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Effective Leadership (effective + leadership)
Selected AbstractsLiberal Democrat Leadership: The Cases of Ashdown and KennedyTHE POLITICAL QUARTERLY, Issue 1 2007DUNCAN BRACK Effective leadership of the Liberal Democrats requires a combination of strengths: communications skills, a clear agenda, the ability to manage the party and personal abilities, including stamina, self-confidence and a love for the party itself. This article assesses Paddy Ashdown's and Charles Kennedy's periods as leader. It concludes that the first two phases of Ashdown's leadership were successful: he first ensured the party's survival and then positioned it so that it was able to benefit from the rise in support for the centre-left without being squeezed out by Labour. In the third phase, however, the attempt to deliver a common agenda with Labour was a failure, and Ashdown increasingly lost touch with his own party. Kennedy's first two years as leader were also relatively successful, but after that his leadership fell apart, suffering from a lack of an agenda, a failure of party management, a weakness in communication skills and a lack of self-confidence. His underlying problem was not alcoholism; it was that he was not capable of being an effective leader. [source] Narcissism and Effective Crisis Management: A Review of Potential Problems and PitfallsJOURNAL OF CONTINGENCIES AND CRISIS MANAGEMENT, Issue 4 2007Granville King III In the event of a crisis, effective leadership by senior officials plays a significant role in an organization's attempt to return to a state of normal operation. Effectiveness, however, can be hampered by a leader's behaviour and attitude towards colleagues, and other employees within the organization. This paper explores how narcissism and narcissistic leaders may affect crisis management within an organization. Using the literature from the American Psychiatric Association, crisis management, and leadership, this paper explores how personality disorders associated with narcissism may affect the pre-crisis, crisis, and post-crisis stages of crisis management. The paper concludes by offering suggestions on how to handle narcissistic leaders within an organization, and areas for future research. [source] The influence of authentic leadership behaviors on trust and work outcomes of health care staffJOURNAL OF LEADERSHIP STUDIES, Issue 2 2009Carol A. Wong A key element of a healthy work environment is trust: trust between staff and their leaders. Authentic leadership is proposed as the core of effective leadership needed to build trust because of its clear focus on the positive role modeling of honesty, integrity, and high ethical standards in the development of leader-follower relationships. A model linking authentic leadership behaviors with trust in management, perceptions of supportive groups and work outcomes (including voice or speaking-up behavior, self-rated job performance, and burnout) using secondary analysis procedures was examined. The hypothesized model was tested using structural equation modeling in two samples of health care employees from a western Canadian cancer care agency: clinical care providers including nurses, pharmacists, physicians, and other professionals (N = 147) and nonclinical employees including administrative, support, and research staff (N = 188). Findings suggest that supportive leader behavior and trust in management are necessary for staff to be willing to voice concerns and offer suggestions to improve the workplace and patient care. [source] Factors affecting the next generation of women leaders: Mapping the challenges, antecedents, and consequences of effective leadershipJOURNAL OF LEADERSHIP STUDIES, Issue 2 2009Rene P. McEldowney This article introduces a conceptual model for understanding how young women perceive the current challenges of leadership. Numerous studies and articles claim that women are better educated, more experienced, and better suited for leadership positions than ever before. This news is encouraging, but the number of women in leadership roles in American politics gained less than one percentage point this year, hovering around 22%, while in the private sector many organizations have yet to place a single woman on their board. The proportion of women on corporate boards is 16%, with no evidence that this is likely to grow in the near future. What is even more discouraging is that these low numbers are not significantly higher than those in many developing nations. It is evident that women are underrepresented in top leadership positions and must intensely challenge the status quo. This article presents results of a study based on in-depth interviews with college women who are seeking paths to leadership. The researchers employ qualitative analytical research tools to explore the complexities of the phenomena. The findings bring a greater understanding of the antecedents and consequences that lie beneath the challenges affecting the next generation of women leaders. [source] Implicit leader development: The mentor role as prefatory leadership contextJOURNAL OF LEADERSHIP STUDIES, Issue 4 2009Anthony E. Middlebrooks This qualitative study examines the role of mentor as a possible avenue of individual leader development. Specifically, how do mentors conceptualize effective leadership, and what facets of psychological capital develop in the mentoring relationship? Fourteen mentors participating in a statewide mentoring program were surveyed, along with expert mentors and mentees for verification. Results found that mentors' conceptualization of their role and activities aligned with established leadership concepts, specifically those leadership behaviors associated with transformational leadership. Mentors also indicated perceived growth in facets of psychological capital associated with leadership success. By examining the implicit influences and benefits of serving in the mentor role, the alternative focus on the mentor's growth can be utilized to incorporate leadership development into this well-established pedagogical tool. [source] Impact of clinical leadership development on the clinical leader, nursing team and