Executive Leader Research Articles

Assessing the Impact of Executive Education

Harry Miller, the new CEO of a large and growing multinational transportation and logistics company, has asked Allison Freeman, his CHRO, to brief him on the impact that their off-site custom executive education program has had. In turn, the CHRO has enlisted Jack Drake, the program's faculty leader, to collaborate with her in responding to the CEO's request. Students are asked to step into the role of the faculty leader, who has formulated a general framework to do so, and must fill the framework with as many potential ideas regarding the impact as possible. Excerpt UVA-G-0650 Aug. 5, 2020 Assessing the Impact of Executive Education Introduction Jack Drake, a senior faculty member at the Gail Palmer Ashton Graduate School of Business and a frequent executive education custom program faculty leader for the school, distractedly looked at the caller ID and picked up his phone on the fifth ring. “Allison, hi, how are you?” Drake asked as his attention immediately shifted to Allison Freeman, CHRO at one of the school's largest executive education corporate clients, on the other end of the line. “I hope you are doing well and finding time to enjoy the arrival of spring,” Drake sincerely stated. “Hi, Jack, I'm glad that I caught you in the office, and yes, I had my first spring mountain biking trek this past weekend, and it felt really good to be out in the hills and woods. It even feels great today to have sore legs and arms from the pounding they took on those rugged trails.” . . .

A Comparative and Narrative Analysis: Executive Leader as Team Builder at the University Level

This study was to compare and narrate the difference in the role of team building, through self-assessed inventory by VC (Executive Leader), observation sheet filled by co-workers as well as the narrated view of executive leaders regarding team-building of the newly established University of the region. Concurrent triangulation mixed-method design was followed. Vice-Chancellors of all Public universities of Khyber Pakhtunkhwa, Pakistan constitutes the population of the study. According to the design, the same sampling technique was used. Four ViceChancellors of newly established Universities and five observers among their co-workers of each VC were taken as respondents of the study. There were significant differences among the self-assessed views of VCs regarding team building and views of their coworkers and narrative views of executive leaders at newly established universities. For team leadership, egalitarian style, knowledge of emotional intelligence and target-oriented communication are recommended

Executive leadership performance according to Culture Variety in Iranian organizations (Case Study: Social Security Insurance of Main Provinces in Iran

Today's organizations are face with many challenges, such as maintaining the quality through reduced resources, improve financial management, to receive more research support, development of new intrusions and skills, assist members to cope with the increasing work pressure, maintaining motivation and work spirit, innovation in education and research. The purpose of this investigate research is to analysis and examine the executive leader’s behaviors and the managers with the culture difference in Iranian organizations based on Hofstede's cultural indicators in the large companies’ contacts of main provinces of Iran. The current study applied and descriptive-correlative and analyses the situation on of executive leaders in different culture throw the work at large companies with the employees by different cultures and behaviors. The statistical population of the survey is carried out by the employees of the central offices of Social Security Insurance, which was reported in 2017 by more than 6,000 people population. The sample size is 351 according to the Morgan table and selected by proportional random sampling. The main method of gathering the information’s in this research is with the designed questionnaire combination of a researcher idea and Hofstede's theory. Also, the validity of the questionnaire was verified by factor analysis ANOVA and 6 factors explained the total of variance of 51.59%. The calculated reliability coefficient for the culture questionnaire by the Cronbach coefficient test was 0.795, which shows an acceptable reliability. The results of this research showed that there are different cultures based on geographic regions and it has direct impacts on the behaviors of employees and executive leader’s performance. Finally, some suggestions for leaders and managers were explained with regard to the existing cultural differences.

Leadership Disparities in State Governmental Public Health Workforce: Examining the Influence of Gender.

