Forms of collective leadership, such as Distributed Leadership, have become increasingly important. The need for measurement of the variables involved in the delegation processes, represents a new challenge for organizations that want to ensure high-level working. The present research aimed to validate the Italian version of the Distributed Leadership Agency (DLA) and verify its applicability in different contexts. The study involved all the employees of an Italian public Hospital, which were selected to complete a survey (...) on organizational perceptions. The sample comprised 704 employees (doctors, nurses, clerks, staff workers, healthcare assistants, consultants, management). Multiple Confirmatory Factor Analyses (Maximum Likelihood) have been computed to explore the factorial structure of the DLA, along with associations with other work outcomes. Results clarified that the Italian DLA respects the tri-factorial structure of the construct, suggested by Yukl (2002), with good fit indexes and reliability; moreover, in line with the literature, DLA was strongly related to satisfaction, commitment, and trust. Results contribute to underline the robustness of the construct of distributed leadership agency in different cultural sectors, and provide a useful tool to be adopted in the Italian context. (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)

This article explores how leadership is done in a ‘leaderless’ team. Drawing on a corpus of more than 120 hours of audio-recorded meetings of different interdisciplinary research groups and using a discourse analytic framework and tools, we examine how leadership is enacted in a team that does not have an assigned leader or chair. Our specific focus is the discursive processes through which team members conjointly solve disagreements and negotiate consensus – which are two activities associated with (...) class='Hi'>leadership. More specifically, we analyse how meaning is collaboratively constructed and how team members arrive at a solution in those instances where there is some kind of disagreement, or even conflict, among team members. This discourse analytic study thus contributes to leadership research in two ways: i) by exploring some of the discursive processes through which leadership is actually performed in a ‘leaderless team’; and ii) by looking at a largely under-researched leadership constellation, namely distributed leadership. We thereby illustrate some of the benefits that discourse analytical approaches offer to an understanding of the specific processes that are involved in the complexities of leadership performance. (shrink)

Drawing on the Huainanzi (The Master of Huainan), this article delineates an ancient Chinese understanding of distributed leadership. Accordingly, distributed leadership advocates the distribution of task that combines responsibility and authority; and the harmonious co-existence of the empowerment of others and positional authority. The distribution of responsibility and authority is undertaken by an exemplary leader who inspires others through one’s moral character and influence. Furthermore, distributed leadership infuses responsibility with positional, social and moral authority; (...) harmonises the personal and interpersonal qualities of leaders; and reinforces rational persuasion with role-modelling by the leaders. The notion of distributed leadership that is informed by the Huainanzi contributes to the existing literature by addressing a prominent challenge and a prevailing misconception concerning this leadership construct. In addition, the proposed account guides leaders to revamp organisational structure, implement staff deployment policies and lead on the basis of fairness and moral leadership. (shrink)

Organizational identification has increasingly attracted scholarly attention as a key factor in understanding organizational processes and in fostering efficient human resource management. Available evidence shows that organizational ethical climate crucially predicts OI, a key determinant of both employees’ attitudes and behaviors. In the present paper, we examined the relationship between two specific ethical climates, distributed leadership, and employees’ attitudes and behaviors, incorporating OI as a core underlying mechanism driving these relationships. Three hundred and forty-two employees filled out questionnaires (...) to examine ethical climate, DL, OI, and a series of measures concerning attitudes and behaviors toward the organization. Structural equation modeling confirmed that a perception of an ethical climate of friendship fostered OI, which elicited higher commitment, perceived trust and recommendation, and lower turnover intention. Perception of DL further contributed to increasing OI. Our findings suggest that HR practices should carefully consider employee perceptions of a collectivistic ethical climate, together with perceptions of DL, as key determinants of positive organizational outcomes. We discuss results in light of the social identity approach and present practical implications for HR management. (shrink)

The main purpose of this study was to map school leaders? perceptions concerning the cooperation of the leadership team, the distribution of leadership functions and participative decision?making, and to asses their relative weight in terms of predicting school leaders? job satisfaction. Also, the effect of demographical and structural school variables (i.e. seniority, job experience, school size, size of the leadership team, school type) on school leaders? job satisfaction was examined. A sample of 130 school leaders of 46 (...) large secondary schools completed a self?report questionnaire. The study results indicated that school leaders are highly satisfied with their job. Multiple regression analysis revealed that job satisfaction was significantly related to the cooperation of the leadership team and the school type. The amount of formal distribution of leadership functions and participative decision?making of teachers in the school policy did not have a significant influence on school leaders? job satisfaction. (shrink)

