Leadership In Place Research Articles

Authentic Leadership: The Link to Turnover and Talent Retention

For employees, job security and equitable compensation are among the top concerns. At the same time, employers are constantly concerned with workers’ turnover and retention. These two competing interests led to a dynamic context that required courts and government interventions. This constant conflict is well-documented throughout the different media platforms. Specifically, the extensive coverage of clauses such “Stay or Pay”, “TRAP”, and the noncompete agreement that led to the FTC ban. This paper provides a snapshot of the current context characterized by workers’ turnover and employers’ efforts as an attempt to ensure employees’ retention. Considering the complexity, and the dynamic nature of this situation, we suggest that authentic and sound leadership in place contribute positively to the solution to the retention problem.

Rural district leaders and place in the shadow of the pandemic: Refining the conceptualization of leadership of place as caring

The COVID-19 pandemic heightened the tensions between rural community needs and politicized state-level school closure mandates. District leaders faced competing demands of meeting the basic needs of vulnerable families, supporting the mental health of students and teachers, protecting the health of all community members, and creating new opportunities for learning. This study examines how rural district leaders responded to these challenges through the lens of caring. This lens highlights how district leaders responded to their contexts, as well as their perceptions of student, family, and staff needs in ethically grounded and politically savvy ways. We draw on semi-structured interviews with 12 rural district leaders in eight districts. District leaders in this study described caring as something that is intentionally enacted and identified several aspects that contributed to a caring district: a welcoming culture, taking an interest in individuals, prioritizing wellbeing, developing relationships, extending empathy and grace for people, and helping individuals see themselves as part of a larger community. Leaders made efforts to set the tone for and model care, build relationships with students, teachers, parents, and community members, and enact servant leadership to support others. We conclude by examining the ways that applying an ethic of care illustrates how leaders identify needs and the strategies they use to respond to those needs in a responsive, place-attuned way.

Clinician Well-Being Assessment and Interventions in Joint Commission-Accredited Hospitals and Federally Qualified Health Centers.

Clinician burnout is a longstanding national problem threatening clinician health, patient outcomes, and the health care system. The aim of this study is to determine the proportion of hospitals and Federally Qualified Health Centers (FQHCs) that are measuring and taking system actions to promote clinician well-being. This cross-sectional study used an electronic questionnaire from April 21 to June 27, 2022, to assess the current state of organizational efforts to assess and address clinician well-being among a national sample of 1,982 Joint Commission-accredited hospitals and 256 accredited FQHCs. Outcomes of interest included the proportion of hospitals and FQHCs that assessed the prevalence of clinician burnout, established a chief wellness officer position, established a wellness committee, made clinician well-being an organizational performance metric, and implemented other activities/interventions that target clinician burnout. A total of 481 (21.5%) organizations responded to the survey (hospital n = 396 [20.0%], FQHC n = 85 [33.2%]). Response rates did not differ by organization size, type, teaching status or urban vs. rural location. Approximately one third (34.0%) of the organizations in the sample conducted an organizational well-being assessment among clinicians at least once in the past three years. Although nearly half of responding organizations reported implementing some kind of intervention to address clinician burnout, only 28.7% of organizations had adopted a comprehensive approach to address clinician well-being/burnout. Only 10.1% of hospitals and 5.4% of FQHCs reported having an established senior leadership position responsible for assessing and promoting clinician well-being at the organization level, and less than half (29.3% FQHCs, 37.6% hospitals) of organizations reported having an established wellness committee. Among 500+ bed hospitals, 61.2% had surveyed, 75.6% had established a well-being committee, 78.0% had implemented interventions to promote clinician well-being, and 26.8% had established a chief wellness officer. Although half of Joint Commission-accredited hospitals and FQHCs reported taking steps to improve clinician well-being, a minority are measuring clinician well-being, and few are taking a comprehensive approach or established a chief wellness officer position to advance clinician well-being as an organizational priority. Organizational clinician well-being improvement efforts are unlikely to be successful without measurement and leadership in place to drive change.