Objective:To determine the extent to which gender disparities exist in either obtaining a leadership position or pay equity among those with leadership positions in state governmental public health agencies.Design:Utilizing the 2014 Public Health Workforce Interests and Needs Survey, a nationally representative cross-sectional study of state governmental public health agency employees, the characteristics of the state governmental public health agency leadership were described. We estimated the odds of being a manager or an executive leader and the odds of leaders earning greater than $95 000 annually for women compared with men using polytomous multinomial regression and logistic regression models, respectively.Setting and Participants:The Public Health Workforce Interests and Needs Survey was conducted via electronic survey at 37 state health departments. This study utilized only those respondents who listed their current position as a supervisory position (n = 3237).Main Outcome Measures:Leadership position and high-earning leadership were the 2 main outcome measures explored. Leadership position was defined as a 3-level ordinal variable: supervisor, manager, or executive leader. High-earning leadership was defined as a member of leadership earning $95 000 or greater.Results:Women accounted for 72.0% of the overall state governmental public health agency workforce and 67.1% of leadership positions. Women experienced lower odds (odds ratio = 0.55, 95% confidence interval: 0.39-0.78) of holding executive leadership positions than men and lower odds (odds ratio = 0.64, 95% confidence interval: 0.50-0.81) of earning an annual salary greater than $95 000.Conclusion:While women were represented in similar proportions in the general workforce as in leadership positions, gender disparities still existed within leadership positions. Increased effort is needed to ensure that opportunities exist for women in executive leadership positions and in pay equity. With public health's commitment to social justice and the benefits of diversity to an agency's policies and programs, it is important to ensure that women's voices are equally represented at all levels of leadership.

Size, density and small scale elections: A multi-level analysis of voter turnout in sub-municipal governments

What are the consequences of fragmenting political and administrative authority within municipalities? Portugal provides an excellent setting to study the effects of sub-city institutional fragmentation because each of its 308 municipal governments is divided into sub-municipal governments (SMUs). The 4259 SMUs deliver services to the residents and its executive leader serves on the city council. In this paper we investigate the determinants of voter turnout in these SMUs. We argue that the size and density of SMUs affects electoral participation, but this effect is mediated by the municipal context. High levels of population concentration and low levels of territorial fragmentation at the municipal level are expected to improve voter mobilization efforts and mitigate the negative effect of size and density on voter turnout. Hierarchical linear analysis of municipal and SMU data finds strong support for size and density effects and moderate support for multilevel relationships.

International Treaty Ratification and Leader Turnover

Political leaders are ultimately responsible for their country?s foreign policy, but our understanding of how executive turnover affects the likelihood of international treaty ratification remains limited. For contributing to this debate, I define leader change as the replacement of the executive leader by a new one who relies on different social groups for support. Focusing then on those cases where new leaders can assume office only from predecessors who plausibly supported treaty ratification, I expect that ? in light of the predecessor?s support for an agreement and the change in the domestic support base ? leadership turnover makes ratification less likely. The empirical implication is tested with quantitative methods using data on multilateral treaties of the post-Cold War era. The main findings and a series of additional analyses provide strong and robust evidence for the theoretical argument. This research sheds new light on the determinants of multilateral cooperation as well as the role of government leaders in international affairs and foreign-policy decision-making.

Time Horizon of Government and Public Goods Investment: Evidence From Japan

Whether longer tenure of political agents leads to better public policies is a central question of political economy. Tenure security extends the time horizons of dictators, and this property may be important for understanding economic growth under extractive institutions. This study estimates the causal impact of longer time horizons of local dictators using sub-national data from 17th-century Japan, a setting with extractive institutions. Local lords at that time faced the risk of having to transfer their domains by order of the central government. In 1651, the death of the executive leader of the central government reduced the transfer risk faced by particular local lords (insiders) for plausibly exogenous reasons. Using a newly digitized historical dataset and the difference-in-differences method, I find that agricultural investment increased more in insiders' domains after 1651. This effect was not greater for the domains of lords who would have exerted more effort toward their careers, for those who would have had more knowledge on the local economy, or for those who would have been less credit constrained owing to the transfer experience, indicating that the reduced-form effect is driven by the longer time horizon channel.

Н. А. Маслаковец о хозяйстве донских калмыков

Публикация посвящена общественно-политическим взглядам Н. А. Маслаковца (1833–1908 гг.) ― крупного администратора и военного деятеля пореформенной эпохи в России, историка донских калмыков. В ней представлены фрагменты книги «Статистическое описание кочевья донских калмыков» (Новочеркасск, 1874), содержащей характеристику состояния сельского хозяйства у калмыков-донцов, прежде всего скотоводства. Книга, подготовленная автором в бытность членом комиссии по межеванию Области Войска Донского, представляет собой первое в отечественной литературе комплексное исследование субэтноса донских калмыков.

