Leadership In Context Research Articles

Embracing Conflict

Embracing Conflict Traci C. West (bio) To address the proliferation of white supremacist habits in the “white space” of Feminist Studies in Religion (FSR) through a genuinely transformative process, we need more conflict. How can we increase honest and probing conflict articulated in FSR’s publications, organizing, and leadership contexts? This seems crucial for figuring out how a “feminist institution that has a long and solid history of involvement of women of color,” as Judith Plaskow writes, can confront “what stands in the way of our creating something together that we all feel is ours” and not merely “white space” (5). No, of course, I do not mean that we need more conflict that demeans, shames, or purposefully maintains objectifying notions of one another’s social identities and religious communities. I am certainly not calling for boosting political conflicts that wage bruising competitions with each other over the degree of historical-victim status our particular groups can claim, or that engage in any form of destructive targeting and demoralization of one another. But we do need more conflict that stretches us beyond necessary revelations that only name the historically rooted habits of our racist unfreedom. We ought to intensify conflicts that also bring discomfort to the familiar patterns of white entitlement and supremacist logics embedded in our existing academic practices. We need conflicts that fuel more disruption of our tolerance for the continual reiteration of those familiar, lived patterns. A feminist and womanist gender justice approach to antiracism in religious studies intentionally promotes rupturing conflict with traditions of repression and our communal investments in them. Therefore, it ought not be surprising that deeply uncomfortable conflict arises if we, racially, ethnically, nationally, and religiously diverse gender justice scholars of religion, choose to seriously engage issues of white supremacy. Proceeding with this engagement should be understood as a deliberate commitment to immerse ourselves in tense, high-stakes struggle with one another. But many are unprepared for it or do not share this assumption. Perhaps this is partly because we disagree on the extent to which the [End Page 23] presence of racially and ethnically diverse perspectives constitutes a primary goal of antiracism. Plaskow’s essay helpfully provides detailed mapping of some of the Journal of Feminist Studies in Religion’s (JFSR) diversity. It allows us to consider how incongruous interpretations of the significance of an abundance of diversity can matter. The evidence of consistent racial and ethnic diversity in JFSR’s leadership and content illustrates an impressive array of feminist, womanist, and mujerista ideas about racial, ethnic, and national identities in religion scholarship and pedagogies. Yet, it is precisely such an array that can indicate not just the problem of presence without influence, as Plaskow so astutely points out, but also the sacralizing of diversity in feminist and womanist studies in religion. Respectful coexistence in separate essays or conference presentations, and even intentional affirmation of divergent perspectives and methods that are informed by critical analyses of race and racism, definitely generates intensely meaningful reflections. The presence of this dissimilar range can contribute an opening for womanist and feminist scholarly projects in religion to begin dismantling the academic practices of white dominance and intersecting hegemonies such as those related to class, sex/gender, dis/ability, and nationality. But when seen and celebrated as an end goal instead of merely an opening, the opposite may actually be achieved. Celebrations of diversity can promote avoidance of conflict that reveals the inadequacy of merely acknowledging difference and can generate too much contentment that militates against substantive disinvestment in status quo replication of white dominance. As a black Protestant Christian, I have been quite at home in the recalcitrantly Christian dominance of the JFSR context that Plaskow boldly describes. Admittedly, part of me wants to hide from confronting how my assumptions of black feminist Christian normativity and its supposed unquestionable anti-oppression stance contribute to an anti-Jewish hostile environment that can mimic well-learned white supremacist denial. I would rather leave uninterrogated the anti-Judaism relished in certain cultural and political expressions of blackness related to my Christian theology and social ethics commitments. I must choose to break out of this denial and seek a greater...