A readiness assessment of Quality 4.0 in packaging companies: an empirical investigation

Quality 4.0 is the new paradigm in the field of quality management, due to the advent of technological advancement and digital transformation of many organizations. The field of Quality 4.0 is still in its nascent stage, and there is no self-assessment tool to assess whether an organization is ready or not in implementing Quality 4.0. This study uses a five-phase approach to develop a Quality 4.0 readiness self-assessment tool. Phase 1 of the study was devoted to a literature review to identify the readiness factors and sub-factors. In Phase 2 experts’ opinions sought sure that none of the readiness factors are missed out in our research. Phase 3 was devoted to questionnaire development. Phase 4 was devoted to data collection. In this phase, we identified 6 packaging companies that were willing to participate in the research. Phase 5 was devoted to data analysis and readiness assessment for each of the factors and sub-factors across the participating organizations. The readiness factors identified in the study were: top management commitment and support, leadership, organizational culture, employee competency, and ISO QMS Standard in place. Further, a methodology was developed to classify the participating organizations into five different quality readiness assessment levels.

Compassionate and standard operating procedure-based counseling and practice are essential in high-risk infantile anesthesia and managing death in eye surgery.

Physicians have to play the role of a team leader and counselor and take written informed consent for high-risk surgeries in many cases. This is the first step toward initiating a mutually trustworthy relationship with the patient and family. The situation is more sensitive when vulnerable patients like small premature babies or the elderly are under consideration. In the event of a death, leadership and processes in place become extremely critical. We share our experience and practice pattern during this process, especially suited to India, but the broad principles would apply to most human situations. Hopefully, some of these can be incorporated into the existing training curriculum for team building and the art of effective physician-patient communication that should be intricately woven into the curriculum for the Science of Ophthalmic care.

Leadership of place in virtual environments

Place and space concepts help to illuminate how the place an organization inhabits and related beliefs have a significant impact on leadership processes. While places often have a physical presence, a sense of place is socially constructed by those who interact in it. This article offers analysis of how virtual environments can be seen as socially constructed places and how that conceptualization impacts leadership, both in the environment acting as a leadership substitute and how people engage in virtual leadership. This conceptual analysis occurs by integrating existing literature on space, place, technology affordances, and virtual leadership, as well as analyzing current virtual work environments and virtual leaders. We illustrate how virtual places can offer affordances for leadership sensemaking of political leaders, virtual place-making by social media influencers, algorithmic leadership, and shared leadership in the gig economy. We close the article by discussing how current leaders can consider the affordances of virtual environments and needed future needed research.

Servant Leadership from Multiple Domains and Follower Work Behavior

Managers and ministers exercise influence over their members inside and outside of their organizations. We examine the relationship of servant leadership from two contexts, an individual's workplace and place of worship, with regulatory foci, and, in turn, entrepreneurial behavior and counterproductive work behavior (CWB) at work. Moreover, we contend that spiritual discipline (i.e., prayer and reading sacred texts) moderates the relationship of servant leadership to regulatory focus by altering the salience of each leader's behavior. Using data collected in two waves from 912 working adults, we test the proposed relationships with multi-group structural equation modeling. Findings largely support the hypotheses and point toward important implications for servant leadership in both workplace and place of worship settings.

Public diplomacy and regional leadership struggles: the case of Saudi Arabia

In light of recent Saudi Arabian foreign policy, this article examines the valorization of public diplomacy in regional leadership struggles—a widely neglected topic in discussion on regional powers. Concentrating on regions with distinct power hierarchies, the literature offers nuanced explanations for how already-established regional leaders seek to maintain their position but only limited discussion of how ambitious states seek to assume leadership in the first place. The proposed binary set of coercive and persuasive strategies used by aspirant leaders does not capture the complexities of these regional leadership struggles. This article argues instead that aspirant leaders lacking the power assets to exclusively embark on either strategy become prone to resorting to a strategy mix combining elements of both coercion and persuasion. Because of the inconsistencies arising from applying such antithetical policies, however, public diplomacy significantly gains in importance as a magnifying and balancing tool amid this strategy mix.