Examining the Career Trajectories of Nonprofit Executive Leaders

Although much has been written about the need for effective nonprofit leadership and management, less attention has been paid to the unique career paths taken by professionals who occupy the highest nonprofit staff positions. This study investigated who is serving in the role of executive leader of nonprofit organizations and the variables that may affect reaching the CEO position. Data for this research included a random sample of LinkedIn profiles of local and regional leaders from 12 national nonprofit organizations. K-modes cluster analysis and multiple regression modeling revealed clues for understanding the career trajectories of current top leaders and resulted in the development of a new typology for nonprofit executive career paths. Significant factors affecting the path to the CEO role included gender, education, age, mission-focused career, and sector-specific experience. These findings inform nonprofit professional career decision making and guide boards in the executive selection process.

Urban governance innovations in Rio de Janeiro: The political management of digital innovations

ABSTRACTThis article analyzes urban governance innovations in the city of Rio de Janeiro, Brazil, focusing on the role of these innovations within the wider political management strategy of the executive leader. These innovations, all of which utilize digital information and communication technologies, are important elements within a leadership and management strategy. The article explores the role of digital innovations within the broader strategy of the mayor’s use of managerial tools as means to strengthen control of the city’s governance. Though presented as an apolitical management style of “what works,” this form of management is also deployed to enforce contentious political decisions with substantial implications for the social fabric of the city. This article offers an analysis of the political role and implications of urban governance and public service innovations that are often presented and analyzed in purely instrumental and apolitical ways.

An Interview With Pete Gibson, CEO, Datlytics, Ft. Lauderdale, Florida, USA

Pete Gibson is an executive technology leader with a solid record of success leveraging technology, improving operations, and developing high-performing teams globally, earned a reputation during h...

Artificial Lift Experts Warn of Long-Term Production Issues in Horizontal Wells

Artificial Lift The list of challenges facing artificial lift systems in horizontal shale wells is a long one, and the stakes are high. From the shape of the borehole to harsh downhole conditions, horizontal wells are pushing the technology to its limits. The hurdles have become even higher for operators that have prioritized drilling wells as fast as possible, reducing completion costs, and attaining high initial production rates without considering the implications on long-term production. Over the past decade, oil and gas companies have borrowed billions of dollars to drill more than 70,000 horizontal wells across North America, an estimated 95% of which are dependent on some type of artificial lift to keep flowing. The investment in many of these wells has been predicated on the idea that they will profitably produce for 20 to 40 years. Whether that promise can be delivered will in large part “be pinned upon the reliability and the cost effectiveness, or the efficiency, of the artificial lift systems that we have,” said Kyel Hodenfield, president of artificial lift systems for North America at Schlumberger. Hodenfield and a panel of three other industry experts made the case for why artificial lift should be at the forefront of a shale producer’s mind at the recent Unconventional Resources Technology Conference in San Antonio, Texas. At the heart of the matter is the fact that unconventional wells are the most complex wells that artificial lift vendors have ever had to work with. “Our wells are not getting any simpler,” said Richard Luht, an executive technology leader at GE Global Research. “They are getting deeper, hotter, and (have) longer-reach laterals.” A defining characteristic of shale wells is their steep decline rates, which means some wells come onto pump within a matter of weeks of being completed. And in the first year of production, multiple artificial lift systems may be installed in a single well as the rapid change in water, oil, and gas production dictates which variation of the technology will work best.

Technology Focus: Field Development Projects (October 2015)

