A Call for Collaborative Leadership

1996 ◽  
Vol 1 (3) ◽  
pp. 2-3 ◽  
Author(s):  
Susan R. Komives
Keyword(s):  
Collaborative Leadership ◽  
Leadership Skills

What kind of leadership skills should educators be modeling and teaching?

Resonant voices: Leadership skills for women in the ivory tower

2020 ◽  
pp. 283-296
Author(s):  
Kathleen A. Brown
Keyword(s):  
Collaborative Leadership ◽  
Leadership Skills ◽  
Ivory Tower ◽  
Linguistic Resources

Kathleen Brown discusses the concepts of executive presence, collaborative leadership, and linguistic resources as frameworks for leadership. In this chapter, the author explores how one might go about empowering one’s own voice and how this empowerment is related to a resonant voice.

Dynamic leadership – a leadership shortage solution

2014 ◽  
Vol 13 (4/5) ◽  
pp. 199-204
Author(s):  
Elissa Tucker ◽  
Sue Lam
Keyword(s):  
Leadership Style ◽  
Organizational Leadership ◽  
Leadership Practices ◽  
Online Survey ◽  
Collaborative Leadership ◽  
Leadership Skills ◽  
Content Type ◽  
Dynamic Leadership ◽  
Current State ◽  
And Control

Purpose – The purpose of this research paper is to explore how organizational leadership style is related to employee leadership skills, leadership and business trends, as well as leadership practices. Design/methodology/approach – In total, 547 participants representing a variety of industries and organization sizes completed an online survey on the current state of leadership at their organizations. We compared the responses of participants working in organizations using a traditional leadership style (n = 121) with those in organizations with a dynamic leadership style (n = 105). Findings – Consistent with hypotheses, the results show that the traditional, hierarchical and command-and-control style of organizational leadership is associated with larger leadership skills gaps, while a more dynamic, all-inclusive and collaborative leadership style is associated with smaller leadership skills gaps. Specific business trends and leadership practices partially explain the association between organizational leadership style and organizational leadership shortages. These factors provide guidance for human resources practitioners looking to set priorities and plans for fostering dynamic leadership within their organizations. Originality/value – This study provides insights into why the leadership deficit endures and what organizations can do to put the issue to rest. This research is unique in that it goes beyond identifying and quantifying specific leadership skills gaps to also reveal which factors may be driving these leadership deficits. This research also isolates which organizational practices and leadership approaches are associated with smaller leadership skills gaps.

Leadership Skills, Part IV

2009 ◽  
Vol 43 (5) ◽  
pp. 32
Author(s):  
LEE SAVIO BEERS
Keyword(s):  
Leadership Skills

Leadership Skills, Part VIII

2009 ◽  
Vol 43 (10) ◽  
pp. 28
Author(s):  
LEE SAVIO BEERS
Keyword(s):  
Leadership Skills

Impact of Project Manager Competencies on Project Success: Case of Social Projects in the City of Agadir, Morocco

2019 ◽  
Vol 10 (5) ◽  
pp. 456-469
Author(s):  
Habiba Abou Hafs ◽  
◽  
Fadila Boutora ◽  
Keyword(s):  
Leadership Skills ◽  
Personal Characteristics ◽  
Self Esteem ◽  
Project Managers ◽  
Project Manager ◽  
Self Control ◽  
Behavioral Skills ◽  
Professional Characteristics ◽  
The Social ◽  
The City

The question of project manager competencies and especially in social projects is a key issue for social organizations seeking to progress and achieve success. If the manager has an important role to play with regard to the social organization, he’s however dependent on his behavioral, professional and personal capacities. The purpose of this paper is to show, on the basis of a quantitative study carried out among 120 managers of social projects in cooperatives located in the city of Agadir (Morocco), that the success of projects is conditioned by the leadership skills. Consequently, factors related to behavioral skills such as Solidarity; Involvement; Patience; Creativity; Empathy; Motivation; Trust; Commitment; Self-esteem; Transparency; Self-control; Discipline and other factors related to professional characteristics and personal characteristics of project managers prove a positive and significant relationship with the criterion of success studied.

Mixed Foundations: Supporting and Empowering Multiracial Student Organizations

JCSCORE ◽  
2018 ◽  
Vol 1 (2) ◽  
pp. 54-85
Author(s):  
Victoria K. Malaney ◽  
Kendra Danowski
Keyword(s):  
Higher Education ◽  
Student Affairs ◽  
Leadership Skills ◽  
Student Organizations ◽  
Mixed Race ◽  
College Campuses ◽  
Institutional Practices ◽  
Working Through

This paper presents an overview of multiracial student organizing and organizations on college campuses. The authors address common challenges that multiracial student organizations face in higher education, how student affairs staff can challenge institutional practices that perpetuate monoracism, and how to support and empower mixed race students to effectively develop strong leadership skills. Several recommendations for working through political and administrative hurdles are also provided.

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