Showing papers on "Transformational leadership published in 2016"
TL;DR: In this paper, a 3-year mixed-methods national study (Impact Study) was conducted to investigate associations between the work of principals in effective and improving primary and secondary schools in England and student outcomes as defined by their national examination and assessment results over 3 years.
Abstract: Purpose: This article illustrates how successful leaders combine the too often dichotomized practices of transformational and instructional leadership in different ways across different phases of their schools’ development in order to progressively shape and “layer” the improvement culture in improving students’ outcomes. Research Methods: Empirical data were drawn from a 3-year mixed-methods national study (“Impact Study”) that investigated associations between the work of principals in effective and improving primary and secondary schools in England and student outcomes as defined (but not confined) by their national examination and assessment results over 3 years. The research began with a critical survey of the extant literature, followed by a national survey that explored principals’ and key staff’s perceptions of school improvement strategies and actions that they believed had helped foster better student attainment. This was complemented by multiperspective in-depth case studies of a subsample of 20 schools. Findings: The research provides new empirical evidence of how successful principals directly and indirectly achieve and sustain improvement over time through combining both transformational and instructional leadership strategies. The findings show that schools’ abilities to improve and sustain effectiveness over the long term are not primarily the result of the principals’ leadership style but of their understanding and diagnosis of the school’s needs and their application of clearly articulated, organizationally shared educational values through multiple combinations and accumulations of time and context-sensitive strategies that are “layered” and progressively embedded in the school’s work, culture, and achievements. Implications: Mixed-methods research designs are likely to provide finer grained, more nuanced evidence-based understandings of the leadership roles and behaviors of principals who achieve and sustain educational outcomes in schools than single lens quantitative analyses, meta-analyses, or purely qualitative approaches. The findings themselves provide support for more differentiated, context sensitive training and development for aspiring and serving principals.
547 citations
TL;DR: In this paper, the authors employ meta-analytic techniques to compare authentic and transformational leadership theories using 100 independent samples and 25,452 individuals, finding that neither AL nor transformational Leadership add noticeable incremental validity beyond the other construct.
Abstract: While authentic leadership (AL) has seen a dramatic increase in scholarly attention over the last decade, its contribution relative to more established leadership constructs merits investigation. We employ meta-analytic techniques to compare AL and transformational leadership theories using 100 independent samples and 25,452 individuals. The findings reveal that (1) the relationship between authentic and transformational leadership is large in magnitude, suggesting construct redundancy (ρ = .72); (2) neither AL nor transformational leadership add noticeable incremental validity beyond the other construct; (3) AL has a lower relative weight than transformational leadership for the outcomes of follower satisfaction, follower satisfaction with the leader, task performance, and leader effectiveness; and (4) AL demonstrates dominance over transformational leadership when predicting group or organization performance and organizational citizenship behaviors. We recommend future research examine AL at the component level and its relationships with related ethical constructs to potentially differentiate it from transformational leadership.
412 citations
TL;DR: This article used social learning and social exchange theories to test the relationship between ethical leadership and follower work outcomes, and found that ethical leadership is related positively to numerous follower outcomes such as perceptions of leader interactional fairness and follower ethical behavior.
Abstract: A growing body of research suggests that follower perceptions of ethical leadership are associated with beneficial follower outcomes. However, some empirical researchers have found contradictory results. In this study, we use social learning and social exchange theories to test the relationship between ethical leadership and follower work outcomes. Our results suggest that ethical leadership is related positively to numerous follower outcomes such as perceptions of leader interactional fairness and follower ethical behavior. Furthermore, we explore how ethical leadership relates to and is different from other leadership styles such as transformational and transactional leadership. Results suggest that ethical leadership is positively associated with transformational leadership and the contingent reward dimension of transactional leadership. With respect to the moderators, our results show mixed evidence for publication bias. Finally, geographical locations of study samples moderated some of the relationships between ethical leadership and follower outcomes, and employee samples from public sector organizations showed stronger mean corrected correlations for ethical leadership–follower outcome relationships.