Technology Focus As the most strategic aspect of the energy sector, the forecasting of oil and gas production has acquired an extraordinary importance, not only with respect to the huge fluctuations in the price, which affect development plans, but also with respect to the reshaping of economic reserves concepts as new challenges and technologies propel new strategies and enable unprecedented accuracy. Hence, all elements related to field development studies have been placed at the focus of management, and it is rare to find an executive leader in any producing company that does not master concepts such as reservoir monitoring, 4D seismic, enhanced oil recovery, production plateau, or dynamic simulation and use them to challenge, modify, and optimize plans and roadmaps for the company’s oil and gas assets. Currently, field development studies are shifting from the conventional primary- or secondary-depletion plans on the basis of static and dynamic models to the realm of more-complex scenarios: Advanced and dynamic reserves booking—All subsurface disciplines are used and integrated smartly to understand the details of the production mechanism and reservoir characteristics and their dynamic changes induced by production through time. Remote/sensitive areas—The consideration of environmental impact is a prime concern. Innovative solutions and technologies are increasingly applied to ensure maximum recovery factors from very early phases of exploitation and accelerating production schemes. Aging assets—Field development strategies for assets already under intensive, long-term, conventional production schemes require plans that integrate subsurface/surface elements and that, in very specific manners, include facilities revamping, risk assessment, surface space optimization, and precise forecasting to ensure attractive returns and extended production life. Expanding production plateaus—Efforts to maximize the recovery factors to unprecedented levels for carbonate and sandstone reservoirs are based on the application of new technologies and uncertainty assessments to produce ever-more-accurate forecasts and strategies to maximize the depletion of the reservoirs. The three papers selected typify these main trends. As economic considerations become increasingly important and the price of oil commands decisions in relation to facilities adaptation to cater to new production schemes, it is important to know the new field development trends, grounded on integration and technology. The integration work flows are not fully well-understood or implemented in all companies, yet experts involved provide very valuable insight, although in their own discipline. More is needed to identify effective ways to integrate monitoring expertise from different disciplines, and industry and academic sectors will both play a key role. JPT Recommended additional reading at OnePetro: www.onepetro.org. OTC 25712 Broad Strategy To Face With Complex Reservoirs: Expressive Results of Production in Presalt Area, Offshore Brazil by Marcelo Curzio Salomo, Petrobras, et al. IPTC 18243 Reservoir-Engineering Aspect of Well Construction for Cost- Effective Field Development: Advances in Drainage-Point Selection by Bengsoon Chuah, Petronas, et al.

Medicare Local–Local Health Network partnerships in South Australia: lessons for Primary Health Networks

To examine the partnerships in population health planning between Medicare Locals (MLs) and Local Health Networks (LHNs) in South Australia, and the factors that facilitated or constrained collaborations, to offer lessons for LHNs and Primary Health Networks. We conducted a qualitative study using individual interviews with key informants (executive or program leader staff) from the five South Australian MLs and the five South Australian LHNs. A total of 34 interviews were conducted between March and July 2014. Significant work was undertaken by MLs in the process of population health planning and needs assessment. Participants from both MLs and LHNs described examples of collaborative work, including data sharing and synthesis, program implementation and community consultation. The focus of LHNs on acute and intermediate care, the lack of system-level strategies to support collaboration, and constant policy and structural changes leading to uncertainty in the primary health care landscape were perceived as key barriers to collaboration. The experience of MLs and their achievements in building relationships and trust with stakeholders in their regions, including LHNs, provide valuable lessons for the new Primary Health Networks in Australia.

TEAM LEADERSHIP AS A DIRECTION OF TRAINING PROFESSIONAL PSYCHOLOGISTS

Nowadays, nearly all the specialists have to operate in unpredictable situations. The group leader has to be capable to realize effective group performance. As it has been already mentioned (Bazarov, Shevchenko, 2013), “The post-crisis era executive leader should possess such important traits as self adjustment; common sense in combination with intuition, emotions, and imagination; and the readiness to make choices in fifty-fifty situations. The most general definition of “self-adjustment” is the building of functional interconnections between (1) a subject’s actions and state and (2) the actions and state of the surrounding setting. Building such interconnections allows for introducing relevant and purposeful changes in the subject’s actions, depending on the feedback from the previous step. In other words, this is an algorithm of changes based on feedback. ”. So in our opinion, a framework is needed that integrates existing team leadership research and the full range of ways in which leadership can manifest itself within the team. 1. Four types of organization of joint activities predict the facet of the organizational culture 2. Four types of organizational culture give rise to four types of working groups 3. Four types of organizational culture assume four types of leadership as well 4. The essential difference between these cultures is determined by those forms of organization of joint activities which underlies them. Key words: organizational culture, joint activity, type of working group, team leadership.

Shakespeare’s Machiavellian Moment: Discovering Ethics and Forming a Leadership Narrative in Henry V

Shakespeare’s Henry V, like the historical Henry V, was an enlightened and effective executive leader. Shakespeare attributes part of Henry’s success to adroit image manipulation and unhesitating decisiveness, presenting him as a proto-Machiavellian prince. But in Henry V, Shakespeare also paints a portrait of a prince who acts with restraint, adheres to a well-defined moral framework, and refrains from extremes in pursuit of policy objectives. The changing social and political context of Henry’s England called for a new model of leadership, and Henry adapted himself to tackle these realities through a deliberately constructed leadership narrative.

