Leadership In Context Research Articles

Building-up resilience and being effective leaders in the workplace: a systematic review and synthesis model

PurposePsychological resilience, defined here as the capacity to bounce back from adversity and failure, has been studied in various leadership contexts. However, the literature demonstrates less consensus concerning how psychological resilience manifests in, and interacts within, the leadership role and, equally, the focus on resilience development is underdeveloped. This paper addresses these issues by focusing on the interactions between psychological resilience and leadership and presents practical development strategies.Design/methodology/approachA systematic review employing 46 empirical studies followed a thematic synthesis within an associated model encapsulated as building-up resilience and being effective.FindingsFirst, resilience is identified as essential and can benefit individuals and organizations' work outcomes across leadership contexts, including work performance, job engagement, well-being, and enhanced leadership capability. Secondly, leaders may build up their resilience by obtaining coping skills and improved attitudes toward challenges. Resilient attitudes, which are presented as paradoxical perspectives towards challenges, may help leaders adapt to challenges and adversities leading to beneficial outcomes.Research limitations/implicationsEven though this study provides a deeper understanding of the essential function of psychological resilience in leadership, the findings are limited to the workplace contexts investigated, e.g. exploring small sample sizes (13,019) or country contexts (22). Future research could expand the rhetoric around interactions between psychological resilience and leadership. Furthermore, the underlining mechanism between the paradoxical perspective and resilient attitudes is still largely unclear. Thus, more research is needed to disclose the interaction of paradoxical perceptions and leadership resilience. Further research can investigate how resilient attitudes demonstrate in actions in dealing with challenges and adversities.Practical implicationsThe authors further an argument that leaders may enhance their resilience through embracing a paradoxical perspective towards challenges (resilient attitude), e.g. being adaptive to adversities, and the attitude of learning from failures. These enhanced resilient attitudes could help leaders deeper understand and examine their reality and persist under high pressures and develop an innate ability to utilise resources more effectively to help them survive and thrive in challenging circumstances, instead of becoming overwhelmed by the burden of complexity or giving up. This will offer a practical contribution to resilience development.Social implicationsImportantly, this study found that resilience is an essential leadership trait and can benefit individuals and organizations' work outcomes across leadership contexts. These positive effects of resilience may encourage organizations or society to promote psychological resilience, including a resilient attitude, to deal with adversities and uncertainties.Originality/valueFundamentally, the synthesized model applied may encourage further studies to focus on how to build up resilience and practically apply it in workplaces across leadership contexts. In particular, this study found that adopting paradoxical perspectives and ambidextrous leadership approaches toward adversities is an original resilience development strategy, which serves to contribute to the gap in the literature.

Leadership in the context of digital health services: A concept analysis.

To define and clarify the concept of leadership in the context of digital health services using Walker's and Avant's concept analysis model. Conceptualizing leadership in the context of digital health services is needed to deliver higher quality services and advance research. Searches were conducted of MEDLINE (Ovid), Scopus, CINAHL (EBSCO) and ProQuest (ABI/INFORM). Empirical articles were included if they reported attributes, antecedents or consequences of leadership in the study context. A total of 4037 references were identified; 23 were included. Leadership attributes concerned leaders' behaviour, roles and qualities. Antecedents concerned informatics skills and competence, information and tools, understanding care systems and their complexity and education. Consequences related to organization, professionals and patient and care. Based on our results, the term 'e-leadership' should be more widely utilized in nursing practice and research. Nurse leaders need to be strong leaders; they need to be visionary and use strategic thinking to develop existing and new digital solutions. By becoming e-leaders, nurse leaders may increase the successful development and implementation of eHealth and benefit clinicians and patients.

When is Authoritarian Treatment Less Harmful to Employee Trust? From A Social Contextual Leadership

Authoritarian leadership (AL) can harm the social exchange relationship between leaders and followers. However, it matters a lot how followers interpret a leader’s treatment. Drawing on implicit leadership theory and the contextual leadership perspective, we examined three discrete social contexts in which coworkers experienced authoritarianism, manager authoritarian behavior, and a supportive organizational climate, affecting employees’ expectations toward leader authoritarianism to influence their reactions toward AL. Using a dataset of 311 employees in 99 teams in Study 1, results showed that when coworkers experienced high authoritarianism from their supervisor, and when managers demonstrate high authoritarian behavior, an authoritarian supervisor is less detrimental to employees’ affective trust, which is less harmful to their task and organization performance. In Study 2, using a sample of 3,058 employees from 19 companies, we demonstrated how a supportive organizational climate affects employees’ reactions to AL. Using multilevel path modeling, we found that an authoritarian supervisor is more harmful to employees’ affective trust and their organizational performance when there is a high-level supportive climate. Our study contributes to the leadership literature by showing how the discrete work context affects employees’ leadership expectations and reactions to leader treatment.