Ethical Leadership, Employees Commitment and Organizational Effectiveness: A Study of Non-Faculty Members

The expansion, growth and maintaining competitiveness is a function of good and effective leadership in place coupled with the commitment on the part of both the employees’ and the firm itself that will determine the organization effectiveness. The thrust of this article is to scrutinize the impact of ethical leadership and employees’ commitment on organizational effectiveness in an academic set-up by focusing on non-faculty members. The research design adopted was descriptive survey and 200 questionnaires were administered out of which 181 (90.5%) were found usable for the study. Three hypotheses were tested and the result revealed that there is a relationship between ethical leadership and organizational effectiveness. It was found out that ethical leadership influences employees’ commitment and attitude to work. It was equally established that there is significant relationship between ethical leadership, employees’ commitment and organizational effectiveness. It is concluded that ethical leadership is a propeller that will drive employees’ commitment and enhance organizational effectiveness in a university environment. The study therefore recommended amidst others that university management should attempt to embrace ethical leadership as an indicator which will help in improving the quality of service and increase employees’ sense of commitment. Ethical leadership should be given a paramount consideration in the institution in other to improve employees’ commitment in order to achieve organizational effectiveness. (JEL L29, J5, I2) Keywords: Employees Commitment, Ethical Leadership, Non-Faculty Members, Organizational Effectiveness.

THE IMPACT OF VISIONARY LEADERSHIP IN ACHIEVING ORGANIZATIONAL HAPPINESS IN GOVERNMENT MINISTRIES IN THE STATE OF KUWAIT

This study aimed to know the impact of visionary leadership in achieving organizational happiness in Kuwaiti ministries. This study is considered as a descriptive and analytical study. A Convenience sample of (300) employees and administrators was selected to distribute the questionnaires on them and 233 questionnaires were returned. Thus, the response rate was (77.66%). The researcher concluded that the relative importance of visionary leadership is high and that the (conservative leadership) dimension came in first place, while it came after (Vigorous leadership) in the last place with a high relative importance. This reflects the interest of the ministries under study in applying the dimensions of visionary leadership. It also showed the high level of organizational happiness among workers in Kuwaiti ministries.

Experiences of barriers to trans-sectoral treatment of patients with severe mental illness. A qualitative study.

BackgroundPatients with severe mental illness (SMI) have shorter life expectancy than people without SMI, mainly due to overmortality from physical diseases. They are treated by professionals in three different health and social care sectors with sparse collaboration between them, hampering coherent treatment. Previous studies have shown difficulties involved in establishing such collaboration. As the preparatory phase of an intervention to improve physical health of people with SMI and increase collaboration across sector borders, we explored different actors’ experiences of barriers for collaboration.MethodWe collected qualitative data from patients, professionals in general practice, psychiatry and social psychiatry involved in the treatment of these patients. Data consisted of notes from meetings and observations, interviews, focus groups and workshops. Analysis was by Interpretative Phenomenological Analysis.ResultsThe study revealed many obstacles to collaboration and coherent treatment, including the consultation structures in general practice, sectors being subject to different legislation, and incompatible IT systems. Professionals in general practice and social psychiatry felt that they were left with the responsibility for actions taken by hospital psychiatry without opportunity to discuss their concerns with psychiatrists. There were also cultural differences between health care and social psychiatry, expressed in ideology and language. Social psychiatry had an existential approach to recovery, whereas the views of health professionals were linked to symptom control and based on outcomes. Meanwhile, patients were left in limbo between these separate ideologies with no leadership in place to promote dialogue and integrate treatments between the sectors.ConclusionMany obstacles to integrated trans-sectoral treatment of patients with SMI seem related to a lack of an overriding leadership and organizational support to establish collaboration and remove barriers related to legislation and IT. However, professional and ideological barriers also contribute. Psychiatry does not consider general practice to be part of the treatment team although general practitioners are left with responsibility for decisions taken in psychiatry; and different ideologies and treatment principles in psychiatry and municipal social psychiatry hamper the dialogue between them. There is a need to rethink the organization to avoid that the three sectors live autonomous lives with different cultures and lack of collaboration.

