The authors developed this textbook in response to an increasing interest in ethics, and a growing number of courses on this topic that are now being offered in educational leadership programs. It is designed to fill a gap in instructional materials for teaching the ethics component of the knowledge base that has been established for the profession. The text has several purposes: First, it demonstrates the application of different ethical paradigms (the ethics of justice, care, critique, and the profession) (...) through discussion and analysis of real-life moral dilemmas that educational leaders face in their schools and communities. Second, it addresses some of the practical, pedagogical, and curricular issues related to the teaching of ethics for educational leaders. Third, it emphasizes the importance of ethics instruction from a variety of theoretical approaches. Finally, it provides a process that instructors might follow to develop their own ethics unit or course. * Part I provides an overview of why ethics is so important, especially for today's educational leaders, and describes a multiparadigm approach essential to practitioners as they grapple with ethical dilemmas. * Part II deals with the dilemmas themselves. Ethical dilemmas written by the authors' graduate students bring readers face-to-face with the kinds of dilemmas faced by practicing administrators in urban, suburban, and rural settings in an era full of complexities and contradictions. * Part III focuses on pedagogy and provides teaching notes for the instructor. The authors discuss the importance of self-reflection on the part of both instructors and students, and model how they thought through their own personal and professional ethical codes as well as reflected upon the critical incidents in their lives that shaped their teaching and frequently determined what they privileged in class. (shrink)

MacIntyre argues that management embodies emotivism, and thus is inherently amoral and manipulative. His claim that management is necessarily Weberian is, at best, outdated, and the notion that management aims to be neutral and value free is incorrect. However, new forms of management, and in particular the increased emphasis on leadership which emerged after MacIntyre’s critique was published, tend to support his central charge. Indeed, charismatic and transformational forms of leadership seem to embody emotivism to a greater degree (...) than do more Weberian, bureaucratic forms of management; hence, MacIntyre’s central contention about our emotivistic culture seems to be well founded. Having criticised the details but defended the essence of MacIntyre’s critique of management, this paper sketches a MacIntyrean approach to management and leadership by highlighting the affinities between MacIntyre’s political philosophy and Greenleaf’s concept of servant leadership. (shrink)

Leadership and ethics are habitually treated as related to separate spheres. It would be better, perhaps, if leadership and ethics were treated as belonging to a single domain. Ethics is an aspect of leadership and not a separate approach that exists alongside other approaches to leadership such as the trait approach, the situational approach, etc. This holds especially true for the military, one of the few organizations that can legitimately use violence. Today, most militaries opt for (...) a character-based approach for the ethics education of their leaders and espouse leadership theories that want leaders to be strong and visionary. Both the role of character and leadership are increasingly questioned, however, on the basis that situational factors are more influential than leadership and character. A closer look suggests that an interactionist perspective, with leadership, character, and the situation interplaying, is more accurate. It is still good leadership that keeps soldiers from crossing the line between the lawful use of force and excessive violence. (shrink)

In this chapter it is demonstrated that the way in which leaders implement a decision largely depends on the nature of it, that is, whether it is strategic or not. Leaders must be as open as possible and not withhold information from the persons involved in the process. Therefore, they should distribute as much relevant information as possible to meeting participants before a meeting. At the same time, they must be able to steer the process. It is not unusual for (...) there to be a separation between the formulation and implementation of a strategic decision. Often, it is the top leadership that formulates the decision problem and the middle managers that implement its solution. For this reason, it is relatively common that the top leadership signals that the implementation has been successful as soon as the middle managers begin to report positive results. This can sometimes happen even though most of the implementation is incomplete. However, there are also cases where the top leaders rule out certain implementation processes as failures when in fact they prove later on to be successful. A common problem in organizations is that leaders often inherit the task of implementing decisions that past leaders have made. In order to succeed with an implementation, leaders must understand the importance of the process. They must communicate their vision clearly, evaluate and monitor continuously, and allow interested parties to participate actively in the process. They should also understand that what at first may look like a failure, at a later stage may prove to be a success -/- . (shrink)

In the contemporary context of business and management, the leadership studies are considered as one of essential genre to allow sight of the holistic picture of the organizational performance. The general theory of leadership studies has given us a scope of elements involving the nature of leadership, and a body of research work contributed to elicit and deal with the factors significant to determine the effect of leadership, e.g, LMX (Leader and manager exchange).The participatory leadership (...) and diversity or democracy in the workplace has been a key concept for the organizational theorists and practitioners. There are a scope of case studies about the leadership and organizational change, yet being relatively small in number, however, concerning the higher educational institutions, and least in the context of Korean universities. We see that Korea would no longer be a developing country. Its national education is fine and of quality setting aside the national context of particularities. One would be the election system of University chancellors, and the other would be a recent pressure from the government. It triggers a rationalization of poor quality of colleges and universities. In this mainstream, the local universities and their leadership can be generally located to interact with the local compassion and requirements. The paper, in this context, aims to describe the leadership from a former CU Chancellor H. J. Cheon,organization change s well as the evaluation of his leadership. I hopefully expect that the narratives can increase an awareness of leadership elements, its play within the educational nstitutions, and particularly about the local universities of Korea in distinct flavor. (shrink)

This book is concerned with helping you improve your approach to decision-making. The author examines judgement in a selection of managerial contexts and provides important understanding that can help you make better leadership decisions. The book also pinpoints the in-house politics of organisational decision-making. Drawing on the very latest research, it introduces practical techniques that show you how to analyse and develop your own decision-making style. It will help you to deliver sharp and insightful analyses of your business and (...) develop effective solutions. In addition, it presents simple checklists that will give you vital insights throughout the decision-making process. Students and practitioners of leadership, management, and allied fields will find this book useful in order to understand and implement useful methods. (shrink)

Strategic leadership deals with, for example, ethical dilemmas. The article addresses differing worldviews in relation to decolonising the curriculum, and how to assist cross-cultural professionals’ behavioural learning. Within pedagogics, critical thinking, based on normative rationales, allowing educational interventions, or concepts, other than empirically proven only is revealed. The common denominator of worldviews appears to be virtues. Descriptions of virtues need translation to touch on professionals. A practical intervention is introduced. -/- .

