Forms Of Leadership Research Articles

Emergent leadership in agile software development teams: leader identification through network analysis and aggregation approaches

PurposeAgile project teams are self-managing and self-organizing teams, and these two characteristics are pivotal attributes of emergent leadership. Emergent leadership is thus common in agile teams – however, how these (informal) emergent leaders can be identified in teams remains far from understood. The purpose of this research is to uncover techniques that enable top management to identify emergent agile leaders.Methodology/designWe approached six agile teams from four organizations. We employ social network analysis (SNA) and aggregation approaches to identify emergent agile leaders.Design/methodology/approachWe approached six agile teams from four organizations. We employ SNA and aggregation approaches to identify emergent agile leaders.FindingsSeven emergent leaders are identified using the SNA and aggregation approaches. The same leaders are also identified using the KeyPlayer algorithms. One emergent leader is identified from each of the five teams, for a total of five emergent leaders from the five teams. However, two emergent leaders are identified for the remaining sixth team.Originality/valueEmergent leadership is a relatively new phenomenon where leaders emerge from within teams without having a formal leadership assigned role. A challenge remains as to how such leaders can be identified without any formal leadership status. We contribute by showing how network analysis and aggregation approaches are suitable for the identification of emergent leadership talent within teams. In addition, we help advance leadership research by describing the network behaviors of emergent leaders and offering a way forward to identify more than one emergent leader in a team. We also show some limitations of the approaches used and offer some useful insights.

Physician Leadership and Burnout: The Need for Agency; a Qualitative Study of an Academic Institution.

Organizational approaches to physician burnout are limited. Training physician leaders to influence the organizational environment is a growing area of study. This study explored perceived physician leadership behaviors in response to burnout from the viewpoint of faculty physicians not in formal leadership positions. Understanding physician leadership behaviors from the viewpoint of those faculty being led can inform organizational strategy and leadership training to address physician burnout. Interview requests were sent to 70 randomly identified faculty physicians from a roster containing all 1145 physician faculty that excluded the Pediatric Department, at an academic health care institution in Southern California. The first ten respondents were asked to participate in a 30-to-40-minute semi-structured virtual interview via Zoom. The interviewees were asked two questions pertaining to burnout and their perception of how leadership responded. The two questions were "What has leadership done to address burnout?" and "If you had five minutes to advise your leaders on burnout, what would you say?" The recorded interviews were transcribed, redacted, and then sent to two reviewers. Thematic analysis through iterative coding was completed, and categories were constructed that aligned with the two interview questions. Overall, five themes were identified. These themes were organized according to the interview questions and broadly categorized as physician leadership behaviors observed that corresponded to the interview question of what leadership had done to address burnout and physician leadership behaviors desired corresponding to the second interview question of what advice should be given. Leadership behaviors observed in the context of burnout included three themes; referral to individual wellness programs, increased number of meetings and events, and a lack of agency in addressing wellness issues. The two themes of leadership behaviors desired were the obtainment of more resources and the granting of greater appreciation and recognition for work done through enhanced communication. This small study of faculty physician perceptions of leadership behaviors identified several themes that had been identified in previous studies of leadership and burnout; need for relationship building through communication, need for resources to address work issues, and referral to wellness programs. However, the identification of a lack of agency in addressing factors in the wellness environment has not been identified in the previous burnout and physician leadership literature. Further study into the causes of this perceived lack of agency should be explored. Understanding the root causes of physician leaders' lack of agency can further inform physician leadership education as an organizational approach to burnout.

The Implementation of The Social Role of Sociology Teachers in The Community (Study of Teachers in North Lombok)