Multidimensional data analysis

The theme of this paper is multidimensional analysis of data recorded at the check-in desk of the iuvenile Detention Center in Krusevac. The aim of this study is to provide synthesized executive leader ship quality information in the domain of application and thus provide a new insight into the business. The data analysis management is designed specifically for managers of middle and senior level i.e. heads of services and executives. This analysis represents a segment of management information systems which provide managers with reports and direct access to data on the current and past business activity or the enterprise, that are necessary for effective decision-making.

Leadership Lessons from an OCS Infantry Hall of Fame Member: A Conversation with Lt. General (retired) James Ronald Helmly

Executive SummaryAn effective leader must have integrity and inspire. importance of the character trait of integrity is epitomized in the words of President Dwight D. Eisenhower: The supreme quality for leadership is unquestionably integrity. Without it, no real success is possible, no matter whether it is on a section gang, a football field, in an army, or in an office. Organization success is best promoted when both individuals and groups are inspired to be and do their best. According to Ralph Waldo Emerson, chief want is someone who will inspire us to be what we know we could be. Throughout his more than 40 year career in the US Army and the Department of Defense, Lieutenant General (retired) James Ronald Helmly led with integrity and was an inspiration to those with whom he served.General Helmly was Chief of the United States Army Reserve (USAR), and Commander, US Army Reserve Command from May, 2002 to May, 2006. In that position, he commanded over 200,000 United States Army Reserve troops. From 2006 through 2008, he served as the US Defense Department Representative to Pakistan. General Helmly entered the Army in 1968 as an enlisted soldier and received his officer's commission through the Officer Candidate School (OCS). He served two tours of duty in Vietnam and is the recipient of numerous awards for service and valor. He was inducted into the OCS Infantry Hall of Fame in 1996. General Helmly has had considerable experience in leading both small and large groups of men and women.Authors: Could you relate the major lessons that you learned during your service in Vietnam?General Helmly: In November 1967, I was barely 20 years old when I deployed to Vietnam leading a rifle platoon of about 30 men. I had served almost 15 months in the Army and most of that time had been spent in some form of training; I had served only two months with my platoon before deployment. Most of my platoon were 19-20 year old draftee soldiers.We were engaged daily in infantry combat. We were constantly dirty, tired, scared, and fatigued. What little sleep we got was on the ground. Our uniforms would literally rot offour backs after 10 days or so and boots lasted 3-4 weeks. In this kind of environment one learns basic leadership. value of building trust: leader to led, led to leader, and leader to leader. One learns that accuracy is sometimes as important as truth: know what you are doing and talking about and ensure that you are accurate. One learns the value of human life when daily confronted by death. My first tour in Vietnam shaped and defined my entire life. I grew comfortable being constantly as I would later tell young officers: not just physically uncomfortable but mentally and psychologically as well. While I would not wish that anyone should be subjected to such an experience, I profited both as a person and as a leader from my service in Vietnam.Authors: How would you describe your leadership and management styles? Do you see or perceive a difference between leadership and management?Helmly: I have always believed that one cannot be a successful leader without devoting time and attention to management. When in a staffposition, one may be considered to be managing more than leading; but when elevated to a supervisory management position one leads and manages, usually simultaneously. I also find that many managers fail at leadership, which becomes their failure at managing. Private enterprise seems too often to dwell on management at the expense of leadership.The military services have, over the past couple of decades, devoted a fair amount of effort in trying to learn management techniques and lessons from the private business world. single sector of our society, which seems to me poorest in leadership and management is the political sector, and it has the most to gain from both.I have always tried to see and understand the big picture while simultaneously understanding the challenging details. …

P33 Development of a volunteer forum to engage with our key workforce

During the Hospice’s 25th Anniversary year a group of Trustees and senior staff, along with a Volunteer Consultant, undertook a ‘listening exercise’ to improve engagement with our local community. One...

From Self-Discovery to Learning Agility in Senior Executives

In the complex world of the senior executive, one of the single most important predictors of executive success is learning agility. This study explores non-traditional forms of executive leader development based on an integrated theoretical lens that includes learning, executive development and executive coaching theories as they relate to learning agility. In addition, we apply the Competing Values Framework for individual executive development constructs. Using action research, we focus on development options that go beyond traditional leadership training models. The findings confirm learning agility as a key predictor to executive success, and offer further insights that explain how self-discovery learning interventions (such as executive coaching) impact learning agility for senior executives. The work shows how a systemic framework with a defined process/structure and individual customization can develop learning agility in senior level executives.