What makes a good leader? This paper takes Socrates in Plato’s early dialogues as the starting point for developing three leadership skills that are still relevant today: being on a mission, thinking in questions, and thinking like a beginner. I arrive at these Socratic leadership skills through an interdisciplinary approach to Plato’s early dialogues that puts Socrates in conversation with a diversity of thinkers: modern-day business leaders and leadership coaches, educators, Zen Buddhists, and art historians. I show (...) that Socratic leadership skills are valued in today’s business world, and I propose concrete exercises that can help anyone acquire these skills. In contrast to Platonic leadership—the leadership skills of the philosopher king—Socratic leadership skills have not been the focus of much investigation. This paper aims to advance a scholarly conversation about Socrates as a leadership model. (shrink)

The pattern of leadership succession observed globally in most contemporary Pentecostal movements and churches can be characterised as dynastic succession. Yet historic modern Pentecostalism prided itself on being biblical. This article explores the biblical sources, examining first the leadership structure and then the leadership succession patterns in the apostolic church as well as the extra-biblical sources of the apostolic patristic era. Our findings from this New Testament survey of leadership succession in the apostolic church and post-apostolic (...) churches furnish a template for critical evaluation of the prevalent succession approaches of contemporary Pentecostal groups. Critical elements of apostolic and leadership structure and succession patterns are highlighted, and needed inferences are drawn for the re-shaping of leadership and its succession in contemporary Christian ministries and churches. (shrink)

In this chapter it is pointed out that leaders who make decisions normally rely on both their intuition and their analytical thinking. Modern research shows that intuitive thinking has the potential to support the analytical, if used properly. Leaders must therefore be aware of the possibilities and limitations of intuition. Fresh thinking and innovation are key elements in leadership analysis, thus creative problem-solving is an important complement to traditional leadership thinking. Creative leaders work extensively with both intuition and (...) logic. They also often work with metaphors, analogies, images and imagination to create dynamism in the analysis of a problem. Many leaders come in daily contact with problems that are not necessarily self-generated. It is therefore important that they have the opportunity to take an outside perspective on the situation. They must be able to define the problems which are of strategic importance for the activity. Leaders should not allow themselves to be stressed too much by various everyday problems, but be aware that they usually cannot just ignore them. After delineating a problem a leader should think through what trials ought to be conducted to test a given hypothesis about reality. This can be done by showing how different problems are related to each other. When analyzing various problems it is useful to clarify what kinds of decisions theyrelate to. Some decisions must be made directly, while others canbe postponed. Some decisions are reversible in nature while others are irrevocable -/- . (shrink)

School administrators are mandated to take the instructional leadership roles. On this premise, a study assessed the extent of instructional leadership practices of public elementary school administrators in El Salvador City Division, Philippines. Also, it explored their actual practices, challenges encountered, and the ways they overcome the challenges in practicing instructional leadership. It employed a mixed-method research design. It administered the adopted assessment tool on instructional leadership to 15 school administrators and 12 of them were involved (...) in the individual interviews. This was conducted between the last quarter of 2019 and the first quarter of 2020. Descriptive statistics were used to describe the extent of instructional leadership practices. Also, it analyzed the actual practices, the challenges encountered, and the ways of overcoming these challenges using thematic narrative analysis. Results revealed that public school administrators have always practiced the four domains or strands of instructional leadership to a very high extent. Providing the technical assistance, conducting clinical supervision, and innovating teaching and learning emerged as themes of their actual practices. These administrators had encountered challenges in dealing with teachers’ attitudes, conflicting schedules and activities, and teachers’ resistance to changes. They overcome the challenges by trying to meet the competency standards, adapting and modifying the existing programs, contextualizing teaching and learning, and inculcating the value and benefits of class observation. Looking at the findings from the lens of deliberate practice theory, it was concluded that school administrators have indicated they have acquired knowledge and a high level of understanding of their instructional leadership roles. But despite of this, they still met challenges and have tried their best to manage them. This study presented some doable and practical recommendations to the Department of Education (DepEd) and concerned offices which may benefit both the internal and external stakeholders of the schools. (shrink)

Purpose - The aim of this research was to investigate the effect of transformational leadership and transactional contingent reward as complementary, but distinct, forms of leadership on facets of organizational identification via the perception of innovation and goal organizational values. Design/methodology/approach – Three studies were carried out implementing either a measurement of mediation or experimental-causal-chain design to test for the hypothesized effects. Findings - The measurement of mediation study showed that transformational leadership had a positive direct and (...) indirect effect, via innovation value orientation, on cognitive identification, whereas transactional contingent reward was more strongly related to affective, rather than cognitive, identification, and goal orientation was a mediator of their link. The findings of the two experimental-causal-chain studies further supported the hypothesized effects. Transformational leadership was found to lead subordinates to perceive the culture as more innovative compared to transactional contingent reward, whereas transactional contingent reward led employees to perceive the culture as more goal, than innovation, oriented. Finally, innovation, compared to goal, value orientation increased cognitive identification, while goal orientation facilitated affective, rather than cognitive, identification. Implications - The practical implications involve the development of strategies organizations can apply, such as leadership training programs, to strengthen their ties with their employees, which, in turn, may have a positive impact on in-role, as well as extra-role, behaviors. Originality/Value – The originality of this research concerns the identification of distinct mechanisms explaining the effect of transformational leadership and transactional contingent reward on cognitive and affective identification applying an organizational culture perspective and a combination of measurement and causal mediation designs. (shrink)

The connection between leadership style, on the one hand, policing and perception of corruption, on the other hand, has received little attention in the literature on leadership theory and organizational processes. Hence, the aim of this study is to examine the relationship between transformational leadership and perception of corruption within the police institution, especially in this instance, the Nigeria Police Force. Based on a sampling process of cross sectional approach, the data were collected by administering questionnaires on (...) 156 respondents in Alausa police district in Lagos State. The descriptive result shows that while transformational leadership is practiced in the Nigeria Police Force, the perceived level of corruption remains high. Though in varying degree, the results indicate a positive correlation between the attributes of transformational leadership (charisma, individualized consideration and intellectual stimulation) and the dimensions of corruption. While charisma consistently has a positive influence on the facets of corruption, individualized consideration and charisma influence the dimension of transparency within the police force. In addition, individualized consideration influences the facet of crime. Thus, transformational leadership seems to play an important, but complex role in the reduction of corrupt practices within the police institution. The findings were discussed in the specific contexts of transformational leadership theory, organizational practices and police corruption. The practical implications for organizational development, police reform and crusade against police deviances were also underscored. (shrink)

