Leadership Talent Research Articles

Scoping Review on Brain Mapping Leadership and Talent Engagement

Brain mapping performance (BMP) is an innovative assessment designed by psychosocial occupational therapists to createtalent engagement across lifespan. However, work readiness seems to be challenging assessment for anyone who has notbeen accepted on why and how to develop their upskilling. This preliminary study aimed to examine the validity andreliability of the BMP assessment. Six case studies were voluntarily participated as talented leaders of one corporate. Fourassociations of soft skills were outcomes, i.e., creativity, flexibility, empathy, and leadership, in the consecutive assessmentof resting and voice-recording.This special formulation displays healthy brain performance, significantly associated inbetween empathy and leadership (Sr = 0.880-0.943); creativity and flexibility (Sr = 0.886); eustress engagement and growthmindset (Sr = 0.943); flexibility and positive thinking (Sr = 0.926). The BMP can individually explain how well of intrinsicbrain capacity for leadership talent. This is a transformative strategy to optimize human-centered performances.

From Leading to Guiding, Facilitating, and Inspiring: A Needed Shift for the 21st Century

In the 21st-century context, problem solving, creativity, critical thinking, collaboration, and communication are the most valued skills in the workplace. Thus, those in positions often labeled as “leadership” need to make a valuable shift: to guiding, inspiring, and facilitating rather than directing. In this article, I review research on two styles of leadership, transformational and transactional, and relate this research to discussions of the same two types of giftedness. Research on the effectiveness of leaders at engendering creative problem solving has shown the transformational style to be more effective. Leaders are guides in the process rather than the content, facilitators of the gathering and exchange of information from varied sources, and role models as they exhibit effective problem-solving behaviors themselves. As role models, they inspire others to take risks, think innovatively, and collaborate with others. Examples of methods for identifying exceptionally talented leaders and behaviors to observe are provided. In addition, an evidence-based model for igniting, cultivating, extending, and strengthening exceptional talent in leadership is described.

Educational Lessons from Further Analysis of Ho Chi Minh and V.I Lenin Ideologies on Values of Socialism Economy and Building State Government

This paper aims to present practical values of a socialism economy from ideologies of V.I Lenin and Ho Chi Minh, two talented leaders of the world. Authors mainly use qualitative analysis, consisting of synthesis and inductive methods and historical materialism methods. Research findings show us that from Ho Chi Minh views, People is the most important criterion to evaluate the effectiveness of the political system’s operating capacity. This is also a very humanistic goal of the Vietnamese political system. If the operation of the political system is ineffective, the bureaucracy, the contingent of cadres and civil servants, especially key cadres, are degenerated and degenerated, the political system will slip out of the orbit of the people. The owner of the people, to become a force opposed to the people.

Organizational Training And Leadership Of Mosque Youth In Kerinjing Village

The current phenomenon of understanding of organization and leadership in mosque youth organizations is still relatively lacking and doesn't really understand how to manage an organization effectively and efficiently so that organizational goals haven't been achieved optimally. This dedication aims to provide motivation to the management of youth mosques in Kerinjing Village to be more optimal and effective in organizational management. The dedication was carried out by means of lectures, training, and simulations to the mosque youth administrators in Kerinjing Village. The material provided is in the form of materials related to issues of leadership, conflict management, organizational management, and trial techniques. Through this dedication activity, it is hoped that it can provide skills for the administrators of youth mosques in Kerinjing village in managing organizations, forming management structures, and generating leadership talents. The expected output from this dedication activity is in the form of a final report and an article in a dedication journal. The results of this dedication are also expected to be the basis for the government in making policies and programs related to youth issues in rural areas.

Developing and Validating a Model of Leadership Potential for VUCA Environments

A critical succession planning challenge for organizations across industries is the identification of leadership talent in mid-management roles who are ready for executive-level positions. Despite the incredible demand for greater attention to executive succession practices and the challenges associated with unplanned executive turnover, the published research literature currently lacks a model and assessment process designed for organizations competing in highly complex and volatile business contexts. To develop theory and guide succession management practices, this paper presents a multi-phased study describing the development and validation of such a model: Learning, Engaging, Adapting, and Persevering (LEAP). The first phase presents a qualitative study that identified the leadership competencies associated with executive potential in VUCA (volatile, uncertain, chaotic, and ambiguous) work contexts. The second phase presents a quantitative study of 308 mid-level leaders and 213 of their immediate managers across four organizations in a highly complex and turbulent industry. The third phase consists of a quasi-longitudinal study examining the LEAP’s predictive validity across a series of job performance, promotion, and attitudinal outcomes. Based on convergent, concurrent, and predictive validity estimates provided across the three phases, this paper presents evidence for a theory of leadership potential, providing much needed guidance for executive succession planning. The study’s implications for theory, future research, and a range of practical applications for executive teams, board members, and HR professionals are discussed.

