Desire For Leadership Research Articles

THE GENERAL CULTURAL ASPECT OF PROFESSIONAL TRAINING OF STUDENTS BY MEANS OF PHYSICAL EDUCATION

The health of young people is a socially significant category of society, the most important condition for the successful implementation of professional knowledge, skill, creative activity, and performance of future specialists. It has long been an axiom: good physical fitness during student years is the key not only to health and successful mastery of educational material, but also, in the future, highly productive mental and physical labor, the birth of healthy children, active longevity and many positive phenomena associated with this.
 Therefore, physical culture, presented in higher educational institutions as an academic discipline that promotes the harmonious development of the individual, is an integral part of higher education. The program of the discipline “Physical Education” states that the goal of physical education of NTUU “Igor Sikorsky Kyiv Polytechnic Institute” students is the formation of physical culture of the individual and the ability to purposefully use a variety of means of physical culture, sports, and tourism to preserve and improve health, psychophysical training, and selfpreparation for future professional activities.
 The capabilities of physical culture in achieving these goals are determined by the functions it performs biological, informational, aesthetic, communicative, hedonistic, compensatory and several others.
 Along with this, in modern society, physical culture has begun to perform the functions of a social institution that helps the future specialist to navigate well in market conditions. For this purpose, means of physical education are used to develop students' managerial readiness, desire for leadership, and success.
 As a result of combined educational and physical culture-sports activities, students also develop socially significant qualities: social activity, independence, self-confidence, ambition.
 The task of physical education at a university is not only to develop certain physical skills and abilities in students, to increase the level of physical fitness, and to improve physical qualities. During the training process, future specialists must master the system of scientific, practical, and special knowledge necessary to understand the natural and social processes of the functioning of the physical culture of society and the individual.
 This article will help students understand the essence, objectives, goals and possibilities of physical culture and sports in a wide range of their manifestations.

ЕМОЦІЙНО-ВОЛЬОВА СФЕРА ОСОБИСТОСТІ МЕНЕДЖЕРА В ПРОЦЕСІ УПРАВЛІННЯ КОЛЕКТИВОМ

The article is devoted to topical issues of determining the emotional-volitional sphere of the manager's personality in the process of team management. The integration of personal and psychological characteristics of the manager into management processes is analyzed. The specifics of the manager's activities in modern conditions are indicated. The main qualities of the manager include: internal beliefs and willingness to manage; the ability to lead; the ability to manage, the desire for leadership; developed volitional qualities and self-regulation; analytical skills and critical thinking; the ability to work in a team and the ability to take responsibility. The specificity of the emotional-volitional sphere of the manager's personality is substantiated and its importance in the process of team management is described. Emotions and feelings belong to the same substructure of personality. The study noted that emotions and feelings can be differentiated into the following groups: in the form of manifestation (moods, affects, passions); by direction (positive and negative). The emotional sphere is interdependent with other cognitive processes: sensation, perception, memory, thinking, etc. The volitional qualities of the individual include: endurance, initiative, perseverance, organization, determination, self-control, independence, purposefulness, etc. The following characteristics indicate the formation of stable volitional qualities of the manager: the ability to carry out an adequate assessment of the situation, the optimal choice of ways for future action, the rational selection of means and tools, managerial decision-making, etc. The principles of regulation of the emotional-volitional sphere of the manager's personality in the context of the implementation of management activities by the team are determined. It is determined that the emotional-volitional sphere of the manager's personality is an integral component of the manager's personality, which reflects the situational attitude of a person to individual objects and volitional qualities and affects the communicative function of management.

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The article examines the essence of the psychology of interaction in the process of innovative professional activity. The authors define the essence of the "management team" concept, the stages of its formation, and the features of the management team. In addition, the causes of conflicts in management teams, their characteristics, and the consequences for effective teamwork on the project are considered. The study describes the mechanisms of interaction in management teams and the ways to solve their problems. The authors describe the essence of disagreements in management teams, where the group members are both managers with a long history of holding a certain position and also newly appointed managers. The article also examines the essence of conflicts in management teams. The main factors of the appearance of conflicts are determined, where the character is given to such factors as the location of all team members on the same management horizon, the desire for leadership, the presence of experience in some team members compared to others, the relationship of the problematic issue to a certain department, the essence of the project. At the same time, the characteristics of interaction in the team are carried out. The authors characterize such ways of interaction as "shuttle diplomacy," executive influence, pressure from some team members on others, the presence of a common goal, and a motivational component. The study aims to highlight the essence of the psychology of interaction in the process of innovative professional activity in management teams.

