Sense Of Leadership Research Articles

Inaugural Speeches by Conservative Prime Ministers From 2010 to 2022: A Consolidated Rhetoric

The Conservative Party has been in power for more than 10 years in Great Britain, from 2010 until the time of writing this document and five Prime Ministers have succeeded from David Cameron to Rishi Sunak, now in office. The document analyzes and seeks to explain how Conservative leaders have informed the country and communicated with the people every time each of them took office and gave his inaugural speech. Through speech analysis I worked on each inaugural speech and tried to explain their differences and similarities even though the genre of inaugural speeches doesn't leave much space for the speaker to express their policies and measures in detail because it only lasts a handful of minutes and can give a simple indication of what the new PM will do. Surely the most interesting aspect of this type of discourse is the PM's sense of leadership and decisiveness which may or may not emerge from the words, syntactic structures and rhetorical figures they use to communicate their ideas to the country.

Generic Competences of University Students from Peru and Cuba

Generic competences are considered to be the ability of people to adapt to changes, relate to others and work collaboratively. The objective of this study was to compare the generic competences of university students from Peru and Cuba. The study sample consisted of 248 female students from public universities with current enrollment in Peru (127) and Cuba (121). The data collection was carried out using the questionnaire on generic competences of university students (CCGEU), the Cronbach's Alpha reliability value was .979, showing a high reliability of the instrument. The results show that the mean of generic competences in Peru is 3.88 and in Cuba is 3.84, which are adequate levels. In addition, the dimensions Systemic competence, Interpersonal competence and Instrumental competence show sufficient levels in both countries. It is concluded that the generic competences in Peru and Cuba reach adequate levels, so they were developed in university students in a similar way. These results may be due to the fact that the evaluated samples have adequately developed these competences that promote the relationship, integration and effective communication among peers in a constant social cooperation, teamwork and sense of leadership.

Making Sense of Leadership: Exploring the Five Key Roles Used by Effective Leaders

Making Sense of Leadership: Exploring the Five Key Roles Used by Effective Leaders

Ghosts in the Hallways: Unseen Actors and Organizational Change

When considering successful organizational change strategies, the prescriptions usually include some strong sense of leadership; a champion for the cause of change. Likewise there is often the suggestion of the requirement for a commitment to change on the part of others in the organization. Yet organizations and their associated actors are held in a social context which is both fluid and persistent at different times and locations. This study suggests that we may gain some useful insights about organizational change through following the breadcrumb trails that these actors leave in their stories about what they did and how change happened. Through employing actor network theory (ANT) and following the trails found in interviews regarding change at an eastern North American community college, this study explores the intersecting stories and persistent actors that contribute to the implementation of an organizational change strategy. This is an examination of the particular situation of a change leader who leaves the organization part-way through the story. In his account, it becomes discernable just how some actors become more or less persistent, indeed punctualized, allowing an examination of the manners in which such actors are able to enroll others in their cause. This tracing of how the messages and enactment of change (or lack of change) persist allows the uncovering of evidence concerning durable actors. This is especially poignant in situations involving invisible or absent actors such as this organization's retired Chief Executive Officer, and thus has the potential to reveal some important attributes of persistent actors in organizational change situations.

Place-making and the limitations of spatial leadership: reflections on the Øresund

The concepts of place-making and place-shaping have grown in prominence over recent years, and have been taken up increasingly into public policy discourse. As used by many commentators, these concepts assume that places are amenable to purposive control under the leadership of local agencies of one sort or another including, for example, local authorities. The present article explores this assumption by sketching out a framework for the investigation of place-making and shaping, a framework that focuses particularly upon its governance and leadership. It is argued in this context that place-making is an ordering process that combines two modes of governance – spontaneous and purposive – only one of which (the second) is directly amenable to deliberate control and so to leadership of any sort. It is also argued that leadership is a relational phenomenon, and that the leadership relationship will on any occasion be located somewhere between two poles – between leader-dominance and follower-dominance – only one of which (the first) is consistent with leadership as this is conventionally understood. Drawing upon the findings from a case study of the Øresund cross-border region, it is concluded that a less conventional sense of leadership is required in the context of place-making and shaping, one that acknowledges the importance of spontaneous governance, and that embraces the possibility of follower-dominance.

Trends and future issues of environmental management in Japan

Japanese legislation on managing environmental issues has been developing since approximately 1990, and is today founded upon the Basic Environmental Law of 1993. Since then, the main aim of Japanese institutions has been to establish ‘a recycling-based society’ and develop measures to counter global warming. Various business groups and companies have now recognised environmental management as a social responsibility and have moved towards appropriate measures, such as waste reduction and better resource utilisation. At the same time, the environmental awareness and commitment of consumers has also risen. However, there remains much unease about the feasibility of Japan achieving its Kyoto Protocol target, and about its emissions of greenhouse gases after 2013. The Japan Business Federation has expressed opposition to environmental taxation and recommends a ‘sector-specific accumulation system’ for emission regulations. Concerns remain about whether this would be a solution or a problem, and Japanese consumers face a dilemma as to how to apply their growing environmental awareness. A sense of leadership is necessary to recruit relevant organisations and national consensus towards a change in socio-economic structure that will motivate government, corporate and public interests towards a common environmental goal.

Making Sense of Leadership

Making Sense of Leadership

Making Sense of Leadership

Making Sense of Leadership

MALAYSIA IN 2004 Abdullah Badawi Defines his Leadership

Abdullah quickly forged his own course for nation, but kept some fundamental dynamics in consonance with his predecessor, man who steered Malaysia for 22 years. One fundamental he shared with Mahathir Mohamed was a deep sense that it was government, but more specifically leader and the role of leadership, which made difference in success or failure of a nation. Abdullah said, is it that some Islamic countries are poor and weak? Why is it that some [Islamic] countries are not poor and weak? There is a difference, and difference is in terms of government, role played by government and role of leadership.1 Such a sense of leadership ? whether Abdullah's or Mahathir's ? is a heavy mantle to assume. It is even more burdensome when medium and messenger change. Mahathir's style of leadership was about deciding, demanding, and if necessary, deriding. However, Abdullah is courteous and consensual, not wont to showing ? and thus giving notice ? that he wants his way. But Abdullah Badawi knew enormous task he faced as a leader, because of his huge mandate from people. Amidst celebrations over their electoral victory in March, he constantly reminded his political party that much was now expected of them.

Memories: The beginning of National Heart Foundation fundraising

The formation of the National Heart Foundation was preceded by events that fostered the development of a groundswell of enthusiasm for just such a community-based organisation. This vignette recalls the importance of a mixture of generosity of individuals, the involvement of the press, and the participation of people with ideas and a sense of leadership.

Leadership in a time of crisis

Concentrates on the Cuban Missile Crisis of 1962, using a number of sources, recreating the background, to provide an event diary (from the US perspective), and looking at lessons that could be drawn. Investigates how the events led up to the Bay of Pigs invasion and goes on to give in‐depth explanations of how President John F Kennedy and the US ExComm (Executive Committee of the National Security Council) made their decisions and how close the world came to World War III with Russia. Goes on to sum up Kennedy's clear sense of leadership and hope inspired by his handling of the crisis.