Leveraging Women’s Leadership Talent to Promote a Social Justice Agenda in Ethiopian Schools

Background: Research that identifies and celebrates the positive attributes of women educational leaders advancing a social justice agenda in traditionally male-dominated, Sub-Saharan African (SSA) societies is sparse. Studying female educational leadership in SSA conceptually brings to the fore issues associated with the intersectionality of gender, leadership, pervasive abject poverty, and cultural mores from a critical theory lens that runs counter to the White, western, male conceptions of leadership underlying much of the existing literature in the field. Purpose: With a focus on Ethiopia, we sought to understand the way in which women educational leaders, as traditionally oppressed groups in a patriarchal society, utilize their past marginalization as they advance a social justice agenda to promote educational opportunities for traditionally underserved students, particularly females. Research Design: Using transformative leadership as our theoretical lens and semi-structured interviews as our methodology, we conducted a grounded phenomenological study of eight Ethiopian women who were in educational leadership positions ranging from assistant principal to regional supervisors. We recruited the women leaders through direct contact, reputational nomination, and leadership positions they held. Findings/Results: Our findings paint a portrait of these female leaders as tenacious and determined, with a strong sense of self-agency and moral courage, whose identities are born out of their humble beginning and multi-focal understanding of issues from being female, from poor communities, submersed in male-dominated culture. These identities drove the participants to work towards emancipatory policies to acknowledge and intervene in “power differences” that directly influence school performance for girls and women in Ethiopia. Conclusions/Recommendations: Increasing workforce diversity with respect to gender, recasting leadership preparation programs as equity-oriented institutions, and addressing key public policies to support women in leadership positions are foundational recommendations that can lead to gender equity in education in Ethiopia.

Youth Leadership Development through Training Transfer and Mentoring

Training and training transfer are issues in the field of human resource development. Training is a necessity for all employees including youth leaders. Training transfer is a way to indicate the actions of the participants after attending the training program. Youth leadership is an element critically needed in nation building agenda. The establishment of youth leadership will form the line of successors that will maneuver the socioeconomic landscape. The involvement of new youth leadership talent can be enhanced through wider exposure and professional training, including training transfer and mentoring. This article attempts to understand the definition of youth leaders, transfer training and explore the challenges and expectations of leadership in the context of youth development. The objective is also to explore youth leadership development through training transfer and mentoring.

Exploring the determinants of an organisational talent culture for a Botswanan local government institution

Orientation: Talented employees are essential for the service performance of local government institutions. Conducive organisational talent cultures can enable talent to deliver value-based services that meet public expectations.Research purpose: To explore the determinants of an organisational talent culture for a Botswanan local government institution.Motivation for the study: Research on organisational talent culture determinants in Botswana local government institutions is lacking.Research design, approach and method: This research adopted a quantitative, cross-sectional research design. A self-developed questionnaire was used to measure the organisational talent culture determinants of a Botswana government institution (N = 405). The data was analysed using SPSS Statistics software. Descriptive statistics, exploratory factor analyses, linear regression analyses and multivariate analysis of variances (MANOVAs) were applied to the data.Main findings: The factor analyses provided support for six organisational talent culture determinants: leadership talent mindset, success orientation and strategic intent, institutional values, dynamic operational capabilities, administrative governance and general people management practices. The results showed a weak application of all the organisational talent culture determinants. Leadership talent mindset was a significant predictor of organisational talent culture determinants. Significant differences exist between selected organisational culture dimensions based on the demographic characteristics of the participants.Practical/managerial implications: The vital role of public sector leadership in enabling a conducive organisational talent culture is emphasised.Contribution/value-add: This research contributed to the limited empirical knowledge on organisational talent culture determinants in public sector institutions.

Measuring outcomes of a successful mentoring dyad: A case study to optimize resources.

The Organization of Nurse Leaders of New Jersey has had a formal statewide nurse leader mentoring program since 2014 to develop leadership talent. Learn how a mentoring dyad helped them improve competencies in optimizing resource management.