Leadership is certainly a central concept that the contemporary society now requires to increase the chances of survival and prosperity. As the contemporary politics guides, the world now see a greater turn to the kind of strategic paradigm heavily departing from the previous adherence to the ideological tenet. The strategy is a vital way of approach to address the needs of followers, subordinates, stakeholders and shareholders although there are other strands of influence including the culture (For political discourse, it (...) is also interesting to read the Huntington’s viewpoint about the clash of civilization), ideology though (still heavily on the global politics), shared comradeship and intelligence, and others. The leadership, in the contemporary framework, is likely to be analyzed as several points of evolution. The leadership, as we set aside the assumed status of peaceful coexistence in the ancient communal society unlike the Marxism circle, can be seen as one of interactive products about some form of organization. For example, ancient Chinese leaders, through its imperial history, almost always have been concerned about the integration of his subject against the foreign threat of ingression. While we realistically see the phenomenon of world as a split nature, the organization, even most simple form for the state, has to find their leadership as one kind of interactive context. That is, without any submission, surely the case if we talk about a for-profit organization and also non-profit organization. We can see an idealistic organization that may be perceived as monopolistic, such as UN and NGOs. These organizations, however, are also facing the realistic challenge to interact with outside actors and other organizations. For the UN, a terrorist state or organization might be a good example which it needs to interact. In some cases, the states in the dispute and hostile confrontation may be concerned interactively. For the NGOs, the state and conservatists’ group of WTO can be the actor or organization that they have to deal with. Then we can reach the deep structure or environmental element which the leaders of organization have to deliberate on his true nature of leadership. (shrink)

The study aimed to identify the leadership features and their relationship to increasing achievement motivation among Palestinian police employees in Gaza Strip in light of the Corona pandemic. To achieve the study’s objectives, the researchers used the descriptive method in its analytical method, using a questionnaire applied to the police officers at the Central Governorate Police Station, whose number is (113) individuals. They were chosen in a stratified, random manner, and the study resulted in a set of results, the (...) most important of which is that the effect of leadership characteristics of Palestinian police employees in Gaza Strip, which came with a relative weight (76.20%), which is, to a large extent, the level of increase in achievement motivation among employees in the Palestinian Police in Gaza Strip. Gaza under the outbreak of the Corona epidemic? Which came with a relative weight (82.40%), which is to a large extent. While it resulted in a positive correlation between the impact of leadership characteristics and the increase in achievement motivation, there are no statistically significant differences between the averages of the study sample's estimates about the impact The leadership characteristics of the Palestinian Police in Gaza Strip are attributed to the variable of the age group, academic qualification, scientific specialization, scientific experience. There are no statistically significant differences between the averages of the estimates of the individuals of the study sample about The achievement motivation in the Palestinian Police in Gaza Strip is attributable to a variable, age group, academic qualification, scientific specialization, scientific experience, and in light of these results the researchers suggested a set of recommendations, the most important of which are: The need to tighten penalties for individuals by the Central Governorate Police Station for violating the instructions issued by the Ministry Interior In light of the outbreak of the Corona epidemic, increased interest in preparing and organizing specialized training courses and programs in the field of dealing with all different segments in order to preserve the lives of people from the Corona epidemic. (shrink)

In this article, we explore the implications of opposing domains theory for developing ethical leaders. Opposing domains theory highlights a neurological tension between analytic reasoning and socioemotional reasoning. Specifically, when we engage in analytic reasoning, we suppress our ability to engage in socioemotional reasoning and vice versa. In this article, we bring together the domains of neuroscience, psychology, and ethics, to inform our theorizing around ethical leadership. We propose that a key issue for ethical leadership is achieving a (...) healthy balance between analytic reasoning and socioemotional reasoning. We argue that organizational culture often encourages too heavy a reliance on nonemotional forms of reasoning to arrive at moral judgments. As a result, leaders run the risk of suppressing their ability to pay attention to the human side of moral dilemmas and, in doing so, dehumanize colleagues, particularly subordinates, and clients. (shrink)

Scandals in business (such as Volkswagen’s dieselgate and, earlier, the Enron scandal), politics and the public sector (the Petrobas affair in Brazil, for in-stance), sports (think of the corruption charges against fifa’s Sepp Blatter) and the military (Abu Ghraib springs to mind) have brought the matter of ethical leadership to the forefront. But although this increased attention has had the collateral benefit that most handbooks on leadership now pay more attention to the importance of leading ethically, this will (...) generally still be in a separate chapter. To make thing worse, that chapter on leadership is more often than not one the last chapters of the book, perhaps followed by a chapter on, say, diversity. This all testifies to the fact that leadership and ethics are ha-bitually treated as related though separate spheres. It would be much better, of course, if leadership and ethics were treated as belonging to a single domain. Ethics is clearly an aspect of leadership, and not a separate approach that ex-ists alongside other approaches to leadership such as the trait approach, the situational approach, etc.. Interestingly, this thinking and writing about ethical leadership as just one approach among many other leadership styles appears to be a relatively recent invention. In the works of Plato, Plutarch, Machiavelli and Locke, for example, we see (political) leadership and ethics dealt with as a single subject. It was not before the twentieth century that we saw the rise of a separate leadership industry. Its results are largely unimpressive; it has not made leaders necessarily more effective, let alone more ethical. (shrink)

This theoretical paper explores the application of Hegelian inferentialism combined with contemporary quantitative methods to enhance decision-making in healthcare leadership. It proposes a novel conceptual framework that integrates Hegel’s inferentialism with Bayesian analysis and epistemic justice indices to offer a new approach for understanding complex decision processes in healthcare settings. The paper develops theoretical constructs such as the Decision Quality Index (DQI) and the Epistemic Justice Quotient (EJQ), which aim to quantitatively assess leadership effectiveness and ethical considerations in (...) decision-making processes. The discussion includes mathematical proofs for these proposed indices and examines the potential practical implications of this integrated approach, emphasizing its theoretical potential to improve healthcare leadership through more inclusive and evidence-based practices. This work provides a conceptual foundation for future empirical research in healthcare leadership and decision-making. (shrink)