So far little are the studies that have focussed on exploring school principals’ self-conception of their distributed leadership competencies in relation to their managerial and teaching experience. To do so, an exploratory research was carried out with a sample of 163 pre-service and in-service school principals studying a Master’s programme in School Management, Innovation and Leadership at a Spanish University. Data were obtained by using an Ad hoc questionnaire of 7 units of competence and 5 proficiency levels (...) for each unit, based on an existing rubric to analyse students’ self-conception of their development of leadership competencies. The findings of this preliminary study show statistically significant differences in the self-perception in all dimensions associated to Managerial Experience and Teaching Experience in schools. Study participants with ME showed statistically higher levels than those who had non-ME in four of seven dimensions: lead the school organisation, address the needs of the students, manage the organisation of the school organisation, and manage administrative work. Similar results were obtained in relation to TE versus non-TE were statistically significant differences are found in six dimensions: manage pedagogical and didactic resources, attend to the needs of students, manage didactic strategies, manage the organisation of the school organisation, manage the link between the school organisation and the community, and lead the school organisation. This study shows the importance of teaching and professional experience to acquire leadership competencies in education, therefore the school principal should also be a teacher. This preliminary study provides insights into the relevance of providing pre-service or in-service school principals with training and professional development programmes on sustainability distributed leadership that enable them to genuinely engage the school community, develop innovative pedagogies and lead the process of change toward building more sustainable schools. (shrink)

This paper explores how power relations are enacted and negotiated in the largely under-researched non-hierarchal leadership constellation of distributed leadership. Drawing on more than 300 hours of audio-recorded interactions of a corpus of interdisciplinary research group meetings, we analyse how members of a team that does not have an officially assigned leader or chair regularly draw on teasing thereby enacting and reflecting, as well as sometimes challenging existing power relations. Findings show that the highly ambiguous discursive strategy (...) of teasing enables all members, regardless of their official role or position, to contribute to the team’s leadership performance. However, findings also show that although teasing has the potential to facilitate more collaborative approaches to leadership, the ways in which power is actually enacted in our data resembles more traditional hierarchical leadership constellations. (shrink)

The article reviews research between 1999 and 2013 with the aim of knowing the epistemological foundations of research on distributed leadership, with special interest in education studies. We conclude it is an area in developing, with potential, but its empirical foundations are weak and methodological strategies are not always explicit, making it difficult to evaluate their findings somewhat. With respect to the theoretical basis, much of the research finds their sustenance in Engeström’s activity theory and Hutchins’s distributed (...) cognition. The importance of distributed leadership studies is its growing influence in the administration of colleges and universities, making these studies, a major political issue. El artículo revisa investigaciones entre los años 1999 y 2013 con el objetivo de conocer las bases epistemológicas de la investigación en liderazgo distribuido, con especial interés en estudios de educación. Se concluye que es un campo en formación, con potencial, pero que sus bases empíricas son débiles y sus estrategias metodológicas no siempre están explícitas, lo que dificulta un poco evaluar sus descubrimientos. Con respecto a las bases teóricas, gran parte de las investigaciones encuentran su sustento en la teoría de la actividad de Engeström y la teoría de la cognición distribuida de Hutchins. La importancia de los estudios de liderazgo distribuido es su creciente influencia en la administración de colegios y universidades, lo que hace de estos estudios un tema de gran relevancia política. (shrink)

The article examines organisational challenges in the Finnish vocational education and training to support students’ lifelong learning pathways. Investigation of organizational challenges is done through the students’ transitions either within one school level or from one school level to another or to working life. For supporting the students’ learning pathways, it is argued here that specific attention has to be paid to collaborative practices of the personnel in order to guarantee the transitional fluency. This kind of collaboration is here called (...) distributed pedagogical leadership. For examining the shared practices in the frame of distributed pedagogical leadership, the article introduces both quantitative results from a national survey and a Finnish VET case school and qualitative results from this particular school as several interviews of the leadership team and the teachers. (shrink)

Distributed Leadership (DL) is a feature of education in many jurisdictions. Similarly, in Ireland the principles of DL have been adopted as part of a quality framework to underpin a system that provides high quality student care, learning and teaching. This model necessitates an alignment of senior leaders (SLs) and middle leaders (MLs) whose actions are informed by the needs and priorities of their particular school. The traditional notion of the ML position as a management position is changing. (...) The evolution requires a reconceptualisation, a transformation of the role and how we support and develop it to ensure that MLs are an integral part of the leadership structure of the school. This pragmatic research explored the PD needs of MLs in Irish, Education and Training Board (ETB) post-primary schools. It involved a mixed-methods, exploratory sequential study. Stage one involved a set of five semi structured interviews with AP I post holders. These were used as an instrument to develop the online surveys. Stage two involved quantitative research. Online surveys were distributed to all ETB schools in the republic of Ireland. In stage three a summary of the findings of the survey were shared with ten AP Is who were subsequently interviewed to gain further insights. The study illustrated that the development of MLs requires the support of SLs, skills development, a supportive school culture and combined training for senior and middle leaders which should be facilitated by an independent person. (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)

By the year 2000, the management of education in England had lost much of its capacity to ensure the commitment of headteachers and teachers. As market forces engendered competition among schools, the bureaucratic monitoring of schools by agencies of government increased on the grounds that objective and comparable data about schools should be made public so that parents could express a rational choice of school. Levels of stress increased; workloads intensified. Thereafter, a series of ‘softer’ approaches emerged in order to (...) deal with this. They have coalesced around the concept of ‘leadership’, particularly distributed leadership and, more recently, emotional leadership and spiritual leadership. Distributed leadership draws on socio-cultural activity theory; emotional leadership is informed by positive psychology; spiritual leadership by eastern mysticism. Each has its advocates and its critics. At issue, however, is not so much their relative effectiveness but rather it is to relate them to the economic, cultural and political trends which have allowed them to emerge. These ‘soft’ normative leadership approaches have not supplanted a digitally-informed rational bureaucratic form in education; they are supplementing it. The theoretical stance taken falls within the field of critical theory. (shrink)