A systematic and critical review of leadership styles in contemporary hospitality: a roadmap and a call for future research

PurposeThe purpose of this paper is to provide an overview of leadership styles in the hospitality industry. It also demonstrates theories used in hospitality leadership styles research, identifies the main outcomes and highlights gaps for future research.Design/methodology/approachThis paper presents a comprehensive review of the 79 articles on leadership styles in the hospitality context spanning over 13 years (2008–2020) and extends the scope in distinctive means.FindingsThis review has demonstrated that leadership styles research in hospitality has made progress in the past 13 years; however, there are conceptual and empirical overlaps among different leadership styles in hospitality. There is a lack of research on antecedents and integrating theories in studies. This review has revealed that several leadership styles have not been rigorously examined in hospitality research with their outcomes.Research limitations/implicationsThe search strategy used to find articles published in Web of Science about leadership styles in hospitality was restricted to title to boost the accuracy of the subsequent literature.Practical implicationsBy following the guidance presented in this review, the authors expect to advance and maintain hospitality leadership research to provide substantive insights into the context of hospitality leadership over the coming years.Originality/valueTo the best of the authors’ knowledge, this study is one of the first to undertake a comprehensive understanding of various leadership styles in the hospitality context. This study provides a comprehensive projected research agenda to demonstrate theoretical discourses and empirical research. Overall, this critical review presents a holistic idea of the focus of the prior studies and what should be highlighted in future studies.

Cultural Context of Leadership

Cultural Context of Leadership

The importance of context for leadership in education

The doctrine of leader centrism, supported by the concept of methodological individualism, dominates contemporary accounts of leadership in education and is generally applied as the default option that explains how organizations such as schools function. We argue that methodological individualism is not defensible and that as a result, the explanatory value of leadership is an open empirical question, not a default option. Leadership, and especially problem-solving, is always exercised under a set of constraints. Making the study of these constraints the focal point for determining leadership not only requires the resources of sciences not usually employed in leadership research, but leads to a reconceptualizing how leadership ought to be studied. In this paper we identify three broad contexts that help determine the constraint sets that define problems and their solutions. A defensible theory of educational leadership, we argue, must incorporate context as sets of constraints and develop empirical procedures to investigate context. Only after investigation is it possible to determine who or what the unit of leadership was, or whether leadership occurred at all. There are no default options.

Leadership approaches of principals heading National Strategy Learner Attainment Schools in South Africa

This study examines the leadership approaches associated with sustained improved academic performance of principals heading National Strategy for Learner Attainment (NSLA) schools. This article reports on a qualitative multiple-case study focused on five successful NSLA secondary schools in Cape Town, South Africa. Data was collected from principals, teachers and selected School Management Team (SMT) members via questionnaires and semi-structured interviews to understand the leadership practices and personality traits that characterised the leadership approaches of principals to facilitate teaching and learning for improving academic performance of learners. The findings indicated that an integrated leadership principal leadership framework would be most effective because it would cultivate community between teachers and learners and result into improved academic performance. This approach encapsulates the various leadership approaches and the leadership personality traits or characteristics of the principals as well as taking into consideration the situational context for effective leadership and decision-making.