359 citations
TL;DR: In this paper, the authors examined the relationship between Bass's (1985) leadership dimensions (transformational, transactional, and laissez-faire) and several outcome variables (employee extra effort, employee satisfaction with leader, leadership effectiveness) and organizational commitment.
Abstract: Purpose – The purpose of this paper is to examine the relationship between Bass’s (1985) leadership dimensions (transformational, transactional, and laissez-faire) and several outcome variables (employee extra effort, employee satisfaction with leader, leadership effectiveness) and organizational commitment. Design/methodology/approach – This is a systematic literature review. Findings – This review briefly discusses the conceptual framework and the Full Range Leadership Model (Bass, 1985) which include transformational leadership, transactional leadership, and laissez-faire leadership. Also discussed in this section were the abilities and the characteristics of transformational leaders. The leadership section was concluded with discussion on previous researches on transformational leadership. This review also provides a literature review on organizational commitment. Originality/value – Described in this paper are the various definitions of organizational commitment and the three-component model of commi...
328 citations
TL;DR: In this paper, the mediating role of team-building is proposed as a possible explanation of the relationship between transformational leadership and project success. But, the results of the study indicate that teambuilding partially mediates the effect of transformational leaders on project success, which is not known about the mechanisms that explain this effect.
298 citations
TL;DR: In this paper, the authors investigate both transformational and transactional leadership styles that influence employees' knowledge sharing practices, and the impact of the latter on job performance, and then on firm performance.
Abstract: Purpose – Knowledge sharing adoption has been considered as a significant practice for organizations. However, there is a modest empirical confirmation to indicate how these organizations value the richness of their knowledge capabilities. The purpose of this paper is to investigate both transformational and transactional leadership styles that influence employees’ knowledge sharing practices, and the impact of the latter on job performance, and then on firm performance. Design/methodology/approach – Data collected from 179 employees at the higher council of youth in Jordan were empirically tested using structural equation modelling. Findings – The findings revealed that both transformational and transactional leadership styles have significant impact on job performance, and the latter on firm performance. Also, it was found that transactional leadership impacted knowledge sharing, whereas transformational leadership did not. Originality/value – This research proposes a new approach to understand knowledg...
265 citations
TL;DR: In this paper, the authors take historical stock of charisma, tracing its origins and how it has been conceptualized in the sociological and organizational sciences literatures, and make suggestions about how charisma should be conceptualized, operationalized, and modeled.
Abstract: We take historical stock of charisma, tracing its origins and how it has been conceptualized in the sociological and organizational sciences literatures. Although charisma has been intensely studied, the concept is still not well understood and much of the research undertaken cannot inform policy. We show that the major obstacles to advancing our understanding of charisma have included issues with its definition, its confusion with transformational leadership, the use of questionnaire measures, and that it has not been studied using correctly specified causal models. To help spawn a new genre of research on charisma, we use signaling theory to provide a general definition of charisma, and make suggestions about how charisma should be conceptualized, operationalized, and modeled. We also describe trends and patterns in articles we reviewed, using cocitation as well as bibliometric analyses, and discuss the practical implications of our findings.
224 citations
TL;DR: In this article, the role played by green transformational leadership in promoting green creativity through green organizational identity was examined and it was also found that resource commitment acted as a moderator in the relationship between green organizational identities and green creativity.
219 citations
TL;DR: The current change literature in higher education provides mostly generalized strategies about what is effective: a willing president or strong leadership, a collaborative process, or providing rewards (Roberts, Wren, & Adam, 1993; Taylor & Koch, 1996) as discussed by the authors.