Many of the negative connotations of corporate social responsibility (CSR) are linked to its perceived role as a public relations exercise. Following on calls for more positive engagement by public relations professionals in organisational strategic planning and given the rapidly increasing interest in CSR as a business strategy, this article addresses the question of how the theory and practice of public relations can provide direction and support for CSR. To this end, this article explores leadership styles and motivations of (...) a sample of corporate leaden from prominent Australian-based corporations in relation to their chosen CSR activities to examine the current position of, and potential for, professional communicators' impact in shaping CSR-driven policies at a strategic level. We find that while public relations theory has evolved, many leaders still see public relations professionals only as a source of positive publicity. Our findings suggest that the model of distributive leadership has more relevance to an emerging idea of public relations involvement in CSR than more traditional understandings of leadership. We conclude that the public relations profession needs to develop a greater understanding of senior management approaches to the development and dissemination of CSR activities to support organisational leadership as it currently operates with respect to CSR. (shrink)

This study maintains that China's system of economic planning tends to mitigate the trade-off between economic growth and equity that has been found to prevail in the early stages of development in most less developed countries. The analysis focuses on the Chinese leadership's attempt to improve economic efficiency by decentralizing economic management without encouraging, as a consequence, increased economic inequality among different regions. By examining the budgetary and planning process, focusing in particular on the fiscal relations between the centre (...) and the far-reaching degree of resource redistribution undertaken by the central government through its control of interprovincial and intersectoral resource transfers. Professor Lardy's analysis highlights the essential features of Chinese economic growth and relates these to the experience of both developing and Soviet-type economies. (shrink)

Background Care is the basis of the nursing profession and nurse’s caring behavior is one of the important factors in patient satisfaction. On the other hand, psychological empowerment can improve the provision of care services, and leaders have a significant impact on the behavior of followers. This study determined the correlation between ethical leadership, psychological empowerment, and caring behavior from nurses’ perspective. Methods This cross-sectional descriptive study was conducted in 2019. A total of 200 nurses were selected by stratified (...) random sampling. Data were collected with ethical leadership, caring behavior and psychological empowerment questionnaires and analyzed with descriptive statistics (mean and standard deviation, frequency distribution) and inferential statistics (Pearson correlation coefficient, regression, and t-test) using SPSS20. Results The findings showed a significant correlation between ethical leadership, psychological empowerment (P < 0.001, r = 0.24) and caring behavior of nurses (P < 0.001, r = 0.25). Also, there was a significant correlation between psychological empowerment and nurses’ caring behavior (P = 0.002, r = 0.21). The regression analysis showed that ethical leadership and psychological empowerment are a predictor of caring behavior of nurses. Conclusion Applying an ethical leadership style by nursing managers can lead to nurses’ improved psychological empowerment and caring behaviors and ultimately, patient care quality. Thus, considering guidelines at the team and organizational levels and programs such as providing workshops and periodic counseling to cultivate ethical nurse leadership can lead to better caring behavior. (shrink)

Professionalization of farmers and rural entrepreneurs is identified as a potential resource to advance transition to multifunctional landscapes and territorial development. Drawing on interactive conceptions of knowledge creation and technical change, I argue that collective structures that support pooling of experiential knowledge can complement public and private sector engagement in innovation systems. Through exercise of leadership in advancing integration of farming into regional development and in integrating ecological and social concerns into agriculture, farmers can forge a professional identity and (...) broker a new social contract entitling them to renewal of their political and economic status. (shrink)

Of recent time, there has been a concern about ethical leadership and ethics in business. Research on leadership did not pay a lot of attention to fairness and many authors have studied the relationship between leader fairness and factors such as outcome satisfaction and trust in leader for instance. For the moment, there is no study that focused on the direct relationship between transformational leadership and fairness. That’s why; in this paper our aim is to study the (...) relationship between transformational leadership and the employees’ perceptions of fairness, mainly the three types of fairness which are distributive, procedural, and interactional in French firms. A questionnaire survey was sent to employees working in the industry and service sectors. A sample of 100 respondents was collected. We found a partial relationship between employees’ perceptions of fairness and transformational leadership. More specifically, we found that procedural and interactional fairness are strongly associated with transformational leadership. (shrink)

Using data collected at two phases, this study examines why and how ethical leadership behavior influences employees’ evaluations of organization-focused justice, i.e., procedural justice and distributive justice. By proposing ethical leaders as moral agents of the organization, we build up the linkage between ethical leadership behavior and the above two types of organization-focused justice. We further suggest trust in organization as a key mediating mechanism in the linkage. Our findings indicate that ethical leadership behavior engenders employees’ trust (...) in their employing organization, which in turn promotes their justice perceptions toward the organization. The theoretical and practical implications of these findings are discussed, and some directions for future research are suggested. (shrink)