How “Maximizing Shareholder Value” Minimized the Strategic National Stockpile: The $5.3 Trillion Question for Pandemic Preparedness Raised by the Ventilator Fiasco

With just 4.2 percent of the world’s population, the United States had, as of July 21, 2020, 26.0 percent of its confirmed Covid-19 cases and 23.1 percent of its deaths. The magnitude of the tragedy raises the critically important counterfactual question of how the United States as a nation would have fared had there been competent and committed political leadership in place when, during January 2020, intelligence indicating the severity of the unfolding pandemic became available. A partial answer to this question lies in identifying the organizational and technological capabilities to develop, produce, and deliver “countermeasures”—personal protective equipment (PPE), ventilators, diagnostic tests, therapies, and vaccines—that a prepared federal administration would have been able to mobilize to respond to the pandemic. Main repositories of the necessary capabilities are government agencies and business firms, with the development, production, and delivery of countermeasures heavily reliant on government-business collaborations (GBCs). We contend that the success of projects for pandemic preparedness and response depends on the strength of GBCs. In this essay, we focus on the particular case of ventilators for the Strategic National Stockpile (SNS). We trace the historical evolution within the federal government of the current system of pandemic preparedness for and response through the end of the Obama administration. We then analyze the particular GBCs to develop ventilators for the SNS initiated and implemented by the Biomedical Research and Development Authority (BARDA), under the Assistant Secretary for Preparedness and Response (ASPR) within the U.S. Department of Health and Human Services (HHS). BARDA initiated two successive GBCs, one beginning in 2010 and the second in 2014, with two different business firms, for the purpose of developing portable, easy-to-use, and affordable ventilators for the SNS. We show that the strength of these collaborations lay with the innovative ventilator manufacturers with which BARDA contracted. The weakness of these GBCs appeared when these innovative manufacturers fell under the control of business corporations committed to the ideology of “maximizing shareholder value” (MSV). In each case, the financialized business corporation undermined development and delivery of ventilators to the SNS. We then explain why, in general, we should expect that business firms driven by MSV will be unreliable partners in GBCs—at the expense of the nation’s preparedness for and response to an emergency such as the Covid-19 pandemic. This lack of reliability is rooted in the strategic orientation of corporations which have put stock-market valuation of the company ahead of its innovative performance in producing goods and services. The Covid-19 crisis has already revealed the extent to which, in the U.S. economy, the stock market functions not to support value creation but rather as the prime means of value extraction. The most overt form of value extraction is the corporate practice of open-market repurchases of the company’s own shares—aka stock buybacks—typically done in addition to copious distributions to shareholders in the form of cash dividends. In the decade 2010-2019, companies in the S&P 500 Index spent $5.3 trillion on buybacks, representing 54 percent of net income, in addition to $3.8 trillion (39 percent of net income) distributed to shareholders as dividends. In view of this “predatory value extraction,” we conclude this essay with the “$5.3 trillion” question for executives and directors of corporations who, in their embrace of MSV ideology, must bear significant responsibility for the failure of the United States to respond to not only the Covid-19 pandemic but also climate change and income inequity. The question: Why does the company that you head do stock buybacks? In particular, we direct this question to the executives and directors of three corporations that, as of the year 2020, are the biggest repurchasers of their own stock in history: Microsoft at number three, ExxonMobil at number two, and Apple at number one. We also pose this question to the senior executives and board members of any company engaged in the practice who, in August 2019, signed the Business Roundtable (BRT) Statement of the Purpose of a Corporation, which explicitly rejected the BRT’s 1997 pronouncement that “corporations exist principally to serve shareholders,” replacing it with a redefinition of “the purpose of the corporation to promote ‘an economy that serves all Americans’.”