care-giving process: a case studyJOURNAL OF NURSING MANAGEMENT, Issue 6 2008BERNADETTE DIERCKX de CASTERLÉ phd Aim, This study explored the dynamics related to a leadership development programme and their impact on the clinical leader, the nursing team and the care-giving process. Background, While there is a growing conviction about the need to invest in transformational leadership in nursing, further insight into the true complexity of leadership development and, more specifically, how leadership can make a difference in nursing and patient outcomes is essential. Method, A single instrumental case study was conducted in a unit of a large academic hospital where a Clinical Leadership development Project (CLP) was implemented successfully. We used mixed methods with multiple sources of data to capture the complexity of leadership development. Data were collected through individual interviews, focus groups and observation of participants. A purposive sample of 17 participants representing a wide variety of team members has permitted data saturation. The data were categorized and conceptualized and finally organized into a framework describing leadership development on the unit and its impact on the leader, the nursing team and the care-giving process. Results, Leadership development is an ongoing, interactive process between the clinical leader and the co-workers. The head nurse became more effective in areas of self-awareness, communication skills, performance and vision. The nursing team benefited because more effective leadership promoted effective communication, greater responsibility, empowerment and job clarity. Improved clinical leadership seemed also to influence patient-centred communication, continuity of care and interdisciplinary collaboration. Conclusions, The results of the study give more insight into the processes underlying the leader's progress towards attaining a transformational leadership style and its impact on the team members. The impact of leadership on the care-giving process, however, remains difficult to describe. Implications for nursing management, The interactive nature of leadership development makes CLP a challenge for the leader as well for the team members. Through its impact on the leader and the nursing team, CLP is a valuable instrument for improving work environments of nurses, contributing positively to patient-centred care. [source] A Statewide Movement to Promote the Adoption of Tobacco-Free School Policies*JOURNAL OF SCHOOL HEALTH, Issue 12 2008Shelley K. Summerlin-Long MPH ABSTRACT BACKGROUND:, Since most tobacco users become addicted to nicotine as teenagers, prevention efforts for youth remain central to comprehensive prevention programs. National and state efforts that encourage adoption and enforcement of comprehensive tobacco-free school (TFS) policies can lead to significant reductions of youth tobacco use. In 2003, North Carolina (NC) Health and Wellness Trust Fund grantees began to focus statewide on the adoption of and compliance with TFS policies in NC schools. This study examined 46 NC districts that passed TFS policies between 2003 and early August of 2005 to see what factors were important in policy passage in order to support the continued promotion of TFS policy adoption across the state. METHODS:, Detailed interviews were conducted with 118 key informants who were intimately involved with passage of their school districts' TFS policies, and results were coded and analyzed for common themes. RESULTS:, The study found several strategies key to adoption of TFS policies: effective leadership from organizations and individuals in positions of influence, grassroots organizing from community coalitions and youth groups, and communication strategies that optimally position policy adoption and compliance. CONCLUSION:, States that have not yet achieved TFS policy adoption can focus on leadership development, grassroots organizing, and improved communication to advance their advocacy efforts. [source] A Method of Assessing Leadership EffectivenessPERFORMANCE IMPROVEMENT QUARTERLY, Issue 1 2006A. Olu Oyinlade Assessing the effectiveness of a leader is often a difficult exercise for many organizations. This is usually because most assessment procedures are influenced by organizational politics, they are not standard based, and the items on which a leader is assessed are undefined or poorly defined. This study presents the Essential Behavioral Leadership Qualities (EBLQ) approach for assessing leadership effectiveness as an alternative method to commonly used assessment procedures. Among other assumptions, the EBLQ method is built on the assumptions that a leader should be evaluated on clearly defined behavioral qualities and his/her effectiveness rating should be standard based. Hence, the EBLQ method measures the effectiveness of a leader against the essentiality levels of behaviors deemed necessary for effective leadership. Leadership effectiveness is determined for each leadership behavior and for overall leadership performance. The EBLQ method was demonstrated in the assessment of the leadership effectiveness of the principals of schools for students who are blind or visually impaired. [source] Examining the Nature and Significance of Leadership in Government OrganizationsPUBLIC ADMINISTRATION REVIEW, Issue 2 2008Tracey Trottier Though the mainstream organizational literature has advanced in the last 20 years with the integration of transformational and distributed leadership theories, as well as genuine attempts at comprehensive models, the public sector literature has lagged, especially in utilizing large-scale empirical studies. This study takes advantage of a very large government data set to test the utility of one of the best known theories, the "full range" leadership theory of Bernard Bass. It addresses three important research questions: How inclusive is Bass's operational definition of leadership? How much of an impact do Bass's leadership competencies have on follower satisfaction? Finally, how important is transformational leadership compared to transactional leadership in government settings? The results indicate that Bass's broad definition of leadership comes quite