The study aimed to identify the impact of leadership style in achieving organizational justice on relief organizations operating in the southern governorates - Palestine, and the most important hypotheses of the study were: that there is a positive correlation between leadership style and achieving organizational justice. Which contribute to achieving the objectives of the study, and the study population consisted of Employees in relief organizations, and a stratified random sample was used to collect data from 60 relief institutions. (...) The study showed that the relative weight of the leadership axis was 78.65%, and the study showed that the relative weight of organizational justice was 82.2%. The results also showed a correlation between leadership style and organizational justice, in addition to the prevailing leadership style, which contributes to training and empowering Employees. The study recommended the need to provide effective leadership, with the need to build clear foundations to motivate and encourage Employees in organizations, and to define clear criteria for the distribution of services in order to enhance the procedures of distributive justice in organizations, as well as work to integrate sub-tasks into one task, and give the institutions management full freedom for Employees to make decisions. (shrink)

This chapter illustrates that in order to reach a decision a leader must decide which persons should be involved in the process and when. A relatively common method of involving others is delegating the decision to a group. A main objective of this is often to generate as many innovative ideas as possible, and different techniques can be employed for this, including brainstorming. The proposal generated must then be validated by the group using different criteria on the basis of which (...) it is then relatively easy to filter out proposals that do not reach the goals that have been set. However, a leader needs to collect additional information in order to reach a decision. By the use of information technology vast amounts of information may be accumulated. Thus, different kinds of filtering or weeding methods must be used in order to quickly obtain relevant information. This information can help leaders create forecasts and minimize risks. They must also be able to present their ideas in the most attractive way possible in order to be heard and arrive at decisions. The design of the presentation is therefore critical. Sometimes it is not enough for leaders just to present an idea, they are then obliged to negotiate in order to reach a decision. -/- . (shrink)

A study was conducted on ethical leadership in institutions of higher education. Objectives of the study were: (i). Illustrate theories of ethical leadership in higher education institutions; (ii) Determine importance of ethical leadership in higher education institutions; and (iii) Determine challenges facing ethical leadership in institutions of higher learning. The total number of written texts sampled was 32. The researcher employed non-probability sampling. The type employed was online convenience sampling using web scraping. The interpretivism philosophical assumption (...) led this investigation, and the qualitative approach was used. Case study was employed as a design and content analysis as a data analysis tool. The study found out that ethical leadership is essential in higher education institutions because it establishes a solid ethical foundation, fosters an environment of integrity, and contributes to the institutions' long-term success and viability. It acts as a model for all stakeholders, motivating them to follow ethical concepts and values in their academic pursuits and institutional responsibilities. The challenges of ethical leadership in higher education institutions range from fiscal limits to issues about diversity, governance, and technology. It is vital for higher education institutions to address these concerns in order to maintain their integrity and efficiency. Recommendations included but were not limited to the following: (i)Ethical leaders should model the behaviour they expect from their staff and students. Show integrity, honesty, and justice in your acts and decisions; (ii) Establish Clear Ethical Standards: Develop an ethical code or set of fundamental ideas for your educational community. Ensure that these expectations are communicated to all stakeholders, including staff, students, parents, and the general public;(iii). Encourage Open Communication: Create an environment in which faculty and students can express concerns and report unethical behaviour. Encourage transparency and active listening while responding to remarks; and (iv). Ethical Decision-Making Training: Provide leaders and personnel with ethical decision-making training and professional development opportunities. Use case studies and real-life occurrences to help in discussions about ethical quandaries. (shrink)

The history of Philippine democracy is marked with the persistent existence of oppressive forces that subjugate the people. Oppression and corruption are the two historically rooted characteristics of Philippine politics. One of the many reasons for the proliferation of corruption and oppression is the existence of local warlords who impose their power over the masses. These political warlords immure the people by violence in order for them to remain in power. The oppressive structure of governance designed and imposed by these (...) warlords became the mainstream structure of government. Democracy is no longer intended to secure the development of the people, but for the few who are in power. Ozamis city is not immune from such structural injustice; for decades the city was ruled by a family whose failure in running a democratic state is prevalent in the actual lives of the people in the city. Not until a radical shift of power was realized in the advent of a progressive leadership exhibited by Police Chief Inspector Jovie Espenido. Though his critics may brand his leadership as authoritarian, it will be argued that radical means are necessitated in order to restructure society and to redirect its course towards bettering the lives of the people. Disruption is needed not just to challenge the present state. It is intended to uproot the putrefied structure that has taken roots in the system in order to plant a new. This paper intends to philosophically assess Jovie Espinido’s leadership following Chantal Mouffe’s radical democracy paradigm. (shrink)

Due to ethical lapses of leaders, interest in ethical leadership has grown, raising important questions about the responsibility of leaders in ensuring moral and ethical conduct. Research conducted on ethical leadership failed to investigate the active role that the characteristics of ethical climate and organisational justice have an increasing or decreasing influence on the ethical leadership in the organisation’s outcomes of employees’ ethical behaviour. Thus, this study examined the dual-mediations of work ethical climate and organisational justice on (...) the relation of ethical leadership and ethical behaviour of employees. A total of 620 full-time employees from five Iraqi provinces working at 33 Iraqi organisations in the field of manufacturing, retailing, medical, insurance, information technology, legal, finance, and telecommunication responded to the questionnaire survey. Structural equation modelling (SEM) was used to test the model and data analysis was carried out using structural equation modelling-partial least square (SEM-PLS). The results revealed that there is a significant relationship between ethical leadership behaviour and the ethical behaviour of employees. Primarily, the study also found that ethical climate and organisational justice play a very significant mediating role between ethical leadership and employees’ ethical behaviour. (shrink)

