Leadership Scholars Research Articles

Call to Action: Lead Pharmacy into the Next Decade

Introduction The pace of change in healthcare and throughout the world will only continue to escalate. This evolution of continuously changing information requires us to be responsive and innovative. There are more ways than ever to share information, and more need than ever to share best practices for leadership related to pharmacy. In keeping with the mission of INNOVATIONS in pharmacy (Iip), we invite you to share creative and dynamic scholarly leadership work. MethodsThe traditional written manuscript is an author-centric form of scholarly output; the format, process, expediency, and familiarity of written manuscripts benefit authors, but may not be as easily consumed as more user-centric forms of information. The Iip leadership section team investigated alternative ways to disseminate the results of research work that don't include a traditional written manuscript. Findings We reached out to leaders across a variety of pharmacy work and practice settings to understand the importance of leadership today and the importance for leadership in pharmacy. Responses were common across pharmacy professionals in all settings; nearly every response mentioned that leadership is important to help motivate a team toward a shared goal or vision and to be a role model. Pharmacy leaders feel that leadership is needed to make decisions, take accountability and, especially in an area as highly regulated as healthcare, ensure regulations and procedures are followed and standards are upheld. At the same time, our current environment requires attention to new challenges such as a multigenerational workforce and artificial intelligence. Call to Action Through our work as scholars, we can provide evidence-based, pertinent, timely solutions to address these issues, in ways that make it easily transferable to broad audiences. The future of pharmacy leadership is in our hands and awaits our unique insights. Traditional written manuscripts are valuable but may not fully connect with some people. The evolving landscape of healthcare leadership demands novel perspectives, creative applications, and open-minded evaluations. Join us on this transformative journey. Submit your Innovative scholarly works to Iip. This scholarship is connected to the following forms of scholarly works: Call to Action: Lead Pharmacy into the Next Decade: https://doi.org/10.24926/iip.v15i4.6262 Call to Action: Lead Pharmacy into the Next Decade an Interactive Poster: https://doi.org/10.24926/iip.v15i4.6264

Call to Action: Lead Pharmacy into the Next Decade

Introduction The pace of change in healthcare and throughout the world will only continue to escalate. This evolution of continuously changing information requires us to be responsive and innovative. There are more ways than ever to share information, and more need than ever to share best practices for leadership related to pharmacy. In keeping with the mission of INNOVATIONS in pharmacy (Iip), we invite you to share creative and dynamic scholarly leadership work. MethodsThe traditional written manuscript is an author-centric form of scholarly output; the format, process, expediency, and familiarity of written manuscripts benefit authors, but may not be as easily consumed as more user-centric forms of information. The Iip leadership section team investigated alternative ways to disseminate the results of research work that don't include a traditional written manuscript. Findings We reached out to leaders across a variety of pharmacy work and practice settings to understand the importance of leadership today and the importance for leadership in pharmacy. Responses were common across pharmacy professionals in all settings; nearly every response mentioned that leadership is important to help motivate a team toward a shared goal or vision and to be a role model. Pharmacy leaders feel that leadership is needed to make decisions, take accountability and, especially in an area as highly regulated as healthcare, ensure regulations and procedures are followed and standards are upheld. At the same time, our current environment requires attention to new challenges such as a multigenerational workforce and artificial intelligence. Call to Action Through our work as scholars, we can provide evidence-based, pertinent, timely solutions to address these issues, in ways that make it easily transferable to broad audiences. The future of pharmacy leadership is in our hands and awaits our unique insights. Traditional written manuscripts are valuable but may not fully connect with some people. The evolving landscape of healthcare leadership demands novel perspectives, creative applications, and open-minded evaluations. Join us on this transformative journey. Submit your Innovative scholarly works to Iip. This scholarship is connected to the following forms of scholarly works: Call to Action: Lead Pharmacy into the Next Decade an Interactive Poster: https://doi.org/10.24926/iip.v15i4.6264 Call to Action: Lead Pharmacy into the Next Decade a Scholarly Narration: https://doi.org/10.24926/iip.v15i4.6265