Authentic Talent Development in Women Leaders Who Opted Out: Discovering Authenticity, Balance, and Challenge through the Kaleidoscope Career Model

We investigated the parameters of authenticity, balance, and challenge as viewed through the lens of the Kaleidoscope Career Model to discern the career motives of women who opted out and then returned to the workforce. We also were interested in comparing women and men in their leader practices. We triangulated quantitative and qualitative methods to explore these phenomena. First, in Study 1, 2009 individuals completed both the Kaleidoscope Career Self Inventory (the KCSI) as well as an abbreviated version of Kouzes and Posner’s Leadership Practices Inventory (the LPI). Participants rated their needs for authenticity, balance, and challenge on the KCSI as well as their leader practices of challenging the process, inspiring a shared vision, modeling the way, enabling others to act, and Encouraging the Heart. Women were found to exceed the leader practices of men, and women were most interested in authenticity. In Study 2, situational mapping and life history process was used to determine themes of eight high-achieving women who opted out. We interviewed an additional 15 women to deeply understand and assess their opt-out and re-entry experiences as well as “career shocks” they experienced upon returning to the workforce. Our second study offers a robust, deep, penetrating look into social ascription processes and endemic discriminatory social structures that hold women back from achieving advancement. To stop this “brain drain” of talent, we propose a series of actions for human resource professionals to develop the authentic leadership talent of women who reenter the workforce.

Challenges to Women s Leadership Role and Cross-Cultural Communication in Corporate Career Success in South Africa

Women leadership in many corporate organisations are few and this is largely because of male domination. It is a growing perception of unexploited women’s leadership competence and talents in a cross-cultural corporate environment. Using a desktop research approach, this paper collected its data primarily through secondary sources and analyses them based on content, this research shows the rate of women’s low representation in most nation’s parliaments globally, which has significantly increased from 11.8% in the last two decades, precisely from 1998 to 17.8% in 2008 to 23.5 per cent in 2018. Using a crosscultural approach, women are seen to be representatively smaller with meaningful impact, rather than the few individuals, it is not to state the falling short of women’s representation in a leadership position in South Africa.

Pakatan Harapan dan Senario Politik Kelantan: Analisis Pengajaran Politik Pasca PRU 14 (2018-2020)

The 14th general election (GE 14) reveals that Pakatan Harapan (PH) had become a ruling party (2018-2020), but they failed to get any parliamentary or state assembly seats in Kelantan. The failure of PH to expand their influence in Kelantan is due to several traditional factors that are difficult for PH to break it out. This study is a qualitative study and reference materials that are physical and online are used as reference sources. In addition, information regarding political scenario in Kelantan also obtained through interviews with some respondents live in Kelantan. Therefore, this research found that the desire of PH to expand their influence in Kelantan was blurred. This is because PAS wisely set up a long-term political strategy by strengthening the education system under YIK, producing many hardcore supporters or fanatic followers, controlling the ‘surau’ and the mosques according to their needs and control of the state administration. Furthermore, PH needs to make concrete reformations to the party’s management such as producing talented young leaders and fostering a spirit of cooperation among members of the PH coalition if they are still interested in power in Kelantan.

Leadership Disruption: Time to Reimagine Leadership Talent

Rapid changes in the global orbit, whether these are demographics, politics, pandemics or even technology shifts, all have considerable implications for leaders. The current world context is disrupting leadership practices because they are no longer meeting the needs of organizations and are forcing the reimagining of the talent needed to lead in this volatile era. The purpose of this article is to first identify the major drivers of the disruption. Secondly, to examine leadership through Humanocracy termed by Hamel and Zanini [1]. Third, there is a conversation around being able to adapt to the speed of change through a process of hyper-learning, that transitions to hyper-leading [2, 3]. Finally, as all great writing connects to theories, this article will include IQ, EQ, CQ, and LQ and their relevancy to leading through disruption.

Developing Leadership Talent in Adolescents and Emerging Adults: A Systematic Review

Leadership talent development has been identified as a priority in national and state standards for gifted education. However, leadership programs in schools are not always supported by mandates or funding in individual states and implementation is not always feasible within the constraints of local gifted service models. Although some research has been devoted to leadership for gifted and high-ability adolescents and emerging adults, a limited number of studies on the identification, measurement, and development of leadership talent have been conducted. This systematic review of literature examined existing research on leadership talent development for adolescents and emerging adults. A database search identified 38 quantitative, qualitative, and mixed methods studies that were screened, summarized, and synthesized for discussion. The review highlighted research contexts, definitions of leadership, and themes that captured the recommendations researchers made across studies. Implications for developing leadership talent and suggestions for future research are discussed.