Tomato Jos: launching a tomato paste brand in Nigeria

Learning outcomes The teaching objectives of the case are as follows: to develop an understanding of the scope and complexity of strategy and marketing; to examine what is meant by purpose, direction, objectives and consider how these might be set and used; to help students think and act in a strategic way; to give faculty the opportunity to illustrate the strategist’s and marketer’s toolbox, namely, tools and frameworks, such as Porters 5 Forces – The attractiveness of the industry, Porter’s Generic Marketing Strategies, strengths, weaknesses, opportunities, threats analysis, the 4P’s – with a focus on product and distribution. The case is intended for use in MBA and Executive education courses in strategy, marketing and leadership. The case offers relevant experiences and instructive lessons in formulating and implementing business strategies. The case highlights the importance of contextual leadership intelligence and competence in enabling entrepreneurial business activities. Case overview/synopsis Tomato Jos (Nigeria) is a large tomato processing business in Kaduna, Nigeria. Nigeria is the second-largest producer of tomatoes in Africa, with Egypt as the largest. The country ranks 14th overall as a world producer. In Africa, and specifically Nigeria, there is a strong push to support small-scale farmers as a source of employment creation, as well as meeting the needs of food security. The CEO, Mira Mehata, is an ex-pat graduate from the USA with strong Agri sector experience. The business has received extensive support from the Kaduna Government as the business has secondary objectives to assist small-scale farmers in the region. Farmers need consistent off takers and reasonable set prices to see a return on their investment and Tomato Jos plays that role of being the middle-man. This results in less wasted produce – the bane of farmers globally. The price for fresh tomatoes is about three times that of processed tomatoes IE in paste or sauce – so that is an added challenge for farmers to see the value in processed tomatoes. The business currently has a 2% Market Share in Nigeria with a target of 10% over the next five years. The business so far has invested three billion Naira and plans a further five billion Naira over the next few years. The business is seen as a high-profile success story with a supportive eco-system with a push from both the Nigerian Government and some major private sector players example Dangote. Complexity academic level The case is intended for use in MBA and Executive education courses in Strategy, Marketing and Leadership. Supplementary materials Teaching notes are available for educators only. Subject code CCS 11: Strategy.

FIRO-B and situational leadership model: A correlational context of Middle Eastern business leadership

The study is about the dimensions of interpersonal needs and aspects of leadership behaviour. It was a correlational study and used a standardized fundamental interpersonal relations orientation-behaviour (FIRO-B) and situational leadership questionnaire. The study was conducted over a period of 4 months and had drawn 200 respondents from the three levels of administration in an organisation’s hierarchy from different firms in the UAE chosen randomly. The main tool of data collection was a structured questionnaire whose acceptability rate was 0.76 as per Cronbach’s alpha. The research questions translated into objectives that guided the study were four, these were to find out directing related to FIRO-B parameters, to establish the relationship between coaching and FIRO-B parameters, to find out how supporting relates to FIRO-B parameters and establish how delegating is related to FIRO-B parameters. The findings were that directing has a near-perfect positive correlation with expressed control (EC) and wanted control (WC) (0.99). Coaching had a high correlation with WC (0.89). Supporting highly correlation with both expressed affection (EA) and wanted inclusion (WI) (0.99 and 0.88). Delegating had a very strong positive correlation with expressed inclusion (EI) (0.99) and a low positive correlation with EA (0.17). It concluded that different leadership dimensions correlate with FIRO-B elements at different levels

Sustainable Political Leadership Based on System Thinking in Rural Development Practices of Nepal

The sustainable political leadership based on system thinking is a highly qualified skillful political leadership on sustainable development administration on rural development practices of Nepal. This paper analyses the quality of sustainable political leadership based on system thinking in overall sustainable rural development application and process in Nepal and its empiricisms. It also presents the national and international context of leadership, system thinking and sustainable development and their contemporary debates and issues. Methodologically it is an empirical literature review on sustainable development, system thinking and leadership for Rural Development and its practices in Nepal. In conclusion, in Nepal social inclusion, justice, and equity; economic and ecological balance and good governance in a basket of rural development is essential phenomena for sustainable political leadership based on system thinking. The real practices of the ideas of social inclusion, justice, equity; economic and ecological balance and good governance to increase productivity of sustainable political leadership is to be more important. However, these types of practices on sustainable political leadership based on system thinking are insignificant, qualities and practices both are low. The national and international importance and urgency of sustainable political leadership based on system thinking are increasing to maintain sustainability governance from local to global level.