Call to Action: Lead Pharmacy into the Next Decade

Introduction The pace of change in healthcare and throughout the world will only continue to escalate. This evolution of continuously changing information requires us to be responsive and innovative. There are more ways than ever to share information, and more need than ever to share best practices for leadership related to pharmacy. In keeping with the mission of INNOVATIONS in pharmacy (Iip), we invite you to share creative and dynamic scholarly leadership work. MethodsThe traditional written manuscript is an author-centric form of scholarly output; the format, process, expediency, and familiarity of written manuscripts benefit authors, but may not be as easily consumed as more user-centric forms of information. The Iip leadership section team investigated alternative ways to disseminate the results of research work that don't include a traditional written manuscript. Findings We reached out to leaders across a variety of pharmacy work and practice settings to understand the importance of leadership today and the importance for leadership in pharmacy. Responses were common across pharmacy professionals in all settings; nearly every response mentioned that leadership is important to help motivate a team toward a shared goal or vision and to be a role model. Pharmacy leaders feel that leadership is needed to make decisions, take accountability and, especially in an area as highly regulated as healthcare, ensure regulations and procedures are followed and standards are upheld. At the same time, our current environment requires attention to new challenges such as a multigenerational workforce and artificial intelligence. Call to Action Through our work as scholars, we can provide evidence-based, pertinent, timely solutions to address these issues, in ways that make it easily transferable to broad audiences. The future of pharmacy leadership is in our hands and awaits our unique insights. Traditional written manuscripts are valuable but may not fully connect with some people. The evolving landscape of healthcare leadership demands novel perspectives, creative applications, and open-minded evaluations. Join us on this transformative journey. Submit your Innovative scholarly works to Iip. This scholarship is connected to the following forms of scholarly works: Call to Action: Lead Pharmacy into the Next Decade: https://doi.org/10.24926/iip.v15i4.6262 Call to Action: Lead Pharmacy into the Next Decade a Scholarly Narration: https://doi.org/10.24926/iip.v15i4.6265

Linguistics in L-A-P Research: An Analysis of Authority and Agency Dynamics in Leadership as it Happens

ABSTRACT This article shows how a methodological approach borrowed from the discipline of applied linguistics can contribute to L-A-P scholarship. It focuses on the role of ‘micro-processes in affecting turning points and changes in trajectories as a means of understanding leadership within collaborative processes.’ Working with a two-minute extract of naturally occurring spoken interaction, audio-recorded during a corporate strategy away-day, I use the empirical procedures and analytical tools of linguistics to provide an alternative vocabulary with which to describe practice. The study finds that the close study of language reveals important aspects of collaborative dynamics. Four discursive strategies are identified. Taken alongside the opening-closing dynamics these provoke, these describe how individual linguistic choices interconnect in the processual flow of the unfolding conversation. This linguistically informed empirical analysis extends our understanding of L-A-P by illustrating a means of studying the collaborative dynamics of leadership. These observations and interpretations have wider implications for scholars who seek to attend to the performative dynamics by means of which practice emerges. MAD statement This century, leadership scholars and practitioners have sought to better understand how practice actually emerges. In this study I show how a close study of language can contribute to developing a better understanding of the collaborative processes which produce leadership.

Towards a Meaningful Understanding of Organizational Leaders' Localized and Contextualized Implementation of UNSDGs in Bahrain's Changing Energy Sector Businesses

ABSTRACTDespite Network Leadership scholarship's emphasis on localizing and contextualizing leadership practices during organizational change, there is a dearth in the current theoretical framings on “how” to address the implementation failure of localization and contextualization towards broader SDGs/organizational sustainability. This paper fills this gap by offering deeper insightful theoretical and practical understanding of how organizational leaders can address socio‐economic and ecological sustainability concerns, and how a more meaningful reconceptualization and implementation of leadership practices can help Business and Management academics and practitioners address the organizational growth, human, and ecological well‐being dilemma in the energy sector. By drawing on Network Leadership, SDG, organizational change literature and 26 senior leaders' semi‐structured interviews, this study uses (Braun and Clarke's 2006) Thematic Analysis Procedure to resolve the theoretical and practical implementation lag in Business and Management scholarship. We contribute 4 novel implementation practices: (1) Operational; (2) strategic; (3) cultural and (4) interorganizational knowledge exchange alignment and a model on wider socio‐economic‐ecological well‐being. Showing ‘what’ leadership characteristics are needed and “how” to meaningfully reconceptualize the dominant localization and contextualization model of organizational change towards broader sustainability goals has been practically and scholarly overdue.

