This book examines Latina/o college student leadership and leadership development in higher education. Lozano analyzes emerging frameworks, empirical research, leadership models, essays, and promising practices to provide insight into how Latina/o students experience and promote leadership in higher education.

Synchronization of autonomic arousal levels within dyads and larger teams has been associated with several types of social-behavioral outcome. One previous study reported greater physiological influence of leaders on followers than of followers on leaders; influence was measured pairwise within triadic problem solving groups. The present study explored synchronized autonomic arousal with leadership outcomes in two experiments with group sizes of three to eight members. Drivers, who had the greatest physiological impact on other team members were consistently less like (...) the leader of the group. Empaths, who were the most receptive to autonomic signals from others, were not consistently associated with leadership roles, although they did show sensitivity to team dynamics in their ratings of cognitive and social sources of workload. The tentative conclusion, subject to future research, is that successful leadership requires a balance between the driver and empath orientations. (shrink)

I argue in this article that responsible leadership (Maak and Pless, 2006) contributes to building social capital and ultimately to both a sustainable business and the common good. I show, first, that responsible leadership in a global stakeholder society is a relational and inherently moral phenomenon that cannot be captured in traditional dyadic leader–follower relationships (e.g., to subordinates) or by simply focusing on questions of leadership effectiveness. Business leaders have to deal with moral complexity resulting from a (...) multitude of stakeholder claims and have to build enduring and mutually beneficial relationships with all relevant stakeholders. I contend, second, that in doing so leaders bundle the energy of␣different constituencies and enable social capital building. Social capital can be understood as actual or potential resources inherent to more or less institutionalized relationships of mutual recognition (Bourdieu 1980). By drawing on network analysis I suggest, third, that responsible leaders weave durable relational structures and ultimately networks of relationships which are rich in ties to otherwise unconnected individuals or groups. Against this background I argue, fourth, that responsible leadership may result in the creation of value networks (Lord and Brown, 2001) of multiple stakeholders, which enhance social capital and thereby contribute to both a sustainable business and the common good. (shrink)

The recent emergence of distributed leadership has been very marked. In England, it has received official endorsement. But the evidence-base which supports this endorsement is weak: there is little evidence of a direct causal relationship between distributed leadership and pupil attainment. What therefore might explain its rise to prominence? Here three possible explanations are considered: first, it accords with the contemporary reform of the public services; second, it is legitimated by an appeal to a culture wherein all (...) categories and classifications are rendered increasingly permeable; and third, it is regarded as functional for the 'new work order'. (shrink)

In the present research, we qualitatively document the process by which spiritual leader and leadership emerge in religion-based organizations. Data from 26 participants in three religion-based organizations revealed three cardinal themes that depict the development of spiritual leader and spiritual leadership, the process of developing a spiritual leader and spiritual leadership, and outcomes of spiritual leader and leadership development. Based on the results, we propose a model that depicts the phases involved in the development of spiritual (...) leader/leadership in the religion-based workplace. These phases are proposed to impact the outcomes for the leader, followers, and the organization. The implications of our results are discussed. (shrink)

The importance of value-based leadership such as authentic, ethical, and servant leadership is inconspicuous. However, the benefits of these leadership approaches are often only explained through the behaviors of their followers. As such, limited research has communicated the leader’s motivation for pursuing such leadership behavior, resulting in such discourse to escape theorizing. We draw upon role theory and paid attention to the role of higher-level management (leadership) through the trickle-down model to underline their importance in (...) the organization. We then expand this role theory framework by synthesizing research to explain the emergence of value-based leadership behavior at the frontline of management. In doing so, we aim to provide a stronger explanation of the emergence of value-based leadership in organizations. We conclude this analysis by guiding future research in the form of propositions to investigate the psychological process and organizational factors to empirically examine the proposed role framework. (shrink)

The author of this paper argues that the responsibility to nurture and encourage a relationally responsive ethical attitude among the members of an organizational system is shared by all who participate in it. In the dynamic environment of a complex adaptive organizational system where it is impossible to anticipate and legislate for every potential circumstantial contingency, creating and sustaining relationships of trust has to be a systemic capacity of the entire organization. Leadership is socially constructed, as the need for (...) it arises within the complex interactions between individuals and groups within organizations, and can therefore not be described as a set of traits or behaviors possessed by only certain individuals who occupy positions of authority. If the sharing of this kind of relational responsiveness to the everyday realities of organizational life is to be properly understood, it is important to consider it in its concrete institutional manifestations. The last section of this paper therefore explores how an organization, in which leadership is understood in relational terms and is shared by all, looks and functions. (shrink)

This qualitative study examines the moral courage of leaders working for democracy and human rights in Burma. As Burma transitions to democracy moralcourage will be essential for leaders of civil society organizations as they face corruption, cronyism, and resistance to change. From interview data with nineteen leaders in Burma and Thailand, and a review of the literature we developed a conceptual model of moral courage that suggests that the relationship between moral motivation and the demonstration of moral courage was mediated (...) by political, social, and individual level factors including the activists’ knowledge and experiences. In addition to applications for leadership in civil society organizations in emerging democracies, results suggest individuals in private, public, or non-governmental organizations, when confronted with coercion, corruption, exploitation, or denial of due process can act with moral courage by engaging their moral principles, commitment, compassion, and sense of urgency while recognizing risks and potential hardship. (shrink)