Gerald Grace's (2000) paper Research and the Challenges of School Leadership: the Contribution of Critical Scholarship is applauded for making a powerful case for critical leadership studies to be taken seriously and for providing an exhortation for many educationists to think again about headship. However, this paper suggests that Grace's paper is weakened by:(a) traditionalism (e.g. a false equation of leadership with headship and neglect of more recent discourses of leadership, distributed leadership and complexity (...) theory); (b) reductionism, oversimplification, selectivity and misrepresentation in his consideration of educational management studies; (c) neglect of the considerable overlap between critical leadership studies and educational management studies; (d) an untenably negative view of educational management studies (neglecting their potential for realising the same agenda as critical leadership studies); (e) eurocentrism; and (f) his neglect of foundational issues in, and authors on, critical theory. (shrink)

In this chapter it is demonstrated that the way in which leaders implement a decision largely depends on the nature of it, that is, whether it is strategic or not. Leaders must be as open as possible and not withhold information from the persons involved in the process. Therefore, they should distribute as much relevant information as possible to meeting participants before a meeting. At the same time, they must be able to steer the process. It is not unusual for (...) there to be a separation between the formulation and implementation of a strategic decision. Often, it is the top leadership that formulates the decision problem and the middle managers that implement its solution. For this reason, it is relatively common that the top leadership signals that the implementation has been successful as soon as the middle managers begin to report positive results. This can sometimes happen even though most of the implementation is incomplete. However, there are also cases where the top leaders rule out certain implementation processes as failures when in fact they prove later on to be successful. A common problem in organizations is that leaders often inherit the task of implementing decisions that past leaders have made. In order to succeed with an implementation, leaders must understand the importance of the process. They must communicate their vision clearly, evaluate and monitor continuously, and allow interested parties to participate actively in the process. They should also understand that what at first may look like a failure, at a later stage may prove to be a success -/- . (shrink)

The aim of this research is to explore the process linking participative leadership to organizational identification. The study examines the relationship between participative leadership and internal CSR perceptions of employees and also investigates the role that pride in membership plays in the affiliation of CSR perceptions with organizational identification. By studying these relationships, the paper aspires to contemplate new presumed mediators in the association of participative leadership with organizational identification as well as determine a possible novel antecedent (...) of employee CSR perceptions. Empirical evidence is provided from data that was collected through a survey distributed to employees working for small- and medium-sized enterprises in three countries in the Middle East and North Africa regions, particularly the United Arab Emirates, Lebanon, and Tunisia. Findings show that participative leadership leads to positive internal CSR perceptions of employees and that these CSR perceptions lead to pride in membership which, in turn, results in organizational identification. Implications of these findings are also discussed. (shrink)

In recent times, international comparative studies on managers’ beliefs regarding ethical/unethical leadership have increased in number. These studies focus on both Eastern and Western countries. However, although these previous studies focused on the effects of national culture, they did not pay sufficient attention to the effects of institutions. Moreover, these studies covered only a few countries. Despite Japan’s strong influence on the world economy, it has not been included in previous studies on ethical leadership. Thus, to reveal unexplored (...) factors—particularly cultural and institutional factors—and to determine the generalizability of previous findings, this study used a qualitative research method to examine Japanese business managers’ beliefs about ethical/unethical leadership. The data revealed the convergence and divergence in beliefs regarding ethical/unethical leadership between managers in Japan and in other countries. The analysis identified mostly the same themes of ethical/unethical leadership as found in other countries albeit with different distributions. In addition, We identified new themes that may be specific to Japan or that were neglected in previous studies. Moreover, this study suggests the necessity of considering each society’s history of business ethics and current ethics-related institutional contexts in ethical/unethical leadership studies. (shrink)

This article discusses issues of social and distributive justice in the context of global capitalism in the twenty-first century and the necessity of incorporating values-clarification and ethical leadership as part of the core curriculum for university graduates.

Although the proportion of women in leadership positions has grown over the past decades, women are still underrepresented in leadership roles, which poses an ethical challenge to society at large but business in particular. Accordingly, a growing body of research has attempted to unravel the reasons for this inequality. Besides theoretical progress, a central goal of these studies is to inform measures targeted at increasing the share of women in leadership positions. Striving to contribute to these efforts (...) and drawing on several theoretical approaches, the present study provides a contemporary examination of whether women and men differ in their levels of power motivation and whether potential gender differences in this motivation contribute to the unequal distribution of women and men in leadership positions. Results from four studies provide converging support for these assumptions. Specifically, we found that women consistently reported lower power motivation than men. This in turn mediated the link between gender and leadership role occupancy. These results were robust to several methodological variations including samples from different populations, diverse operationalizations of power motivation and leadership role occupancy, and study design. Implications for theory and practice, including ways to contribute to a more equal gender distribution in leadership positions, are discussed. (shrink)