ECOCENTRISM AS A PREREQUISITE FOR THE DEVELOPMENT OF A SOCIALLY MATURE PERSONALITY OF FUTURE SOCIONOMIC SPECIALISTS

The article presents the study on future socionomic specialists’ ecocentrism, describes the structure of ecological consciousness and its psychological characteristics. Basing on the analyzed theoretical scientific sources, we have determined that environmental consciousness means a sphere of social and individual consciousness, associated with representations of the nature as a part of the whole existence. According to the obtained data, students with pronounced ecocentric attitudes towards environment are characterized by sociability (high social activity, needs and desires for communications), poise (high tolerance to stress, optimism, high activity, self-confidence), openness (the desire for trustful and open interactions with others, for communications, openness to new experience, high self-criticism), extraversion (sociability, openness, optimism, high activity, friendliness). We have found that the students with pronounced anthropocentric attitudes towards environment are characterized by irritability (unstable emotional states, a tendency to respond emotionally to life situations), reactive aggressiveness (the desire to dominate, impulsivity of behavior), emotional lability (instability of emotional states, imbalance, irritability, insufficient self-control, frequent and abrupt mood swings) and shyness (low stress resistance, insecurity, anxiety). The study results prove that the rank indicators of the examined criteria are different, and this demonstrates differences in psychological characteristics of the respondents with different attitudes towards environment. The differences between the majority of the examined criteria were statistically significant (p≤0.01, p≤0.001), which confirmed possible differentiation of students by of their attitudes to environment. We have proved that expressed different attitudes (ecocentric, apathy or anthropocentric) to environment are not influenced by such psychological characteristics as: orientation in time, neuroticism, spontaneous aggressiveness and depression (p≥0.10). These personal characteristics do not actually influence the formation or transformation of students’ ecological consciousness. Basing on the experimental study, we have determined correlations between the ecocentrism indicators and the characteristics of future socionomic specialists’ social maturity. Namely, the students with pronounced ecocentric attitudes towards environment showed in interpersonal relationships strong authority and the desire for leadership, acute independence and dominance, excessive straightforwardness, accompanied by criticism and distrust, the tendency to cooperate with pronounced altruism and hypersocial attitudes, high stress resistance, optimism, activity, self-confidence.

The Individual Psychological Dimension of an Entrepreneurial Personality

The article presents an analysis of the study, which highlights the specifics of the individual-psychological characteristics of business entities in comparison with a professional group of managers and students. The range of sensitive indicators that ensure the success of each group's activities is determined. In the research, it is proved that managers have significantly higher parameters in terms of "ergic intellectual", "plasticity intellectual", "plasticity communicative", "speed intellectual", "speed communicative", "emotional communicative". However, at the same time, entrepreneurs have significantly lower scores on the scale "ergonomics of motor", "ergonomics communicative", "plasticity of motor". It has been found that entrepreneurs, less than managers, aspire to leadership and physical labour, but are more prone to personal self-development and intellectual perfection. Entrepreneurs are flexible in their decision making and communication with people. These individual and psychological characteristics, in our opinion, ensure the success and stability of functioning in business. Also, entrepreneurs are much easier to engage in social contacts, more impulsive and better verbalize their thoughts than managers. At the same time, they are more dissatisfied with the level of their intellectual development, which drives them to study and self-development. Managers have a high need for communication with people, a desire for leadership. At the same time, they quickly switch from one form of motor activity to another, seek different forms of physical labour and have a high speed of motor activity and mental processes in the exercise of intellectual activity. This is combined with low sensitivity to communication failures, a sense of self-confidence in the process of interacting with others, lack of excitement in case of failure or poor performance of physical work.