Experiencing Leadership

The purpose of this qualitative interpretive study was to identify aspects of leadership theory prevailing in the practice of educational leaders by analyzing how 22 participants experienced leadership. The study was framed using a conceptual framework grounded in a select body of theoretical and empirical leadership literature. Data were collected via interviews and were analyzed to identify themes within and across interviews. This study showed that leadership was perceived as a complex phenomenon and as responsibility rather than authority. In education, leadership occurred formally and informally, was highly contextual, and focused on students, teachers, and community. There were several interrelated processes that emerged in practice and impacted leadership and work environments: relationships, culture, decision-making, change, and risks. This study has value for leadership scholars, educators, and practitioners as it provides new insights on how educational leadership practices impact people and organizations.

Understanding Theory through a Metaphor: Leadership is like ‘Driving a Car’

Abstract concepts, while readily described, can be difficult to truly grasp. Fortunately, strategies like the use of metaphors can bridge this understanding gap. This paper explores the claim by 21st-century management and leadership scholars that effective leaders must consider polarities. By drawing an analogy to driving, it clarifies the crucial ‘both/and’ perspective necessary for navigating the complex and often opposing forces. Just as driving requires constant adjustments—a driver cannot exclusively choose one action but skilfully navigates between multiple inputs to reach their destination—leaders face continuous tensions. These include (but not limited to) individual autonomy versus team cohesion and stability versus change. Leaders cannot simply choose one side of these polarities; they must integrate them, recognising the value of both. This ‘both/and’ approach fosters greater flexibility, adaptability, and ultimately, more effective leadership. The paper introduces the ‘both/and’ perspective, including the Competing Values Framework (CVF), developed to address the challenges of complex and rapidly changing environments. By clarifying the fundamentals of driving and establishing a clear link between driving and leading, this paper demonstrates the broader value of metaphors as a powerful tool in teaching and education. Furthermore, acknowledging the multiplicity of definitions of leadership —as Stodgill remarked “There are almost as many different definitions of leadership as there are people who have tried to define it” — this paper offers its own perspective. Keywords: leadership, both/and perspective, driving a car

The path ahead for integrative public leadership: a systematic review and call for future research

PurposeThe study aims to review integrative public leadership (IPL) scholarship, identify trends and suggest future research. The paper answers the question, “How has the field of study of integrative public leadership developed, and what gaps should future research address?”Design/methodology/approachA systematic literature review (SLR), utilizing the Preferred Reporting Items for Systematic Reviews and Meta-Analyses (PRISMA) 2020 protocol, was conducted over the period 2000–2023. The preliminary database returned 497 articles; however, 55 articles remained after the screening phase. Three themes were addressed: the conceptualization of IPL (what it is), the study characteristics (how and where it was completed) and what has been studied (what we know about IPL).FindingsIPL differs from its related concepts: “shared” and “distributed leadership.” Cross-boundary behaviors are one of IPL’s pillars. Most studies focus on the local level and center on upper-echelon leaders. IPL has been linked to leadership training and positive outcomes, such as organizational and network performance.Research limitations/implicationsThis review focused on articles in refereed journals, excluding books.Practical implicationsThis work provides a twofold contribution in that it: (1) sharpens the concept of integrative public leadership, establishing the boundaries with similar concepts and (2) provides an overview of the field, identifying relevant areas for future research.Originality/valueThis work provides a twofold contribution in that it: (1) sharpens the concept of integrative leadership, establishing the boundaries with similar concepts and (2) provides an overview of the field, identifying relevant areas for future research.