Dialogic spaces for kindness in higher education, located in the ‘critical corridor talk’ of informal leaders positioned quietly in the background in many universities, are a form of moral Resistance in an era excessively dominated by the values of some of the harsher exponents of economic rationalism. This is a secret language of dialogic resistance, to be found under the radar, tucked away in the blindspots of formally recognised Communication. It stoically challenges an arguably unhealthy obsession with efficient management, Market/marketisation (...) and economic proficiency at any cost that is, in some institutions, promoted by the harder managerial taskmasters symbolically represented in the concept of ‘homo economicus’. This chapter argues that such ‘understage’ dialogic spaces for kindness are emerging slowly but with progressively firm resistance to challenge unhealthy forms of managerial Instrumental/instrumentalism in some low Trust/trustworthiness/self-trust situations in a stratified UK higher education system. The accumulation of such spaces is occurring almost invisibly, in a subtle, persistent manner, like a soft, repetitive reminder of the need for human values, gently but relentlessly aiming to compensate for and wash away the mistakes, confusion and suffering bound up in poor management. This theoretical chapter, informed by empirical data, discusses the need to recognise this quiet form of understated kindness as a pre-eminent but under-recognised quality, currently marginalised in a higher education system more overtly focused on self-promotion, targets, outputs and League tables than on the Well-being of staff and students. Drawing from leadership data and Autoethnography observations, I argue that this informal, resistant academic critique is gradually questioning economically-driven ‘command and control’ Managerialism. The Critical Corridor Talk model proposed here and elsewhere builds on Barnett’s concept of ‘critical being’, to theorise the ways in which academic staff find relief from hard-nosed forms of management by sharing moments of truthful dialogic Communication, kindness and Empathy for colleagues in the ‘critical corridor talk’ of informal distributed leadership networks. ‘NegativeNegative capability’ is a form of self-reflexive Resistance against the ‘false necessity’ of performative goals demanded by neoliberalist economic management. Resistant informal leadership challenges the manufactured performativity of higher education environments where some in power overstep the acceptable roles of good management. Yet to foster Trust/trustworthiness/self-trust, such resistant leadership needs to ensure it continually practises both kindness and correct moral principles itself. (shrink)

Very little attention has been given to understanding the commitment to service quality and desirable outcomes in the hotel industry. This study investigates the impact of directive and participative leadership on the frontline commitment to service quality through the mediation of knowledge sharing. This will eventually help us to generate the employees' commitment to service quality desirable behavior. The survey was distributed to 37 hotels. A total of 235 frontline employees participated in the survey. The study findings show (...) that directive leadership has a negative relationship with CSQ. On the other hand, participative leadership positively influences CSQ. Notably, knowledge sharing mediates between directive leadership, participative leadership, and commitment to service quality. There were positive linkages between commitment to service quality and desirable outcomes, job performance, and organizational citizenship behavior and negative relation to turnover intention. (shrink)

This paper aims to contribute to the growing discussion about leadership in the contemporary Church of England with a particular interest in the complex interaction between social context and leadership practices. Implicit leadership theory is used to explore mutual expectations around distributed models of lay and ordained leadership as well as ‘ordinary’ members’ of congregation. Applying a qualitative research method, we conducted 32 semi-structured interviews in 6 Church of England parishes. Through the systematic analysis of (...) relevant contextual factors at multiple levels, we identify limited congruence between ideal leadership attributes and actual behavior. We contribute to the ILT literature by identifying ethical attributes, such as the ability to help others flourish, as particularly pertinent to the religious setting. We also identify the malleability of some leadership attributes. We further contribute to the literature on organizational studies in faith-based organizations by offering novel insights into the relationship between leadership, followership and contextual factors at local parish level which have significant practical implications for recruiting and training church leaders and followers. (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)

This paper reports a Rawlsian thought experiment to propose an approach for developing contextually specific theories of educative leadership. From a position of ignorance, it notes the considerable degree of coherence between a preliminary and practical theory of educative leadership devised in the early 1990s, seven leading twenty first century theories of educative leadership (transformative, distributed, instructional, system, ethical, culturally responsive and adaptive leadership in education) and regarding leadership in education as a moral art. (...) It uses descriptive metaphysics to show that metaphysical and moral philosophies align in cultures to mitigate cognitive dissonance as systems, institutions and individuals find meaning, plan, act, and create theories of practice. It suggests that theories of educative leadership will be more compelling when they use a culturally relevant, pragmatic, holistic, and integrative approach, while acknowledging that potential limitations can include conceptual ambiguities, oversimplification, and challenges in empirical validation and generalizability. A non-foundational theory of knowledge is recommended to create culturally specific theories about educative leadership. It employs pragmatic holism to refine knowledge to solve problems in context, inevitably displacing singular, overarching, and culture-blind models. It proposes the construction of a culturally specific web of belief comprising metaphysical and moral philosophies, exhibiting internal and external coherence and providing a comprehensive and adaptable framework for developing and understanding educative leadership in context. (shrink)

This work has been selected by scholars as being culturally important and is part of the knowledge base of civilization as we know it. This work is in the public domain in the United States of America, and possibly other nations. Within the United States, you may freely copy and distribute this work, as no entity (individual or corporate) has a copyright on the body of the work. Scholars believe, and we concur, that this work is important enough to be (...) preserved, reproduced, and made generally available to the public. To ensure a quality reading experience, this work has been proofread and republished using a format that seamlessly blends the original graphical elements with text in an easy-to-read typeface. We appreciate your support of the preservation process, and thank you for being an important part of keeping this knowledge alive and relevant. (shrink)