Fearless Dominance and Leader Effectiveness: Lykken’s Socialization Hypothesis (WITHDRAWN)

We tested Lykken’s (1995) hypothesis that fearless dominance can lead to both adaptive and antisocial behaviors. According to Lykken, the direction of the career path of individuals high on fearless dominance is mainly influenced by their level of socialization, and prior research has found encouraging results for this hypothesis. However, research also shows that the presence of fearless dominance increases at higher levels of an organization’s hierarchy. Therefore, our goal was to test Lykken’s socialization hypothesis in a leadership context. By linking Lykken’s hypothesis to socioanalytic theory and a recent process model of leadership, we suggest that fearless dominance and successful socialization (i.e., higher educational level) influence leadership outcomes via political skill. Our sample comprises 239 leaders, their superiors (N = 239), and a total of 457 subordinates. Using moderated mediation analyses, we show that leaders high on both fearless dominance and educational level possessed greater political skill, mediating improved job performance, transformational leadership, and team performance. However, with low educational level, this mediated relation is negative. We discuss these results regarding Lykken’s hypothesis and provide an outlook for future research.

Do Leaders Matter ? Evidence from 56 Years of U.S. Governor Successions

Societies are facing numerous grand challenges and leaders are increasingly counted on to provide solutions. Top-level institutional leaders are implicitly assumed to have an effect on important social and organizational outcomes. But can top-level leaders affect outcomes that unfold across space and time via various pathways? Some research streams have suggested that organizational outcomes may not be caused by, but are simply ascribed to the leader; leadership may merely be a social construction. We provide a rigorous test to determine whether leaders matter by exploiting a very controlled, though unusual leadership context, where leader discretion is large; that of U.S. state governors. This context allows us to estimate precisely what role top-level leaders may play in determining institutional outcomes, measured on a standard metric. We quantify the “leadership effect” in a sample of 500 governors across the 50 states of the U.S. and the district of Columbia. We use a custom likelihood function to implement state-of-the-science methodical advances in variance decomposition on a sample of 2,985 governor-time observations, covering the periods 1963 to 2019, to explain variance in real yearly Gross Domestic Product (GDP) growth. After having partialed out time effects (0.47 of the variance in real yearly GDP growth), we show that governors are responsible for 4.45% of the variation in real GDP growth, while state-effects only account for 1.45% of the variation in real yearly GDP growth. Our results contradict earlier research suggesting that top-level leadership may not matter (e.g., Salancik & Pfeffer, 1977). Keywords: Leadership, Variance decomposition, Economic growth, Leader performance, GDP, Political Leadership, Maximum likelihood, Autoregression.

Leadership practices and sustained lesson study

ABSTRACT Background The continual improvement of teaching and learning is vital for schools in order to meet the rapid changes in the world around us. Lesson study is considered a valuable professional development approach in that regard. It is focused on teachers collaboratively studying live classroom lessons. Sustaining lesson study, by making its core components part of the school’s organisational routines, can help schools continually and systematically to improve student learning and teaching. However, despite the value of this approach, sustaining lesson study turns out to be complex. Leadership seems to play a crucial role therein, but the question is: how? Purpose The study aimed to gain in-depth insight into what leadership looks like in schools that sustained lesson study. Method A case study design was used to investigate leadership in two secondary schools. We conducted over 300 hours of observations through immersion within practice, collected school policy documents, and interviewed the school leadership. Data were analysed qualitatively. Findings The analysis identified that both schools carried out various leadership practices for sustained lesson study. For leadership at schools that aim for sustained lesson study, it seems important to schedule lesson study, to be available, to have knowledge about lesson study and to appoint a lesson study coordinator. Whether and how leadership practices were carried out seemed to depend on the school’s context – for instance, by the policy reasons for working with lesson study. As such, it is important to examine the school and its leadership in context when considering sustainability. Conclusion Through immersion within practice, specific and real-life examples of leadership were identified. This study’s insights could help school leadership to sustain lesson study in their schools.

