Emergence Of New Leadership Research Articles

Liderazgo pedagógico en pandemia. Desafíos y aprendizajes

The pandemic involved reinventing the school format using various strategies to guarantee continuity in teaching. The transformations in pedagogical leadership in secondary education in Uruguayan Catholic schools were explored (in 2021), analyzing six dimensions proposed by Robinson (2019). Seventy-four managers nationwide were surveyed using quantitative-qualitative techniques, and interviews were conducted with an intentional sample in six schools. Their perceptions, as key actors, regarding the decisions and strategies applied, as well as the accomplishments, difficulties, and learning experiences, showed significant changes in pedagogical leadership during the pandemic. It involved adjusting goals and expectations with teachers, accompanying replanning, providing training and support to navigate virtual technological environments. It favored the emergence of new leadership, enhancing teaching coordination and networking. In addition, it required socioemotional support for the members of each educational community to encourage active commitment and to sustain educational continuity with new school-family links.

Spiritual Explosion

Australian Pentecostalism may be traced back to the late nineteenth and early twentieth century but remained a very small part of the Australian religious landscape until the late 1970s, when it suddenly began an explosive growth period that was sustained for twenty years. This article explores and analyses the statistics that chart this growth. It reviews the existing literature on the causes of this sudden growth spurt produced by participants and observers of Australian Pentecostalism in books and journal articles. It concludes that, according to this literature, there were four main factors driving this phenomenon: cultural changes in Australia; a spiritual movement that included the 'charismatic movement' and the 'Latter Rain' stream; the emergence of new leadership and governance structures; and demographic factors. The article concludes by raising a number of questions that demand further research.

From demonisation to rapprochement: Abiy Ahmed’s early reforms and implications of the coming together of Ethiopia and Eritrea

ABSTRACTIn July 2018, the leaders of Ethiopia and Eritrea signed a historic peace agreement. The emergence of new leadership in Ethiopia was key to the unprecedented coming together between the two countries. This piece briefly discusses Ethiopia-Eritrea relations, Ethiopian Prime Minister Abiy Ahmed Ali’s ascent to power and the reconciliation between the two counties. It contends that the agreement is likely to affect the domestic political landscape in each country, while also affecting inter-state relations in the Horn of Africa.

From Partnership to Liberation

AbstractAlthough there were more women present at the 4th Assembly of the World Council of Churches (WCC) at Uppsala in 1968 than at previous assemblies, they still formed less than 10 percent of the voting delegates. There was thus a large discrepancy between the WCC's theological statements on the cooperation of women and men and the various power structures found in the WCC and its member churches. Nevertheless, Uppsala marked a significant turning point for women in the WCC. The expansion of the WCC, the commitment to restructuring, and the emergence of new leadership all contributed to the beginning at Uppsala of a new era in the ecumenical movement, leading to a shift in discourse from cooperation to liberation, and a new awareness of women's universal struggle for liberation from all forms of discrimination and oppression.

Nursing and the 21st Century: what's happened to Leadership?

This paper has stemmed from several conversations between the authors over recent times about the current state of leadership in nursing. The authors believe a lack of effective leadership has much to do with the times in which we live. As a result, this paper explores leadership against a backdrop of social and political change and seeks to revise the concept in light of 21st century developments. The demise of leadership is discussed and ideas about the emergence of new leadership brought to light. Finally the need for nurses and nursing to shake off the depressive effects of economic rationalism, join forces and unite for a cause is recommended.

Predictors of success in a participatory village development project in Thailand

AbstractParticipatory development strategies are known to mobilize rural resources, but their effectiveness depends on local conditions. This article evaluates the potential importance of three facilitating factors: competing opportunities, development experience, and local leadership. The impact of these factors on project outcome is examined through study of a rural development project undertaken from 1982 to 1985 in southern Thailand. The project used participatory techniques to build self‐guided problem‐solving groups in 21 poor villages. The village groups launched income‐generating, health, education and related efforts that attracted the participation of large numbers of village residents. Comparison of the village project experiences confirms that: participatory strategies are more effective in villages that (1) are relatively isolated from competing urban opportunities (villagers are more prepared to invest their own resources in the community); (2) have prior experience with development efforts and community endeavours (villagers are more open to learning new approaches); (3) hold greater confidence in traditional village leaders and local government agents. When local leadership is not held in great confidence, participatory strategies are found to encourage the emergence of new leadership that can successfully guide project efforts.