close to capturing what federal employees perceive to be effective leadership. The relationship between good leadership in an organization and follower satisfaction is also presented as an important outcome in the federal government. Finally, both transactional and transformational leadership are perceived as important in the federal government, although transformational leadership is considered slightly more important even after shifting one important factor, individualized consideration, back to the transactional model. [source] An examination of the relationships between leadership style, quality, and employee satisfaction in R&D versus administrative environmentsR & D MANAGEMENT, Issue 1 2005Yair Berson Academics and executives argue that effective leadership is a key predictor of R&D success as well as quality management. Recent research highlights transformational leadership as a highly effective style shown to predict performance in organizations. However, no study examined the role of transformational and transactional leadership in building quality climate in R&D versus non-R&D settings. We examined the relationship between leadership style and the establishment of a quality environment in an R&D setting based on an empirical study of 511 research engineers and scientists. It is found that both transformational leadership and transactional contingent-reward leadership are related to the establishment of a quality environment in the R&D part of a telecommunications firm. However, the impact of transactional contingent-reward leadership ceases to be significant once both leadership styles are considered simultaneously using structural equations. A transformational leadership style was also found to be related to employee satisfaction. [source] Leadership and management in the aged care sector: A narrative synthesisAUSTRALASIAN JOURNAL ON AGEING, Issue 2 2010Yun-Hee Jeon The aim of this study is to examine the issues and the progress being made in leadership and management with relevance for the residential aged care workforce. A systematic review was conducted using scientific journal databases, hand searching of specialist journals, Google, snowballing and suggestions from experts. After a seven-tiered culling process, we conducted a detailed review of 153 papers relevant to leadership and management development in aged care. Strong, effective leadership and management promotes staff job satisfaction and retention, high care quality and the well-being of care recipients, and reduces associated costs. Good leadership and effective management also play a key role in bringing about a successful change to a positive workplace culture through innovative programs and research projects. Organisational investment in improving leadership and management skills and capabilities can only improve outcomes for staff stability and productivity, care quality and budgets, and better prepare the aged care sector. [source] Ethical leadership across cultures: a comparative analysis of German and US perspectivesBUSINESS ETHICS: A EUROPEAN REVIEW, Issue 2 2009Gillian S. Martin This paper examines beliefs about four aspects of ethical leadership ,Character/Integrity, Altruism, Collective Motivation and Encouragement, in Germany and the United States using data from Project GLOBE (Global Leadership and Organizational Behavior Effectiveness) and a supplemental analysis. Within the context of a push toward convergence driven by the demands of globalization and the pull toward divergence underpinned by different cultural values and philosophies in the two countries, we focus on two questions: Do middle managers from the United States and Germany differ in their beliefs about ethical leadership? And, do individuals from these two countries attribute different characteristics to ethical leaders? Results provide evidence that while German and US middle managers, on average, differed in the degree of endorsement for each aspect, they each endorsed Character/Integrity, Collective Motivation and Encouragement as important for effective leadership and had a more neutral view of the importance of Altruism. The findings are reviewed within the social-cultural context of each country. [source] Preparing for Ethical Leadership in OrganizationsCANADIAN JOURNAL OF ADMINISTRATIVE SCIENCES, Issue 4 2001Manuel Mendonca True and effective leadership is that in which the leader's behaviour and the exercise of the leadership influence process are consistent with ethical and moral values. This paper explores the need for ethical leadership and the ways in which it is manifested in organizations. It identifies the three components of the ethical leadership model proposed by Kanungo and Mendonca (1996): the ethics of the leader's motives, influence process strategies, and the nature of the self-transformation needed for ethical leadership. As a central theme, the paper then examines what the leader can do to prepare for ethical leadership in organizations. More specifically, it identifies some of the sources that the leader can tap to develop as a moral person possessed of inner strength and resourcefulness that lead to the self-transformation of both the leader and the followers. Résumé Le leadership véritable et efficace en est un dans lequel le comportement du leader et l'exercice du processus d'influence de leadership sont consistants avec des valeurs morales et éthiques. Cette étude explore le besoin d'un leadership éthique et les façons dont il est manifesté dans les organisations. Elle identifie les trois composantes du modèle de leadership éthique proposé par Kanungo et Mendonca (1996): l'éthique des motifs du leader, les stratégies du processus d'influence et la nature de la transformation de soi-même requises pour le leadership éthique. Comme thème central, l'étude examine ce que le leader peutfaire pour se préparer au leadership éthique dans les organisations. Spécifiquement, elle identifie quelques-unes des sources auxquelles le leader peut avoir accès pour se développer en tant que personne morale possédant une force intérieure et qui est pleine de ressources qui mènent à la transformation personnelle du leader et de ses adeptes. [source] | |||||||||||||