It is important to understand the processes behind how and why individuals emerge as leaders, so that the best and most capable individuals may occupy leadership positions. So far, most literature in this area has focused on individual characteristics, such as personality or cognitive ability. While interactions between individuals and context do get research attention, we still lack a comprehensive understanding of how the social context at work may help individuals to emerge as leaders. Such knowledge could make an (...) important contribution toward getting the most capable, rather than the most dominant or narcissistic individuals, into leadership positions. In the present work, we contribute toward closing this gap by testing a mediation chain linking a leader's leader self-awareness to a follower's leadership emergence with two time-lagged studies (nstudy1 = 449, nstudy2 = 355). We found that the leader's leader self-awareness was positively related to (a) the follower's leadership emergence and (b) the follower's nomination for promotion and that both relationships were serially mediated by the follower's self-leadership and the follower's leader self-efficacy. We critically discuss our findings and provide ideas for future research. (shrink)

In line with recent developments in leadership research which conceptualise leadership as a discursive and collaborative process rather than a set of static attributes and characteristics displayed by individuals, this paper explores some of the discursive processes through which leadership emerges in a sports team. Drawing on over ten hours of naturally occurring interactions among the players of a women’s netball team in the UK, and applying the concepts of deontic and epistemic status and stance, we identify (...) and describe some of the specific processes through which leadership is claimed and assigned, as well as rejected, passed on, and eventually accepted by different team members at different points throughout an interaction. While the processes outlined in our analysis contribute to theoretical discussions regarding the notion of emergent leadership, this paper also demonstrates the benefits of taking a discourse analytical approach to leadership, and outlines how such an approach enables researchers to empirically capture emergent leadership in situ. (shrink)

In developed countries, companies are now substantially reliant on the skills and abilities of their leaders to tackle a variety of complex issues. There is a growing consensus that leadership development training and assessment methods should adopt more holistic methodologies, including those associated with the emotional and neuroendocrine aspects of learning. Recent research into the assessment of leadership competencies has proposed the use of objective methods and measurements based on neuroscience. One of the challenges to be faced in (...) the development of a performance-based methodology to measure leadership skills is how to generate real-life situations with triggers that allow us to study management competencies under controlled laboratory conditions. A way to address this question is to take advantage of virtual environments to recreate real-life situations that might arise in performance-based assessments. We propose virtual reality (VR) as a very promising tool to observe various leadership related behavioral patterns during dynamic, complex and realistic situations. By seamlessly embedding assessment methods into virtual learning environments, VR can provide objective assessment methods with high ecological validity. VR also holds unlimited opportunities for leadership training providing subjects with intelligent tutoring systems that adapts situations in real time according to the observed behaviors. (shrink)

The worldwide problem of corruption is one that requires greater knowledge about responsible leadership. Based on the literature on responsible leadership, developmental psychology, and moral development, the purpose of our study is to understand the constructions of the motivational drivers behind the behaviors of a responsible leader. Using biographical and narrative methodologies, we analyzed the individual motivational drivers of Carlos Cavelier, a recognized responsible leaders who grew up and works in Colombia, a social/economic context characterized by institutional fragility (...) and corruption. Our findings suggest that the coherence between the immediate environments of development of the future leader, configured optimal environments in which the leader developed the moral conscience that guides his behavior as a responsible leader. Our study points out the need not to take the development of responsible leaders for granted, and presents propositions that allow for a deeper understanding of the micro‐foundations of responsible leadership, highlighting the importance of the contexts in which leaders are raised and in which they develop. Thus, our study has the potential to be heuristic and generative of future studies. (shrink)

MacIntyre argues that management embodies emotivism, and thus is inherently amoral and manipulative. His claim that management is necessarily Weberian is, at best, outdated, and the notion that management aims to be neutral and value free is incorrect. However, new forms of management, and in particular the increased emphasis on leadership which emerged after MacIntyre’s critique was published, tend to support his central charge. Indeed, charismatic and transformational forms of leadership seem to embody emotivism to a greater degree (...) than do more Weberian, bureaucratic forms of management; hence, MacIntyre’s central contention about our emotivistic culture seems to be well founded. Having criticised the details but defended the essence of MacIntyre’s critique of management, this paper sketches a MacIntyrean approach to management and leadership by highlighting the affinities between MacIntyre’s political philosophy and Greenleaf’s concept of servant leadership. (shrink)

In emergency contexts, leaders’ ability to develop others’ trust in them is critical to leadership effectiveness. By integrating functional leadership and team process theories, we argue that democratic and autocratic leadership can create trust in the leader depending on the performance phase of the action team. We further argue that action and transition phases produce different task demands for leadership behavior to enhance trust in the leader, and different leader characteristics mediate these effects. The results of (...) a scenario experiment and field survey among firefighters revealed that autocratic rather than democratic leadership elevates trust in the leader during the action phase by increasing leader ability. In contrast, democratic rather than autocratic leadership enhances trust in the leader during the transition phase by elevating leader benevolence. These findings highlight the importance of leader characteristics in emergencies, demonstrating the value of mixing autocratic and democratic leadership behaviors across different team performance phases to build trust in the leader. (shrink)

Outlines the key concepts in the work of Foucault, showing how his concepts of discourse, of power/knowledge, and of governmentality offer a way to understand how ideas of educational leadership and management have emerged, how they serve to establish a discipline, and how they construct individuals in particular ideological ways.

