Person-centered Leadership Research Articles

How parties impact the trajectories of federalism: India

ABSTRACT The article examines the interface between the party system and the trajectories of center-state interactions in independent India. It argues that the Constituent Assembly put in place a strong-center model of federalism, giving the center much greater leverage than the states. The structural features envisaged in the constitution implicitly give us the image of a rigid framework and do not account for the dynamic nature of federalism. The discussion in the article, however, shows that there have been periods when the central state has been able to achieve a greater level of vertical integration, overriding the existing institutional frameworks. This has occurred whenever a party, owing to a lack of federal political culture and being under a person-centered leadership, managed to achieve polity-wide legislative dominance. Whenever it happens, the constituent states are reduced to more like administrative units, accepting directives from the center, as the existing federal safeguard mechanism loses its efficacy. However, here again the degree of integration has varied depending on the ruling strategy of the party leader, the party’s internal structure, and the level of resistance put up by the state units, and the opposition parties. In sharp contrast, when, due to political and economic transitions, the state-based parties gained prominence at the national level, then they invariably pushed for greater decentralization, strengthening the existing federal institutional safeguards, and striving to make the constituent states more autonomous political and economic units.

Person-Centered Leadership: The Practical Idea as a Dynamic Principle for Ethical Leadership.

In search of ethical conceptual frameworks that are applicable to the practical reality of companies, ethical leadership has recently gained ground in Business Ethics scholarship as a broad umbrella under which to fit both normative and descriptive approaches to management. This article delves into Carlos Llano's seminal studies in the field, and his rediscovery of the “practical idea” as a dynamic principle for integrating the practice of management and ethical leadership in light of a realistic personalism. Llano was one of the first authors to study the firm from a humanistic, people-centered perspective as a “community or people,” and his view of practical wisdom is an effort to integrate this intellectual virtue with human will by offering a personalist open dynamism that is at the center of all relationships at work, allowing those involved to grow therein. Hence, his notion of the practical idea is his most original contribution to the promotion of managerial action as a catalyst for person-centered leadership.

Leading From the Heart: It's Okay to Want to Be Liked

Caring, person-centered leadership focuses on people and their growth. Individuals who feel safe, nurtured, and cared for by their leaders are more likely to be engaged and committed to their work and to demonstrate higher levels of productivity. The tenets of this type of leadership are found among the theories of servant leadership, authentic leadership, and positive organizational science. Such theories acknowledge the critical role that emotions play in leadership. Thus, leading accordingly requires cultivation of awareness to ensure that emotions and their resultant behaviors are managed in a way to promote the worth, self-esteem, and growth of others. In addition, the development of reflective practice permits leaders the time and space to examine the impact that their behavior has on people and to alter course when necessary for growth or healing.

A theory framework for balancing vertical and horizontal leadership in projects

This paper develops a framework for understanding the interaction between person-centered leadership by project managers (a.k.a. vertical leadership (VLS)) and team-centered leadership by individuals in the project team (a.k.a. horizontal leadership (HSL)). It builds on Archer's Realist Social Theory and its morphogenetic cycle, which describes the interaction of structure with agency for task fulfillment and the resulting reshaping (morphogenesis) or continuation (morphostasis) of structure for subsequent iterations of the cycle. Data were collected globally in 33 case studies with 166 interviews and analyzed using Alvesson's Constructing Mystery technique. A theory about the cycles and events that shape the interaction between VLS and HLS is developed, which includes events such as nomination, identification, selection, execution and governance, as well as transitioning. Managerial and theoretical implications are discussed.