Fundraiser Education in the United States: Analysis of Existing University-Based Programs and Unique Training Needs

Fundraising is critical to the success of nonprofit organizations and a particularly unique area of nonprofit management education. Improvements to fundraiser education can echo throughout the sector, and more effective fundraisers will raise more charitable dollars for pro-social missions. However, little is known about fundraiser education. In this article, we identify the number and type of fundraiser education programs in the United States, analyze the scope of these fundraiser education programs, and identify and provide recommendations regarding the unique training needs of fundraisers. Specifically, we recommend fundraising training programs be accessible to practitioners, be holistic in nature, be attentive to the development of soft skills, and engender a desire for leadership—a desire to help donors and nonprofit organizations solve some of the world’s most intractable problems. Subscribe to JNEL

Advancing Women Leaders in Global Health: Getting to Solutions

Background:Women comprise 75% of the health workforce in many countries and the majority of students in academic global health tracks but are underrepresented in global health leadership. This study aimed to elucidate prevailing attitudes, perceptions, and beliefs of women and men regarding opportunities and barriers for women’s career advancement, as well as what can be done to address barriers going forward.Methods:This was a convergent mixed-methods, cross-sectional, anonymous, online study of participants, applicants, and those who expressed an interest in the Women Leaders in Global Health Conference at Stanford University October 11–12, 2017. Respondents completed a 26-question survey regarding beliefs about barriers and solutions to addressing advancement for women in global health.Findings:405 participants responded: 96.7% were female, 61.6% were aged 40 or under, 64.0% were originally from high-income countries. Regardless of age or country of origin, leading barriers were: lack of mentorship, challenges of balancing work and home, gender bias, and lack of assertiveness/confidence. Proposed solutions were categorized as individual or meta-level solutions and included senior women seeking junior women for mentorship and sponsorship, junior women pro-actively making their desire for leadership known, and institutions incentivizing mentorship and implementing targeted recruitment to improve diversity of leadership.Interpretation:This study is the first of its kind to attempt to quantify both the barriers to advancement for women leaders in global health as well as the potential solutions. While there is no shortage of barriers, we believe there is room for optimism. A new leadership paradigm that values diversity of thought and diversity of experience will benefit not only the marginalized groups that need to gain representation at the table, but ultimately the broader population who may benefit from new ways of approaching long-standing, intractable problems.

Advancing Women Leaders in Global Health: Getting to Solutions.

Women comprise 75% of the health workforce in many countries and the majority of students in academic global health tracks but are underrepresented in global health leadership. This study aimed to elucidate prevailing attitudes, perceptions, and beliefs of women and men regarding opportunities and barriers for women's career advancement, as well as what can be done to address barriers going forward. This was a convergent mixed-methods, cross-sectional, anonymous, online study of participants, applicants, and those who expressed an interest in the Women Leaders in Global Health Conference at Stanford University October 11-12, 2017. Respondents completed a 26-question survey regarding beliefs about barriers and solutions to addressing advancement for women in global health. 405 participants responded: 96.7% were female, 61.6% were aged 40 or under, 64.0% were originally from high-income countries. Regardless of age or country of origin, leading barriers were: lack of mentorship, challenges of balancing work and home, gender bias, and lack of assertiveness/confidence. Proposed solutions were categorized as individual or meta-level solutions and included senior women seeking junior women for mentorship and sponsorship, junior women pro-actively making their desire for leadership known, and institutions incentivizing mentorship and implementing targeted recruitment to improve diversity of leadership. This study is the first of its kind to attempt to quantify both the barriers to advancement for women leaders in global health as well as the potential solutions. While there is no shortage of barriers, we believe there is room for optimism. A new leadership paradigm that values diversity of thought and diversity of experience will benefit not only the marginalized groups that need to gain representation at the table, but ultimately the broader population who may benefit from new ways of approaching long-standing, intractable problems.