Abstract: The array of challenges that higher education faces today is virtually unparalleled when compared to any other point in U.S. history. The litany of changes is familiar to those in the field of higher education: financial pressure, growth in technology, changing faculty roles, public scrutiny, changing demographics, competing values, and the rapid rate of change in the world both within and beyond our national boarders. The changes many institutions face have accelerated beyond tinkering; more campuses each year attempt to create comprehensive (or transformational) change. Yet, change strategies have not been exceedingly helpful in their capacity to guide institutions, and we know even less about how to facilitate major, institutionwide change. The current change literature in higher education provides mostly generalized strategies about what is effective: a willing president or strong leadership, a collaborative process, or providing rewards (Roberts, Wren, & Adam, 1993; Taylor & Koch, 1996). This broad writing may mask information helpful to advance institutional change on a specific campus. “Achieving buy-in” or “communicating effectively” can seem very empty to institutional leaders and higher education scholars. Can this strategy be used at every institution and in the same way? The assumptions behind this approach are that each strategy is enacted similarly on each campus and that nuance and context do not much matter. Broad change strategies are presented as uniform, universal, and applicable.
202 citations
TL;DR: This article conducted a meta-analysis of distributed leadership research from 2002 to 2013 and found that the studies had been unable to conceptualise distributed leadership or empirically outline its application. But they did not identify the two research gaps identified by Bennett et al. (2003) which constitute the focus of the present review, which attempts to determine whether recent research has been able to fill these gaps.
Abstract: This article provides a meta-analysis of research conducted on distributed leadership from 2002 to 2013. It continues the review of distributed leadership commissioned by the English National College for School Leadership (NCSL) (Distributed Leadership: A Desk Study, Bennett et al., 2003), which identified two gaps in the research during the 1996–2002 period. The review found that the studies had been unable to conceptualise distributed leadership or empirically outline its application. The two research gaps identified by Bennett et al. (2003) constitute the focus of the present review, which attempts to determine whether recent research has been able to fill these gaps. Based on the findings of the present meta-analysis, the authors recommend directions for future studies on distributed leadership.
201 citations
TL;DR: In this article, the authors propose a practice perspective of leadership based on a collaborative agency mobilized through engaged social interaction, acknowledging the cultural constraints against collaborative agency and affirming its potential realization through interpersonal interaction and sociality.
Abstract: Fearing that our overreliance on an individual, heroic model of leadership will only continue to dampen the energy and creativity of people in our organizations and communities, this essay proposes a practice perspective of leadership based on a collaborative agency mobilized through engaged social interaction. After briefly reviewing the emerging practice tradition in leadership studies, the article turns to the inseparable connection between leadership and agency and discusses how structure may pacify but, under dialogic conditions, release agency. Acknowledging the cultural constraints against collaborative agency, the account affirms its potential realization through interpersonal interaction and sociality. Specific leadership activities associated with collaborative agency and their conditions are illustrated. The paper concludes by showing how the collaborative agentic model might produce a more sustainable future for our world while suggesting avenues for future research of a collective rather than...
TL;DR: In this article, the role of work engagement as an affective-motivational mechanism through which transformational leadership may relate to proactive behavior was explored, and it was found that low job strain was a necessary precondition for work engagement to translate into higher proactivity.
Abstract: This study explores the role of work engagement as an affective–motivational mechanism through which transformational leadership may relate to proactive behaviour. In line with a resource-based approach (Hobfoll, 1989), we hypothesize that employees only invest resources provided through work engagement into proactivity when job strain is low. Under conditions of high job strain, work engagement is less likely to translate into proactive behaviours. In contrast, for core task-related job performance, we expect work engagement to be positively related to core job performance regardless of job strain. The hypotheses were tested in a multisource field study among 148 employee–colleague dyads. Focal employees self-rated their work engagement, job strain, and their supervisor's transformational leadership. Employee proactivity (personal initiative and voice behaviour) and core job performance were rated by colleagues. The findings support the moderated mediation model. Transformational leadership related positively to work engagement and in turn to proactivity in terms of both personal initiative and voice. Low job strain formed a necessary precondition for work engagement to translate into higher proactivity, whereas the relationship between work engagement and core job performance was independent from job strain.
