Transformational leadership and management control systems in human service not‐for‐profit organizations

2022 ◽  
Author(s):  
Jinhua Chen ◽  
Lu Jiao ◽  
Graeme Harrison
Keyword(s):  
Transformational Leadership ◽  
Control Systems ◽  
Human Service ◽  
Management Control ◽  
Management Control Systems ◽  
Leadership And Management ◽  
For Profit ◽  
Not For Profit ◽  
Not For Profit Organizations ◽  
For Profit Organizations

scholarly journals Transformational leadership in AICTE: lessons for organizational excellence

2021 ◽  
Vol 11 (3) ◽  
pp. 1-17
Author(s):  
Subrat Kumar ◽  
Asha Bhandarker
Keyword(s):  
Transformational Leadership ◽  
Emerging Markets ◽  
Leadership Style ◽  
Content Type ◽  
For Profit ◽  
Not For Profit ◽  
Organizational Excellence ◽  
Transformational Leadership Style ◽  
Not For Profit Organizations ◽  
For Profit Organizations

Supplementary materials Abelha et al. (2018). “Transformational Leadership and Job Satisfaction: Assessing the influence of Organizational Contextual factors and Individual Characteristics” Review of Business Management, Volume 20 No 4, pp. 516–532. Avolio, B. J., Zhu, W., Koh, W. and Bhatia, P. (2004). Transformational leadership and organizational commitment: Mediating role of psychological empowerment and moderating role of structural distance. Journal of Organizational Behavior: The International Journal of Industrial, Occupational and Organizational Psychology and Behavior, 25(8), pp. 951–968. John M Alexander and Jane Buckingham, “Common good leadership in Business Management: an ethical model from Indian tradition”, Blackwell Publishing, 2011, UK and USA. Angus Corbett (2016). A systems approach to regulatory excellence (pp. 255–270), Achieving Regulatory Excellence, Brookings Institution Press, retrieved from http://onlinepubs.trb.org/onlinepubs/PBRLit/Corbett.pdf. Cary Coglianese (2015), Listening, Learning, Leading- a framework for regulatory excellence, Penn Program on Regulation, sourced from https://kleinmanenergy.upenn.edu/wp-content/uploads/2020/08/Listening-Learning-Leading_Coglianese-1.pdf Learning outcomes First, skills: to help students to apply their knowledge in transformational leadership; to help students to apply their understanding of impact of transformational leadership on organizational excellence in not-for-profit organizations. Second, knowledge enhancement: to understand the various components of transformational leadership; to enable the students to understand the different components of organizational excellence with a special focus on not-for-profit organizations and government regulators; to enable the students to understand the process of impact of transformational leadership on organizational excellence and its relevance in emerging markets context. Third, attitude development: students should understand the importance of leadership and its impact in emerging markets. Case overview / synopsis The case elucidates the transformational leadership style of AICTE Chairman and his key attributes of humility, high ethical standards, openness to ideas and suggestions and problem-solving attitude. The case also highlights how the transformational leadership style of AICTE Chairman heralded the journey of Organizational Excellence of AICTE – an Indian Technical Education regulator. The case maps the change of AICTE from an inward-looking, controlling, opaque organization to a forward-looking, enabling, transparent organization. Complexity academic level This case can be used in leadership classes for Management in Business Administration (MBA) students and participants in executive development programs. The case focuses on transformational leadership and its impact on organizational excellence in context of emerging markets The case also outlines the various components of organizational excellence in not-for-profit organizations and government regulators and hence provides a fresh perspective for measuring organizational excellence. Subject code CSS: 10: Public Sector Management.

Partnership agreements for regenerative medicines: a database analysis and implications for future innovation

2021 ◽  
Author(s):  
Tingting Qiu ◽  
Yitong Wang ◽  
Shuyao Liang ◽  
Ru Han ◽  
Mondher Toumi
Keyword(s):  
Scientific Discovery ◽  
Biotechnology Company ◽  
Database Analysis ◽  
For Profit ◽  
Preclinical Phase ◽  
Not For Profit ◽  
Licensing Agreements ◽  
Regenerative Medicines ◽  
Not For Profit Organizations ◽  
For Profit Organizations

Aim: Partnerships have been leveraged to advance the regenerative medicines (RMs) development. This study analyzed the evolution of partnership landscape for regenerative medicines (RMs). Methods: Partnership agreements publicly announced from January 2014 – June 2020 were described. Results: 1169 partnership agreements with total amount of US$63,496 million were identified. Most agreements concerned RMs that were for oncology (25.3%), in the discovery or preclinical phase (66.9%) and gene-based products (45.3%). The most common partnership type is collaborative agreements without licensing. The partnerships between ‘Biotechnology company and not-for-profit organizations’ represented the largest number (n = 416; 35.6%). ‘Big Pharma’ preferred collaboration and licensing agreements with a higher amount. Conclusion: Collaborations between highly specialized players with complementary expertise promote the successful translation of scientific discovery to RMs.

Sign in / Sign up

Export Citation Format

Share Document