How “Maximizing Shareholder Value” Minimized the Strategic National Stockpile: The $5.3 Trillion Question for Pandemic Preparedness Raised by the Ventilator Fiasco

With just 4.2 percent of the world’s population, the United States had, as of July 21, 2020, 26.0 percent of its confirmed Covid-19 cases and 23.1 percent of its deaths. The magnitude of the tragedy raises the critically important counterfactual question of how the United States as a nation would have fared had there been competent and committed political leadership in place when, during January 2020, intelligence indicating the severity of the unfolding pandemic became available. A partial answer to this question lies in identifying the organizational and technological capabilities to develop, produce, and deliver “countermeasures”—personal protective equipment (PPE), ventilators, diagnostic tests, therapies, and vaccines—that a prepared federal administration would have been able to mobilize to respond to the pandemic. Main repositories of the necessary capabilities are government agencies and business firms, with the development, production, and delivery of countermeasures heavily reliant on government-business collaborations (GBCs). We contend that the success of projects for pandemic preparedness and response depends on the strength of GBCs. In this essay, we focus on the particular case of ventilators for the Strategic National Stockpile (SNS). We trace the historical evolution within the federal government of the current system of pandemic preparedness for and response through the end of the Obama administration. We then analyze the particular GBCs to develop ventilators for the SNS initiated and implemented by the Biomedical Research and Development Authority (BARDA), under the Assistant Secretary for Preparedness and Response (ASPR) within the U.S. Department of Health and Human Services (HHS). BARDA initiated two successive GBCs, one beginning in 2010 and the second in 2014, with two different business firms, for the purpose of developing portable, easy-to-use, and affordable ventilators for the SNS. We show that the strength of these collaborations lay with the innovative ventilator manufacturers with which BARDA contracted. The weakness of these GBCs appeared when these innovative manufacturers fell under the control of business corporations committed to the ideology of “maximizing shareholder value” (MSV). In each case, the financialized business corporation undermined development and delivery of ventilators to the SNS. We then explain why, in general, we should expect that business firms driven by MSV will be unreliable partners in GBCs—at the expense of the nation’s preparedness for and response to an emergency such as the Covid-19 pandemic. This lack of reliability is rooted in the strategic orientation of corporations which have put stock-market valuation of the company ahead of its innovative performance in producing goods and services. The Covid-19 crisis has already revealed the extent to which, in the U.S. economy, the stock market functions not to support value creation but rather as the prime means of value extraction. The most overt form of value extraction is the corporate practice of open-market repurchases of the company’s own shares—aka stock buybacks—typically done in addition to copious distributions to shareholders in the form of cash dividends. In the decade 2010-2019, companies in the S&P 500 Index spent $5.3 trillion on buybacks, representing 54 percent of net income, in addition to $3.8 trillion (39 percent of net income) distributed to shareholders as dividends. In view of this “predatory value extraction,” we conclude this essay with the “$5.3 trillion” question for executives and directors of corporations who, in their embrace of MSV ideology, must bear significant responsibility for the failure of the United States to respond to not only the Covid-19 pandemic but also climate change and income inequity. The question: Why does the company that you head do stock buybacks? In particular, we direct this question to the executives and directors of three corporations that, as of the year 2020, are the biggest repurchasers of their own stock in history: Microsoft at number three, ExxonMobil at number two, and Apple at number one. We also pose this question to the senior executives and board members of any company engaged in the practice who, in August 2019, signed the Business Roundtable (BRT) Statement of the Purpose of a Corporation, which explicitly rejected the BRT’s 1997 pronouncement that “corporations exist principally to serve shareholders,” replacing it with a redefinition of “the purpose of the corporation to promote ‘an economy that serves all Americans’.”

The leadership of place and people in the new English combined authorities

ABSTRACT This paper explores the theory and early practice of elected political leadership in the first six English mayoral combined authorities (CAs). It draws on the history of local government in England, policy documentation, and theory on leadership, place and institutional formation to analyse the early leadership of the metro-mayors from the perspective of the leadership of place. It suggests that public policy and the literature on political leadership could usefully recognise the power of place in the exercise of leadership. The paper concludes by raising questions around the development of CAs and their mayors within the wider governance landscape.