This essay examines the concept of leadership as it is commonly understood within the field of leadership studies today. The inquiry is framed by an analysis of three generally accepted definitions of leadership. I look at the selected definitions from four angles, which I call the four dimensions of leadership: the behavioral (what the leader does, or ought to do, that makes it leadership), the asymmetrical (in what sense a leader is different from the others (...) in the group), the social (what it is that the leader is leading), and the teleological (what the direction is). By doing this, I find that these definitions can be problematic, if instructively so. I identify two underlying concerns. The first problem is the tendency to fuse informal and formal leadership into a single concept. I argue that informal and formal leadership can be more helpfully understood, rather, as two separate, if sometimes overlapping, concepts, each needing its own definition and analysis. This is because formal leadership is a functional concept, while informal leadership is not; this entails not only that each type of leader is leading a different type of entity, but also that each is judged by different standards. The second problem is, paradoxically, a bias against leadership. To put this less polemically: scholars who recognize that organizational success can be hindered by excessive emphasis upon hierarchy, and who thus study the dynamics of egalitarian collaboration, can inadvertently generate confusion by allowing the honorific of “leadership” to be applied also to that work. So, I propose definitions of the two key concepts, formal and informal leadership, with the suggestion that this provides a helpful method of sorting leadership scholarship into three categories: formal leadership; informal leadership; and egalitarianism. (shrink)

The Sikh community, with its rich history and profound spiritual teachings, stands at a critical juncture in the 21st century. Today, more than ever, Sikhs need visionary leadership to navigate the complexities of a rapidly changing world. Visionary leaders are known for their foresight, creativity, and strategic thinking, which allows them to anticipate future trends and opportunities while guiding their organization or team in that direction. For Sikhs, such leadership entails guiding the community through contemporary challenges and ensuring (...) that the foundational principles of Sikhism, justice, equality, service, and humility, are upheld and promoted. (shrink)

This article draws on the indigenous African intellectual tradition to ground a moral-philosophical theory of leadership that is intended to rival accounts prominent in the East Asian and Western traditions. After providing an interpretation of the characteristically sub-Saharan value of communion, the article advances a philosophical account of a good leader as one who creates, sustains and enriches communal relationships and enables others to do so. The article then applies this account to a variety of topics, including what the (...) final end of an organisation should be, how decisions ought to be made within it, who counts as a stakeholder and how to deal with non-performing or misbehaving employees. For each topic, the article notes respects in which Afro-communal leadership supports approaches that differ from those prescribed by other, more internationally familiar philosophies such as Confucianism and Kantian contract theory, and it suggests that its implications are prima facie attractive relative to them. (shrink)

The 21st century imposed many challenges on mankind, among them there is a very important problem of entrepreneurial leadership transformation. Entrepreneurship gradual modification under the pressure of factors of innovation, informatization of the environment and the need for socialization of the relations between businessmen and society has led to the need of new understanding of leadership positions. The purpose of this scientific research is to substantiate the style of entrepreneurial leadership, which will become dominant in the 21st (...) century. Analyzing and systematizing the scientific works of many modern scholars by the methods of theoretical synthesis, analysis and synthesis, we have solved the problems of entrepreneurial leadership transformation. The use of the historical and logical method has revealed the relationship between the entrepreneurial leadership development and entrepreneurial types. The study found that the global business environment requires new leaders, whose key competences will meet the needs of society, educational space, ethical requirements, etc. Studying the similarities and differences of various leadership styles has become the basis for the allocation of a new style – the leadership of conscious influence, the main characteristics of which are given in this research. In order to achieve the goals, set by the leader-entrepreneur, it is proposed to systematize the leadership opportunities on tactical and strategic, the factors of influence on their realization in the future are generalized. By the method of scientific and theoretical prediction the portrait of an entrepreneur in a global perspective has been formed. Prospects for further research in this area are the development of a methodology for evaluating the effectiveness of business leaders' actions and systematization of ways to increase their effectiveness in the future. (shrink)

Seeing how the idea of the ‘ruler cult’ and the necessary ‘myth-making’ to establish it exists to this day, as seen with the regime of a 21st century dictator like Kim Jong-il, it would be most interesting to see what parallels exist between cases of divine leadership and what we might learn about our contemporary cult rulers when looking at the dynamics of the two-millennia-old cult of the deified Emperor Augustus. As such, I have formulated a central question that (...) focuses on the reign of Divus Augustus, and in doing so provides opportunity to extrapolate from it new insights in similar but contemporary figures of leadership. A clear case of 'to understand motives in the present, one must look at actions in the past.'. (shrink)

Background: The attitudes of many undergraduates towards practicum exercise is declining in each passing year, affecting the quality of educational leaders produced from higher education. Studies in the past, have documented that there is no significant difference in the attitudes of students with or without practicum experience towards academic activities in higher education. Little or nothing seems to be known at the moment regarding the reasons why there is an indifference in the attitudes of students after completing a practicum course. (...) In response to this gap, we designed this study to assess principals' leadership variables as the presumed cause of undergraduates' declining attitudes towards practicum exercise in secondary schools. -/- Methods: A census study was carried out in Cross River State, where the entire 667 secondary school administrators (271 principals and 396 vice principals) were studied. “Principals’ Leadership Variables and Undergraduates’ Attitudes Towards Practicum Exercise Questionnaire” (PLVUATPEQ), designed by the researchers, was used in data collection. Data collected were analysed using simple linear regression analysis. Results: We find amongst others, that principals’ leadership styles, communication patterns, decision-making and supervisory approaches significantly predict undergraduates' attitudes towards practicum exercise relatively. Each of these independent variables accounts differently for the variance in the dependent variable based on their unique coefficient of determination. -/- Conclusion: It was concluded generally, that principals’ leadership variables significantly predict undergraduates’ attitudes towards practicum exercise. The attitudes of undergraduates towards practicum exercise increases as the leadership styles, communication patterns, decision-making skills, and supervisory approaches of principals improve. The implications of this study are discussed for policy and educational reforms. (shrink)

This research was conducted at 15 government schools in Addis Ababa. The objectives of this research are to identify principal style and its effect on academic achievement. The “Leader Behavior Description Questionnaire” (LBDQ) formed by Halpin (1966) was used. Meanwhile Academic achievement was measured using the “School Certificate Examination Results from 2017-2020. A total of 191 teachers and 15 principals from government school in Addis Ababa were randomly chosen. Pearson correlation was used to analyze the data. To support data obtained (...) from questionnaire given 10 teachers were interviewed. The results showed that most of the school leaders adopt a democratic style of leadership. There was a significant correlation between the structure of task-oriented leadership style and students’ performance in the examinations. Correlation analysis also showed that principals practice task- oriented structure and consideration-oriented structure in relation to their work responsibilities. Furthermore, findings also showed that majority of the principals are more likely to practice consideration-oriented leadership style compared to structure-oriented leadership style. (shrink)