Fostering Outstanding Personality among Teacher Trainees through ULUL Albab QEI Module Training

Purpose – This study centres on a new cohort of teacher training students in Universiti Pendidikan Sultan Idris (UPSI) who were trained on the attitude and personality development modules organised by the Ulul Albab Centre in the university. The Ulul Albab modules known as QEI (Quranic, Encyclopaedic and Ijtihadik) were introduced and conducted with the participants of Ulul Albab Centre (PUA) programme. The QEI modules cover leadership talent development and soft skills which are considered as the important characteristics of outstanding personality for every future educators and community leaders. A standard questionnaire was distributed to 150 students who were pioneers of the Ulul Albab programme in the university. The participants were also asked to reflect on the various aspects and activities of the programme and modules and their written and verbal responses were analysed using NVivo 12 application. The findings indicated more than 80% approval and satisfaction rate among the participants on the constructive impact of the training on their attitude, personal and soft skills development. Their feedback and personal reflections too indicated positive bearing on their overall attitude having completed all the Ulul Albab modules. The encouraging outcomes are signs of better programme implementation for the new batch of teacher trainees. New ideas and suggestions from the participants’ feedback would be integrated for the improvement of the QEI components for future cohorts and stronger plans ahead for Pusat Ulul Albab UPSI.

«ПОСЛЕДНИЙ ГРАЖДАНСКИЙ ГУБЕРНАТОР СТАРОЙ ФИНЛЯНДИИ» (СЛУЖЕБНАЯ ДЕЯТЕЛЬНОСТЬ ИВАНА ИВАНОВИЧА ВИНТЕРА ПО ДОКУМЕНТАМ РОССИЙСКОГО ГОСУДАРСТВЕННОГО ИСТОРИЧЕСКОГО АРХИВА)

The study of the pre-revolutionary institution of governorship, its interaction with the central authorities is extremely important. Objective coverage of historical events predetermines a diverse interest in both national and local characters. Military and civilian governors of Imperial Russia have always been at the center of the political, economic and cultural life of individual provinces. They had a significant impact on provincial life not only due to personal qualities, but also due to the prevailing attitude towards them in public consciousness. In terms of importance, the governor for local officials and ordinary people was in second place after the monarch, and sometimes on the same level with him. However, such a perception by the local society of the figure of the governor did not exclude the fact that people could be enrolled in this position only by coincidence. The decisive role was played by the position taken by the monarch and his immediate entourage, and the real volume of power and the well-being of the region depended on the degree of trust of the central authorities in this or the new governor. Not only talented leaders were appointed to the governor's posts in the Finnish province (Old Finland), but officials who necessarily had organizational and administrative-managerial experience. Based on the preserved archival documents, the article tells about one of them - Ivan Ivanovich Vintere, whose administrative "rise" and "fall" reveal the peculiarities of interaction of various levels in the vertical of power at the beginning of the 19th century.

Dominant strategies of state power discourse

The article is devoted to the dominant strategies of the discourse of state power. The relevance of the study is due to the interest of modern scientists in the anthropocentric scientific paradigm. The focus is on the individuals and their individual qualities associated with the phenomenon of domination. The work was carried out in line with the Implicit Pragminguistics. To carry out an objective pragmalinguistic analysis, as the research material the texts that have the largest possible number of similar features were selected, for example, text content (all analyzed texts are devoted to issues related to the problems of state power), year of the presentation (2018-2020), age (50-57), gender (five men and five women) and nationality (Russian-speaking) authors; and also the similarity of addressees (speeches of the addressees at the meetings of the national Parliament of Russia). The analysis is carried out according to two dominant strategies: “Participation / non-participation of communicants in a speech event” and “Certain / uncertain speech behavior of an author in a speech event”. To confirm the diagnosed personality traits, the references are made to the memoirs of the contemporaries of the representative of the state power whose texts of speeches were submitted for analysis, and we can say that the results are objective and find confirmation in the words of their acquaintances, friends and families, as well as in their biographies. The analysis shows that the majority of the representatives of the state power have a dominant type of behavior, a pronounced individuality and are talented leaders and organizers. You can also highlight such traits of their professional personalities as determination, independence, authoritarianism and focus on the listener. Almost all the representatives of the state power have a lot of confidence in their words, as this is the main trait of a good leader.