.Evolutionary analysis focuses on how genes build organisms with different strategies for engaging and solving life’s challenges of survival and reproduction. One of those challenges is competing with conspecifics for limited resources including reproductive opportunities. This article will suggest that there is now good evidence for considering two dimensions of social competition. First, we will label antisocial strategies, to the extent that they tend to be self-focused, threat sensitive and aggressive, as well as using tactics of bulling, threatening, intimidating or (...) even injuring/killing competitors. Their strategic goal is to stimulate fear-inhibition, flight or submissive compliance in subordinates. Such strategies turn off and inhibit care and affiliative social interactions and motivation and they can be enacted by parents, teachers and leaders. The social signals emitted stimulate various aspects of threat processing in recipients, create stressful and highly stratified groups with a range of detrimental psychological and physiological effects. Second, in contrast, prosocial strategies seek to create relaxed and secure social interactions that enable sharing, cooperative and mutually supportive and beneficial relationships. The friendly and low/no threat social signals emitted in friendly cooperative and affiliative relationships stimulate physiological systems (e.g., oxytocin, the vagus parasympathetic system) that down regulates threat processing, enhances the immune system, facilitates frontal cortical processes and general wellbeing. This article reviews the literature pertaining to the evidence for these two dimensions of social engagement. (shrink)

Strategic leadership and corporate sustainability have recently come together in conspicuously explicit fashion through the emergence of top management team positions with dedicated corporate sustainability responsibilities. These TMT positions, commonly referred to as “Chief Sustainability Officers,” have found their way into the upper echelons of many of the world’s largest corporations alongside more traditional TMT positions including the CEO and CFO. We explore this phenomenon and consider the following two questions: Why are corporate sustainability positions being installed to (...) the TMT?What effects do corporate sustainability TMT positions have at their organizations? We consider these questions through strategic leadership and neoinstitutional theoretical frameworks. Through the latter, we also engage with Weberian considerations of bureaucracy. We find that the reasons why corporate sustainability TMT positions are installed can be in response to a crisis at the corporation for which its legitimacy is challenged. We also find the corporate sustainability TMT position can be installed proactively in an effort to realize external opportunities that may have otherwise gone unrealized without concerted attention and coordination afforded by a strategic level position. Regarding effects, we determine the position can relate to the establishment of bureaucratic structures dedicated to corporate sustainability within the corporation through which formalized processes and key performance indicators to drive corporate sustainability performances are established. In the face of our finding that many corporate sustainability TMT positions are being removed despite having only relatively recently been introduced to their respective TMTs, we find that the successful implementation of bureaucratic machinery can help considerations to sustainability extend beyond the tenure of a corporate sustainability position within the TMT. (shrink)

Recent constructions view leadership as a process of social influence which coordinates processes of change. Moreover, such processes are not necessarily linked to role hierarchy but may be emergent and distributed within teams. However, the micro-processes through which this occurs are not well understood. The significance of the article lies in its contribution to an understanding of the emergence of leadership in teams, and in particular how humour and laughter are drawn on as a resource by which (...) to exert social influence. Here, we use the construct of the play frame, ‘non-serious’ talk in which participants jointly construct extended humorous sequences as improvisations, to analyse how team members manoeuvre in order to accomplish influence, decision-making and leadership. In taking this approach, we are not concerned with considerations of how managers use jokes to exercise control, or workers use humour to subvert management. Rather, we examine how humour, and particularly the laughter it engenders, can contribute to an understanding of organisations as centred on communication and founded on the precept that organisations are ‘talked into being’. We show how talk in a play frame institutes a context which can be utilised by participants to exert influence, and we demonstrate the highly contingent and contextual nature of the emergence of leadership within teams. (shrink)

The Leadership Identity Journey takes readers on a breathtaking, all-consuming, transformative journey. The invitation is to think of your life as a journey that follows a mythic path. By doing so, new possibilities emerge for thinking about leadership identity and preparation, as well as artistic research and the education field. The perspectives described in this book are supported by school leaders' insights into powerful iconic photographs relative to the five mythic life phases: the human condition, trials in life, (...) human triumph, human transformation, and human crossing, with the addition of leadership as a dimension of the life-journey model. The authors conducted their study using selected photographs framed by the universal mythic framework inspired by mythologist Joseph Campbell. (shrink)

The article discusses leadership enactment in medical emergencies. We draw on video recordings of simulated obstetric emergencies and investigate how senior clinicians ‘do being’ the leader discursively in the spatiomaterial context of the emergency room. We take an interactional analysis approach, combining conversation analysis and interactional sociolinguistics and look specifically into the ways in which professional roles do interactional control using directives and questions in the material space of the obstetric room. We discuss this interactional performance in relation to (...) the clinical performance of the teams. Our analysis shows that leadership in medical emergencies is multimodally achieved; professionals draw on discursive strategies, the affordances of material space, body and gaze orientation, which build on each other and converge in indexing leadership. Our findings highlight the situated nature of negotiating responsibility, illustrating that leadership in our context is claimed, projected and resisted discursively. We provide a typology of the functions of questions in the emergency encounter, and close the article by foregrounding the implications of our study and providing directions for further research. (shrink)