Mindsets for Change Leaders: Exploring Priming Approaches for Leadership Development

ABSTRACT Diagnostic and dialogic organization development present two contrasting change practices that are frequently discussed in tandem. Yet, an increasing body of evidence shows they are co-applied in practice. For those involved in leadership of these practices, co-application means switching their engagement, such as commencing with a diagnostic analysis to determine the goals of change, then switching to dialogic processes to foster the emergence of new ways of working. However, theoretical descriptions of these two practices remain bifurcated and, as such, overlook leadership development approaches that help leaders switch between engagement styles. Addressing this problem, this paper explores a leadership development approach that focusses on mindsets. We propose six mindsets from psychology settings that are relevant for leadership of diagnostic and dialogic practices. A key contribution of this work is a new perspective on leadership development. Extending psychology-derived knowledge on how to activate mindsets provides leaders of change practices with a means to increase awareness of, and take control of, their mindset, helping them to adjust their engagement as change contexts dictate. MAD statement This paper seeks to Make a Difference (MAD) by offering a practical means to develop change leaders. Far too often, change practice literature has studied successful leaders with the aim to identify what they do, while at the same time overlooking the mechanics that develop these same actions and behaviours. The paper addresses this oversight with a focus on mindsets. It puts forward a means for leaders to increase awareness of, and take control of, their activated mindset and, in doing so, align what they do to change leadership contexts.

Ethnic Diversity and Preferred Leadership Attributes: A Quantitative Analysis with Secondary Use of Qualitative Data

The broad diversity and leadership landscape in the Canadian academic librarianship was assessed using a survey. The survey was designed using REDCap. It was piloted, translated into French, tested again, and electronically distributed via REDCap to English and French-speaking librarians across Canadian academic institutions. This paper represents a secondary analysis of collected data to determine whether the ethnic backgrounds of librarians have any influence on what they view as the most or least essential attributes in a leader. Secondary use of data means using data for a different purpose (from what it was collected for), sometimes by the same researcher to answer an additional or a new research question. Findings show a statistical significance between diversity and the leadership attribute “inspiring.” This study encourages future library leadership education curriculum, training programs, and diversity residency programs to include “how to inspire” in cross-cultural and ethnic minority leadership contexts.

Toward a comprehensive perspective on hubristic leadership – An aggregation of cross-disciplinary evidence and roadmap for future research

A growing body of literature reveals that the emergence of hubris is by no means a rare phenomenon in leadership contexts. Despite having been repeatedly proven that hubris has both beneficial and detrimental manifestations in leadership behaviors, its positioning as a harmful cognitive bias continues to echo across disciplines. To unify the fragmented hubris tradition, this paper synthesizes existing literature and identifies three perspectives on hubristic leadership: an innovation perspective, an internal coordination and commercialization perspective, and a risk management perspective. The aggregation of these perspectives into a unifying theoretical framework indicates that the type of leadership behavior together with the predictability of its outcomes account for the ambivalent manifestations of hubris across leadership behaviors. Future research opportunities are discussed on this basis.

EMPLOYEE EMPOWERMENT AND EMPOWERING LEADERSHIP: A LITERATURE REVIEW

Empowerment fosters employee’s creativity, quality of work-life, spirit of teamwork and organizational effectiveness. organizations do not only need to empower employees but should also encourage empowering leadership. Empowering leadership connotes the sharing of power and motivating employees to crave for superior performance. This paper focuses on literature in the employee empowerment and empowering leadership contexts. Considering the role people play in organisations, it is important to understand the impact of employee empowerment and empowering leadership on organizational outcomes. The author used historical data and findings from previous studies to draw insight on the subject. Based on our review, it was observed that employee empowerment fosters employee performance, job satisfaction, organizational commitment, customer satisfaction, productivity and business growth. Empowering leadership have been examined from the structural and motivational theoretical perspective. Several studies lend credence to the positive influence of empowering leadership on employees’ psychological empowerment. The author proposed some recommendations for managers to implement.