This research aims to describe the implementation of the social role of high school sociology teachers in North Lombok within the community and the influencing factors. This is a qualitative descriptive study. The research subjects are high school sociology teachers in North Lombok. The informants are community leaders in the areas where the research subjects reside. Data were collected using interview techniques, observation, and documentary study. Data analysis was conducted through qualitative analysis steps, including data reduction, data presentation, verification/conclusion drawing. The results of the research show that the implementation of the social role of high school sociology teachers in North Lombok in the community includes: (1) as leaders in the community, both formal leaders and informal leaders. Formal leaders serve as village heads, while informal leaders serve as heads of local community organizations, women's groups, and mosque/musalla construction committees. (2) as facilitators in finding donors to support public facility development. (3) as mediators connecting youth with local community leaders to communicate various programs initiated by the youth. (4) as initiators of various activities, including initiating the establishment of Islamic schools, initiating the creation of Quranic reading centers, initiating the renovation of mosques and musallahs, and initiating social service activities. (5) as participants, with sociology teachers actively participating in various community activities, such as community work groups, community cleanup, reforestation, social service activities, sports events, and local community competitions. Factors influencing the implementation of the social role of high school sociology teachers in North Lombok within the community include supporting factors and hindering factors. Supporting factors consist of family support and local community solidarity. Hindering factors include the busyness of the community with unpredictable work schedules and the relatively low level of education in the local community, which makes it challenging to build understanding and awareness among the local population.

학부모의 교권 침해 상황에서 나타난 학교장 리더십 분석 -서이초 교사 사건 이후 신문기사와 FGI를 중심으로-

To investigate principals’leadership role and its relevance in school situation in conflict, this study analyzes news articles regarding school principals and interviews with a group of experienced teachers, and identifies some concrete contents of leaderships working on the school sites. Firstly, this study reviews increasing school conflicts by parents’demand for and dissatisfaction with teachers, the leadership roles by principals, and current principal selection institution and training programs and confirms that within current system, it is difficult to form effective and capable leadership to solve conflict democratically and efficiently in school situations. Secondly, this study search news articles for two months from July 18 to september 17 using the Korea Press Foundation's Big Kinds (www.bigkinds.com) service and find 217 articles related to the terms 'teacher rights' and 'principal'. After discussion, 14 articles and 22 cases were extracted and analyzed and a few distinctive leadership types are found such as avoiding responsibility, scolding teacher involved for responsibility, decisions pending, positive conflict mediation type, and proactive communication type. Thirdly, through focus group interview, we check how these kinds of leadership work on school-sites. Based on this analysis, we conclude that further researches and public discourse on leadership formation and principals’ selection and training are required.

Role of Emotional Intelligence in Leadership and Organizational Performance in Indonesia

Purpose: The aim of the study was to investigate the role of emotional intelligence in leadership and organizational performance.
 Methodology: This study adopted a desk methodology. A desk study research design is commonly known as secondary data collection. This is basically collecting data from existing resources preferably because of its low cost advantage as compared to a field research. Our current study looked into already published studies and reports as the data was easily accessed through online journals and libraries.
 Findings: Emotional intelligence plays a crucial role in leadership and organizational performance by enhancing leaders' abilities to understand and manage their own emotions and those of others. Leaders with high emotional intelligence are better equipped to navigate complex interpersonal dynamics, inspire trust, and foster positive workplace cultures. Consequently, organizations led by emotionally intelligent leaders often experience higher employee engagement, productivity, and overall performance.
 Unique Contribution to Theory, Practice and Policy: Trait theory of leadership, transformational leadership theory & social exchange theory of creativity may be used to anchor future studies on the role of emotional intelligence in leadership and organizational performance. Develop customized leadership training programs that focus on enhancing emotional intelligence competencies such as self-awareness, self-regulation, empathy, and social skills. Advocate for the integration of emotional intelligence training into formal leadership development programs at organizational and institutional levels.

Society and organizational leadership: Investigating the sociocultural construction of toxic and constructive leaders in Ghana

Toxic leadership phenomenon persists in many institutions at the expense of organisational progress and performance. This article explores the centrality of sociocultural values in leadership formation in Ghanaian organisations. Through the lens of the constructivist paradigm and ethnomethodology research design, fifteen (15) in-depth interviews were analysed. The study revealed that society’s underlying sociocultural values systems fundamentally impact the construction of toxic organisational leaders through complicity and condoning malpractice, impertinence to time, and nonchalance towards leaders’ toxic behaviours. Context, in this regard, has an inbred role in making a leader either toxic or constructive. Society and its organisational setups must positively impact the co-creation of constructive leadership by nurturing values that demand leadership accountability and reward constructive leadership for its significant impact in engendering organisational progress.