Existing studies lack comprehensive insights into the success and effectiveness of culturally responsive leadership (CRL) in higher education. To address this gap, a scoping review was conducted to provide an integrated framework of CRL and guide current and future school leaders in higher education who aspire to implement it. Initially, 47 literature sources were searched, screened, and 18 articles were selected for thematic analysis based on predefined criteria. The analysis revealed three key themes: culturally responsive school leadership in (...) higher education, the success of culturally responsive leadership, and effective practices of CRL which serve as an integrative framework. The findings underscore the importance of prioritizing culturally responsive school leadership in higher education to promote access, equity, and improvement. Furthermore, the review highlights the potential impact of embracing CRL in higher education settings and fills a gap in the existing literature by offering an integrative framework. It contributes to understanding the potential of CRL to enhance higher education institutions. The recommendations and implications discussed in the review provide valuable guidance for educational leaders seeking to implement culturally responsive practices. Overall, this review enhances our understanding of CRL in the context of higher education and emphasizes its potential benefits for educational institutions. (shrink)

Most books and articles still treat leadership and ethics as related though separate phenomena. This edited volume is an exception to that rule, and explicitly treats leadership and ethics as a single domain. Clearly, ethics is an aspect of leadership, and not a distinct approach that exists alongside other approaches to leadership. This holds especially true for the for the military, as it is one of the few organizations that can legitimately use violence. Military leaders have (...) to deal with personnel who have either used or experienced violence. This intertwinement of leadership and violence separates military leadership from leadership in other professions. Even in a time that leadership is increasingly questioned, it is still good leadership that keeps soldiers from crossing the thin line between legitimate force and excessive violence. (shrink)

Abstract: The integration of Artificial Intelligence (AI) into leadership practices is rapidly transforming organizational dynamics and decision-making processes. This paper explores the ways in which AI enhances leadership effectiveness by providing data- driven insights, optimizing decision-making, and automating routine tasks. Additionally, it examines the challenges leaders face when adopting AI, including ethical considerations, potential biases in AI systems, and the need for upskilling. By analyzing current applications of AI in leadership and discussing future trends, this study aims (...) to offer a comprehensive overview of the opportunities AI presents for effective leadership, as well as the strategies required to address its associated challenges. (shrink)

ABSTRACT: This article explores the role of principal leadership in creating a thinking school. It contributes to the school leadership literature by exploring the intersection of two important areas of study in education  school leadership and education for thinking  which is a particularly apt area of study, because effective school leadership is crucial if students are to learn to be critical and creative thinkers, yet this connection has not be widely investigated. We describe how (...) one principal, Hinton, turned around an underperforming school by using critical and creative philosophical thinking as the focus for students, staff and parents. Then, drawing on the school leadership literature, the article describes seven attributes of school leadership beginning with four articulated by Leithwood and colleagues (2006) (building vision and setting direction; redesigning the organisation; understanding and developing people; managing the teaching and learning program), and adding three others (influence; self-development; and responding to context). This framework is then used in a case study format in a collaboration between practitioner and researchers to first explore evidence from empirical studies and personal reflection about Hinton’s leadership of Buranda State School, and second to illuminate how these general features of school leadership apply to creating a thinking school. Based on the case study and using the general characteristics of school leadership, a framework for leading a thinking school is described. Because the framework is based on a turnaround school, this framework has wide applicability: to schools that are doing well as an indication of how to implement a contemporary approach to curriculum and pedagogy; and to schools that are underperforming and want a rigorous, high expectation and contemporary way to improve student learning. (shrink)

Abstract: The study aimed to identify the level of leadership characteristics among Palestinian police employees in Gaza Strip in light of the Corona pandemic, and to achieve the objectives of the study, the researchers used the descriptive approach in its analytical method, using a questionnaire applied to the police officers at the Central Governorate Police Station, whose number is (113) individuals, they were Selected using stratified randomly method, and the study resulted in a set of results, the most important (...) of which is that the level of leadership traits among employees in the Palestinian police in Gaza Strip, which came with a relative weight (76.20%), which is to a large extent, there are no statistically significant differences between the averages of the estimates of the study sample On the level of leadership characteristics in the Palestinian police in Gaza Strip attributable to the variable of age group, academic qualification, scientific specialization, practical experience, and in light of these results the researchers suggested a set of recommendations, the most important of which are: The need to tighten penalties for individuals who violate the instructions issued by the Ministry of Interior in light of the outbreak of the Corona epidemic Increasing interest in preparing and organizing specialized training courses and programs in the field of managing dealing with all different segments in order to preserve the lives of people from the Corona epidemic. (shrink)

In this paper, I am reflecting on Abraham Zaleznik’s paper “managers and leaders: are they different?” He was a prominent Harvard business school professor who attacked management style for depending only on rationality and achieving goals. He believed that managers and leaders are totally different persons. He described managers as inscrutable, detached and manipulative. Plus, while managers are interested in control and how things are done, leaders are more concerned with ideas and innovation. I try to probe into various questions (...) related to both management and leadership to approach a clearer opinion for these inquires: do managers and leaders really have completely different personalities? Or are they both competing for the same target of getting work done through people? Is management upgradable with more knowledge and hard work? Are leaders more empathetic than managers? What makes managers inscrutable and manipulative? Is this innate or acquired? In which way leaders are different? Seems a huge task but I will tackle this issue by conducting a comparative study among two prominent figures as Sheikh Zayed Al Nahyan and Nelson Mandela. I will trace some points of similarities and differentiations based on the timeless lessons from their life stories that will endure for years to come. Both were gifted visionary individuals who exercised full range of cognitive, emotional and behavioral abilities to bring about profound change in their countries. (shrink)

We claim that a moral obligation to take climate leadership by means of unilateral mitigation depends on the existence of a plausible follow-the-leader mechanism whereby unilateral mitigation by some increases the probability of sufficient mitigation by others to avert catastrophic climate impacts. By understanding these mechanisms, we can better articulate the obligation for climate leadership across various sectors, from government to individual actors, in the fight against climate change. [Open access].