The emerging field of responsible leadership holds various possibilities for business and society. The wide range of conceptualizations, definitions, and theorizations of RL as a distinctive or unique leadership construct has not previously been investigated through a systematic review. To conceptualize the intrinsic meaning of responsible leadership as a distinct leadership construct, and to bring coherence to the expanding body of literature on responsible leadership, evidence from 162 peer‐reviewed journal articles on responsible leadership, ethical (...) leadership, servant leadership, authentic leadership, transformational leadership, and values‐based leadership have been analyzed through a systematic review. The aim was to synthesize a coherent and intrinsic meaning of responsible leadership in order to identify the place of responsible leadership in the leadership domain. The findings suggest that responsible leadership is not an independent leadership construct, but largely builds on and leverages other leadership theories and approaches. However, the findings indicate that the core meaning of responsible leadership is distinctive in its relational focus on, and accountability for, the active engagement of stakeholders; the balancing of stakeholder interests; the building of social capital; and the assurance of long‐term sustainability of society and the natural environment, beyond responsibilities to internal stakeholders. (shrink)

Nurse clinician‐scientists are increasingly expected to show leadership aimed at transforming healthcare. However, research on nurse clinician‐scientists' leadership (integrating researcher and practitioner roles) is scarce and hardly embedded in sociohistorical contexts. This study introduces leadership moments, that is, concrete events in practices that are perceived as acts of empowerment, in order to understand leadership in the daily work of newly appointed nurse clinician‐scientists. Following the learning history method we gathered data using multiple (qualitative) methods to get (...) close to their daily practices. A document analysis provided us with insight into the history of nursing science to illustrate how leadership moments in the everyday work of nurse clinician‐scientists in the “here and now” can be related to the particular histories from which they emerged. A qualitative analysis led to three acts of empowerment: (1) becoming visible, (2) building networks, and (3) getting wired in. These acts are illustrated with three series of events in which nurse clinician‐scientists' leadership becomes visible. This study contributes to a more socially embedded understanding of nursing leadership, enables us to get a grip on crucial leadership moments, and provides academic and practical starting points for strengthening nurse clinician‐scientists' leadership practices. Transformations in healthcare call for transformed notions of leadership. (shrink)

The COVID-19 pandemic has been a sharp reminder that large scale, unpredictable events always bring about profound changes with significant consequences on many levels. In light of lockdown measures taken in many countries across the world to control the spread of the virus, academics were “forced” to adapt and move to online settings all teaching, mentoring, research, and support activities. Academic leaders in higher education had to make decisions and to act quickly how were they to manage large educational communities, (...) addressing students', teachers', and staff's needs, as well as society's needs. Using an inductive approach, our study seeks to highlight the main challenges faced by university leaders and to understand their responses to those challenges. The current study aims to investigate perceptions and experiences of academic leaders in a University in Romania during the COVID-19 pandemic. Our foci were the processes underlying their leadership decisions and actions during the second part of the 2019–2020 academic year. Data was collected through semi-structured interviews with 11 university and faculty leaders in Babeş-Bolyai University, Romania. The findings from the thematic analysis revealed three main themes emerging from participants' responses: “the leader's personal attributes,” “unity through decentralization,” and “opportunities to reinvent the university.” Good practices to manage academic institutions in times of crises and changes are discussed, along with insights into strategies for supporting higher education development during crisis and post-crisis times resulting into recommendations for increasing management effectiveness. (shrink)

This article examines the explicit and implicit corporate social responsibility (CSR) framework and its implications for leadership style, in a major banking institution. Evidence for existence of the framework's key concepts in relation to leadership styles was explored through the self-reported sensemaking of leaders charged with CSR programme introduction. Qualitative data analysis indicated that explicit CSR is linked to an autocratic leadership style, whereas implicit CSR is more closely aligned with emergent and authentic styles. Although our results (...) reinforced key aspects of the explicit and implicit CSR framework, they demonstrated conflicting systems of both CSR and leadership within our case organisation and highlighted the difficulty in categorising such a complex concept as CSR according to specific frameworks. Overall, our data suggest that the leadership styles, needed to successfully implement explicit and implicit CSR programmes, are in conflict. Given our finding that these CSR systems can coincide within one organisation, we suggest that the debating style of transformational leadership may be the required linchpin. (shrink)

Introduction : setting the stage for the research narrative -- Foucauldian props for data interpretation and representation i -- Foucauldian props for data interpretation and representation ii -- Data analysis choices and the crisis of representation -- Data analysis choices and the fictional representation of narrative -- Raising the curtain on sunnyside college -- The performance of collegiality -- The fluidity in the emerging relations of power -- The unfolding of leadership distribution -- Bringing down the curtain? -- Presenting (...) conclusions and theorisations : the quasi-final stage. (shrink)

Increasingly, feminist linguistic research has adopted a discursive perspective to learn how women and men ‘do’ leadership in gendered ways. ‘Women’ as a social category is made relevant to this study by virtue of the lack of female senior leaders in UK businesses. Much previous research has analysed leadership discourse in mixed gender groups, relying on theories that imply comparisons between men and women. Using an Interactional Sociolinguistic approach, this study aims to learn more about how women perform (...) leadership in the absence of men by analysing the spoken interactions of a women-only team who were engaged in a competitive leadership task. The analysis reveals that the women accomplish leadership in multiple and complex ways that defy binary gendered classifications. Nonetheless, there is a distinctive gendered dynamic to the team’s interactions which, it is argued, might be disadvantageous to women aspiring to senior positions. (shrink)

Beekun and Badawi, both professors of management and strategy, have written this primer on leadership integrating contemporary business techniques with traditional Islamic knowledge. The leadership paradigm is changing, and a leadership model based on ethical principles is finally emerging-a position that Islam has taken from the start. The synthesis of the authors results in a highly practical and inspiring manual for developing leadership skills.