Practitioner points
Organizations need to avoid high stress that might evoke strain in employees and thereby prevent work engagement from translating into proactivity. This can be achieved, for instance, through training interventions based on a cognitive-behavioural approach and through organizational interventions aimed at increasing employees’ job autonomy and decision-making, as well as the implementation of rest periods.
Organizations can improve transformational leadership skills in supervisors to increase employee proactivity. Transformational leadership skills can be developed through education, training, and coaching interventions that are based on action-oriented methods and are aimed at fostering self-reflection in supervisors.
TL;DR: Empirical analysis showed that empowerment mediated the effect of transformational leadership on the job satisfaction in nursing staff, indicating that Employee empowerment not only is indispensable for enhancing job satisfaction but also mediates the relationship betweentransformational leadership and job satisfaction among nursing staff.
Abstract: Recent studies have revealed that nursing staff turnover remains a major problem in emerging economies. In particular, nursing staff turnover in Malaysia remains high due to a lack of job satisfaction. Despite a shortage of healthcare staff, the Malaysian government plans to create 181 000 new healthcare jobs by 2020 through the Economic Transformation Programme (ETP). This study investigated the causal relationships among perceived transformational leadership, empowerment, and job satisfaction among nurses and medical assistants in two selected large private and public hospitals in Malaysia. This study also explored the mediating effect of empowerment between transformational leadership and job satisfaction. This study used a survey to collect data from 200 nursing staff, i.e., nurses and medical assistants, employed by a large private hospital and a public hospital in Malaysia. Respondents were asked to answer 5-point Likert scale questions regarding transformational leadership, employee empowerment, and job satisfaction. Partial least squares-structural equation modeling (PLS-SEM) was used to analyze the measurement models and to estimate parameters in a path model. Statistical analysis was performed to examine whether empowerment mediated the relationship between transformational leadership and job satisfaction. This analysis showed that empowerment mediated the effect of transformational leadership on the job satisfaction in nursing staff. Employee empowerment not only is indispensable for enhancing job satisfaction but also mediates the relationship between transformational leadership and job satisfaction among nursing staff. The results of this research contribute to the literature on job satisfaction in healthcare industries by enhancing the understanding of the influences of empowerment and transformational leadership on job satisfaction among nursing staff. This study offers important policy insight for healthcare managers who seek to increase job satisfaction among their nursing staff.
TL;DR: In this paper, the authors investigated the relationship between transformational leadership and employees' creativity and innovation in a developing country, Iran, by collecting data from 1,172 employees who were working in various types of industries in Iran.
Abstract: Purpose
The significance of creativity and innovation within organisations has been shown on several occasions. The purpose of this paper is to investigate the association between transformational leadership and employees’ creativity and innovation. Additionally, this study explored the moderating role of employees’ perceptions of a supportive climate for innovation.
Design/methodology/approach
Data were collected from 1,172 employees who were working in various types of industries in Iran, a developing country.
Findings
The results of this study revealed positive and significant relationships between transformational leadership and employees’ creativity and innovation. Also, the findings indicated employees’ perceptions of a supportive climate for innovation moderated the transformational leadership‐employees’ creativity and transformational leadership‐employees’ innovation relationships.
Practical implications
Organisations should invest in transformational leadership training and in the selection of leaders with this leadership style if their aim is to foster and enhance employees’ creativity and innovation. They also should invest in organisational climate improvement in order to provide a dynamic platform for being creative and innovative in the workplace.
Originality/value
This study is one of the first to investigate the following relationships in a developing country, Iran: the associations between transformational leadership and employees’ sense of creativity and innovation and the moderating impact of employees’ perceptions of a supportive climate for innovation.
TL;DR: In this article, the authors proposed that beyond an enabling process of empowering leadership enhancing followers' selfefficacy and performance, there is a burdening process in which specific empowering behaviors of the leader increase followers' job induced tension, which in turn diminishes the positive influence of empowered leadership on followers' work role performance.
