scholarly journals Precolonial indigenous leadership: exploring the foundations of leadership culture in Ecuador

2017 ◽  
Vol 5 (1) ◽  
pp. 5-18
Author(s):  
Jeffrey L. McClellan
Keyword(s):  
Indigenous Leadership ◽  
Leadership Culture

Collaborative Action Research In Academic Administration

2019 ◽  
Vol 8 (3) ◽  
pp. 227-252
Author(s):  
Bradley C. Thompson
Keyword(s):  
Decision Making ◽  
Action Research ◽  
Collaborative Action Research ◽  
Team Members ◽  
Academic Administration ◽  
Leadership Culture ◽  
Collaborative Action ◽  
Working Together ◽  
Upper Level ◽  
Action Process

This research involved a study exploring the changes in an academic institution expressed through decision-making in a shifting leadership culture. Prior to the study, the school was heavily entrenched in authoritarian and centralized decision-making, but as upper-level administrators were exposed to the concept of collaborative action research, they began making decisions through a reflection and action process. Changing assumptions and attitudes were observed and recorded through interviews at the end of the research period. The research team engaged in sixteen weekly cycles of reflection and action based on an agenda they mutually agreed to and through an analysis of post-research interviews, weekly planning meetings, discussions, and reflection and action cycles. Findings revealed experiences centering around the issues of:  The nature of collaboration- it created discomfort, it created a sense of teamwork, it created difficulty.  The change of environment in the process- team members began to respect each other more, and the process became more enjoyable.  The freedom and change in the process- freedom to voice opinions and to actively listen, the use of experience to lead elsewhere in the school.  How issues of power are better understood by working together- the former process was less collaborative, politics will always be part of the process. As a result of this study, members have started using this decision-making methodology in other areas of administration.

Ethical managers in ethical organisations? The leadership‐culture connection among Finnish managers

2013 ◽  
Vol 34 (3) ◽  
pp. 250-270 ◽  
Author(s):  
Mari Huhtala ◽  
Maiju Kangas ◽  
Anna‐Maija Lämsä ◽  
Taru Feldt
Keyword(s):  
Leadership Culture

scholarly journals Design, measurement and analysis of a Knowledge Management model in the context of a Mexican University

Innovar ◽  
2016 ◽  
Vol 26 (59) ◽  
pp. 21-34 ◽  
Author(s):  
Gibrán Rivera González ◽  
Igor Antonio Rivera González
Keyword(s):  
Higher Education ◽  
Knowledge Management ◽  
Human Resources ◽  
Knowledge Creation ◽  
Information Technologies ◽  
Model Fit ◽  
Management Model ◽  
Leadership Culture ◽  
Measurement And Analysis ◽  
Question Survey

The paper aims to design and apply a Knowledge Management (KM) model within the context of a Higher Education (HE) institution in Mexico. The model is composed of six enablers: leadership, culture, structure, human resources, information technologies and measurement, which facilitate the processes of knowledge creation, storage, transfer and application. A 53-question survey applied to thirty-six (36) people allowed to evaluate the degree of development and implementation of knowledge enablers and processes. Objectivity, reliability and overall model fit were assessed.

scholarly journals How Korean Leadership Style Cultivates Employees’ Creativity and Voice in Hierarchical Organizations

SAGE Open ◽  
2019 ◽  
Vol 9 (3) ◽  
pp. 215824401987628 ◽  
Author(s):  
Hai Kyong Kim ◽  
Kibok Baik ◽  
Najung Kim
Keyword(s):  
Empirical Study ◽  
Leadership Style ◽  
High Energy ◽  
Positive Relationships ◽  
Voice Behavior ◽  
Paired Data ◽  
Indigenous Leadership ◽  
Korean Society ◽  
Fertile Ground ◽  
Data Points

This article examines how Korean leaders in a hierarchical society would trigger employees’ creativity and voice behavior through an indigenous leadership style: Korean leadership style (KLS). KLS exhibits heavily relationship-oriented behaviors, including attending to superiors’ needs and requests, building a positive reputation and trust of peers, and embracing and sheltering subordinates. Jeong, a shared group affect ingrained in Korean society, and woori, a shared feeling of belongingness dedifferentiating individuals constituting the collective, provide a fertile ground for this unique leadership style. Building upon the literature on group affect and collective energy, we explore how the affective mechanism mediates the positive relationships between KLS and employees’ creativity and voice behaviors. The findings from the empirical study of 340 leader–follower paired data points confirm the positive relationships between relationship-oriented Korean leader behaviors and employees’ creativity and voice behavior and that, for creativity, the link is partially mediated by positive affect with high energy.

scholarly journals The leadership and followership challenges of doctors in training during the COVID-19 pandemic

2021 ◽  
pp. 1-9
Author(s):  
Nathan Boardman ◽  
Jack Munro-Berry ◽  
Judy McKimm
Keyword(s):  
Early Career ◽  
Formal Training ◽  
Clinical Environment ◽  
Training Experience ◽  
Healthcare Leadership ◽  
Leadership Culture ◽  
Team Working ◽  
Medical Education And Training ◽  
And Training

Research carried out in 2016 by the authors investigated the challenges that doctors in training experience around leadership and followership in the NHS. The study explored contemporary healthcare leadership culture and the role of followership from the perspective of early career doctors. It found that the leadership and followership challenges for these doctors in training were associated with issues of social and professional identity, communication, the medical hierarchy, and relationships with senior colleagues (support and trust). These challenges were exacerbated by the busy and turbulent clinical environment in which they worked. To cope with various clinical situations and forms of leadership, doctors in training engage in a range of different followership behaviours and strategies. The study raised implications for medical education and training and suggested that followership should be included as part of formal training in communication and team working skills. The importance of both leadership and followership in the delivery of safe and effective patient care has been brought sharply into focus by the COVID-19 pandemic. This article revisits these challenges in light of the pandemic and its impact on the experiences of doctors in training.

scholarly journals Educational Leadership: Culture and Diversity1

2016 ◽  
Vol 1 (1) ◽  
pp. 157-160
Author(s):  
Seung-Hwan Ham ◽  
Kyoung-Jun Choi
Keyword(s):  
Educational Leadership ◽  
Leadership Culture
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