This edited volume brings together a range of perspectives on Educational Leadership, Management and Administration (ELMA) and various theories of resistance or compliance along with how policy and politics play out in school communities. The book makes a significant contribution to debates around theorising educational leadership and the implications of discourses on schooling and the politics of education. It brings together a broad array of international scholars to examine theories of resistance in ELMA and establish a resistance-oriented agenda (...) for critical ELMA research that promotes change and diverse ideas about leadership. Using both empirical data and conceptual analysis, the chapters provide opportunities for theorising the work and working conditions of educational leaders alongside questions of compliance and resistance that further improve the understanding of these concepts in the field. Providing cutting-edge research and theorisation into this emerging area, the book will be highly relevant for researchers, academics and postgraduate students in the fields of educational leadership, management and administration, and educational policy. It will also be of interest to school leaders. (shrink)

The purpose of this article is to contribute to a more robust theory of leadership that shifts the frame of reference from leadership as exclusively facilitated through a single inspired leader to one that includes the view of leadership as an emergent and complex social phenomenon. The article begins with a review of the leader-centric approaches that dominated much of twentieth century leadership studies then moves on to present contemporary critiques of leader-centric approaches leading to an (...) alternative perspective of leadership as an emergent and complex social phenomenon. Viewing leadership as an emergent and complex social phenomenon changes our attitude regarding the roles that leaders and others play in the creation of leadership. A central theme of this article is the impact that the concept of emergence has on leadership theory. In response to this changing attitude, the article then moves to return to and reassess the ontological, epistemological and ethical grounds of leadership and concludes that there is an underlying philosophy that supports viewing leadership as an emergent social phenomenon and further suggests that recent work in virtue epistemology along with Calvin Schrag’s theory of communicative praxis and transversal rationality, can facilitate a better understanding of leadership as an emergent social phenomenon. (shrink)

Ethical leadership does not simply emerge from a code of conduct, a good school, or a host of good intentions. It is an individual choice, or rather a series of choices that emerges from the complex interaction of personal values with social imperatives. This book explores how and why some people become ethical leaders in morally challenging and complex social environments. In Ethical Leadership, Aidan McQuade provides insight into the concept of human agency – the individual’s choice of (...) a course of action in response to the options posed by that individual’s engagement with the social world. He puts forth a new model of human agency – the "cruciform of agency" – which recognises that the potential range of individual action emerges from the nature of the resonance that social options strike with personal thoughts. Every action adds to the individual’s personal biography in ways that influence subsequent choices by confirming or changing personal values and hopes, hence influencing the way the individual subsequently thinks about the world. In explaining the potential and limits of human agency for ethical leadership, the book establishes a basis for executives, policy makers and academics to conceptualise and develop more robust and realistic approaches for the mitigation of some of the most pressing moral issues facing humanity today. These include the inter-related challenges of modern slavery and global warming, which pose such critical threats to the Earth itself. In this book McQuade not only sets an agenda for action but empowers individual leaders to find the moral courage to better advance human rights and preserve the environment even when such action requires unpopular choices. (shrink)

In light of grand societal challenges, most recently the global Covid-19 pandemic, there is a call for research on responsible leadership. While significant advances have been made in recent years towards a better understanding of the concept, a gap exists in the understanding of responsible leadership in emerging countries, specifically how leaders resolve prevalent moral dilemmas. Following Werhane, we use moral imagination as an analytical approach to analyze a dilemmatic stakeholder conflict through the lense of different responsible (...) class='Hi'>leadership mindsets and in light of different ethical principles and moral background theories. Based on this analysis, we arrive at a tentative moral judgement, concluding that the instrumental approach is morally inferior and recommending the integrative approach as the morally superior choice. In the subsequent discussion—focussed on what “could” be done, we apply the integrative script and use moral imagination as a pathway for generating morally justifiable solutions. Through this analysis, we provide novel insights on how to apply an integrative responsible leadership approach to a stakeholder conflict situation, using the single case study to expand the responsible leadership discussion to emerging markets. (shrink)

This article maps current thinking in the emerging field of responsible leadership. Various environmental and social forces have triggered interest in both research and practices of responsible leadership. This article outlines the main features of the relevant research, specifies a definition of the concept, and compares this emergent understanding of responsible leadership with related leadership theories. Finally, an overview of different articles in this special issue sketches some pathways for ongoing research.