REFLEXIÓN SOBRE CUATRO EJES DE INTERSECCIÓN DENTRO DE LA GESTIÓN EN LA EDUCACIÓN EN MÉXICO

From a teaching perspective, we can see several axes that have impacted Management since it is carried out with greater effort in Education in Mexico, especially at the Basic level; always the leadership in the first place, has marked the way of directing an Educational Institution, there are numerous studies and investigations giving answer to a number of types of leadership, as well as to the way to apply it. Secondly, this essay sets the tone to reflect on the Educational Evaluation and Quality, they practically go hand in hand, since both represent a substantial change that is not easy to implement within an Institution. The third term raises how much an Educational Policy of a given sexennial really impacts the Education of that time and permeates the present; Finally, we appreciate the need to create an Educational Reform that really works in most of the territory, specifying with some guidelines that invite reflection.

The BRICS and global governance: China’s contradictory role

The impact of rising powers generally and the BRICS - Brazil, Russia, India, China and South Africa - in particular on the existing global order has become controversial and contested. Donald Trump’s nationalist foreign policy agenda has raised questions about the BRICS willingness and capacity to provide leadership in place on an American administration that is increasingly inward looking. As a result, the rise of BRICS poses potential normative and structural challenges to the existing liberal international order. Given its geoeconomic significance, China also poses a potential problem for the other BRICS, as well as the governance of the existing order more generally. Consequently, we argue that it will be difficult for the BRICS to maintain a unified position amongst themselves, let alone play a constructive role in preserving the foundations of ‘global governance’.

Book Review: Leadership of Place: Stories from Schools in the US, UK and South Africa

Book Review: Leadership of Place: Stories from Schools in the US, UK and South Africa

West meets Islam in Contemporary World –Construction Project Leadership Perspective

Project management is a combination of both science and art as the merger of the terms of ‘project’ reflects to the technical knowledge, skills and competencies and ‘management’ refers to the human related components such interpersonal and leadership capabilities. Leadership is identified as central and core to successful business outcomes and prevails as crucial in any group or collective tasks. Project management is a business and an organisation, and the need to have an effective project leadership in place at all project phases is salient to ensure successful project outcomes, that fulfills project objectives as well as adhering to the objectives from the lens of Islam; to seek the pleasure of Allah (Mardhatillah)and His reward and eventually to achieve success in this world and in the Hereafter. With the increasing leadership challenges in leading construction projects nowadays, as complexity, stakeholders’ requirements and project failure grows,as well as continuous ethical issues and malpractices, project management awaits divine guidance that has its sources from and accord to the principles and values as prescribed in the Qur’an and the Sunnah. This paper aims to highlight, compare and discuss the Western modern perspective of project leadership with the one from the proposed Islamic perspective and also attempts to demonstrate some points on the merits of imbuting Islamic principles of leadership into projects.

Leadership of Place: Stories from Schools in the US, UK, and South Africa by Kathryn Riley. London: Bloomsbury, 2013. 183 pp. $29.95 (paper). ISBN 978-1441149114.

<i>Leadership of Place: Stories from Schools in the US, UK, and South Africa</i> by Kathryn Riley. London: Bloomsbury, 2013. 183 pp. $29.95 (paper). ISBN 978-1441149114.

The Rural Superintendency and the Need for a Critical Leadership of Place

This article examines how school superintendents and parents in high-needs rural districts conceptualized educational quality. Specifically, this comparative case study of two rural school superintendents presents a contextualized understanding of rural superintendents’ and other educators’ mainstream views of educational quality, parents and other rural community members’ place-based views, and the tensions among these. Primary data sources featured interviews with two superintendents and their constituents, including Board of Education members, principals, teachers, parents, and community members. Findings indicated that both superintendents worked to create an aspirational culture in which education was the way out of poverty for their students, aspirations that were frequently at tension with community values. This article concludes with a proposed critical leadership and pedagogy of place that may help superintendents navigate these tensions.