Joining in With Leadership? A Survey of Leadership Behaviour and Identity of Non-Managerial Employees in Public Organizations

Although non-managerial employees are increasingly seen as valuable sources of leadership in public organizations, their leadership behavior is rarely studied. This study zooms in on the leadership behavior of non-managerial employees and assesses whether leadership identity and previous experience in formal leadership positions affect their engagement in leadership. According to identity theory, seeing oneself as a leader may be a crucial component in behaving as one. Survey data collected among public servants ( n = 976) in The Netherlands show that non-managerial employees with a more central leadership identity use all types of leadership behavior from the repertoire more often, which can partially be explained by their experience. This demonstrates that leadership identity is a meaningful lens to explain why this group engages in leadership behavior. Leadership development can be stimulated by helping non-managerial employees identify with a leadership role.

A systematic review: pedagogies and outcomes of formal leadership programs for college students

A systematic review: pedagogies and outcomes of formal leadership programs for college students

Perceptions of Occupational Therapy Practitioners as Leaders within the New York State Education System

ABSTRACT In most states, occupational therapy practitioners are restricted from advancing to formal school leadership positions. The absence of pathways to leadership may limit the ability to fulfill AOTA’s Vision 2025 and Every Student Succeeds Act (ESSA). This study investigates how limited opportunities for career advancement affect school practice trends. We explore the perceptions of school practitioners in New York State concerning leadership, advocacy, and state policies. Seven hundred and fourteen current and former occupational therapy practitioners in New York schools completed a researcher-developed online survey. Notably, almost all respondents (94.7%) agreed that practitioners should be able to pursue educational administrative coursework. Most (94.6%) agreed that practitioners in New York should advocate for policies that would allow them to pursue such coursework. Many respondents reported that they would consider pursuing the coursework if available. This research emphasizes the misalignment between federal and state policies. Federal policy (ESSA) and Vision 2025 encourage greater involvement for occupational therapy practitioners, but state policy restricts their advancement. The findings demonstrate the pressing need for reform and the creation of pathways that enable occupational therapy practitioners to assume formal leadership positions in school settings, thus enhancing their contribution to the school community.

FEMALE LEADERSHIP AND INTRA-ENTREPRENEURSHIP: DIFFICULTIES, CHALLENGES AND BARRIERS FACED BY WOMEN IN ORGANIZATIONS

In all contemporary industrialized societies, women remain under-represented in meeting rooms and governments. While this gender gap has narrowed, the challenges women face in climbing the corporate and political ladder remain substantial. A male bias in the highest positions of leadership is universal. In fact, in most societies — both past and contemporary — formal political leadership positions were, and continue to be, almost exclusively occupied by men. If today women are not formally forbidden from holding leadership and entrepreneurial positions, they are still fewer or less powerful than their male counterparts. It is difficult to justify the fact that women are less likely to reach the highest echelons in politics, business, science and religion, given that there is no consistent evidence that they are leaders or entrepreneurs worse or better than men by virtue of their female characteristics. Attempting to explain the gender gap in leadership and entrepreneurship involves considering gender stereotypes, prejudice, institutional sexism, etc. This study sought to investigate this gender gap in an exploratory manner, through a literature review and interviews with women in the interentrepreneurship.

The Impact of a Centralized Plastic Surgery Research Infrastructure on Scholarly Productivity and Output.

Although research and innovation is a key within the field of plastic and reconstructive surgery, the impact of team structure, interpersonal dynamics, and/or standardized infrastructure on scholarly output has been infrequently studied. In this work, we present the formation and implementation of a novel plastic surgery research program that aims to unite previously disparate clinical and translational research efforts at our institution to facilitate critical inquiry. From July 2022 to June 2023, our department launched a pilot research program based on three pillars: (1) formalization of a research curriculum (monthly research meetings for agenda setting and discussion for project honing, formal research leadership for meeting facilitation and workflow regulation), (2) development of a centralized database to compile ongoing research (Google Drive repository to house all ongoing research documents, facilitate real-time editing, and provide resources/templates for assisting in the research process), and (3) bolstering of a core research identity built on mentorship and collaboration (more frequent interactions to shift previously siloed faculty-student mentorship into a robust milieu of intercollaboration). During the first year, we saw an increased number of publications and presentations, as well as robust participation and contribution from faculty, residents, and medical students. Future directions will focus on addressing resource limitation, such as project idea availability and funding, to sustain the success and growth of this novel research infrastructure.