Abstract: Despite prior work primarily focused on positive outcomes resulting from empowering leadership, scant research in this realm has questioned and examined whether, in all cases, more empowering leadership is actually associated with more desirable outcomes. Based on the cost of autonomy and role theory perspectives, the current study proposes that beyond an enabling process of empowering leadership enhancing followers' self-efficacy and performance, there is a burdening process in which specific empowering behaviors of the leader increase followers' job induced tension, which in turn diminishes the positive influence of empowering leadership on followers' work role performance. The results generally support these contrasting notions, suggesting that there are two faces, enabling and burdening, of empowering leadership. Implications for future research and professional practice on empowering leadership are also discussed.
TL;DR: For example, this paper showed that employees were more engaged in their work and received higher performance ratings from their leader when leaders used more transformational leadership behaviors, and when employees used more self-leadership strategies.
Abstract: Transformational leadership is associated with a range of positive outcomes Yet, according to substitutes for leadership theory, there may be circumstances under which it is difficult, if not impossible, for leaders to inspire and challenge their employees Therefore, we hypothesize that transformational leadership behaviors as well as employee self-leadership strategies contribute to employee work engagement and job performance Furthermore, we hypothesize that transformational leadership behaviors are more effective when employees have a high need for leadership, whereas self-leadership strategies are more effective when employees have a low need for leadership A sample of 57 unique leader-employee dyads filled out a quantitative diary survey at the end of each week, for a period of five weeks The results of multilevel structural equation modeling showed that employees were more engaged in their work and received higher performance ratings from their leader when leaders used more transformational leadership behaviors, and when employees used more self-leadership strategies Furthermore, we showed that transformational leadership behaviors were more effective when employees had a high (vs low) need for leadership and that the opposite was true for employee self-leadership These findings contribute to our understanding of the role of employees in the transformational leadership process
TL;DR: In this article, an integrated model for the relationship between cognitive diversity and team creativity is proposed, which involves team intrinsic motivation as a mediator and transformational leadership as a moderator.
TL;DR: In this paper, the authors investigate the relationship between transformational leadership and the innovative behavior of Korean workers and examine whether knowledge sharing and perceived organizational support (POS) influence the above causal relationship.
Abstract: Purpose – The purpose of this paper is to investigate the relationship between transformational leadership (TL) and the innovative behavior of Korean workers To this end, this paper also examines whether knowledge sharing and perceived organizational support (POS) influence the above causal relationship Design/methodology/approach – The paper used a cross-sectional design, with questionnaires administered to 356 employees working in Korea manufacturing firms to test the relationship between TL and innovative behavior through knowledge sharing and the moderating role of POS Findings – TL was significantly related to both employee innovative behavior and knowledge sharing The results also shown that knowledge sharing mediated and POS positively moderated the relationship between TL and innovative behavior of employees Research limitations/implications – Future research should examine antecedents of knowledge sharing and measure the effect of TL in other level such as team level, to enhance generalizabi
TL;DR: In this paper, the impact of managers' leadership styles on subordinates' performance is explored theoretically and tested empirically in the Pakistani banking sector and the results reveal that there exists a significant relationship between transformational leadership and employee performance outcomes.
TL;DR: Examining leadership in both the outer service system context and inner organizational context in eleven system-wide implementations of the same EBI across two U.S. states and 87 counties found that sustainment was associated with outer context leadership.
