Conceptual Framework Of Leadership Research Articles

Prophetic Leadership and Management (An Analytical Review of Islamic Perspectives)

Leadership is a crucial and indispensable management role that helps in directing an organization’s resources in a direction that proves to be beneficial in the long run for them, all done with an intention of improved efficiency and achievement of goals. However, Leadership and its various management styles in the modern world continue to change with the changes in moral and ethical values. This paper is located within a conceptual framework of Leadership in Islam and the Prophetic Teachings that shed light on the characteristic of Leadership. It explores the concept of Leadership in Islam with extensive detail on the precise teachings and leadership styles of Prophet Muhammad (PBUH. An abundance of journal articles has been thoroughly sought and looked at in order to first and foremost, understand the basic traits of Leadership in Islam, an in-depth analysis of Strategic Leadership by Prophet Muhammad (PBUH), and following this, the exploration of actual events that took place in the life of Muhammad (PBUH) that demonstrated various aspects of Leadership Styles.

Leadership and governance frameworks driving transformational change in an entrepreneurial UK university

PurposeDisruptive megatrends, such as technology and globalization, are driving transformational change in universities as they seek to differentiate themselves given economic and social market forces. However, higher education (HE) institutions can struggle to achieve change at the scale and speed needed, given their pluralistic nature and competing goals. As primarily collegiate organizations run by academics, leadership and governance are by persuasion and consensus over diktat. A retrospective analysis of the transformational journey of a UK university that set its radical new mission to become “the Enterprise University” has been undertaken, and a new leadership and governance framework articulated. The paper aims to discuss this issue.Design/methodology/approachDrawing upon a conceptual framework of leadership and governance to codify change management and its acceleration, the change journey in a university undergoing a strategic transformation has been analyzed. Leadership and organizational frameworks are examined focusing on the interactions between the senior management hierarchy (SMH), as the command-control operating system, and the adaptive community of social networks within the university and external stakeholders. The critical steps in effecting institutional change and the nature of the social agreements underpinning transformation are subject to retrospective analysis. How ideas flowed through the organization to create value through innovation is reviewed.FindingsAnalyses reveal how the SMH worked with the adaptive social networks of staff and stakeholders in concert around a shared purpose, identifying enablers and barriers to a healthy idea flow. Drawing on the leadership and governance framework empowers organizational transformation, paying more deliberate attention to the stewardship of ideas and how change actually happens. To thrive in volatile, uncertain, complex and ambiguous environments and sustain competitive advantage in a dynamic global market place, leaders need to be able to harness the social forces and inspire people to take actions around a shared vision of the future.Originality/valueUniversities represent a traditional community of knowledge workers and service professionals where approaches to leadership and governance are typically collegiate and consensual. Examining the strategic transformation of a university seeking to move at pace to accommodate the global disruption of the HE sector is relevant to how change happens in related environments. Given the growth of the knowledge economy, represented as organizations and networks, key lessons are available. The importance of activating people around shared purpose through deliberate engagement by leaders with social networks is relevant to delivering transformation in conditions of super complexity.

How chief learning officers build learning organizations

PurposeThis study aims to identify how and why chief learning officers (CLOs) build the learning organization. The study was undertaken in the conceptual framework of leadership and change by using the lens of the Marquardt Systems Model.Design/methodology/approachThis exploratory study used semi-structured interviews with 20 participants. The purpose of the interviews was to understand the themes and subthemes associated with how CLOs define and build the learning organization, as well as the activities and strategies they use to build a learning organization.FindingsFour major conclusions were drawn from the study: CLOs collaborate and encourage others to collaborate both within and outside of the organization; they assess and measure learning and development programs consistently; they seek and secure funding and resources; and they have a vision for the learning organization and realize that vision through strategy development and implementation.Originality/valueThis study is the first to provide comprehensive research on how CLOs build learning organizations, as well as the first to analyze this role using the Marquardt Systems Model.