How the Arab media construct Middle Eastern women as political actors, frame their leadership roles, and narrate their activities to the public are important questions largely ignored in the growing scholarship on women’s political participation in the Middle East and North Africa. Drawing on Nancy Fraser’s reflections on the politics of recognition and distribution, I examine the construction of women’s leadership in Morocco during the four-month period leading to the local elections of June 2009. Analysis of 1,738 news (...) items from five print media sources reveals that the “symbolic annihilation” of political women, a thesis traditionally applied to Western contexts, is disturbingly robust in Morocco. The Moroccan case alerts us that institutional mechanisms supporting women’s leadership might begin to address gender biases in the distribution of political power, but they do not guarantee the recognition of gender equality in the cultural sphere of knowledge production and opinion formation. Struggles over gender equity in Morocco and elsewhere in MENA should engage more fully with the politics of recognition given the disjuncture between women’s leadership competences and achievements and the dominant ideological frames constructing women’s leadership. (shrink)

The primary objective of this research is to investigate the impact of organizational culture and various religious factors, such as religious belief, Islamic Leadership Justice, and Islamic work ethics, on job performance with employee engagement as a mediating factor. The study focuses on the workforce within the SME sector as the target population. Data were gathered from respondents through a questionnaire developed based on an extensive review of existing literature. The questionnaire was distributed utilizing the convenience sampling technique, (...) resulting in the inclusion of 300 valid responses in the analysis. The collected data underwent examination using the SPSS. The findings of the research indicate that religious belief, Islamic Leadership Justice, Islamic work ethics, and organizational culture significantly influence employee engagement. Furthermore, job performance is significantly impacted by employee engagement. The outcomes affirm that employee engagement serves as a noteworthy mediator in the relationships between religious belief, Islamic Leadership Justice, Islamic work ethics, and job performance. The study extensively discusses the theoretical and practical implications derived from these findings. (shrink)

Leaders play an important role in clergy's response to their call. Toxic leadership, also known as the dark side of leadership, negatively influences their decision to remain in full-time pastoral ministry. There is a shortage of clergy in the Roman Catholic Church and a distribution or displacement challenge facing the Protestant church. This shortage adversely affects the future of the church as clergy play an integral part in the preparation of congregants for their works of service. The purpose (...) of this study was to discover what factors were involved in clergy's response to the call to full-time pastoral ministry. A practical theological grounded theory approach was used to discover the properties of the category 'leadership'. Semi-structured interviews were conducted and data were coded using Glaser and Strauss's grounded theory methodology. The category of 'leadership' includes properties such as favouritism, leaders abdicating responsibilities, leaders taking no action/being inactive, leaders 'labeling' subordinates, leaders' 'unethical' behaviour, nepotism, poor conflict handling, poor handling of multi-racial issues, being placed on a pedestal, affirming subordinates and autocratic leadership style. Osmer's descriptive-empirical task was used as a practical theological lens through which to view the category 'leadership'. The results indicated three responses by clergy to the call to full-time pastoral ministry: not being called in the first place, a dual call and being called but leaving anyway because of, among other factors, toxic leadership. A steward leadership approach is recommended in response to the dark side of leadership. (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 article discusses the Kenyan post-2007 elections political crisis within the framework of 'libertarian communitarianism' that integrates individualistic self-interest with traditional collectivist solidarity in the era of globalization in Africa. The author argues that behind the Kenyan post-election anarchy can be analyzed as a type of 'prisoner's dilemma' framework in which self-interested rationality is placed in a collectivist social contract setting. In Kenya, this has allowed political manipulation of ethnicity as well as bad governance, both of which have prevented the (...) building of a strong, impartial state. In Kenya, socio-economic disparities and historical injustices due to corruption, nepotism, cronyism and other forms of favoritism have maintained ethnic and other internal tensions, which exploded into open conflict after the disputed December 2007 elections. The author shows how the 'libertarian communitarist' politico-economic context lacks shared values and precludes forward-looking solutions for social justice that promote public good and national unity. Instead, a nation remains divided with its people set up in competitive positions, because there is public trust neither in partisan and self-interested governments nor in inefficient state structures with often (ethnically and/or regionally) biased (re)distribution of resources and unequal service delivery. The greed of the political elites and grievances of the ordinary citizenry maintain distrust across the nation and focus on past injustices rather than finding a shared agenda for future unity. The author suggests that in order to build up public trust, to strengthen the state structures and to gain national unity, it is necessary to focus on shared values and a forward-looking concept of justice, acceptable to all. (shrink)

The article discusses the Kenyan post-2007 elections political crisis within the framework of ‘libertarian communitarianism’ that integrates individualistic self-interest with traditional collectivist solidarity in the era of globalization in Africa. The author argues that behind the Kenyan post-election anarchy can be analyzed as a type of ‘prisoner's dilemma’ framework in which self-interested rationality is placed in a collectivist social contract setting. In Kenya, this has allowed political manipulation of ethnicity as well as bad governance, both of which have prevented the (...) building of a strong, impartial state. In Kenya, socio-economic disparities and historical injustices due to corruption, nepotism, cronyism and other forms of favoritism have maintained ethnic and other internal tensions, which exploded into open conflict after the disputed December 2007 elections.The author shows how the ‘libertarian communitarist’ politico-economic context lacks shared values and precludes forward-looking solutions for social justice that promote public good and national unity. Instead, a nation remains divided with its people set up in competitive positions, because there is public trust neither in partisan and self-interested governments nor in inefficient state structures with often (ethnically and/or regionally) biased (re)distribution of resources and unequal service delivery. The greed of the political elites and grievances of the ordinary citizenry maintain distrust across the nation and focus on past injustices rather than finding a shared agenda for future unity.The author suggests that in order to build up public trust, to strengthen the state structures and to gain national unity, it is necessary to focus on shared values and a forward-looking concept of justice, acceptable to all. (shrink)