Determining the form of leadership that best ‘fits’ for practice in youth mentoring

There has been a lot of literature and study on youth mentoring. However, little has been found in the literature that explains the form of leadership model that is being practiced in a mentoring relationship. Moreover, this is a complex issue since mentoring takes place in many settings, and in the partnering relationship. A mentor also plays a variety of roles, and that there is reciprocal influences and power suggesting that leadership is at play and practiced by both parties. This paper therefore explores, examines, and discusses the forms of leadership that could best ‘fit’ in a youth mentoring programme. This will also include literature on mentoring and its practices in the youth, its non-formal learning context, a variety of several leadership concepts and theories; discussed those literature and determine the leadership practices that best fit this context of youth leadership. The findings had suggested a ‘bottom-up multidimensional’ approach to leadership employing various leadership concepts and models. This can then serve to be a generic model for practice, as well as for further study to establish a leadership model for different settings, such as in the context of youth learning mentorship programme that can contribute to positive youth change.

Manajemen Pendidikan Pesantren (Implikasi Resolusi Konflik Dalam Studi Kasus Di Pondok Pesantren Al-Ichsan Mojokerto)

Seen in the context of education management, the forms of conflict among pesantren elites caused by various factors, basically have dysfunctional implications on the management of education in pesantren. Conflicts have dysfunctional implications for the management of education, ie within the context of organizational structure, leadership context, the context of management functions, the context of management aspects and the loss of public trust. These five contexts affect each other and relate between one context and another. This study aims to obtain an in-depth picture of conflict resolution and management in pesantren with a qualitative approach. Pesantren has a deep-rooted tradition, namely the power (power) figures kiai in management. With the barakah system, the power (power) and authority of the kiai influence predominantly on institutional patterns, instruction and control of academic post in pesantren.

국내 윤리적 리더십에 관한 연구

Based on a review of empirical literature on ethical leadership in Korea, we summarize the current research trends and analyze the integrated relationships among leader-, follower-, situational-factors and ethical leadership using meta-analytic techniques to propose a set of future research agendas on ethical leadership in Korea. Based on 90 independent ethical leadership related studies published in Korean journals in social sciences disciplines, our meta-analysis results show that there is a strong relationship between follower-related factors and ethical leadership. In particular, our meta-analytic results indicate that leaderfollower interpersonal variables (i.e., LMX, trust) and in-role and extra-role performance variables (i.e., task performance, OCB, creativity, and deviance-unethical behavior) have significant relationships with ethical leadership. Further, we examine these relationships by exploring several potential moderators such as measurement of ethical leadership, research design (independence of data sources, time-related research design), and research context (nation of data sample, type of organization). Along with implications of these findings and study limitations, we discuss the future research directions for ethical leadership scholarship in Korea.

Lead…For Father’s Sake: An Autoethnography on Leadership Growth in Western and Indigenous Contexts

This autoethnography examines the juxtaposition of Western and Indigenous ideas of leadership through my lens and experiences as a refugee, student-athlete, a patriarch in a sub-Saharan African culture, and Soldier. I utilized existing literature on leadership perspectives from multiple regions (McManus & Perruci, 2015) to contextualize the study, revealing insights into differences in leader-follower relationship, decision-making, and responsibilities. Although the Western context, specifically the United States, is predominantly individualistic, I highlight the versatility and plurality of its leadership—sports and the military provide the most potent examples. Leaders in the Western context are judged on their leadership role, whereas Indigenous leaders are judged on their actions and every aspect of their life beyond their role. Indigenous Dinka (South Sudan) leadership context reveals unique insights into the role of leaders, followers, context, and culture. Leadership educators and scholars can use the insights to inform leadership development programs, research agendas for immigrant youth in the United States, and youth models of leadership ideas in practice.

LEADERSHIP THEORIES REVIEW

Through years many theories, definitions and classifications about leadership have been developed and can be found in the contemporary literature. Despite the fact that volumes of writings about leadership exist in global literature still it is considered a debated subject since the leadership content remain inconsistent and unclear. In addition, researchers in an effort to define and classify leadership have concluded that it is a complex, flexible and multidimensional phenomenon which requires plenty light to be shed on it. The most prominent theories that emerged during 20th century and will be analysed in chronological order constitute of the Great Man theory, Trait theory, Contingency and Behavioral theory. The purpose of the present paper is to examine the wider context of leadership and its effectiveness towards improving, through organizational changes, the public sector in times of crisis. It can be considered as an additional conceptual approach to the existing literature.

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.