This book systematically elaborates Scott Eacott's "relational" approach to organizational theory in education. Contributing to the relational trend in the social sciences, it first surveys relational scholarship across disciplines before providing a nuanced articulation of the relational research program and key concepts such as organizing activity, auctors, and spatio-temporal conditions. It also includes critical commentaries on the program from key figures such as Tony Bush, Megan Crawford, Fenwick English, Helen Gunter, Izhar Oplatka, Augusto Riveros, and Dawn Wallin. As such, the (...) text models an approach to, or social epistemology for building knowledge claims in relation rather than through parallel monologues. Eacott's relational approach provides a distinctive, post-Bourdieusian variant of the relational sociological project. Shifting the focus of inquiry from entities (e.g., leaders, organizations) to organizing activity and recognizing how auctors generate - simultaneously emerging from and constitutive of - spatio-temporal conditions unsettles the orthodoxy of organizational theory in educational administration and leadership. By presenting its claims in the context of other approaches, the book stimulates intellectual debate among both relational sociologists and opponents of relational approaches. Beyond Leadership provides significant insights into the organizing of education. As it does not fit neatly into any one field, but instead blends educational administration and leadership, organizational studies, and relational sociology, among others, it charts new territory and promotes important dialogue and debate. (shrink)

Health science students frequently experience ethical dilemmas on clinical placements, yet ethics education rarely prepares students with the ethical leadership skills required. The Leadership in Ethical Practice (LEP) program is an ethics education resource designed to enhance health science students’ knowledge and skills in ethical leadership to prepare them for clinical placements and future professional practice. This qualitative study aimed: to explore the nature of students’ ethical leadership goals; determine whether a specific, measurable, achievable, relevant, and (...) time-bound (SMART) format was an effective tool for students to create ethical leadership goals; and identify any changes in students’ pre- and post-self-ratings of ethical leadership knowledge following the LEP program. Eighty-two diagnostic radiography students from the University of Sydney participated in the study. Inductive and deductive qualitative content analysis (Elo & Kyngas, 2008) were used to explore students’ goals. Descriptive statistics were used to investigate students’ pre- and post-self-ratings. Four themes emerged from students’ goals: initiative, competence, and courage in ethical reasoning; communicating ethical stories through listening, questioning, and connecting; reflecting and growing as an ethical leader; and safe practice and person-centred outcomes. SMART goal format elements were evident in 61% of students’ goals. Students' ethical leadership self-ratings showed positive changes after participating in the LEP program. Findings indicated students planned to further develop ethical leadership skills during clinical placements and future professional practice. This study demonstrated the ethics education approaches used within the LEP could assist health science students to apply ethical leadership in future clinical practice. (shrink)

Leadership ostracism denotes a severe work stressor, potentially entailing more serious negative effects than other types of workplace ostracism. However, scholars have paid relatively little attention to ostracism carried out by leaders, leaving the phenomenon insufficiently accounted for in the literature. Hence, the present study aims to explore the content and typology of leadership ostracism behavior by in-depth interviews and inductive analyses based on grounded theory, in order to give a thorough presentation and description of the leadership (...) ostracism concept as perceived and construed by Chinese subordinates. Respondents were invited using a snowball sampling technique, and the final sample consisted of twenty-six individuals employed in different Chinese firms. Based on the reported experience of the interviewees, eleven concrete leadership ostracism behaviors emerged from the data. Further analyses revealed a leadership ostracism behavioral typology model reflecting five core categories, i.e. general ignoring, neglect, exclusion, differential treatment and undermining. These findings appear to partly replicate and partly expand on previous conceptualizations of workplace ostracism, indicating that leadership ostracism is a distinct variant of the phenomenon, eligible to be studied in its own right. The present study also discusses certain culture-specific aspects of leadership ostracism that can be taken into consideration in future studies. (shrink)

Leadership in Africa is inextricably connected to the spirit world. Leaders may be chosen through elections or other human processes, but ultimately, they are seen as appointed by God. Leaders may base their decisions upon science or intuition, but ultimately, they let themselves be inspired by revelations from the spiritual realm. Yet, what is meant by the spirit world in this respect? In this article, a new way is explored for investigating what references to the spirit world mean. Instead (...) of discussing which theoretical concept applies to the kind of reality spirits have, or what analogy fits spirits, I demonstrate that we can discover what it means to speak of the spirit world by investigating what we already know about it before theoretical labels and comparisons. Such a Wittgensteinian approach in line with the re-emerging brand of ethnographically informed philosophy of religion enhances our understanding of what kind of reality the spirit world has. If you see leadership as being empowered by the spirit world, this is not a choice, option or interpretation, but you cannot see it any other way. Contribution: This article contributes to a better understanding of the kind of reality that the spirit world has, in particular in an African context. The topic of leadership in Africa is used here to illustrate how this kind of reality is often misunderstood. A clear understanding of the kind of reality of the spirit world is indispensable for a proper investigation of Christianity in Africa and religion in general. (shrink)

This article contributes to the emerging discussion on responsible leadership by providing an analysis of the inner theatre of a responsible leader. I use a narrative approach for analyzing the biography of Anita Roddick as a widely acknowledged prototype of a responsible leader. With clinical and normative lenses I explore the relationship between responsible leadership behavior and the underlying motivational systems. I begin the article with an introduction outlining the current state of responsible leadership research and explaining (...) the kind of magnifying glasses used to examine the case. I continue with a brief summary of Anita Roddick’s development from childhood to adulthood, which provides the biographical background for exploring her motivational systems as a leader. Against this backdrop, I analyze the relationship between motivational drivers and a responsible leadership identity as revealed by Roddick in different behavioral leadership roles. I conclude the article by providing a number of lessons learned for responsible leadership and the development of future global leaders. (shrink)