The initiative to ensure oil-palm smallholders around the world participate in sustainable certification is increasing. Different efforts were strategised including increasing awareness and providing financial support. Despite that, the number of smallholders’ participation in sustainable certification is relatively low. This study embarked on the objective to identify the role of social structure, namely social interaction ties in affecting smallholders’ participative behaviours. Moreover, this study is also looking on the mediating impact of deliberative communication and responsible leadership in explaining the (...) relationship between the two previously stated constructs. Using a quantitative research design, this study collected data from 440 smallholders as its respondents. Samples were randomly selected, and questionnaires were distributed to obtain their responses. Data collected were then analysed using PLS-SEM to test the developed hypothesis. Accordingly, the findings indicate that social interaction ties have a significant impact on smallholders’ decisions to participate in sustainable certification. Furthermore, both deliberative communication and responsible leadership were proven to be significant mediators. This study provides insights on how smallholders’ participation in sustainable certification can be improved by tapping on the social structure elements as well as adopting deliberative communication and responsible leadership as a method to communicate and lead with the smallholders. This shall expand literature related to organisation psychology in rural areas and sustainability. (shrink)

In the wake of the assembly movements that emerged from 2011 onwards, a lively academic and activist debate developed around the question of organization. Various political theorists have proposed an ‘ecological’ approach to social movements, which allows us to perceive them as contingent combinations between various activist repertoires and organizational forms. Rather than prioritizing either a ‘horizontalist’ or ‘verticalist’ logic of organization, both are often at play within a social movement, where they compete with or complement each other. This article (...) contributes to this ‘ecological turn’ in social movement studies by adding a historical perspective. We argue that a key revolutionary event – the Paris Commune of 1871 – could be read as a ‘distributed ecology’. This historical application allows us to better recognize the merits of an ecological approach for contemporary radical-democratic theory and practices and helps us to appreciate the significance and radical potential of recent social movements. (shrink)

In the emergent field of creative practice higher degrees by research, first generation supervisors have developed new models of supervision for an unprecedented form of research, which combines creative practice and a written thesis. In a national research project, entitled ‘Effective supervision of creative practice higher research degrees’, we set out to capture and share early supervisors’ insights, strategies and approaches to supporting their creative practice PhD students. From the insights we gained during the early interview process, we expanded our (...) research methods in line with a distributed leadership model and developed a dialogic framework. This led us to unanticipated conclusions and unexpected recommendations. In this study, we primarily draw on philosopher and literary theorist Mikhail Bakhtin’s dialogics to explain how giving precedence to the voices of supervisors not only facilitated the articulation of dispersed tacit knowledge, but also led to other discoveries. These include the nature of supervisors’ resistance to prescribed models, policies and central academic development programmes; the importance of polyvocality and responsive dialogue in enabling continued innovation in the field; the benefits to supervisors of reflecting, discussing and sharing practices with colleagues; and the value of distributed leadership and dialogue to academic development and supervision capacity building in research education. (shrink)

Nurses’ job satisfaction is the most important thing in health care business science the attitudes and the behaviors of the nurses could affects the health care services quality. The objectives of this study is to find out whether there are direct or indirect effects from the perception of transactional leadership, perception of transformational leadership, perception of distributive justice, perception of procedural justice, to job satisfaction. The samples of this study consist of 132 nurses from X hospital. The measurement (...) instruments which had been used consist of perception of Leadership style measurement instrument, perception of distributive justice measurement instrument, perception of procedural justice measurement instrument, and job satisfaction measurement instrument which later the result was calculated by using the program LISREL. The result showed that perception of leadership style and perception of justice had direct significant effects toward job satisfaction.  . (shrink)

Although servant leadership may be equipped to provide a leadership model that addresses the issues of the modern workforce, little literature is available regarding the relationship between servant leadership and employee brand-based equity. This study contends to address this gap for which data have been collected from the service industry under a cross-sectional research design by distributing 410 questionnaires among the participants, out of which 337 were received back. After discarding the partially filled and incomplete responses, the (...) useable responses were 314. Data were analyzed via the Smart PLS approach by applying the structural equation modeling technique. Results indicate that servant leadership directly increased the employee-based brand equity by the mediating role of interpersonal trust. However, this study has not established the moderating role of an ethical work climate. (shrink)

The research aims to identify the organizational excellence in Palestinian universities of Gaza Strip, from the perspective of senior management. The questionnaires were distributed the top senior management in the Palestinian universities, and the study population was (344) employees in senior management in Palestinian universities. A stratified random sample were selected from of employees in the Palestinian universities consist of (182) employees at return rate of (69.2%). SPSS program for analyzing and processing the data was used. The study reached (...) the following results: the senior management agrees largely on the importance of the axis of "Leadership Excellence" and "Excellence service sectors". The senior management agrees moderately about the importance of the axis of the “Knowledge excellence". The study showed that there is a weakness in the employment of scientific research to serve the community, there is weakness in the follow-up of the universities management for the performance of their graduates in the institutions in which they work. Senior management agrees on the importance of the "Organizational Excellence" moderately. The recommendations of study includes: the need to develop principles and fair criteria for the selection of the best candidates for the university and university leaders based on specialization, competence, experience, skills, integrity and not on the basis of favoritism. (shrink)

