Art Of Leadership Research Articles

Leadership and excellence: A tool for good governance of tertiary institutions The IPS experience

Very often, administrators only manage or govern by means of what they perceive as the best administrative procedures and policies without paying regard to the art of leadership. Leadership entails influence persuasion, and direction. It is concerned with the communication of the vision and the development of a culture and set values that lead to what the organization desires for the future. The environment of teaching and learning requires a more complex form of leadership and management because of the presence of diversity of purpose and academic freedom. For effective governance, universities require the use of leadership skills and styles that will enhance the collective role of the university to advance knowledge in all respects. This paper aims at the sharing of leadership experience gained through a real life situation by a tertiary educational institution that has made a tremendous strides. Il discusses the impact of the use of leadership skills in the governance of tertiary educational institutions. The use of appropriate leadership power in an attempt to influence people has also been discussed and the effect on the vision of the organization has been considered. The experience of the Institute of Professional Studies (IPS) confirms that the Rector or Vice- Chancellor is more likely to succeed when he or she shares his vision with others. The case of IPS gives an indication that leaders who combine the middle-of-the-road management style with team management style and behaviour achieve better results. The article suggests that effective leadership involves the creation of enabling environment, empowerment, collaboration, cordial relationships, and diversity.

A hunt for the missing 50 cents: one piece of the leadership development puzzle

The central purpose of the present article is to highlight the necessity for organizations to link learning interventions (specifically leadership development) to the organizational culture. Leadership Development experiences not linked to other aspects of the organization, specifically human resources (HR) systems, are unlike to have long-term impact on the performance of individuals “Probably at least half of every training dollar we spend is wasted – we just don’t know which half” -Anonymous Executive Leadership development is big business and much lip service is given to “growing” leaders in organizations. However, Jay Conger (1992) suggests, “Most would agree that to seriously train individuals in the arts of leadership takes enormous time and resources – perhaps more than societies or organizations possess, and certainly more than they are willing to expend” (p. 3839). In fact, a survey sponsored by Training (Delahoussaye, 2001) found that 75 percent of organizations at or above 10,000 employees annually spend in excess of $7,500 per employee. Smaller firms, less than 500 employees, spend about $6000 per employee. Unfortunately, some organizational leaders wonder if the investment is worth it and one anonymous executive pondered, “Probably at least half of every training dollar we spend is wasted – we just don’t know which half” (Martochhio & Baldwin, 1997, p. 15). I would assert that some portion of the missing 50 cents can be found in an organization’s human resources department. Leadership Development experiences not linked to other aspects of the organization, specifically human resources (HR) systems, may not have long-term impact on the performance of individu19 Volume 26 Number 1 Spring 2008 A Hunt for the Missing 50 Cents: One Piece of the Leadership Development Puzzle

The case for greatness: honorable ambition and its critics

This book is a spirited look at political ambition, and particularly its good version, honourable ambition. Robert Faulkner contends that too many modern accounts of leadership slight such things as a determination to excel, good judgement, and a sense of honour, the very qualities that distinguish the truly great. This book is an attempt to recover what the author calls 'a reasonable understanding of excellence', that which distinguishes an F. D. Roosevelt and a Lincoln, and that which lesser leaders lack. Faulkner thus turns to key accounts from antiquity and examines closely Aristotle's great-souled man, two biographies of the spectacular Athenian general and politician Alcibiades, and the history of Cyrus the Great. There results a complex and compelling picture of greatness. Faulkner dissects military and imperial ambition, the art of leadership, and, in a later example of George Washington, ambition in the service of popular self-government. He also addresses modern indictments of even the best forms of political greatness, whether in the idealism of Kant, the relativism and brutalism of Nietzsche, or the egalitarianism of Rawls and Arendt. He shows how modern philosophy came to doubt and indeed disdain honourable ambition. This book is a nuanced defence of admirable ambition and the honour-seeking life, as well as an irresistible invitation to apply these terms to our own times and leaders.

The ancient art of leadership.

AT SOME TIME between 750 and 200 BC, a Chinese general called Sun Tzu compiled a text that became generally known in the English speaking world as The Art of War ( Trellis 2004 ).

The secret of success

PurposeThe paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting‐edge research and case studies.Design/methodology/approachThis briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.FindingsAre the leaders of industry born or made? Business Schools can hatch out batches of graduates who are well versed in the science of management, but can they teach the art of leadership? These are significant questions to any company which aspires to greatness. The paper finds that while all companies require good managers, only inspired leadership will allow a corporation to reach its full potential.Practical implicationsThe paper provides strategic insights and practical thinking that have influenced some of the world's leading organizations.Originality/valueThe briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy‐to‐digest format.

Why Should Anyone Be Led by You? What it Takes to Be an Authentic Leader

Too many companies are managed not by leaders, but by mere role players and faceless bureaucrats. What does it take to be a real leader--one who is confident in who she is and what she stands for, and who truly inspires people to achieve extraordinary results? Rob Goffee and Gareth Jones argue that leaders don't become great by aspiring to a list of universal character traits. Rather, effective leaders are authentic: they deploy individual strengths to engage followers' hearts, minds, and souls. They are skillful at consistently being themselves, even as they alter their behaviors to respond effectively in changing contexts. In this lively and practical book, Goffee and Jones draw from extensive research to reveal how to hone and deploy one's unique leadership assets while managing the inherent tensions at the heart of successful leadership: showing emotion and withholding it, getting close to followers while keeping distance, and maintaining individuality while conforming enough. Underscoring the social nature of leadership, the book also explores how leaders can remain attuned to the needs and expectations of followers. Why Should Anyone Be Led By You? will forever change how we view, develop, and practice the art of leadership, wherever we live and work.