Leader(ship) Identity Development and Meaning Making: A Scoping Review

Despite a growing body of scholarship on leader and leadership (i.e., leader[ship]) identity development (LID), there has been surprisingly little systematic attention devoted to the connection between LID and meaning making, which is notable because meaning making has been regarded as foundational to the LID process. Accordingly, the current scoping review explores the scholarship and key characteristics at the intersection of LID and meaning making. Specifically, the year of publication, research method and design, country of participants, and theories central to author justification are analyzed. After sharing the results, contributions, and implications for the constructs of LID and meaning making are outlined, with attention given to theoretical and methodological areas for future research. Finally, an integrated constructivist model of LID is proposed that urges leadership scholars and practitioners to incorporate developmental, identity, learning, and meaning‐making theories into their discussions of LID.

ORGANIZATIONS BUILDING TRUST, COHESION, FRATERNITY, AND FRIENDSHIP OUTSIDE THE FAMILY AND WITHIN THE COMMUNITY

AbstractThe author is managing director of Our Community, an Australian social enterprise. He provides context on what it’s like being a leader in that country. He describes Our Community as “basically a support organization for not‐for‐profit organizations (NFPs) and a software vendor to government.” In relating its origins, he writes that “I wanted to break new ground in this country with a new thing that would reward its employees, that I could make some money from, and that would do good in the world.” He also explains that “without support from investors who are poised precisely between commerce and philanthropy, leadership would simply be beside the point. From the beginning, Our Community was for‐profit, but not for‐profit only. A lot of our offerings were free, subsidized by our profit centers.” He also points to the pivotal role of ethics for him, and that he was “awarded a Vincent Fairfax Ethics in Leadership scholarship 30 years ago and it was a seminal moment in my career.” A separate sidebar explains, “What We Believe,” “What We Do,” and “How We Work.” For instance, in the latter: “We believe in a work environment that allows for an authentic life balance.”

A double-edged sword: empowering leadership to employees’ work-life interface

Given the strongly held consensus that empowering leadership is beneficial, leadership scholars have overstated its benefits and overlooked its costs. In response to increasing calls for investigation of empowering leadership’s double-edged effects, we uncover the enabling and burdening effects of empowering leadership on employees’ work-life interface by positioning job demands and work passion as important underlying mechanisms. Based on the Conservation of Resources (COR) theory, we contend that via serial mediating roles of learning demands and harmonious passion, empowering leadership may positively relate to employee work enhancement of personal life. Empowering leadership can also predict employee work interference with personal life via serial mediating roles of outcome responsibility and obsessive passion. Four-wave data based on the Indian managerial employees (n = 251) supported our serial mediation hypotheses. Our study provides researchers and practitioners with new insights into the mechanisms explaining the double-edged effects of empowering leadership on employees’ work-life interface.

Take (part) or Toss? Applying a Job Demands-Resources Lens to Public Leaders’ Motivation to Engage in Leader Training

Although mechanisms taking place prior to a leader training (LT) itself seem crucial for its effectiveness, public leadership scholars have so far rarely studied this pre-training stage. Drawing on Job Demands-Resources (JD-R) theory, this study aims to initiate this endeavor by identifying personal and job-related factors (i.e., resources and demands) that are linked to public leaders’ motivation to develop as a leader. Structural equation modeling reveals that predominantly public leaders’ self-efficacy, development needs perception and organizational support are crucial for their motivation to develop, which in turn is decisive for explaining public leaders’ willingness to participate in LT. This study theoretically contributes to a more comprehensive understanding of mechanisms underlying public LT and informs HR managers of potential levers to adequately support self-directed LT in public organizations.