Leadership development: an essential ingredient in supporting nursing unit managers

Leadership development: an essential ingredient in supporting nursing unit managers Valerie Wilson,1,2 Sheree Paterson,3 Kelly Kornman1 1Nursing Research and Practice Development Unit, The Children’s Hospital at Westmead, Westmead, NSW, Australia; 2Faculty of Nursing Midwifery Health, The University of Technology, Sydney, Broadway, NSW, Australia; 3Formerly of the Nursing Research and Practice Development Unit, The Children’s Hospital at Westmead, Westmead, NSW, Australia Purpose: The aim of the leadership development program was to enhance participants’ understanding of person-centered leadership in the context of their nursing unit manager (NUM) roles. Materials and methods: This article details the results of the NUM leadership development program (LDP). Twenty-one NUMs from an Australian pediatric hospital participated in the 8-month program. The evaluation encompassed a group claims/concerns/issues session, one-on-one interviews, and written feedback. Data were themed using a four-step sequential process. Results: The NUM LDP had a positive impact on the leadership practices of the participants. Six key themes were identified from the evaluation: “forming the group”; “being in the group”; “translating into practice”; “how we see ourselves; how do we want to be seen?”; “positive outcomes for me”; and “positive outcomes for others”. Conclusion: This study showed improvements in the leadership understanding and practice of NUMs who participated in the program. Further research, particularly into the transferability of skills and active participatory aspects of these types of evaluation studies, is required. Keywords: nurse, evaluation, person-centered care, experiential learning

Crises of leadership and the ethical grounds of revolution in Africa

Leadership is conceived as a vocation to service backed by authority to exercise administrative powers not for any personal gains but for the good and development of the people and the state. The leadership in Africa seems to derail from this rather noble understanding of leadership while tilting towards the egocentric idea of leadership where there is a shift from the people centered leadership to the person centered leadership and where the interest of the leader and his group is protected. This leads to underdevelopment in most African states and a protracted suffering of the citizens of these states which often comes in form of mismanagement of funds, abuse of human right and wanton discrimination in the state. The need to survive these long sufferings has led some people to demonstrations against the government which often come in form of civil disobedience and more recently revolution in some African countries. This work examines ethical rounds of these revolutions while asserting that no matter how moral a revolutionary movement is, care should be taken to avoid damage that will create more problems instead of solving them. Key words: Leadership, crisis, Africa, revolution.

Book Review: Person-Centered Leadership: An American Approach to Participatory Management Jeanne M. Plas Thousand Oaks, CA: Sage Publications, 1996, 251 pp. $25,paper

Book Review: Person-Centered Leadership: An American Approach to Participatory Management Jeanne M. Plas Thousand Oaks, CA: Sage Publications, 1996, 251 pp. $25,paper

Book Reviews : Jeanne M. Plas, Person-centered Leadership: An American Approach to Participatory Management, Thousand Oaks, CA: Sage Publications, 1996, pp. 251

Book Reviews : Jeanne M. Plas, Person-centered Leadership: An American Approach to Participatory Management, Thousand Oaks, CA: Sage Publications, 1996, pp. 251

Review of Person-centered leadership: An American approach to participatory management.

Review of Person-centered leadership: An American approach to participatory management.

Person-centered leadership: an American approach to participatory management

Leadership Person By Person An Introduction PART ONE: PERSON-CENTERED LEADERSHIP: THE FUNDAMENTALS, THE PAST, THE FUTURE Wholeness at Work Hearts, Hands, Spirits, Minds Historical Perspectives on the Relationship of the Individual to the Corporate Organization Teamwork and Individualism The Changing Culture The Context for Business PART TWO: PERSON-CENTERED LEADERSHIP: THE BASICS, THE VARIATIONS, THE CORPORATE CHIEFS WHO MAKE IT WORK Person-Centered Leaders An Introduction to the Uniqueness and the Methodology James X Mullen Founder and President, Mullen Advertising, Wenham, Massachusetts Dean Kamen Founder and President, DEKA Research and Development, Manchester, New Hampshire Robert S Davis Founder and President, Seaside Development Corporation, Seaside, Florida Leading Person by Person Multiple Variations on the Theme PART THREE: MAKING THE CHANGES THAT MAKE A DIFFERENCE The Possibilities for Transformation Person-Centered Strategies The Focus on You Person-Centered Strategies The Focus on Associates