School administrators are mandated to take the instructional leadership roles. On this premise, a study assessed the extent of instructional leadership practices of public elementary school administrators in El Salvador City Division, Philippines. Also, it explored their actual practices, challenges encountered, and the ways they overcome the challenges in practicing instructional leadership. It employed a mixed-method research design. It administered the adopted assessment tool on instructional leadership to 15 school administrators and 12 of them were involved (...) in the individual interviews. This was conducted between the last quarter of 2019 and the first quarter of 2020. Descriptive statistics were used to describe the extent of instructional leadership practices. Also, it analyzed the actual practices, the challenges encountered, and the ways of overcoming these challenges using thematic narrative analysis. Results revealed that public school administrators have always practiced the four domains or strands of instructional leadership to a very high extent. Providing the technical assistance, conducting clinical supervision, and innovating teaching and learning emerged as themes of their actual practices. These administrators had encountered challenges in dealing with teachers’ attitudes, conflicting schedules and activities, and teachers’ resistance to changes. They overcome the challenges by trying to meet the competency standards, adapting and modifying the existing programs, contextualizing teaching and learning, and inculcating the value and benefits of class observation. Looking at the findings from the lens of deliberate practice theory, it was concluded that school administrators have indicated they have acquired knowledge and a high level of understanding of their instructional leadership roles. But despite of this, they still met challenges and have tried their best to manage them. This study presented some doable and practical recommendations to the Department of Education (DepEd) and concerned offices which may benefit both the internal and external stakeholders of the schools. (shrink)

Servant leadership is a leadership philosophy which addresses the concerns of ethics, customer experience, and employee engagement while creating a unique organizational culture where both leaders and followers unite to reach organizational goals without positional or authoritative power. With employees viewed as one of the greatest assets for organizations, maintaining loyal, productive employees while balancing profits becomes a challenge for leaders, and drives the need to understand employee engagement drivers. Thus, the purpose of this study was to qualitatively (...) explore servant leadership from the perspective of employees. Participants were 11 employees from a servant leadership led restaurant who took part in two focus groups. The modified van Kaam method (Moustakas 1994) contributed to data analysis, which examined employee responses for comparison and assessment. Several themes emerged including servant leader experience, servant leader traits, the impact of servant leadership, the application of servant leadership, and limited employee attrition. The themes revealed servant leadership positively influences employee engagement while contributing to employee loyalty to the workplace. Based on the servant leader experience, participants were more committed, built healthy work relationships, and actively participated in achieving organizational goals. Findings are discussed in light of current research and practical applications are provided. (shrink)

The work of creating the future is being done now ─ and much of it is unsustainable in terms of natural and cultural resources. How will the next generation of leadership for environmental sustainability be raised up? Can we imagine sustainable futures, and can we enable transformative leadership to help us realize them? How can we best ensure that the several generations share their particular knowledge? What are the ethical frameworks, methodologies, curricula, and tools necessary for advancing and (...) strengthening education for intergenerational sustainability learning and leadership? In this book, 82 authors from 26 countries across 6 continents seek answers in 32 essays to the many questions related to the intergenerational collaboration that holds promise for creating sustainable futures. The authors themselves represent a diversity of geography, gender, and generation ─ and include the institutions comprising the emerging International Intergenerational Net-work of Centers. They speak to key principles, perspectives, and praxes at the intersection of intergenerational learning and transformative leadership in the context of education for sustainability. A visionary tour de force, this book explores the challenges and complexities of future learning models beyond the UN Decade of Education for Sustainable Development. It provides a timely discourse encompassing intergenerational and cultural dimensions, including ethics. Contributors articulate a deeper understanding of leadership in the post-Enlightenment era. Chapters in the book offer examples cutting across a diverse range of experiences worldwide, making this volume not only refreshing for practitioners, but also invaluable to policy-makers. ─ Dzulkifli Abdul Razak President, International Association of Universities Former Vice-Chancellor, Universiti Sains Malaysia These are critical times for the global community. Big issues are on the table: security, climate change, environmental destabilization, disease, hunger, and others. Actions we take today must embrace lessons from the past, present realities, and the rights and interests of future generations. Indeed, intergenerational learning is vital to education for sustainable development. This book makes a very timely and urgent call, challenging our traditional learning approaches and inviting us to dig deeper, stretch our minds wider, and see farther. ─ Akpezi Ogbuigwe Former Head of Environmental Education and Training, United Nations Environment Programme Executive Chairperson, Anpez Center for Environment and Development, Port Harcourt, Nigeria Achieving sustainable development requires generations, young and old, to engage with and learn from each other, and for leadership to embrace change. That is one of the key messages of this remarkable book. I wish I had this book when I took up the leadership role of my university two decades ago. I wish I could have given this book to my sons as they started their university education. ─ Goolam Mohamedbhai Former Secretary-General, Association of African Universities Honorary President, International Association of Universities. (shrink)

The theory of servant leadership with its key concepts of servanthood and leadership has emerged during the last few decades. A person who has a heart for people and serves them whilst leading them practices servant leadership. Servant leaders are not motivated by attaining higher positions but by serving people. Leaders call people to follow a set vision. In the church, that vision ought to be a God vision, premised on the Word of God. Leaders in the (...) church should lead people according to the guidance of the Bible and inspiration from God. He is the one who calls people, gives them an assignment and will require an account from them. The church has been in the spotlight in recent times because of the conduct of their leaders, who are the pastors assigned with the task of leading believers. Understanding the principles of servant leadership can contribute to spiritual formation of theological students in contextualisation of 21st century theological training. The article begins with a reflection on the findings of an empirical study, followed by a short view on the servant leadership of Moses, David, Paul and Jesus Christ. Thereafter, the article focuses on servant leadership characteristics and competencies or skills according to contemporary scholars, and the article concludes with a proposed model for servant leadership as part of spiritual formation of theological students.Contribution: Although the article is context specific to the Faculty of Theology, Mahikeng campus, the principles of servant leadership can contribute to the spiritual formation of all theological students and is especially relevant to the discourse of contextualised 21st century theological training. (shrink)