Theorizing collective leadership: Lessons from Ekpe, an indigenous African institution

ABSTRACT Significant academic effort has been expended in researching leadership. The essence has been to emphasize individualism, linearity, heroism, hierarchy, teleological thinking, and economic calculus – even when theorizing collective leadership. Yet, little is known about leadership in subaltern cultures in the global south. This study discursively explores collective leadership as practiced within a masculine indigenous African council-type governance institution known as Mgbe or Ekpe, in communities within the coastal regions of Cameroon and Nigeria. Data were generated from 20 in-depth interviews with elders of Ekpe institution, onsite observation in 42 communities, and visual interpretation of recorded imagery. Findings unveil a multi-leader construct and practice of leadership founded on communitarianism, egalitarianism, humility, and pursuit of social equilibrium. Data also reveal a process of collectiveness enacted through the becoming, being and embodying processes of member embeddedness. Collectiveness emerged as a multi-leader process of fluid role substitution and power-sharing. The study proposes a multi-leader framework to actualize collective leadership. This approach challenges the seeming inevitability of a dominant or focal leader as theorized in extant collective leadership scholarship. It further introduces recognition theory in leadership studies and identifies directions for future research.

Managing impressions: performance and identity in police leadership in the pandemic

ABSTRACT Critical leadership scholars have long recognised leadership as performative and reveal the symbolic, presentational and ritual aspects of leadership practice as meaning-making. This perspective, however, is neglected in mainstream understanding of police leadership. Drawing on Goffman’s dramaturgical framework and a qualitative study of policing leaders in the UK, this paper explores performativity and police leadership in the context of the COVID-19 pandemic. Removed from occupational symbols of the police station and performing leadership work exclusively in the home environment, the findings show that police leaders used the uniform as part of a strategy of impression management to construct front and back stage regions in the domestic sphere. In frontstage settings, the uniform was used to represent occupational authority and reinforce a sense of shared, professional identity and purpose, despite the physical separation between leaders and their staff. Alongside this, police leaders constructed and maintained backstage spaces for preparatory and reparative work, even within the home-working setting. The findings challenge traditional conceptualisations of the backstage as physical, boundaried space of the police station and instead reveal backstage space as fluid, dynamic and imagined. As police constabularies consider the impact of remote-working practices on the police workplace, the preservation of backstage spaces for police leaders during the COVID-19 pandemic reveals the value and necessity this backstage work in police leadership.

Does what others can(not) see really matter? The relationship between leadership Arena-Reputation-Identity (LARI) model and leader effectiveness.

Leadership scholars recognize that there is value in capturing how leaders view themselves and how they are viewed by others. Recently, the leadership Arena-Reputation-Identity (LARI) model has been advanced as a means of more precisely capturing the shared and unique perspectives that underlie multisource ratings of leadership. Despite its strengths, several critical questions pertaining to this model remain unanswered: (1) Does the wealth of information provided by the LARI model have any bearing on the effectiveness of a leader? (2) Does the amount of variance explained by a particular source within the LARI model depend on the observability of the leadership dimension being rated? (3) Does the LARI model generalize to the upper echelon of the firms (i.e., senior executives) while also accommodating additional source effects (i.e., board members)? Drawing on multisource ratings of 491 senior executives' leadership competencies, as well as a team-based assessment of their effectiveness, we first conceptually and empirically extend this Model 1 that can accommodate predictive relationships, that is, LARI (S-1) model, and then find that the LARI (S-1) model functions well as a means of conceptualizing multisource ratings of leadership (even in a distinct context and additional sources of ratings). We also find that the LARI (S-1) model captures a significant, and at times, substantial portion of variability in leader effectiveness. Our results also suggest that the extent to which a particular source of leadership ratings predicts a leader's effectiveness is based, in part, on the observability of the leadership dimension being assessed. Implications and future directions are discussed. (PsycInfo Database Record (c) 2024 APA, all rights reserved).

Heart on a Sleeve: An Examination of Emotions on Race Subjects in Anti-Oppressive Educational Leadership and Policy Studies

ABSTRACT Attention to leadership matters because leaders often set the tone and agenda for how academic learning occurs, is viewed, and gets valued. These agendas are influenced by social matters that turn political in conflict involving anger and sadness. Yet, emotions are not analyzed in educational leadership scholarship concerning anti-oppression and specifically race and racism subjects. As such, concerns about racial justice leadership in the current political and policy milieu warrants closely examining the role of emotion in leadership. Inspired by critical theoretical methodologies, this essay brings narrative and emotion theories in education to bear on political and policy subjects in leadership and policy, particularly those on race. The objective is to address emotion as it happens in a narrative about political and policy subjects generally, and particularly that of race and racism. This theoretical analysis demonstrates that emotions related to race matters in leadership and policy are a key. Based on this reality, advancing anti-oppressive educational leadership and policy necessitates bringing attention to a grossly neglected subject—emotion. This documentation and theoretical emotion analysis is a novel shift in how to mitigate the occupational burnout that happens during anti-oppressive education in educational leadership and policy on race subjects.