In developing nations particularly in Africa, innovative administrative strategies are essential for educational leaders to navigate inherent challenges in education. This study aims to explore how educational leaders in higher education can be equipped with innovative administrative strategies to cause a positive change in education delivery. A systematic literature review was conducted to achieve this aim, drawing on the transformational leadership model as its theoretical underpinning. The search encompassed scholarly publications from major repositories like Scopus, Web of Science, and (...) International Bibliography of the Social Sciences and Textbooks from 1967 to 2023. The search process went a series of exclusive and inclusive processes and yielded 43 research articles. The synthesized findings were analyzed using a thematic approach. The findings indicate that transformational leadership has the potential to incorporate innovation into higher educational administrative practices. It was also found that innovative administrative practices in higher education can be achieved through staff motivation, technology integration, adoption of agile methodologies, collaborative research, interdisciplinary collaboration, seminars, workshops, and positive organizational culture. Based on the findings, professional development programs for managers and administrators in higher education were highly recommended. These programs would help enhance the knowledge and skills of employees in educational administration. (shrink)

In this study, the leadership attributes of the mah who adhered to Buddhist doctrine and adopted the abhidhamma as a core philosophy for the country’s governance during the early Sukhothai era is examined to determine the root causes of major problems afflicting modern Thai society. Many of these social problems are related to strives, disagreements, and disunity, and are a direct consequence of the absence of mindfulness and the dhamma of the leaders. The application of Buddhist doctrine as a (...) solution to these social problems in a secular world today is as relevant as it was during the ancient days. This is manifested in the form of the Sufficiency Economy, promulgated by none other than one of the greatest, if not the greatest practitioners of the dhamma , the present King Rama IX the Great (His Majesty King Bhumibol Adulyadej). Leaders must continue to proactively promote Buddhism and adopt Buddhist doctrines in the administration of the country, and constantly be mindful to encourage the practice of the dhamma. In this study, specific examples of laws and regulations that hinder the practice of Buddhist doctrines, the shortfall of Buddhist infrastructure, and the lack of recognition accorded to the Buddhist monks are examined and the. (shrink)

The main aim of this study was to evaluate the effects of school heads’ new normal leadership on collaborative school culture. To achieve this aim, the researcher conducted a survey to a number of school principals and teachers inFukuoka and Hiroshima Prefectures during the school year 2020-2021. The data were collected and processed using the Statistical Packages for Social Sciences. Results indicated that the three (3) variables of new normal leadership of school heads affect the collaborative school culture (...) in varying extent as shown by the obtained B Coefficients 1.170 (adaptability), 1.132 (decision-making), 0.430 (planning and implementation). This means that for every unit improvement in the new normal leadership mentioned could generate a 1.170, 1.132, 0.430 increase on collaborative school culture. A closer look at the obtained Beta Coefficients, one could infer that of the 3 variables of school new normal leadership, it was the ‘adaptability’ that exert a greatest influence (Beta=1.170) on the collaborative school culture. The R able to denote multiple correlation coefficient between the different variables as a predictor of the dependent variable. It could be noted that the R is .895 which indicated a level of prediction while R2 figure is a statistical measure on closeness of the data in regression line as the coefficient of determination or simply the coefficient of multiple determination for multiple regression. It can be indicated that the explanatory powers of the dependent variable of 0.698 implies that 69.8% or 70% of the variation in new normal leadership is accounted by changes in the collaborative school culture. Furthermore, results of analysis of variance revealed an F ratio equal to 1.642 with an associated probability equal to .000.Since the p-value is lower than the significance level set at 0.05, the null hypothesis is rejected. It may be safely concluded that the new normal leadership of school heads produce significant combined effects on collaborative school culture. (shrink)

The article is aimed to identify the influence of style of leadership onto the characteristic features of the organizational culture of tourism enterprises. A detailed analysis of the scientific literature about leadership styles has been conducted, wherein some peculiarities of their implementation in the tourism enterprises of Ukraine has been disclosed. The integrated definition of leadership has been updated in view of the current socio-economic conditions. Role of style of leadership as a determinant for type of (...) organizational culture has been proven. Particular attention is paid to the devastating (neurotic) style and the style of non-intervention, which are still not covered by Ukrainian researchers, however, they are relevant for understanding peculiarities of formation and management of the organizational culture related to the tourism and hospitality enterprises. In course of the study the following methods of scientific research have been used: ideographic; formal; content analysis; analysis and synthesis; correlation analysis. The results obtained can be used by practicing managers for selection of a management style, suitable for the established or emerging organizational culture at the enterprise. (shrink)

A new book by Jocko Willink, "Leadership Strategy and Tactics: Field Manual", is reviewed. Leadership Strategy and Tactics explore the nature of leadership styles and strategies in both narrative forms as the author discusses past experiences in the military, as well as in real-world applications beyond the military domain. The author provides timely, yet timeless advice for aspiring leaders in an easily digestible form, with quick reference chapters and simple tactical points.

The study aimed at measuring the dominant pattern of leadership and its relation to the performance of the administrative staff in the Palestinian universities. The study community consists of all the administrative staff from Al-Azhar University and the Islamic University, and through the census of the study society it was found to consist of (655) administrative staff. In order to achieve the objectives of the study, the researchers used the method of random sample in the study, and the study (...) was conducted on a sample of (221) administrative staff of the surveyed universities and the response rate was (82.35%). The study found that there is a high degree of satisfaction with the Dominant Pattern of Leadership in the Palestinian universities in Gaza Strip from the point of view of the administrative staff, which reached (71.67%). There is a high level of performance from the point of view of administrative staff, with a percentage of (82.53%). There is a direct correlation between the dominant pattern of leadership and the functional Performance of Administrative Staff, the absence of differences between the sample according to the gender variable in their perception of the dominant pattern of leadership and the functional Performance of Administrative Staff, the absence of differences in the perception of employees of the dominant pattern of leadership and the functional Performance of Administrative Staff depending on the age variable. There are differences of statistical significance according to the variable of scientific qualification in the Dominant Pattern of Leadership, while there were no differences in performance, the differences in the dominant pattern of leadership according to the scientific qualification were in favor of those who obtained the diploma degree compared to other practical qualifications, the absence of differences in the perception of employees of the dominant pattern of leadership and the functional Performance of Administrative Staff depending on the variable years of service, the absence of differences in the perception of employees of the dominant pattern of leadership and the functional Performance of Administrative Staff depending on the variable level of career (Director, Head of Department, and Administrative Officer). There were differences in the perception of workers to the dominant pattern of leadership depending on the variable of the workplace, where there were differences in favor of workers in deanships and colleges compared with the workers in the technical departments. While there were no differences in job performance according to the workplace variable, the existence of differences in the perception of workers to the dominant pattern of leadership depending on the university in which they work in favor of the Islamic University and the absence of differences in performance between the Islamic University and Al-Azhar University. The study reached a number of recommendations, the most important of which is that the interest of the managements of the Palestinian universities in improving the dominant pattern of leadership, to give universities the opportunity to participate in decision-making, the continued administration of universities interest and continuous improvement of the performance of its employees, enhance the periodic evaluation of job performance and to inform employees and express their opinion, solving workers' problems and giving them the opportunity to contribute to solving their own problems, the use of the staff rotation method periodically and strengthening the democratic the dominant pattern of leadership and empowering university staff. -/- . (shrink)