Leadership, Social Capital and Village Finance: Development Capital For Village Sustainability

This research aims to capture the combination of leadership, social capital, and village finance in realizing rural sustainable development. Field research seeks to understand social reality by the actual circumstances that exist and occur in a particular area. Researchers obtain scans of social reality through a qualitative research approach. Researchers in this context use qualitative research with an emphasis on case studies. The research used participant observation techniques, in-depth interviews, and field documentation. The results show that the village's financial capacity is an essential element. However, more importantly, the legitimacy and trust of the community in the leadership of the village head can establish communication in campaigning for village environmental conservation with a sustainable development orientation. The village head presents himself as a protector through humanist communication interactions with all elements in the village environment. The legitimacy of power and trust in the formal village leader leads to the belief of the community to take part in village development.

Exploring school principals' leadership practices of serving the learners

There is an emerging interest in applying servant leadership theory in leading the school. Little is known about school principals' practices of Servant leadership to learners. The purpose of this paper is to explore school principals’ practices of servant leadership focusing on learners. The information is derived from a large project focused on the practices of servant leadership among school principals. This paper is situated within the interpretive paradigm and employs a qualitative approach to comprehend the leadership practices of school principals in serving learners. Data was generated through interviews with school principals and teachers from two Lesotho high schools. We held individual face-to-face interviews with each of the two principals. One focus group of teachers was interviews from each school. Each focus group was made up of eight teachers. The two school principals were interviewed individually The Findings suggest that school principals served learners in various ways. Findings indicate that learners were served through motivation, cherishing of self-efficacy, development of child friendly school environment, and enhancing high academic performance. We argue that servant leadership necessitates a paradigm shift in the relationship between formal leaders, such as the principal, and learners. School principals must prioritize learners, placing them at the center, where they become more important than the principal as a leader.

How are leadership discourses reflected in the leadership identity of young adults?

PurposeThis article focuses on the leadership development of young adults. The topic is of significant importance as leadership identity tends to form early in life, and its long-term implications contribute to leadership formation. The objective of this study was to gain insights into how leadership is constructed in young adults and how it is manifested in their preferred leadership identity.Design/methodology/approachThis research was approached from a constructivist perspective, utilizing discourse analysis. The authors conducted a study involving 24 written essays by young individuals with a business background, in which they shared their early leadership experiences. Drawing upon a modified life story interview structure, the authors meticulously analyzed the content.FindingsThe authors identified eight discourses clustered into two groups according to the types of leadership orientation: toward oneself and toward others. The discourses in the toward oneself group consist of leadership as taking responsibility, leadership as courage, manifesting personal strengths and as a role/status. The toward others group includes discourses approaching leadership as balancing directivity, coordinating and organizing work, personalized approach and as performance management.Research limitations/implicationsThe major methodological limitations stem from the qualitative design per se. The findings based on qualitative data have limits in generalizing.Practical implicationsThe authors' findings have practical implications for educators. The authors propose the utilization of critical self-reflection on early leadership experiences and self-narration as effective tools in nurturing and developing young leaders.Social implicationsThis paper underscores the importance of educating young leaders, as they can create a positive impact on their subordinates and society as a whole. By providing them with leadership skills, the authors initiate a chain reaction of influence that extends through different levels of leadership, leading to significant social change.Originality/valueThe authors' originality and contribution to the literature on leadership development lies in showcasing the diversity of perspectives on leadership among participants sharing a similar background and developmental stage. This holds valuable implications for educators working with this cohort.

Physical culture as an element formation of leadership and management competences in institutions of higher education

The article highlights the peculiarities of the formation of managerial and leadership qualities in physical education classes in institutions of higher education. It has been established that the quality of acquiring organizational and managerial competences depends on the synergy of anthropological, natural, social and technological resources of the educational cluster. Modern methods in the segment of physical education transform the components of management experience: on the one hand - completing efforts to unify the management paradigm; on the other hand, it significantly increases the quantitative indicators of individual features of managerial activity. Therefore, the modern management model is characterized by flexibility and dynamism, which leads to a change in the principles of training students in the process of physical education. The management paradigm in the global world is focused on the inclusion of innovative elements that accompany the physical training of a higher education student and gain weight in the socio-cultural life of society.