Abstract: If evidence-based interventions (EBIs) are not sustained, investments are wasted and public health impact is limited. Leadership has been suggested as a key determinant of implementation and sustainment; however, little empirical work has examined this factor. This mixed-methods study framed using the Exploration, Preparation, Implementation, Sustainment (EPIS) conceptual framework examines leadership in both the outer service system context and inner organizational context in eleven system-wide implementations of the same EBI across two U.S. states and 87 counties. Quantitative data at the outer context (i.e., system) and inner context (i.e., team) levels demonstrated that leadership predicted future sustainment and differentiated between sites with full, partial, or no sustainment. In the outer context positive sustainment leadership was characterized as establishing a project's mission and vision, early and continued planning for sustainment, realistic project plans, and having alternative strategies for project survival. Inner context frontline transformational leadership predicted sustainment while passive-avoidant leadership predicted non-sustainment. Qualitative results found that sustainment was associated with outer context leadership characterized by engagement in ongoing supportive EBI championing, marketing to stakeholders; persevering in these activities; taking action to institutionalize the EBI with funding, contracting, and system improvement plans; and fostering ongoing collaboration between stakeholders at state and county, and community stakeholder levels. For frontline leadership the most important activities included championing the EBI and providing practical support for service providers. There was both convergence and expansion that identified unique contributions of the quantitative and qualitative methods. Greater attention to leadership in both the outer system and inner organizational contexts is warranted to enhance EBI implementation and sustainment.
TL;DR: In this paper, the authors propose and test a theoretical framework concerning the relationship between transformational leadership behaviour and affective commitment to change in a public sector context and apply change management theory to explain how direct supervisors contribute to processes of organizational change.
Abstract: We propose and test a theoretical framework concerning the relationship between transformational leadership behaviour and affective commitment to change in a public sector context We apply change management theory to explain how direct supervisors contribute to processes of organizational change, thereby increasing affective commitment to change among employees While the change leadership literature emphasizes the role of executive managers during change, we conclude that the transformational leadership behaviour of direct supervisors is an important contribution to the successful implementation of change Furthermore, the results show how the specific context of public organizations determines the transformational leadership behaviour of direct supervisors
TL;DR: In this article, the authors collected multilevel data from 426 team members and 52 leaders during an organizational crisis in health care, and the results of hierarchical linear modeling describe the influence of leader behavior on team members' resilience, which is primarily through affective mechanisms.
Abstract: During an organizational crisis in health care, we collected multilevel data from 426 team members and 52 leaders. The results of hierarchical linear modeling describe the influence of leader behavior on team members’ resilience, which is primarily through affective mechanisms. Specifically, transformational leadership was associated with greater levels of positive affect and lower levels of negative affect, which in turn predicted higher resilience among team members. Inverse effects were found for the passive form of management-by-exception (MBE) leadership. Contrary to expectation, no relationship was found between active MBE leadership and affect. The implications for leaders and team members to foster positive affect and resilience during a crisis are discussed.
TL;DR: In this paper, the influence of chief executive officer (CEO) transformational and transactional leadership on organizational innovation is examined, and it is shown that organizations benefit more from transformational leadership in dynamic environments.
Abstract: Purpose – Organizational innovation is critical for firm competitive advantage. Yet, we do not know enough about the relationship between leadership and organizational innovation. The purpose of this paper is to examine the influence of chief executive officer (CEO) transformational and transactional leadership on organizational innovation. The authors examine the moderating role of environmental dynamism. Design/methodology/approach – The authors collected survey-based data from top management team members in 163 companies in services, construction, manufacturing and other industries in the USA. The authors used multiple regression analyses to test the study hypotheses. Findings – The empirical findings indicate that CEO transformational and transactional leadership behaviors positively influence organizational innovation. However, organizations benefit more from transformational leadership in dynamic environments. Originality/value – This study highlights the role of CEO leadership behavior in the pursu...
TL;DR: In this paper, the authors take a contemporary look at distributed leadership in practice by drawing upon empirical evidence from a large-scale project in the USA and propose that more evidence from practice would significantly enhance the current evidential base and that the future development of distributed leadership would greatly benefit from more input from practitioners.