The need for global values in a globalised world is combined with the need for contextual identity. New nationalisms, protectionisms and fundamentalisms are mixed with a globalised pluralistic relativism. Are global values threatened by particular values? Find answers within the 32 articles of this book. In each of the articles the authors, who are all in one way or another linked to Globethics.net, writing from one of four continents, focus and develop on a particular value or virtue in a specific (...) geographic, cultural or religious context. Many of them also give an input to the understanding of the value-basis of the UN-Sustainable Development Goals SDGs and give orientation for “values-driven leadership”, a key vision and mission of Globethics.net. (shrink)

Purpose: The aim of this study is to examine how the integration of Emotional Intelligence (EI) and Artificial Intelligence (AI) in leadership can enhance leadership effectiveness and influence the development of future leaders. -/- Design / Method / Approach: The research employs a mixed-methods approach, combining qualitative and quantitative analyses. The study utilizes secondary data sources, including scholarly articles, industry reports, and empirical studies, to analyze the interaction between EI and AI in leadership settings. -/- Findings: The (...) findings reveal that the integration of EI and AI significantly improves decision-making, strategic planning, talent management, and communication within organizations. Leaders who leverage both EI and AI experience higher employee satisfaction, improved team performance, and enhanced organizational outcomes. -/- Theoretical Implications: This study contributes to leadership theory by introducing a novel framework that demonstrates the complementary roles of EI and AI in leadership. -/- Practical Implications: The research offers practical guidelines for leadership development, emphasizing the need for future leaders to integrate EI and AI skills in order to navigate complex business environments successfully. -/- Originality / Value: The paper provides an original framework for the integration of EI and AI in leadership, offering new insights into how these two elements can work together to improve leadership effectiveness. -/- Research Limitations / Future Research: Future research should further explore the empirical impact of EI and AI integration in various industries and leadership levels to generalize findings across broader contexts. -/- Paper Type: Conceptual -/- . (shrink)

Currently, there is a dearth of research, examining how project managers’ leadership styles influence the performance of construction company workers in Cape Town. Other research has discussed this subject on a national or international level. Still, comprehensive data on Cape Town construction firms is lacking. This has prevented local enterprises from understanding the role of their project managers’ leadership styles on employee performance outcomes. This article sought to ascertain how leadership styles influence employee performance in construction firms (...) and to develop a conceptual framework for improving leadership and performance. Through quantitative techniques, 456 questionnaires were distributed at construction sites across Cape Town. Responses were then analysed using an ANOVA test (with the descriptive and regressive methods) and a posthoc test (using the Bonferroni Method) and correlation analysis. The results reveal a statistically significant positive relationship between project managers’ leadership styles and the performance of subordinate employees. These findings have subsequently been used to develop a conceptual framework of leadership quality development tools, including training, empowerment, coaching, participation, and delegation. The research contributes to new knowledge that will promote local project managers’ leadership development, improve employee performance, and in doing so, increase successful project outcomes across the city. (shrink)

This paper finds out whether a higher degree matters in school performance, and in demonstrating leadership and core behavioral competencies among school heads. This was conducted to support the existing and future policies of the Department of Education and interested funders for the scholarship and advanced studies of school heads. Using a cross-sectional method, it involved 192 randomly selected participants. Data on school performance was obtained at the office of Surigao del Sur Division, while data on competencies were gathered (...) through the self-administered assessment tools developed by the Department of Education. These data were analyzed using descriptive statistics and analysis of variance. Results revealed that there was no significant difference in the school performance of school heads. This implies that the highest degree obtained is not a guarantee for better school performance. As found, those with doctorate degrees had a very high and consistent demonstration in all dimensions of leadership and core behavioral competencies. As unveiled, there were significant differences in the demonstrated competencies based on the highest educational qualifications. These imply that obtaining the highest degrees can allow school heads to acquire, develop, and demonstrate the competencies consistently better than their counterparts. Results have implications for DepEd officials, funders, and policy-makers. (shrink)

This study aimed to identify the role of strategic leadership in activating time management strategies to enhance administrative creativity skills at Al-Azhar University. The sample of the study was random stratified sample from (245) administrative employees using questionnaire as a main tool for primary data collection. Total respondent were (112) questioners. Descriptive and quantitative approach used in this study. The general results of the study showed high levels of strategic leadership at Al-Azhar University, average level of application of (...) time management strategies and administrative creativity. This means there is acceptance approval that there is a statistically significant relationship between strategic leadership and time management strategies in Palestinian universities in Gaza Strip with a correlation level (0.724). Also, there is a statistically significant relationship between time management strategies and administrative creativity in Palestinian universities in Gaza Strip under study with a correlation level (0.848). According to static analysis, there is a statistically significant relationship between the dimensions of strategic leadership and administrative creativity in Palestinian universities in Gaza Strip under study, with a level of correlation (0.767%). This leases to high investment process for all available factors and elements in order to maximize and increase production and eliminate waste, wasted and unexploited employees' time and capabilities, which leads to achieving more effectiveness, positivity, productivity and increased organized effort. The study recommended necessity of having the elements of strategic academic leadership and activating time management strategies towards enhancing administrative creativity among workers in Palestinian universities in Gaza Strip. Also study recommended to encourage, support, and reward personal initiatives and creative ideas. Also study recommended available of wise and conscious strategic leadership to rationalize the behavior of individuals, mobilize their energies, mobilize their capabilities, coordinate their efforts, organize their affairs and direct them in the right direction towards achieving the desired goals and objectives. (shrink)