Significance of cultural context in shaping female school leadership and management in Zimbabwe

ABSTRACT The problem of gender inequality has existed as long as the human race but surprisingly, it has persisted in modern society. This paper sought to explore culture as a context in which female school leaders exercise their roles and how it influences their practice. Studies were identified through carefully defined eligibility criteria. A thematic analysis was conducted through the use of mind maps to deduce four common themes. There was evidence that culture has an impact on how female school leaders lead as cultural values are constructed in the family and infiltrate into other institutions outside family boundaries. The treatment of women leaders is influenced by patriarchal attitudes transferred from the home to the workplace. Gendered social role constructs describe what women should be, prescribe how they should behave which devalues their performance, inhibits their success, and categorises them as incompetent. The analysis recommended the intensification of the interrogation of structures and sites where social constructs are reproduced and supported. Socially constructed identities have been confirmed as the source of gender inequalities. In conclusion, society is unlikely to be sensitive to the importance of gender equity until the formal structures and processes that support inequality are transformed.

Cost-effective and promising interventions relative to mental health of the health workforce and their delivery conditions

Abstract EXPH members and Opinion collaborators Effective interventions to protect mental health of the health workforceare likely to be complex and multi-faceted, addressing modifiable risk factors to be implemented across multiple levels. In the context of the Opinion development, evidence from multiple sources, encompassing best practices, guidelines, toolkits, among others, was reviewed. This allowed for the identification of coordinated integrated approaches. Due to potential stigma and discrimination, efforts in the workplace to support mental health should be accompanied by due consideration of legal and ethical responsibilities. The excess burden of mental health issues in the health workforce is well-described, however assessing cost-effectiveness of interventions to address them remains complex given the challenges in quantifying the impacts to assess (economic, societal, ethical, etc.). Organisational delivery conditions are conceptualized in this Opinion using an implementation science framework, which posits that the success of implementation depends on how its delivery is organised and is context dependent. Contextual factors such workplace culture and leadership can largely influence implementation outcomes, whereas resource constraints and barriers, as well as facilitators are also examined. Specifically, we identified several core conditions for the delivery of mental health services. With respect to the intervention, meeting and adapting to evolving user needs is important, as well as assessing the role of stigma, whilst ensuring those with a history of mental health and/or pre-disposing factors are not targeted. Many delivery conditions focused on the workplace and included ensuring safe space and processes (e.g., for help-seeking) and fostering an environment of trust; training in mental health assessment and key delivery conditions for occupational health practitioners and managers while emphasising that there should be no adverse consequences for help-seeking behaviour; and driving transformation in organisational culture towards one of acceptance of the continuum of mental health issues. To support workplace interventions, a clear and comprehensive regulatory and financial structure and mechanisms of support are required. Attention to public and private sector organisations, including multinational corporations (MCNs) and small- and medium-sized enterprises (SMEs) is needed. These enabling structures should encompass sustainable support for long-term prevention and treatment programs, and research and development of innovative approaches, such as de-stigmatization, care re-organization, regulatory frameworks, and data collection and harmonization.

Fostering individual-level absorptive capacity and adaptive performance through leadership context

PurposeThis study aims to examine the effects of trait goal orientations (mastery, performance-prove and performance-avoid goals) on individual-level absorptive capacity (AC), ultimately adaptive performance. This study also explores the cross-level moderating effects of transformational leadership climate on these mediated relationships.Design/methodology/approachData from 480 participants in 76 teams from accounting firms in Northeast Thailand were analyzed using the multilevel method.FindingsFindings showed support for positive indirect effects from approach-related goal orientations (mastery and performance-prove) to adaptive performance via AC and a negative indirect effect from avoid goal orientation to adaptive performance via AC. Results showed that a transformational leadership climate strengthens the relationship between goal orientations and AC, but only when team members have a high level of approach-related goals.Originality/valueThis study extends previous work by providing an understanding of how a transformational leadership context and the differences in goal orientations interact to promote or impede an individual's AC. It also extends our understanding of the mechanism of how AC mediated the effects of trait goal orientations and transformational leadership climate on adaptive performance.