The impact of leadership learning on work locus of control

The study aimed to investigate the impact of leadership learning practices on the work locus of control among heads of departments at public universities in the Kurdistan Region-Iraq. More precisely, the study concentrated on investigating the impact of selected leadership learning practices; self-managed, practice-based, and formal learning practices on work locus of control. Data were collected from 207 heads of departments from different public universities in the Kurdistan Region-Iraq. A self-administered questionnaire of three parts was sent online to the participants to collect the primary data from the sample under the research. Descriptive and inferential statistics were utilized to analyze the collected data and test the research hypotheses using SPSS (25.0). The empirical results showed a positive relationship between leadership learning practices and locus of control. The Pearson correlation analysis revealed that all three leadership learning practices (self-managed, practice-based, and formal learning) were significantly related to the locus of control. The results of regression analysis supported these findings and revealed that leadership learning practices collectively explained 24% of the variance in the locus of control. The practice-based learning and formal learning practices were found to have the strongest positive impact on locus of control, while self-managed learning had a weak and insignificant impact. Hence, it can be said that these results assert the importance of leadership learning practices in promoting individuals’ locus of control. It is also suggested that investing in formal and practice-based leadership learning programs may positively influence the individual’s locus of control, which can have significant implications for personal and professional development. The findings indicate a positive relationship between leadership learning practices and locus of control. The Pearson correlation analysis revealed that all three leadership learning practices (self-managed, practice-based, and formal learning) were significantly related to locus of control. The results of regression analysis supported these findings and revealed that the three sub-dimensions of leadership learning practices significantly predict the locus of control, explaining 24% of the total variance. The practice-based learning and formal learning practices were found to have the strongest positive impact on locus of control, while self-managed learning had a weak and insignificant impact. Hence, it can be said that these results assert the importance of leadership learning practices in promoting individuals’ locus of control. The study also suggests that investing in formal and practice-based leadership learning programs may positively influence the individual’s locus of control, which can have significant implications for personal and professional development.

Is this to be another project that fizzles out? Using the i-PARIHS framework to evaluate implementation of a mentoring programme.

The aim of this study was to evaluate implementation of a multifaceted mentoring programme for bedside nurses using the i-PARIHS framework, to identify factors that influenced the implementation. A secondary analysis of qualitative data using the i-PARIHS framework as the theoretical lens. A directed content analysis was performed, driven theoretically by the i-PARIHS framework. The analysis focused separately on (a) characteristics of the innovation and (b) successful and hindering factors in the implementation process. The results showed that successful factors influencing implementation of the mentoring programme included supportive and actively involved formal leaders and supervisors at the unit level. A major hindering factor was lack of resources in the form of personnel, time and money. A lack of facilitators, particularly experienced facilitators, throughout the organization hindered implementation. The i-PARIHS framework offered a structured how-to guide to identify factors that influenced the implementation process. Implementation of the mentoring programme was a challenge for the organization. Investment into implementation should continue, with a more structured facilitation process. A structured and prioritized management system, including supportive leadership at the unit level, should be established by the hospital board. There is a need for experienced facilitators throughout the organization. This is crucial to achieve sustainability in the mentoring programme and ensure that the large investments of staff resources and money do not fizzle out. What problem did the study address? Implementing a mentoring programme for nurses in a large university hospital proved to be a challenge. Therefore, it seemed valuable to retrospectively study the implementation process using a framework like the i-PARIHS. What were the main findings? A lack of facilitators, particularly experienced facilitators, throughout the organization hindered the implementation. The i-PARIHS framework offered a structured how-to guide to identify factors that influenced the implementation process. Where and on whom will the research have an impact? Our findings are important for leaders on all levels in a hospital setting, including the hospital board, heads of departments and nurse managers. Consolidated criteria for reporting qualitative research (COREQ): a 32-item checklist for interviews and focus groups is used. No patient or public contribution.