Background: The Measure of Moral Distress – Healthcare Professionals (MMD-HP) is a 27-item survey that quantifies moral distress. The MMD-HP was distributed to healthcare professionals (HPs), and analysis of a free-text response item revealed information-rich descriptions of morally distressing situations. Research question: What are HPs’ perceptions of their experiences of morally distressing situations? Research design: A descriptive, qualitative approach explored respondents’ free-text responses to the following open-ended response item: “If there are other situations in which you have felt moral (...) distress, please write and score them here.” Participants and research context: Eligible participants were HPs ( N = 8206) working in a large, multi-site healthcare system located in a major, urban city in the Southeastern United States. Ethical considerations: The Institutional Review Board provided approval for this research. A survey preamble supplied information, and consent was presumed with survey completion. Findings: Three themes were identified from 282 free-text responses: Theme 1: Compromised Quality of Care, Theme 2: Hostile Work Environment, and Theme 3: Ineffective Leadership. Conclusions: This study is unique because it provided in-depth qualitative analysis of morally distressing situations in a free-text response item across a wide array of HPs within multiple settings. Responses revealed that moral distress impacted the quality of patient care and provided descriptions of powerlessness to act. (shrink)

There is a shortage of clergy, at least in the Roman Catholic Church. Protestant churches in general are experiencing more of a distribution or placement challenge than a shortage. The two greatest hindrances to addressing the Protestant clergy distribution challenge are a lack of adequate compensation for clergy and the undesirable geographical location of a number of churches, as perceived by clergy. Influences such as secularisation, duality of vocation, time management, change in type of ministry, family issues, congregational and denominational (...) conflict, burnout, sexual misconduct, divorce or marital problems, and suicide, affect clergy. Studies on the shortage of clergy have been conducted mostly in the USA and Europe and not in South Africa. This article focuses on the research gap by means of a practical theological grounded theory exploration of the exodus of clergy. Grounded theory methodology is used to identify the reasons why clergy trained at a Bible college of a Protestant charismatic mega church leave full-time pastoral ministry. Findings correspond to previous studies with two reasons appearing more frequently than others: responding to a call and leadership related issues. Firstly, respondents differed in their replies with respect to reconciling their exit from full-time pastoral ministry with their call. The replies included not being called, a dual call, or called but left anyway. Secondly, respondents indicated that leadership influence was mostly negative with regard to affirming their call. (shrink)

I begin with identifying Confucian metaphors of leadership for the way the mind (the ‘heart-mind’) should lead the whole person. I then discuss how the Daoist text Zhuāngzǐ criticizes this conception of the mind’s leadership as too fixed and rigid – unresponsive to the fluidity and unpredictability of the world. The text suggests as an alternative a way that the whole embodied person can fluidly respond to the world. This alternative ties into some contemporary work, scientific and philosophical, (...) of how the whole person and not just the deliberating mind processes information from the world. I end by discussing how the critique of the fixed and rigid mind can suggest alternative models of political governance that distribute and integrate guidance throughout the body politic. (shrink)

Some recent state formations are offshoots of religious societies where the elite clothed the state with religious apparel. Diverse communities and their beliefs compel many modern nations to adopt a secular state ideology in order to avoid religious domination of time. Constitutionally, Islam is the official religion in Malaysia, while the state has maintained peaceful co-existence among its religious groups with an emphasis on religious tolerance and improved wealth distribution. Conversely, Nigeria, constitutionally a secular state with shared populations of mainly (...) Christians and Muslims, is embroiled in yearly religious conflicts. This article aims to show how Nigeria’s secular state status is engulfed in religious bigotry due to institutional inadequacies. This is unlike Malaysia’s state-centered influence on religion, yet its wealth distribution policy makes room for peaceful co-existence in its polity as against more severe challenges of corruption in Nigeria. The paper argues that leadership and institutional failures have exacerbated religious conflicts in Nigeria and hence the state totters in the face of tension. A theoretical debate unveils our proposition on religious practices in both countries. We rely on secondary data and empirical evidence in unveiling issues and conclude with modest recommendations. (shrink)

In a typical fantasy universe, distribution of supernatural capacities across the population is extremely unequal. The Bending World is no exception. A minority of people are born benders, while the majority are born nonbenders. Granted, no bender appears to be (super)powerful enough to subdue all other benders at once, and political assassinations do occur in the Bending World. The reincarnation of the Avatar can be seen as an instance of the more general problem of leadership succession, a concern in (...) both our world and the Bending World. In time, democracy will crumble in the face of persistent supernatural inequality – whether giving way to another zealous experiment in support of watchful bloodbending “de‐benders,” or being overthrown by someone who happens to be the most powerful bender in the world. All in all, the Bending World is – much more so than ours – a bent world. (shrink)