This article explores the emergence of leadership during implementation of a water saving initiative in the rural community surrounding Barren Box Swamp in the Murray Darling Basin, Australia. Qualitative data analysis indicated that the system elements affecting the type of leadership to emerge included the extent to which the groups were engaged in the process, the level of access to resources, and the level of investment in the outcomes of the project. Although these results reinforced key aspects (...) of complex problem-solving through collaboration, they demonstrated varying degrees and types of both engagement and leadership within the case community. Given the current finding that these varying elements can coincide within one system, this case suggests that each community’s characteristics, resources and context will determine the optimal combination of leadership style and level of collaboration needed to facilitate sustainable community development. (shrink)

Building on social information processing theory and social exchange theory, this research advances the emerging concept of work engagement and inclusive leadership. Surprisingly, there is no study linking work engagement and inclusive leadership style in the setting of multiple organizations in China. The main purpose of this study is to identify the effective leadership style affecting work engagement directly and indirectly through psychological safety. The trust in leader further moderated the direct relationships. Using multi-source data of 390 (...) responses from leaders-subordinates dyads working in 20 Chinese companies (which include textile, manufacturing, construction, and trading), this study tested how inclusive leadership increased the work engagement of their subsequent subordinates. The mediating role of psychological safety and moderating role of trust in leader therein. The findings introduced an interactive motivational framework that revealed the positive influence of inclusive leadership on the work engagement of subordinates. Further, psychological safety mediated the direct relationship between inclusive leaders and work engagement. The role of trust in leader strengthened the direct relationship of inclusive leadership with psychological safety and work engagement. This is among the first studies to integrate inclusive leadership, psychological safety, trust in leader, and work engagement into a single interactive framework. Further, it provides empirical evidence in the context of predicting and increasing the work engagement of subordinates. (shrink)

This article addresses the relationship between the ethics underpinning leadership and change. It examines the developments in leadership and change over the last three decades and their ethical implications. It adopts a consequentialist perspective on ethics and uses this to explore different approaches to leadership and change. In particular, the article focuses on individual (egoistic) consequentialism and utilitarian consequentialism. The article argues that all leadership styles and all approaches to change are rooted in a set of (...) values, some of which are more likely to lead to ethical outcomes than others. It also argues that all stakeholders in an organisation have a role to play in ensuring ethical outcomes. It concludes that in order to achieve sustainable and beneficial change, those who promote and adopt particular approaches to leadership and change must provide greater ethical clarity about the approaches they are championing. (shrink)

This paper addresses the past, present and future aspects of African leadership and organizational ethics that have, are and will be key for any organization to sustain its systems and structures. Organizational ethics revolves around written and/or unwritten guidelines, ethical values, principles, rules and standards, that are drawn from the harmonious coexistence with the biosphere and it is how these elements are applied that dictates the style of leadership and the ethical thinking of the leaders. Africa has a (...) wide range of complexities which are compounded by, inter alia, tribal divisiveness, selfish leadership, wealth inequality, and massive unemployment. Africans tend to draw their leadership and ethical practices and reflections from the events in the environment with which they have interacted for many years. However, in order to fully address and understand the African perspective in leadership and organizational ethics, a broad comprehension of the African diverse and complex landscape is needed through unravelling of the three dimensional existence of the people. African ethics, developed over time, unifies organizations and leadership since it is part of life and is practised, sub-consciously or unconsciously, by the people as they transform from one practice to the other, and during intergenerational transitions. Globalization, liberalization, technological changes and advancement, and market changes are rapidly transforming the environment in which organizations operate. In such a situation, an effective and true leader cannot be rigid but should be flexible, with the ability to use different leadership styles whenever the situation calls for it. Only those leaders with a three-dimensional perspective live inspiring lives, live with a cause and adopt organizational ethics and leadership styles that will stand the test of time. Despite Africa being the cradle of humankind, leadership and organizational ethics is still in its infancy and wanting, even with the new generation of young leaders. The future outlook of African organizational ethics and leadership is to be found in the intersection of changes in technology, life style, demographics and geopolitics with new trends emerging in global polity and economy. (shrink)

Starting from the Friday woman lead prayer held in 2005 in New York, I focus in this paper on the role Muslim contemporary women play in shaping Muslim societies and communities to assert their authoritative role “in the mosque”. I begin by setting the scene of the event and, after a brief discussion of its symbolic meaning, I address two main questions: first, how the debate which followed the event contributed and contributes to promote a change inside the Muslim world (...) and outside it, letting emerge some leading figures in the struggle for justice and equity in contemporary Islam; and second which are the theological and legal basis for the role of woman as imāma. Although the issue of women leadership in prayer is far from finding a unanimous consent, the debate demonstrates that some issues can and must be discussed, and that a change is possible only when Muslim women question the male elite power. (shrink)