The 1967 Indian Election: Patterns of Party Regularity and Defection

o almost everyone, even scholarly observers in the field, the results of the 1967 Indian national election were startling. Although one could sense that change was in the air, the magnitude and nature of the upset was unexpected. The dominance which the Congress Party had maintained for 20 years was broken; key establishment leaders including the party president, Kamaraj, were defeated; non-Congress governments were formed in eight states (governing two-thirds of the Indian population); and the Congress dropped from 73.1% of the seats in the Lok Sahba (lower house of Parliament) to 54.6%a loss of 81 seats. Faced with these sensational developments pundits and scholars alike advanced a spate of theories and explanations of -the election, some carefully reasoned, others less cautious and more speculative. At the level of parliament and government the basic argument has been concerned with whether or not the evidence from the election indicates that Congress government has been repudiated and what the meaning of the election is with respect to the emergence of new leadership, new policy, new power relationships, new legislative party roles. At the level of the electorate the argument has concerned the question of whether a new alignment in voting behavior is occurring, linked to new social and political forces, an alignment which augurs the demise of the one party dominant system, possibly the disintegration of Congress itself, and the rise of stronger non-Congress parties and new party coalitions at the national as well as at the state level. As the Economic and Political Weekly put the question, is this a deepening political crisis or a passing phase? As the student of critical elections would put it, is this a realigning election with a basic shift in party loyalties and voting behavior or only a deviating election? It

Democratic Decentralization and Rural Leadership in India: The Rajasthan Experiment

The experiment in democratic decentralization in its institutional form of panchayati raj is still in its infancy, having been introduced less than five years ago in most parts of India. It is rather early to expect that panchayati raj should have, by now, succeeded in effecting the emergence of a new type of rural leadership, or even to have had an enduring impact at the rural level. The emergence of a new pattern of leadership even in a developed democracy is a long drawn out process; this is even more the case in a developing society such as India. The quest for new leadership is the quest for a revolution in man, who does not stand in isolation but who is subject to a number of influences, both historical and contemporary. Thus the problem of new leadership is essentially a problem of social change. An additional complication is the fact that the new leader is at once the cause and the consequence of social change. It is this interdependence which makes both the pace of social change and the process of the emergence of new leadership at times distressingly slow. This is all the more so because social change in itself is a multi-dimensional phenomenon. It is at once inward and outward, inward on the psychological plane and outward on the social plane. Social change in a community is a process of inward response and adaptation-response to fresh stimuli emerging out of a live, dynamic and developing society, and adaptation to new ideas, both in terms of thought structure and thought processes, and to new trends in mode of life and behavior. These new ideas and trends in mode of life and behavior are the cumulative results of a process of change in society in various of its aspects-socio-economic, political, even religious and ethical to some extent and, above all, intellectual and aspirational. The essence of social change lies in molding (and sometimes even casting anew) man's ideas and mode of life in response to this process of multi-dimensional change, amounting in fact to a reoriented and perhaps even altogether new, value-pattern in society. The emergence of leadership is part of the process of reorientation in which the leader plays a dual role: first, of embodying the spirit of social change in himself and, then, of serving as a catalytic agent in society.

Bureaucratic Mass Media: A Study in Role Definitions

In this paper I have reconstructed the history of a group-its beginning, breakdown, and reorganization. The analysis has substantiated many empirical findings obtained in more microscopic investigations.8 When accustomed behavior does not facilitate the attainment of perceived goals, new behavior modes are attempted. The accompanied loss of anchorages produces random and fumbling response situations, and members seek to reduce psychic stress by regularizing their relationships with others within the framework of the new group structure. When leadership is incapable of facilitating this process of goal attainment, there result factionalism and internal conflict and, in the case of Calorie Collectors, the eventual re-ordering of the status system with the emergence of new leadership. In analyzing group behavior it is necessary to consider interrelatedly the ego-system of individuals, the situation or situations the members of groups face, and the pressures upon them which are found in the more general societal setting. These pressures or socio-cultural influences result from the interaction of persons in a variety of groups. They become internalized in the individual's ego-system, and the person then acts, defines, and perceives group situations and relationships in terms of them. The immediate group situation is a part of the larger cultural setting, and the former can best be understood in terms of the latter. Members of Calorie Collectors were influenced by the attitudes of their families and those of their physicians, the reactions of professional people and social agencies in the community, the stories in the press, the response of friends and associates, and the self-perceptions of their roles in the larger society. These representations of the outside culture need to be considered in the study of individual and group behavior. 8 The author refers specifically to the type of studies conducted by such investigators as A. P. Hare, Muzafer Sherif, 0. S. Harvey, A. S. Couch, L. F. Carter, E. F. Borgatta, R. F. Bales, R. W. Heyns, H. H. Kelley, M. M. Shapiro, R. M. Bass, and F. L. Strodtbeck.