Beyond decolonisation: lived Indian management practices for leadership

Person-centered care (PCC) is crucial to patient engagement in healthcare enhancing patients’ participation in critical care decision-making, increasing care disclosure, reducing medication errors, and promoting satisfaction with care outcomes. Healthcare management and leadership practices contribute to effective communication and interactions between healthcare providers and patients, which is vital for quality PCC outcomes and patient perceptions of care providers. However, little is known about how nursing leadership influences PCC and clinical interactions in the Ghanaian setting, which this study saw as a gap and aims to fill. This paper reports data from interdisciplinary exploratory qualitative research to examine the impacts of nursing leadership practices on nurse-patient relationships and care outcomes. Nurses (11), patients (22), and caregivers (11) participated in the study. Data were gathered in Ghana through interviews, focus groups, and participant observations and analyzed thematically. The three themes which emerged were: hospital leadership and the nursing staff, healthcare management practices, and communication barriers regarding how nursing leadership impacts PCC. Poor relationships between nurses and hospital leaders affected nurses’ caring practices. Management practices, including an annual rotation of nurses across different patient wards and exigent patient record management routines, negatively impacted care delivery and patient-provider interactions. These leadership practices and the strained relationships between nurses and hospital leaders potentially derail effective PCC. Nursing and hospital managers must embrace transformational leadership and healthcare management practices, especially in resource-scare settings, that foster a trusting care culture and/or environment for therapeutic nurse-patient relationships to thrive and for PCC to be actualized.

This article draws on !ndings from a study of school leadership and management practice in England to argue traditional forms of leadership and management practice are outmoded and an urgent reconceptualisation of different models of leadership is required. The research design adopted a case study approach, collecting documentary evidence and interview data from a range of actors in 20 sites exhibiting a diverse range of structural arrangements. Within and between case analysis identi!ed changes in local arrangements are helping schools to cope with an increasingly complex educational agenda. Local context plays an important role in the adoption and development of new leadership practice. In conclusion this article re"ects on the !ndings to present a conceptual framework to strengthen our understanding of this emerging and complex terrain.

ABSTRACTAn efficient public sector relies heavily on effective physical assets management processes. This study examines the significance of authentic leadership in enhancing physical asset management (PAM) Practices of the Public Sector. Here we focused on the mediating Influence of stakeholder engagement in public organizations. Data were collected from 283 employees from various local governments (LGs) in Uganda, Using simple random sampling and census procedures for participant selection. Statistical analyses were performed using SPSS Version 23.0, supplemented by MedGraph (Excel Version 13), the Sobel test, and the Kenny‐Baron guideline to measure the mediation effect. The study's findings highlight the Importance of authentic leadership in the context of PAM, Indicating that such leadership characteristics are favorably correlated with better management practices. Furthermore, stakeholder engagement emerged as a constructive factor, serving as a partial mediator in the Interaction between authentic leadership and PAM. These findings support the impact of authentic leadership on PAM through better stakeholder engagement. The findings show that local governments which develop and implement policies that encourage active stakeholder participation and promote authenticity in leadership practices in PAM, they promote the co‐creation of value and enhance the stewardship of physical assets. This study attempts to integrate the impacts of authentic leadership on PAM within the public sector domain. It proposes a novel strategy, which place the role of stakeholder participation in this dynamic. The study lays suggestions for future research to further validate and examine these correlations, which as argued, can boost the efficacy of PAM in public sector organizations.

Organisations are continuously challenged to become more strategic, productive and cost-effective. As a result, quality management has become increasingly important to achieve desired organisational performance outcomes. Quality management considers leadership an important component to implement and sustain quality products and services to increase organisational performance outcomes. Using a large sample of healthcare professionals, this paper investigates the relationship between leadership practices and organisational performance outcomes from a quality management framework. The findings suggest that leadership practices in quality management are positively related to employee satisfaction, customer satisfaction and financial performance outcomes. Implications for leadership and quality management practice are also discussed.

Call to Improve LTC Leadership Development

The success or failure of any institution has closely been linked with the leadership practices exercised in the institution. Whereas the number of private schools is rapidly increasing in the rural context of Pakistan, the leadership practices of these institutions are interesting and timely questions to ponder upon. Drawing upon the data of a qualitative case study, this paper discusses the leadership practices in a private school in rural Pakistan. It is found that the school leaders in this context have still traditional approach to leadership with little possibilities of shared or distributed leadership. Since the private schools are owned by the individuals and the teachers are hardly involved in decision making processes, they show less motivation towards school activities and thus, there remains a gap between the expectations of the principal and the performance of the teachers. It is suggested that the leadership of these private institutions should have maximum exposure to updated management and leadership theories and practices if they have to successfully run their schools in this challenging and competitive era.