The Importance of Context in Social Justice Leadership: Implications for Policy and Practice

<p style="text-align:justify">This article contributes to the evidence base on the significance of context in enacting social justice leadership. It draws on data from the International School Leadership Development Network of 20+ countries who adopted a common qualitative approach involving interviews with principals identified as being social justice leaders. The article focuses on four case studies of Irish principals in varying primary elementary school contexts. Findings reveal local contextual features significantly impacted principals' perceptions, actions, and self-efficacy as social justice leaders. While the actions and motivation of the principals is similar, two of the principals, working in school contexts where the values and norms are not consonant with broader society, appear to lack confidence in their practice of social justice leadership. This article extends the existing evidence base by arguing for enhanced critical consciousness of all stakeholders related to the personal, institutional and community contexts in schools. It recommends a more flexible and iterative process of policy development to facilitate a more nuanced understanding of the cultural and ideological struggles in schools. Finally, it calls for governments and policy makers to take responsibility for and support disadvantaged communities as education alone cannot solve the issue of inequity.</p>

Reframing leadership: Leader identity challenges of the emergency physician.

Emergency medicine (EM) leadership is often conceptualised as either administrative leadership within the structure (e.g. head-of-committee leader) or operational/functional leadership within a group (e.g. resuscitation-scenario team leader). While these bases of identity are practically useful, they often do not take into account the intricate, underlying challenges to one's leader identity presented by the dynamic, fluid and transient context of EM leadership. In particular, emergency physicians face various leader identity challenges such as nonreciprocal leadership claims and grants at the interpersonal level, identity confusion with multiple roles at the intrapersonal level, tribalism at the team level and antithesis of identity workspace at the organisational level. The present paper proposes a reframing of EM leadership as a socially constructed identity process, whereby emergent leaders learn at the individual level to address identity challenges as they negotiate the nuances of leader-follower interactions. Similarly, at an organisational level, there is an opportunity for formal and emergent leaders to create psychologically safe identity workspaces. The co-creation of EM leadership by leaders and followers would help emergent leaders navigate their leader identity, allowing them to simultaneously inspire confidence and exert influence as future-fit health professionals and leaders.

Development and Validation of Contextual Leadership Instrument for Principals in Malaysian School Context (MyCLIPS)

ABSTRACT This article focuses on the development of the Contextual Leadership Instrument for the Principals in Malaysian schools (MyCLIPS)* * The instrument noted in this article has been copyrighted by Intellectual Property Malaysia (MyIPO) under the names of both authors (license number: CRLY00018065). . Two sets of data were gathered fromschool teachers in Malaysia to test instrument reliability, content validity and construct validity via exploratory factor analysis (EFA), using SPSS 25.0; followed confirmatory factor analysis (CFA), via AMOS 24.0. The final measurement model has three-factors: (1) contextual intelligence, (2) pedagogical support, and (3) collegiality; with a total of 29 items. The validation of MyCLIPS extends knowledge and practice in leadership; the instrument can be further tested in other settings.

Leadership in Context

ABSTRACT My studies of leadership build on the work of Sigmund Freud, Erich Fromm, and Erik Erikson. Those psychoanalysts described leaders of large groups, their personalities and relations with their followers. In my studies of leaders and experience with them, I have found that leadership is a relationship in a particular context. There are different kinds of leaders, and someone can be a leader in one context, but not in another. Furthermore, different leadership roles and different cultures call for different personality types and leadership behavior. People follow leaders for different reasons, and leaders can influence why and how they are followed. While Freud, Fromm, and Erikson only described male leaders, women are increasingly filling leadership roles, sometimes more effectively than men.

Changing Demands on Leadership

ABSTRACT The sociological perspective emphasizes the context for leadership. That context has changed broadly over the last fifty years. In corporations, there has been a move from bureaucratic to more collaborative structures, which place new demands on leaders. More recently, the major contextual development has been polarization of value-orientations, most evidently in the political realm but also in many corporations. In such polarized settings, the ability to lead public conversations becomes critical. Although there are relatively few examples of such leadership in companies, and even fewer in societies, some promising examples suggest the key elements, including not only facilitation skills but also the ability to design and manage processes of engagement over time.