Leadership development research and scholarship.

The term leadership development is often used in the field of education, management, and business, yet in the context of the leadership learning framework (LLF), it takes on a specific meaning as the innermost, human facets of leadership learning. In addition to the current scholarship around leadership development as a key component of leadership learning, this article will explore leadership development's evolution-from its interconnection with leader development, the use of training and education to foster it, to its growth self-awareness within group dynamics. This evolution will be considered in the contexts of both education and organizations. Finally, questions and recommendations for future scholarship in leadership are posed for both researchers and practitioners.

Women in academic publishing: Descriptive trends from authors to editors across 33 years of management science

Traditionally, leadership scholars often study snapshots of leaders in organizations. However, academic publishing offers a unique, more controlled context to study leadership with implications for leadership scholars and scholarship. Hence, we present a descriptive overview of women’s representation across 33 years in 11 top management journals across levels of leaders in academic publishing (i.e., editors, associate editors, and editorial board members) and authors. To do so, we curated an archival dataset tracking women’s representation over time and across these four levels (i.e., 21,510 authors and 4,173 leaders) with 51,360 data entries for the authors and 320,545 for the leaders. Overall, women’s representation increased over time, which was explained by simple time trend effects. Only 32 of 135 editors were women (i.e., 23.7 %), and the share of women associate editors showed particularly drastic fluctuations. We did not observe a “leaky pipeline” except from the associate editor to editor step, as well as notable fluctuations—particularly after new editor appointments—and between journals. We discuss the influential roles editors and publishers have on women’s representation in academic publishing and science more broadly as well as implications for future research and policy.

The Corporate Chief of Staff: Strategic Leadership Influence From Outside the Spotlight

For decades, scholars of strategic leadership have explored the degree to which senior executives and the team of top managers influence firm outcomes. However, one growing quasi-executive role in corporate settings, the chief of staff (COS), has been almost entirely ignored. Our paper presents a novel, foundational exploration of the COS role, including primary job functions and challenges, characteristics and backgrounds of incumbents, and relevance for strategic leadership and upper echelons theory. We synthesize three original sources of data — 2,500 LinkedIn COS profiles, surveys of 108 COSs, and in-depth interviews of 13 current and former COSs — to identify COS tasks and functions that interface with and influence the CEO, the top management team (TMT), and the broader organization. Though not typically considered a member of the TMT, we find compelling evidence for their ‘behind the scenes’ relevance to strategic leadership processes and outcomes. We then lay out a future research agenda comprising four domains: COS influence on CEO attention and psychological states, COS influence on TMT and organizational processes and outcomes, characteristics and conditions of organizations with a COS, and long-term career trajectories of COSs.

Beyond the Narratives on the Traits of Empathetic Leadership-Discovery from 20 Global Business Leaders

In the leadership literature, “empathetic leadership” as the narration of leadership traits is much more recent than that of other theories. Though empathetic leadership is a new behavior-based narrative of leadership, it has been attracting the attention of a lot of researchers around the world. P Progressing through the trajectory, the narrations on empathetic leadership have been focusing on trait-based theoretical explorations. Beyond narrations of traits and characteristics, inquiries on what empathic leaders do, what activities they focus on to create their enterprises as empathic organizations, whether there are any action-based models of empathetic leaders, etc. may enrich the leadership scholars. The present study is conducted based on examples of their activities and focus areas of empathetic action in order for their organization to examine the theoretical narratives of the earlier study. It has not been an attempt to refute all narrative but has been given an effort for narrative for empathetic leaders to prove with examples of global leaders. The study has clarified many traits and actions of empathetic leaders with a simplified, indicative model for explanation.