Perceptions of formal pharmacy leadership on the social role of the profession and its historical evolution: A qualitative study

BackgroundIn recent years, pharmaceutical professionalism has been questioned due to the social role of pharmacy, which is ambiguous in the literature. This raises questions about the purpose of the profession among pharmacists, despite the efforts of their professional organizations and formal leaders to consolidate the occupational status of the profession. ObjectiveTo understand the social role of pharmacy in Brazil through its historical evolution based on the perceptions of formal leaders of the profession. MethodsA qualitative study was conducted between July 2020 and February 2021 with pharmacists who held leadership positions in formal and professional pharmacy organizations in Brazil. The data obtained from the interviews were submitted to content analysis. ResultsA total of 17 pharmacists participated in this study. The data analyzed presented perceptions about the social role of the pharmaceutical profession in Brazil, which promotes access to health through different means. These include the manager pharmacist, who facilitates access to public health policies; the caring pharmacist, who promotes health education and the rational use of medicines; and the technologist pharmacist, who researches, develops, and promotes access to safe and cost-effective medicines. The interviewees also discussed the evolution of this social role based on influential factors such as legislation, clinical movement, pharmaceutical education, labor market, behaviors, and attitudes of pharmacists. ConclusionIn this study, pharmaceutical professionalism was conceptualized based on its social role, which should be centered on the patient. Understanding such issues is part of the evolutionary purpose of the profession in Brazil and should be encouraged in the behaviors and attitudes of pharmacists despite the challenges faced by the profession.

Power to the people—And then? A multilevel leadership perspective on organizational decentralization

AbstractAs organizations strive for more flexibility, decentralized decision‐making has been at the core of many modern HR approaches. Yet, on a company‐wide scale, it remains unclear whether decentralized decision‐making structures improve organizational performance. Our study aims to illuminate prior ambiguous evidence by examining an employee‐level mechanism underlying the organizational‐level relationship between decentralization and performance, and scrutinizing the critical role of formal leaders for empowering employees in decentralized structures. Integrating the perspective of organizational structure as opportunities and constraints with social information processing theory, we argue that transferring decision‐making authority to lower organizational levels positively affects employees' emergent leadership, but only to the extent that direct supervisors engage in empowering leadership and guide employees' behaviors in decentralized structures. Our predictions are supported by a multilevel, multisource field study of 5807 individuals across 144 companies. We further find that emergent leadership yields a positive effect on organizational performance. By developing a multilevel model that explicates both an employee‐level mechanism and a contingency of the decentralization–organizational performance link, our study enriches understanding of the key role that formal leaders play for achieving the strategic goals of decentralized decision‐making in organizations.

Ethical Review of Relation Between Formal and Informal Leaders in Building National Resilience in Bondowoso Regency, East Java

<p class="Abstract">What is meant by national resilience? National resilience is
 a dynamic condition of all aspects of national life that contains tenacity,
 strength, and toughness with the ability to develop national strength to face
 and overcome all threats, challenges, obstacles, and disturbances, both coming
 from within and outside the country, directly or indirectly. Endangering the
 integrity, identity, and survival of the nation, and the struggle to achieve
 national goals. National resilience is a fundamental need that must be pursued
 so that a nation continues to exist. Indonesia's national security has
 experienced disruption in the form of the Covid-19 pandemic. Bondowoso Regency
 responded in various ways to face and anticipate possible obstacles in the
 future. Of course, these efforts cannot be separated from the roles of leaders.
 Leaders play an important role in mobilizing and optimizing the resilience
 potential that exists in society. In Bondowoso, where the majority of the
 population is Madurese, there are at least two types of leaders: formal and
 informal. Formal and informal leaders in Bondowoso Regency actually have good
 relations with each other, synergize, and collaborate. Like Madurese society in
 general, the Bondowoso people have local wisdom in the form of a hierarchy of
 leaders that must be obeyed, and formal leaders such as the government are in
 fourth place. This article focuses on an ethical review of the relationship
 between formal and informal leaders in building strong community resilience. The
 model of good relations between leaders in society can be a model for building
 national resilience that can be imitated by other ethnic groups in Indonesia,
 because in various ethnic groups in Indonesia, there are two types of leaders:
 formal and informal.<o:p></o:p></p>