The Thai economy is on the rise and the labor market is getting more competitive, partly because of the government's policy of raising minimum wage, according to a recent survey. In many ways the Philippines has achieved better progress than other developing countries. It has become industrialized nation integrated in the world economy and has somewhat moved away from agriculture. But somehow the labor turnover issues in both countries have been increasing especially in the hospitality industry. One of the most critical issue facing organizations today is how to retain the employees they want to keep. Employees retaining is the most imperative target for the organization because hiring of qualified candidate is essential for organization but their retention is more important than hiring, because a huge amount is spending on the orientation and training of the potential employees. Employee retention in the hospitality industry is a persistent problem which management can reduce by applying effective managerial and leadership practices as a means of generating employee satisfaction. Compare with other sectors where positions are mostly full-time, specialized and operate during traditional business hours, the hospitality workforce is labor intensive, and characterized by high levels of casualization diverse skill requirement from unskilled to highly specialized employees, customer contact oriented, and twenty-four hour seven days per week operation are some of the causes of high turnover. Worldwide researchers have suggested that employee turnover is among the highest in hospitality industry. When employees leave, valuable knowledge is lost and even guests may follow the departing employee. Hoteliers who have actively find ways to retain employees gain a sustainable competitive advantage. The study compares the employee retention information from the managers of selected hotels in two Southeast Asian countries, Thailand and Philippines. An empirical research is conducted to analyze and assess the best leadership practices used by hotel managers on retaining their employees. This study will lead in formulating strategies that will also contribute to the existing body of knowledge of the leadership and management practices in hotel employee retention.

This study examined the financial management system compliance and management practices of school heads in relation to school performance in the District of Isabela II. Using a descriptive-correlational research design, data were gathered from 197 elementary teachers across 16 schools through standardized questionnaires and school performance records (OPCRF for SY 2022–2023). Findings revealed that school heads exhibited full compliance with financial management systems, specifically in budget preparation, procurement, disbursement, submission of financial reports, and auditing, with an overall mean of 2.64. Additionally, school heads demonstrated very high levels of task-oriented, relationship-oriented, and change-oriented management practices, with an overall mean of 4.26. School performance across the district was rated as very satisfactory, with a mean score of 4.44. Statistical analysis using Spearman Rank Correlation indicated no significant relationship between financial management system compliance and school performance, nor between management practices and school performance. These results suggest that while school heads maintain sound financial compliance and effective management styles, these factors alone do not directly influence school performance outcomes. The findings highlight that other variables may contribute more substantially to school success. Based on these results, it is recommended that school heads continue strengthening their financial management competencies and leadership practices while exploring additional strategies that directly impact academic achievement and operational efficiency. Future research is encouraged to investigate other factors influencing school performance beyond financial compliance and leadership practices, offering a broader perspective on educational leadership effectiveness.

This study aimed to investigate the impact of innovative leadership on management practices in rural public schools in Cavite. With the evolving educational landscape influenced by globalization, technological advancements, and socio-economic changes, educational leadership now emphasizes adaptability, inclusivity, and innovation. The research focused on how school principals implement innovative leadership, particularly through the integration of technology and flexibility, and how these practices affect resource management and decision-making processes. The study sought to answer key questions in terms of the level of innovative leadership by principals in terms of technology use and flexibility, the degree of management practices in terms of resource management and decision-making, the relationship between innovative leadership and management practices, and what actions could be proposed to enhance the use of innovative leadership to improve these management practices. This study used a quantitative, descriptive-correlational design to explore the impact of innovative leadership on management practices in rural public schools in Cavite. The sample consisted of 40 teachers, determined through Raosoft's formula with a 95% confidence level and 5% margin of error. A Likert scale survey was used and tested for reliability, yielding a Cronbach alpha score of 0.812. The study focused on four key areas: innovative leadership (encompassing technology and flexibility) and management practices (including resource management and decision-making). Respondents strongly agreed that principals effectively integrated technology into school leadership, with a mean of 4.60, although the use of technology for communication received the lowest agreement (mean of 4.48). The composite mean for technology integration was 4.56. Regarding flexibility, principals were highly rated for addressing changing needs (mean of 4.65), while the least agreement was found in their willingness to adjust schedules or resources (mean of 4.50). The composite mean for flexibility was 4.57. In terms of resource management, respondents strongly agreed that principals allocated resources for professional development (mean of 4.54). However, the least agreement was for ensuring adequate teaching materials (mean of 4.48), with a composite mean of 4.50. For decision-making, the highest agreement was for principals' communication of reasons behind their decisions (mean of 4.70), while the lowest was for encouraging collaboration and ensuring timely and fair decisions (mean of 4.48). The composite mean for decision-making was 4.56. Correlation analysis revealed significant positive relationships between innovative leadership and management practices, with p-values less than 0.01, confirming the impact of innovative leadership on resource management and decision-making. The findings highlighted the importance of technology and flexibility in improving management practices and provided recommendations for enhancing leadership capabilities in rural schools.