“Absence has not abated your love”:1 the nostalgia for an idealized aristocracy in The Castle of Lindenberg during the Romantic era

During the late eighteenth and early nineteenth centuries, a popular thirst for sensation wed to historic anxieties about political and social unrest infused gothic literature and art. This article examines the texts of nine abridgements of Matthew Lewis’s novel The Monk (1795) between 1798 and 1823 as projecting the trials of sympathetic aristocratic characters who encounter natural and supernatural disruptions that are depicted in their thirteen illustrations; in these texts, the disruptions represent threats to the established order through the inappropriate exercise of power. The combination of text and illustration in these abridgements (primarily chapbooks), variously entitled The Castle of Lindenberg, Raymond and Agnes, and The Bleeding Nun, reflect a nostalgic desire for leadership by a threatened, idealized aristocracy that combines traditional heroic characteristics of romances with Enlightenment values of reason and compassion.

The impact of explicit and implicit power motivation on educational choices

Abstract The aim of three studies was to examine the differences between business majors and non-business majors, in their level of implicit (measured by an Implicit Association Test [IAT], Greenwald, McGhee, & Schwarz, 1998) and explicit power motivation (measured by Power Motivation and Helping Power Motivation scales, Frieze & Boneva, 2001).It was predicted that there are no differences between these two groups in the general (implicit) level of power motivation, but that differences exist in the way it is explicitly expressed: through desire for leadership and prominence vs. desire for helping. Results of Study 1 indicated that business majors (management, N=79) declared a higher leadership motive and a lower helping motive than non-business majors (history, psychology, linguistics, N=62).Study 2 addressed question whether the above differences in power motivation stem from socialization at the university level or from pre-selection. The relationship between high school students’ (N=134) academic major preferences and their power motivation was tested. It was found that the more they were business-oriented, the higher their scores were on leadership, and lower on helping scales. In Study 3, business majors (economics, N=75) and non-business majors (psychology, N=82) completed the same questionnaire as participants in previous studies, as well as performed the IAT. Non-business majors declared stronger explicit helping motive, while business majors expressed stronger prominence and leadership motives. Furthermore, for non-business majors, IAT results could be predicted by their helping score. Implications and possible limitations of the presented results are discussed.

Leaders in need of followers: Emerging powers in global governance

Emerging powers such as Brazil and Germany increasingly articulate their desire for leadership in global governance. Examples comprise the bids for permanent membership in the UN Security Council and the founding of the G20 at the WTO meeting in Cancùn. Emerging powers, however, often fail to achieve their goals. This article focuses on followership as a core condition for success and failure of emerging power leadership in global governance. I argue that in order to perform successfully, any leadership must be accepted by followers and that followership depends on the credible inclusion of the interests and/or ideas of potential followers into the leadership project. This argument is tested in case studies on Brazil’s and Germany’s bids for structural power in the UNSC, for directorship in international organizations and for policy positions in the WTO trade negotiations.

A new era: Women and leadership

After years of analysing what makes leaders most effective, management gurus have figured out how to boost the odds of hiring a great executive: Hire a female (Sharpe, 2002, in Business Week). Over the years, there has been a dramatic shift of women’s roles in leadership. Women have always had the capacity and desire for leadership; however, due to political, economical and societal restrictions, they were unable to advance in leadership positions. In 1972, women held 18% of administrative positions in the United States; and by 2002, these positions increased to 46% (US Bureau of Labour Statistics, 1982, 2002). Recent results show that traditional gender gaps in competitiveness have sharply decreased. Recently, a gender comparison of emotional intelligence revealed a significant difference in favour of females by (p〈.05). Changes will continue in leadership regardless of gender and societal stereotypes. Future interest will undoubtedly follow the journey in which women advance in leadership roles.

Atlantis lost, Paradise regained? The United States and Western Europe after the Cold War

The end of the Cold War has generated many new questions about United States policy towards Western Europe. This article identifies three comnpeting pressures-the calculus of US interests, the psychological desirefor leadership, and the salience and complexity of the domestic problemsfacing the Clinton administration. It outlines three optionsfor the United States-efforts to continue the leadership role, selective engagement combined with cooperative introversion, and disengagement combined with economnic confrontation-and suggests that domestic pressures are likely to push the United States towards the third of thlese.