is to generate lessons about how to support leadership development (LD), particularly within the crisis-prone, resource poor contexts that are characteristic of Low- and Middle-Income health systems. As part of the broader DIALHS (District Innovation and Action Learning for Health Systems Development) collaboration, this article reflects on 5 years of action learning and engagement around leadership and LD within primary healthcare (PHC) services. Working in one sub-district in Cape Town, we co-created LD processes with managers from nine PHC facilities and with the six members of the sub-district management team. Within this article, we seek to provide insights into how leadership is currently practiced and to highlight lessons about whether and how our approach to LD enabled a strengthening of leadership within this setting. Findings suggest that the sub-district is located within a hierarchical governance context, with performance monitored through the use of multiple accountability mechanisms including standard operating procedures, facility audits and target setting processes. This context presents an important constraint to the development of a more distributed, relational leadership. While our data suggest that gains in leadership were emerging, our experience is of a system struggling to shift from a hierarchical to a more relational understanding of how to enable improvements in performance, and to implement these changes in practice.

DissertationDOI
25 Apr 2018
TL;DR: In this article, an auto-ethnography examination of five performances in my life was conducted to explore how executive women can create a good life in a world of social saturation, where the good life is embodied in action or something we "do" in an ongoing way with others.
Abstract: In pursuing their good life, American executive women today enjoy more choices than at any other time in history, yet they encounter continuing challenges living and working in a world of social saturation This relational overload makes it difficult to manage their multiple roles, and for many, the experience of social saturation creates impossible expectations as a surround sound of unhelpful, mixed messages vie to shape their lives: Be a Man—Have It All, Superwoman—Don’t Be a Man—Be Consistent—Never Mind, Opt-Out Executive women are in need of a viable script for successfully navigating a relationally demanding world In this research, I attempt to address this need by asking: How can executive women create a good life in a world of social saturation? Using autoethnography, I conducted a reflexive examination of five performances in my life—as business leader, daughter, mother, wife, and creative being In so doing, I surfaced a new, generative story about one’s self as relational performances thriving in a world of social saturation, where the good life is embodied in action, or something we “do” in an ongoing way with others I also identified eight relational practices that hold potential to create a good life: 1) Emphasize Relational Resonance, 2) Generate Prosocial Surroundings, 3) Bring Family Out of the Shadows, 4) Negotiate Velvet Ropes, 5) Speak Truth to Power, 6) Use Tools for Co-Planning, 7) Co-Create Relational Rituals, and 8) Tap into Your Inner Network The research findings may be useful for executive women looking to create their own good life, and for employers and work/family policy makers seeking improvements for members in their institutions I offer that this dissertation impacts both prevailing theory and practice It adds a fresh perspective to the limited body of research on executive women and the contemporary context of social saturation, offering scholars in leadership, organizational behavior, sociology, and women’s studies potential new directions for study It also challenges conventions in company policies and practice, including leadership development and flexible work programs, as well as in executive women’s own approach to growth and betterment

Journal ArticleDOI
TL;DR: In this paper, the authors present an effort to review and synthesize major leadership theories and its relationship with different outcomes and propose a future research agenda about leadership studies in a developing country.

Journal ArticleDOI
TL;DR: In this article, sustainability leadership, exercised towards ecologically sustainable practices in business and society, has emerged as an important aim of leadership development programs, through the multimodal approach, where sustainability is considered as a challenge.
Abstract: Sustainability leadership, exercised towards ecologically sustainable practices in business and society, has emerged as an important aim of leadership development programmes. Through the multimodal...

Journal ArticleDOI
TL;DR: For example, this article found that mindfulness is positively associated with the overall score for leader flexibility, and with its dualities: self-assertive and directive vs collaborative and supportive, and long term strategy vs short term execution.
Abstract: Purpose In a context of great complexity, many authors have focused on the beneficial effects of leadership flexibility (Denison, Hooijberg and Quinn, 1995), a capacity theoretically associated to mindfulness The goal of this exploratory study is to better understand the relationship between mindfulness and behavioral flexibility in leaders Design/methodology/approach Data were collected from two samples: 100 active leaders from diverse economic sectors and 62 students pursuing an executive MBA degree Findings The results show that mindfulness is positively associated with the overall score for leader flexibility, and with its two dualities: 1) self-assertive and directive vs collaborative and supportive, and 2) long term strategy vs short term execution Specifically, four of the five dimensions of mindfulness (nonreactivity, nonjudging, acting with awareness and describing) were positively correlated with the overall flexibility score Practical implications The results suggest that by developing min

Journal ArticleDOI
TL;DR: In this paper, a qualitative case study analyzes the development and deployment of shared leadership structures in an American sport-for-development (SFD) organization and identifies key themes related to the environmental characteristics of SL.
Abstract: To promote community development, sport-for-development (SFD) organizations strive to build local leadership that fosters long-term sustainability. Although shared leadership (SL) structures are particularly effective in these settings, there has been limited attention to SL within the SFD context, especially from a multilevel perspective. While previous studies of leadership in sport have primarily focused on the individual traits of leaders, multilevel analysis is required to understand how environmental characteristics relate to leadership development. This qualitative case study analyzes the development and deployment of SL in an American SFD organization. Interviews, observations, and document analysis are used to generate data, and theoretical thematic analysis is used to identify key themes related to the environmental characteristics of SL. Results highlight how environmental characteristics are related to SL, as well as group and task characteristics. The discussion integrates these findings with...