Conceptual framework for leadership in public service

В статті аналізуються концептуальні засади розвитку лідерства на державній службі. Автор виходить з того, що концепція розвитку лідерства є теоретичним конструктом, що містить стратегію, основні напрями, завдання та цілі вдосконалення діяльності персоналу державної служби, що дозволяють підвищити ефективність роботи інституту держави за рахунок опосередкованого впливу лідерства на результативність організаційного управління.На думку автора, концепція розвитку лідерства на державній службі повинна представляти собою систему взаємоузгоджених дій, метою яких є не тільки організаційне вдосконалення, а й перш за все оптимізація ролі держави, яка не тільки має надавати допомогу в реалізації інтересів населення, але й активно брати участь у формуванні громадянського суспільства.Метою формування і розвитку лідерства на державній службі є досягнення нової якості внутріорганізаційної взаємодії, що сприяє оптимізації діяльності владних структур як суб’єкта управління і їх взаємодії з громадянами як об’єктом управління. Розробка концепції базується на принципах науковості, системності, комплексності, індивідуалізації, доступності. Розглянуто функціональне навантаження служби управління персоналом державного органу в напрямі розвитку лідерства.В якості основних положень, що визначають концептуальні засади розвитку лідерства на державній службі, автор виділяє: освітню складову, регламентовану різними процедурами, спрямованими на зміну форм навчання в межах застосування сучасних методів активного впливу на особистість слухачів з метою підготовки останніх до практичної управлінської діяльності; трансформацію діяльності служб управління персоналом державних органів, спрямовану на активне їх включення в формуючу діяльність щодо підвищення якості управлінських взаємодій суб’єкта й об’єкта управління.

Building a Conceptual Framework of Values Capital for Educational Leadership

What makes a great leader great and what makes a leader become ordinary? Leadership is fundamentally a value-laden activity and values as conceptions of the desirable that guide the way social actors. Values are generally acknowledged to be central to the field of leadership. By reviewing the related literature and analyzing the relevant concepts, this article is trying to bring up a new idea which the author called “values capital” and to build up a conceptual framework for leadership. This study suggests that corporations need to counter the predominant value of self-interest in the global marketplace by proactively managing the ethical context of the organization. Perceived value congruence positively correlated to such affective outcomes as satisfaction, commitment, and involvement and negatively with performance. Organizational leaders can prime different values identities according to which are appropriate for the particular context. Four elements including principle, consequence, consensus, and preference of values are identified to be the keys of the conceptual framework of values for leadership.

(Mis) Understanding Islam in a Suburban Texas School District

This case study reports 1 Texas suburban school district's efforts to promote cultural proficiency after leadership trainings and explores how and in what ways this may or may not have improved school leaders’ understanding of Islam. Terrell and Lindsey's (2009) conceptual framework of Leadership and the Cultural Proficiency Continuum guided the inquiry, which was comprised of constructs that span from culturally destructive to proficient. Data collection included semistructured interviews, focus group discussions, observations, and documents. The analysis of data revealed that the cultural proficiency trainings did and did not influence the cultural proficiency of educators working in the district.

Ethical Leadership: A Culturally Endorsed Framework

This paper seeks to develop a conceptual framework of leadership from the ideologies of a South Asian literature. The study addresses the concern of previous researchers that existing leadership theories originated in the Western world with the values and morals of those countries are questionable in their applicability in different geographic settings and cultural contexts. As previous studies failed to validate the universality of these theories, this study attempts to identify the existence of any cultural specific framework. Content analysis and concept mapping are used to explore the inherent theoretical perspectives. The findings suggest that the leadership success is an outcome of a holistic and cooperative effort and every member of an organization plays an important role in making it happen where ethics and noble values should be the core. The framework implies that leadership is a holistic phenomenon and highlights the importance of a collective effort in organizational leadership and success.

Management practices: An analysis of gender differences in the strategy execution

The paper sets out to investigate the difference between female and male managers in the context of strategy execution in their organizations with regard to the conceptual framework of leadership and performance. A survey questionnaire was administered to 322 managers to study the 5 dimensions regarding obstacles in strategy execution previously identified. The study primarily used principal component analysis (PCA) and then an analysis of variance (ANOVA) to examine the relationship between dimensions of strategy execution identified in previous research and also to assess empirical differences for socio-demographic variables such as personal and organizational perception of performance, number of years in the management position, number of workforce under supervision and number of years as an employee in the organization. The research found gender differences regarding strategy execution between men and women and confirmed the main hypothesis that there would be difference between men and women in matters of strategy execution. Additional work will be necessary to increase sample size and to specify sector of activity to generalize the findings. The study highlighted gender differences in terms of strategy execution and management practices. Key words: Gender management, strategy execution, women, organization, performance, leadership.

Modeling Shared Governance at the School and Department Level

The article explores social capital and culturally responsive leadership theories as a means tounderstand and bridge differences that arise in diverse educational settings for public school leaders.Issues explored include those related to the educational histories and cultural heritages that studentsand stakeholders bring with them to the educational setting. More specifically, the article illuminateshow the merging of social capital and culturally responsive leadership theories as a conceptualframework for leadership can lead to not only student achievement, but also positive social networkingand relationships among school leaders, teachers, and students. Emphasis is placed on the notionthat in order for school leaders to close the achievement gap, they must first close the opportunity gap.