This study explores the role of Strategic Leadership and Management Practices in enhancing Operational Success within Coimbatore's manufacturing companies. As Coimbatore’s manufacturing sector faces increasing pressures to optimize efficiency and reduce costs, aligning strategic goals with effective management practices has become crucial. However, many organizations struggle to integrate these dimensions effectively. This study addresses these challenges by examining how Strategic Leadership and Management Practices impact Operational Success, thereby contributing to sustainable growth. The objectives include analysing the influence of leadership and management approaches on operational outcomes, focusing on promoting a clear vision and continuous improvement. Using a descriptive research design, data was collected from 136 respondents across various manufacturing companies in Coimbatore through structured questionnaires. Statistical tools such as ANOVA, Correlation Analysis, and Multiple Linear Regressions were used to analyse the data. Findings indicate that Management Practices have a stronger impact on Operational Success than Strategic Leadership, particularly in areas like operational efficiency and employee engagement. Additionally, the study reveals that age, job position, and experience levels significantly influence respondents’ perceptions of Organizational Effectiveness. Based on the findings, it is suggested that companies implement mentorship and leadership development programs to bridge experience gaps and foster a vision-driven culture. Emphasizing employee feedback and work-life balance further supports a positive workplace environment. In conclusion, a combination of visionary leadership and responsive management practices can significantly drive Operational Success, positioning Coimbatore's manufacturing companies for long-term competitiveness and resilience.

ABSTRACTThis paper reports a case study examining how the leadership and management practices of a Vietnamese university influenced teacher engagement with the implementation of the student-centred teaching approach. The analysis of 30 semi-structured interviews with academics and academic leaders revealed that existing leadership and management practices failed to change teachers’ habit of using traditional teaching methods. Teachers were disengaged from the implementation of student-centred methods, or executed it with discrepancies, due to their personal beliefs, a lack of student-centred teaching expertise and several contextual factors, all associated with institutional leadership and management practices. Using Fullan’s six secrets of change implementation and Bourdieu’s concepts of social field and habitus, this paper explains why leadership and management practices failed to engage teachers.

Purpose– Given previous findings that employee satisfaction contributes to firm performance and sustainability, this study examined the relationships between 23 leadership/management practices on employee satisfaction. It identified specific practices with significant effects on employee satisfaction. The paper aims to discuss these issues.Design/methodology/approach– Using a theoretical framework and questionnaire derived from Avery and Bergsteiner's Sustainable Leadership Model, data were collected from 1,152 employees in small- and medium-sized enterprises (SMEs) in Bangkok, Thailand.Findings– Overall, adopting sustainable leadership (SL) practices was related significantly to employee satisfaction, consistent with Avery and Bergsteiner's model. Twenty of the 23 SL practices were linked to enhanced employee satisfaction, the exceptions being independence from the financial markets, self-management and environmental responsibility. Specific SL practices predicted enhanced employee satisfaction more than others, the strongest predictor being high staff engagement. Other practices associated with employee satisfaction were: valuing employees, ethical behaviour, considered organizational change, a strong and shared vision, an enabling culture, and quality in products and services.Research limitations/implications– Considerable scope exists for future research into the relationships between individual and bundles of SL practices with employee satisfaction in different national, industry and other contexts. Further limitations are discussed in the paper.Practical implications– Managers of SMEs in Thailand and possibly in other contexts should consider adopting the SL practices shown to significantly enhance employee satisfaction and in doing so help sustain their business success.Originality/value– This study pioneered research into a gap in the literature about the SL and management practices that positively predict enhanced employee satisfaction, an area of importance to both leadership practice and research.

Roles of owners' leadership in construction safety: The case of high-speed railway construction projects in China

The aim of the present study was to describe the findings of a systematic review of the literature that examined the relationship between managers' leadership practices and staff nurses' intent to stay in their current position. The nursing shortage demands that managers focus on the retention of staff nurses. Understanding the relationship between leadership practices and nurses' intent to stay is fundamental to retaining nurses in the workforce. Published English language articles on leadership practices and staff nurses' intent to stay were retrieved from computerized databases and a manual search. Data extraction and quality assessments were completed for the final 23 research articles. Relational leadership practices influence staff nurses' intentions to remain in their current position. This study supports a positive relationship between transformational leadership, supportive work environments and staff nurses' intentions to remain in their current positions. Incorporating relational leadership theory into management practices will influence nurse retention. Advancing current conceptual models will increase knowledge of intent to stay. Clarifying the distinction between the concepts intent to stay and intent to leave is needed to establish a clear theoretical foundation for further intent to stay research. Nurse managers and leaders who practice relational leadership and ensure quality workplace environments are more likely to retain their staff. The findings of the present study support the claim that leadership practices influence staff nurse retention and builds on intent to stay knowledge.

PurposeThe purpose of this paper is to investigate the relationships between three quality management (QM) practices, leadership, people focus, and process management practices and organizational learning (OL) activities and business performance in Korean manufacturing businesses.Design/methodology/approachThe study draws on 204 responses to a survey of Korean manufacturing companies listed on the Korea Composite Stock Price Index to test nine hypotheses with structural equation modeling (SEM).FindingsThe results from SEM show that leadership practices have a significant effect on people focus and process management practices, and that the three QM practices jointly influence OL. However, leadership, people focus, and process management practices do not have direct associations with business performance, but rather show statistically influence only via OL activities. The findings verify that OL has a mediating role in QM practices and business performance as a crucial resource that determines a firm’s competitive advantage.Originality/valueAn important implication of this study’s findings for managers or QM professionals is that learning takes place at multiple levels and is a crucial resource that determines a firm’s competitive advantage, bridging quality and business outcomes.