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Leadership Capabilities (leadership + capability)

Distribution by Scientific Domains
Business, Economics, Finance and Accounting75%

Selected Abstracts

Differentiating emotional intelligence in leadership

JOURNAL OF LEADERSHIP STUDIES, Issue 2 2007
Carina Fiedeldey-Van Dijk
Leadership has received considerable attention since the 1990s. We claim that leaders can be found at all levels of employment, and at the very least, all managers are expected to be leaders. Yet managerial status does not guarantee leadership. Leadership is a necessary component of and a filter for successful management. Effective managers demonstrate leadership capabilities. Leadership attributes are well captured in measures of emotional intelligence (EQ). Hence, leadership can improve if managers work to develop their EQ. We show how EQ, and hence leadership, can vary by level of employment among a composite international group of 3,305 employees with the Six Seconds Emotional Intelligence Assessment. The relationship between six leadership groups, as based on their EQ performance, across different employment levels was statistically examined, suggesting that leadership is realized in different ways depending on level of employment. It appears that employees become more skillful in emotional literacy and consequential thinking as they progress up the employment ladder. Intrinsic motivation and optimism are best leveraged by nonmanagerial rather than senior employees. The diminishing incorporation of empathy with an increase in employment level seems to stand in sharp contrast. Nonmanagerial employees, specialists, and entrepreneurs will benefit from developing their competence in pursuing their objectives with an overarching sense of purpose. The finding that high-EQ leaders seem to dominate in the managerial levels may be viewed as encouraging. [source]

Identifying challenges for academic leadership in medical universities in Iran

MEDICAL EDUCATION, Issue 5 2010
Ali Bikmoradi
Medical Education 2010: 44: 459,467 Context, The crucial role of academic leadership in the success of higher education institutions is well documented. Medical education in Iran has been integrated into the health care system through a complex organisational change. This has called into question the current academic leadership, making Iranian medical universities and schools a good case for exploring the challenges of academic leadership. Objectives, This study explores the leadership challenges perceived by academic managers in medical schools and universities in Iran. Methods, A qualitative study using 18 face-to-face, in-depth interviews with academic managers in medical universities and at the Ministry of Health and Medical Education in Iran was performed. All interviews were recorded digitally, transcribed verbatim and analysed by qualitative content analysis. Results, The main challenges to academic leadership could be categorised under three themes, each of which included three sub-themes: organisational issues (inefficacy of academic governance; an overly extensive set of missions and responsibilities; concerns about the selection of managers); managerial issues (management styles; mismatch between authority and responsibilities; leadership capabilities), and organisational culture (tendency towards governmental management; a boss-centred culture; low motivation). Conclusions, This study emphasises the need for academic leadership development in Iranian medical schools and universities. The ability of Iranian universities to grow and thrive will depend ultimately upon the application of leadership skills. Thus, it is necessary to better designate authorities, roles of academic staff and leaders at governance. [source]

Companies rehearse a very different future: Connecting leadership capability and strategy execution through simulation

GLOBAL BUSINESS AND ORGANIZATIONAL EXCELLENCE, Issue 5 2009
Ron Carucci
How can an organization's leaders best learn the behaviors and competencies required in a very different future? "Rehearsing the future" simulations immerse leaders in a fictitious business context strategically similar to their company's desired future to solve critical issues as a leadership team. The author differentiates future rehearsal simulation from computer simulation; describes when, where, and why these simulations are effective; and details the process for building a simulation that integrates multiple leadership development tools. Two actual cases, a global technology corporation seeking a horizontally integrated platform of products and services and a biotech company determined to shorten its product development timelines, illustrate the benefits of simulation technology for leaders and the business. © 2009 Wiley Periodicals, Inc. [source]

Performance Decline and Turnaround in Public Organizations: A Theoretical and Empirical Analysis,

BRITISH JOURNAL OF MANAGEMENT, Issue 3 2005
Pauline Jas
Public sector performance is currently a significant issue for management practice and policy, and especially the turnaround of those organizations delivering less than acceptable results. Theories of organizational failure and turnaround derive largely from the business sector and require adaptation to the public service. The performance of public organizations is more complex to measure, is related to institutional norms, and the idea of ,failure' is problematic. Empirical findings from a real-time, longitudinal study of poorly performing English local authorities are used to develop an initial theory of performance failure and turnaround suited to public organizations. The paper argues that the typical performance of public organizations over time is cyclical. Where cognition and leadership capability are absent, organizations fail to self-initiate turnaround. In this situation authoritative external intervention is necessary. The strategies applied are principally concerned with building a leadership capability that engages senior politicians and managers in order to overcome inertia and collective action problems. The theory is presented in the form of seven propositions that provide a basis for further research across the public sector. [source]