Abstract: This article takes a contemporary look at distributed leadership in practice by drawing upon empirical evidence from a large-scale project in the USA. Initially, it considers the existing knowledge base on distributed leadership and questions some of the assertions and assumptions in recent accounts of the literature. The article also addresses some persistent misconceptions associated with the concept of distributed leadership and points out that certain fundamental misunderstandings still prevail. The article concludes by proposing that more evidence from practice would significantly enhance the current evidential base and that the future development of distributed leadership would greatly benefit from more input from practitioners.
TL;DR: In this article, the authors proposed that authentic leadership perception can influence followers' trust and emotions during change and found that trust mediates the relation between AL perception and the experience of negative emotions.
Abstract: Despite the increasing interest in emotions at work, there is still a need for more research that focus on the antecedents of emotions in organizational change contexts. Moreover, literature on the subject considers leadership and trust to be fundamental when dealing with change processes. Taking into account both ideas, it is proposed here that authentic leadership (AL) perception can influence followers’ trust and emotions during change. To test these hypotheses, we gathered and analyzed the experience of 102 Spanish human resource managers using structural equation modeling based on partial least squares. Findings show that AL is directly and positively related to followers’ trust in the leader and the experience of positive emotions. Furthermore, we found that trust mediates the relation between AL perception and the experience of negative emotions. Based on these findings, some practical implications are proposed, such as the implementation of training initiatives in order to provide human resource m...
TL;DR: It is hypothesized and found that engaging in behaviors reflective of transformational leadership is associated with improvement in actors' daily affect, more so than engaging in behavior reflective of transactional, consideration, initiating structure, and participative leadership.
Abstract: Although a large body of work has examined the benefits of transformational leadership, this work has predominantly focused on recipients of such behaviors. Recent research and theory, however, suggest that there are also benefits for those performing behaviors reflective of transformational leadership. Across 2 experience-sampling studies, we investigate the effects of such behaviors on actors' daily affective states. Drawing from affective events theory and self-determination theory we hypothesize and find that engaging in behaviors reflective of transformational leadership is associated with improvement in actors' daily affect, more so than engaging in behaviors reflective of transactional, consideration, initiating structure, and participative leadership. Behaviors reflective of transformational leadership improved actors' affect in part by fulfilling their daily needs. Furthermore, extraversion and neuroticism moderated these effects such that extraverts benefitted less whereas neurotics benefitted more from these behaviors in terms of affective changes. We consider the theoretical and practical implications of these findings and offer directions for future research.
TL;DR: It is argued that a comprehensive systems perspective should guide health practice, education, research and policy, and key 'systems thinking' tools and strategies that have the potential for transformational change in health systems are proposed.
Abstract: While reaching consensus on future plans to address current global health challenges is far from easy, there is broad agreement that reductionist approaches that suggest a limited set of targeted interventions to improve health around the world are inadequate. We argue that a comprehensive systems perspective should guide health practice, education, research and policy. We propose key 'systems thinking' tools and strategies that have the potential for transformational change in health systems. Three overarching themes span these tools and strategies: collaboration across disciplines, sectors and organizations; ongoing, iterative learning; and transformational leadership. The proposed tools and strategies in this paper can be applied, in varying degrees, to every organization within health systems, from families and communities to national ministries of health. While our categorization is necessarily incomplete, this initial effort will provide a valuable contribution to the health systems strengthening debate, as the need for a more systemic, rigorous perspective in health has never been greater.
TL;DR: In this article, the authors study the drivers of employee engagement especially the influence of leadership style and use a multi-cross-sectional descriptive model to identify the most important factors for employee engagement.
Abstract: The primary objective of this research article is to study the drivers of employee engagement especially the influence of leadership style. The article has used a multi-cross-sectional descriptive ...
TL;DR: In this article, the authors take stock of some work using a distributed perspective in education and present a review of some of the work that has been done using this perspective.....
Abstract: Over the past twenty years distributed leadership has framed theoretical, empirical, and development work in education. In this article, we take stock of some work using a distributed perspective. ...