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Leadership Model (leadership + model)

Distribution by Scientific Domains

Business, Economics, Finance and Accounting	66%

Selected Abstracts

Managerial Dimensions of Organizational Health: The Healthy Leader at Work*

JOURNAL OF MANAGEMENT STUDIES, Issue 2 2007
James Campbell Quick
abstract This introductory article recollects The Call for this Special Issue, which framed the development of the work and the review process. In addition, the article discusses the concept of organizational health, addressing both issues of healthy individuals and healthy organizations. The heart of the article is a discussion of the Goolsby Leadership Model, one healthy model of leadership. We suggest that the healthy leader is the touchstone for organizational health. The article includes a section which introduces the six competitively selected manuscripts included in the special issue. An agenda for closing gaps in scientific knowledge and in contemporary practice provides the conclusion for the article. [source]

Full Stop: an extraordinary appeal for an extraordinary aspiration , putting leadership theory into practice

INTERNATIONAL JOURNAL OF NONPROFIT & VOLUNTARY SECTOR MARKETING, Issue 3 2003
Giles Pegram
The National Society for the Prevention of Cruelty to Children (NSPCC)'s Full Stop campaign was launched in March 1999 with one single aim,to end cruelty to children. The Full Stop Appeal was designed to ensure that sufficient financial resources would be in place to support such an extraordinary aspiration. It is the biggest charitable appeal ever attempted in the UK and aims to raise £250m. This paper outlines how the charity applied the leadership model of fundraising to its strategy, the lessons it has learned over the past four years, and how successful it has been. Having already raised more than £100m, Full Stop has broken new ground in its sector, revolutionised the NSPCC's fundraising capacity and, more importantly, has had far-reaching consequences for its mission to end cruelty to children. Copyright © 2003 Henry Stewart Publications [source]

A conscious-authentic leadership approach in the workplace: Leading from within

JOURNAL OF LEADERSHIP STUDIES, Issue 1 2008
Robert E. Hofman Jr.
This study combines components of the relatively nascent concepts of conscious leadership and authentic leadership. It is a synopsis of a recent empirical study comparing two groups of companies and their respective CEOs. Each group is comprised of three companies. Group I is led by CEOs who use a conscious-authentic leadership approach in the workplace. They infuse their personal values, beliefs, and relational leadership behavior into the policies, practices, and employee programs within their respective organizations to achieve specific organizational outcomes. Group II CEOs do not use this leadership approach. The companies selected for study were categorized by disinterested third parties in the business community. This study explores the perceptions of the employees of both groups and the impact of the conscious-authentic leadership model on organizational behavior and specific organizational outcomes in the workplace. The organizational outcomes tested in this study are voluntary employee-withdrawal behavior and absenteeism during the period 2003,2005. An employee questionnaire was administered to the employees of both groups to measure organizational behavior. The same questionnaire was administered to the CEOs to determine their level of self-awareness and their sense of the reality of the human condition within their respective organization. A separate leadership questionnaire was administered to the CEOs for a self-assessment of personal attributes and leadership style. The findings provide a working definition of conscious-authentic leadership behavior and a working model of the components of this approach as implemented by Group I CEOs in the workplace. [source]

Leadership styles among nurse managers in changing organizations

JOURNAL OF NURSING MANAGEMENT, Issue 6 2000
M. Lindholm RNT
Aim, The intention in this study was to explore the meaning, exposition and application of nurse managers' leadership styles within the organizational culture of a changing healthcare system. Background, Nurse managers are expected to act, under the pressure of a changed and restructured healthcare system, as skilled and competent future managers of people, operations, budgets and information. Knowledge concerning nurse managers' thoughts and ideas is important if their leadership development is to be supported and their management strengthened. Method, Open-ended, tape-recorded interviews were conducted with 15 nurse managers from three Swedish hospitals. The analysis was inductive, and made use of two deductive perspectives. Findings, Four leadership styles were identified: the formation of hierarchical authority; the formation of hierarchical adjustment; the formation of a career approach; and the formation of a devotional approach. Conclusion, Nurse managers who had a clear leadership style related mainly to a transformational or transactional leadership model, experienced fewer management problems than nurse managers with a composite leadership style. There was a connection between nurse managers' attitudes to the existing organizational culture and the leadership model adopted, the strategy towards the top level and their management idea. [source]

Preparing for Ethical Leadership in Organizations

CANADIAN JOURNAL OF ADMINISTRATIVE SCIENCES, Issue 4 2001
Manuel 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]