The New Leaders – Transforming the Art of Leadership into the Science of Results

The New Leaders – Transforming the Art of Leadership into the Science of Results

The art of leadership

Leader to LeaderVolume 2005, Issue 37 p. 11-15 Research Article The art of leadership Stan Davis, Stan Davis No affiliationSearch for more papers by this authorDavid McIntosh, David McIntosh No affiliationSearch for more papers by this author Stan Davis, Stan Davis No affiliationSearch for more papers by this authorDavid McIntosh, David McIntosh No affiliationSearch for more papers by this author First published: 07 June 2005 https://doi.org/10.1002/ltl.134AboutPDF ToolsRequest permissionExport citationAdd to favoritesTrack citation ShareShare Give accessShare full text accessShare full-text accessPlease review our Terms and Conditions of Use and check box below to share full-text version of article.I have read and accept the Wiley Online Library Terms and Conditions of UseShareable LinkUse the link below to share a full-text version of this article with your friends and colleagues. Learn more.Copy URL Share a linkShare onFacebookTwitterLinkedInRedditWechat Volume2005, Issue37Summer 2005Pages 11-15 RelatedInformation

‘What We’re Doing, We Do Musically’

In English schools, many responsibilities have been delegated downwards to ‘middle level leaders’. National standards for subject leadership assume that middle leadership skills are generic and the literature largely agrees with this view. This article presents data from the first pilot enquiry within ARTSLAMP (Arts Leadership and Management in Schools Project), launched by the authors in summer 2003, which challenges this assumption and suggests that there may be differences in skills required for leading and managing different subjects. It draws on interviews with four subject leaders of music in secondary schools. Participants were asked about their roles and responsibilities, professional development and perceptions of the requirements of their jobs, specifically focusing on subject specialism. They identified several ways in which they perceived their leadership and management roles to be uniquely linked to their specialist subject.

Leadership From an International Perspective

Leadership development can be considered from its science, which addresses business skills, and it can be considered from the art of leadership, which addresses the management of relationships. There is also the third frame of the "leader within." In this frame, art and science are blended, melded, and matured into the unique shape of each individual's expression of leadership behavior. This third perspective also addresses the cultural diversity of leadership. It permits a comparison of the American leadership experience with the evolving leadership development in Central and Eastern Europe (CEE). The framework used to discuss cultural diversity of leadership development is the Center for Nursing Leadership's Dimensions of Leadership. These dimensions are a set of values, beliefs, and behaviors that look at leadership beyond the traditional skill sets. The dimensions include (1) holding the truth; (2) quest for adventure toward knowing; (3) appreciation of ambiguity; (4) holding multiple perspectives without judgment; (5) discovery of potential; (6) nurturing the emotional and intellectual self; (7) keeping commitments to oneself; and (9) diversity as a vehicle to wholeness. These dimensions explore emerging leadership shifts occuring in nurse leaders in CEE. When the CEE and American experience are compared using these dimensions, nurse leaders have far more in common, despite the cultural differences.

The Art of Leadership

The Art of Leadership

The Challenge of Leadership in a Federal Agency. Beryl A. Radin. 2002. The Accountable Juggler: The Art of Leadership in a Federal Agency. Washington, D.C.: Congressional Quarterly Press. 160 pp

The Challenge of Leadership in a Federal Agency. Beryl A. Radin. 2002. The Accountable Juggler: The Art of Leadership in a Federal Agency. Washington, D.C.: Congressional Quarterly Press. 160 pp

The Accountable Juggler: The Art of Leadership in a Federal Agency

The Accountable Juggler: The Art of Leadership in a Federal Agency

Regional Development through the Enterprise of Arts Leadership

The literature in the field suggests that a community without arts-practice risks its future. Contemporaneously, evidence suggests that the future of some communities, specifically regional or rural communities, are at risk because of the withdrawal of essential services, which leads to economic and social decline. There is also evidence that arts practice has revived economic and social activity (and performance measures) in regional cities and towns. In this article, I argue that the arts foster regional sustainability, and I propose that an arts leadership that is collective in nature and associated with vision and creativity is needed if the arts are to achieve regional sustainability.

The accountable juggler: the art of leadership in a federal agency

The accountable juggler: the art of leadership in a federal agency

Book Review

Book Review

Book Review: The Arts of Leadership

Book Review: The Arts of Leadership

Book Review: The Arts of Leadership

Book Review: The Arts of Leadership

Book Reviews

Books reviewed:Paul Du Gay, In Praise of Bureaucracy: Weber – Organization – EthicsKeith Grint, The Arts of LeadershipBarbara Czarniawska, Writing Management: Organization Theory as a Literary GenreGeoffrey Jones, Merchants to Multinationals: British Trading Companies in the Nineteenth and Twentieth CenturiesRobert L. Nelson, Legalizing Gender Inequality: Courts, Markets and Unequal Pay for Women in America

Leading cultures: a study of ‘acting in context’ and the creation of meaning in school leaders' work activities

The double meaning in ‘leading cultures’ is understood as a split between what school leaders do when they lead and the leadership function of different subcultures. This paper explores this notion of a split, and discusses transactions, encounters and the tacit knowledge that school leaders use when they execute leadership. Data from studies in Swedish schools are used to illustrate school leaders' work as processes of reciprocity and relatedness: an exploration of the archipelago of cultures and the art of leadership. It is simple and yet so complex.