56656 Programmatic Enhancements to Advance Racial Equity in Indiana (IN) CTSI

ABSTRACT IMPACT: We present new programs aimed at training, retaining and preparing a diverse cadre of scientists to lead the field in transforming population health and advancing health equity OBJECTIVES/GOALS: To mitigate biases inherent to the R01 grant funding process, trainees from backgrounds underrepresented in medicine (URM) may benefit from enhanced mentorship and a longer ‘runway’ to funding. As such, we have deployed two synergistic programs that aim to support URM retention and advancement. METHODS/STUDY POPULATION: The URM Program for Advising in Research and Development (UPwARD) pairs URM trainees with 2 mentors: 1) an institutional leader from outside their discipline to serve as an internal advocate and 2) an external eminent scholar who will facilitate the scholar’s development and prominence within their discipline. Additionally, the KL2 Program to Launch URM Success (KL2 PLUS) offers URM trainees a third year of funding to focus on scholarship, grant writing and leadership development. Four specific training components of KL2 PLUS include: 1) PLUS II Seminar Series, 2) Faculty Success Program, 3) attendance at the AAMC Minority Faculty Leadership Conference, and 4) CTSI Committee Service. RESULTS/ANTICIPATED RESULTS: Along with measures of productivity (papers, grants, K to R transition), we will utilize social network analyses and measures of collaboration, retention, and future CTSI engagement to evaluate the programs “success’‘ as both are designed to enhance trainee scholarly development and expand their professional and social networks. UPwARD does so by supporting engagement with external mentors at professional meetings and travel to present work across institutions. PLUS writing accountability groups will enhance publication rates and grant submissions, while also building connections with other URM faculty. Trainees also serve on IN CTSI committees to groom talent for future IN CTSI leadership. DISCUSSION/SIGNIFICANCE OF FINDINGS: Systemic inequities underlie the ‘leaky pipeline’ challenge we face in cultivating a diverse cadre of senior scientists and independent investigators. With intentional programming and targeted investments, IN CTSI aims to advance more equitable funding outcomes and diverse leadership.

UNPRECEDENTED TIMES CALL FOR GENDER‐BALANCED LEADERSHIP

AbstractThe author calls for greater awareness and action on gender‐balanced leadership, “which harnesses the leadership talent of women as well as men, and allows organizations to double their potential leadership brain power and expertise.” The reasons are clear‐cut, according to the author, in that “the organization of the future will need to tap into a wide and diverse range of voices to address the unprecedented levels of change and disruption we’re collectively facing as a society.” She outlines steps to cultivate this new type of leadership, which in her words are (1) link to the business imperative—think holistic, (2) create accountability and measurements, (3) don’t assume—assess, (4) develop a learning strategy for leadership on gender balance and equity, (5) get past the blind spots—unpacking bias, and (6) engage men in caring about gender equity. Questions are outlined for an organization's priorities and current capacity for gender balance within the areas of leadership, human resources/HR systems, women's talent development, and engaging men. The author concludes that “these steps are a simple starting point, but together, if we all take the next right action, we will gradually create companies that are better places for everyone to thrive.”

The relationship between talent management, job satisfaction and voluntary turnover intentions of employees in a selected government institution

Introduction: Talent management plays an essential role in the retention of competent employees in the workplace.Research purpose: The main objective of this research was to determine the relationship between talent management, job satisfaction and voluntary turnover intentions of employees in a selected South African government institution.Motivation for the study: Talent management research within the context of South African government institutions has yet to reach its full potential.Research design, approach, and method: This study followed a quantitative research design. Data was collected from employees at the head office of the selected government institution (N = 208). A Talent management measure, job satisfaction questionnaire and a voluntary turnover intention questionnaire were distributed.Findings: The results showed a weak leadership talent mindset. Talent management practices such as talent development, performance management, talent retention strategies and compensation practices were poorly applied. Almost half of the sample was dissatisfied with their jobs, whilst 68% considered quitting their jobs. Talent management practices were significantly related to job satisfaction and voluntary turnover intentions. Job satisfaction moderated the relationship between talent management and voluntary turnover intentions.Management implications: Government leaders are encouraged to adopt a talent mindset that will instil a talent culture where talented individuals are allowed to add value and contribute to the success of the institution.Value add: This research adds to the limited body of research done on talent management in the public sector context.Conclusions: This research highlights the importance of talent management in contributing to critical individual outcomes required for sustainable government institutions.