Successful Leadership Research Articles

Reshaping Educational Leadership Learning: Adding Politics to Practice

AbstractDuring a distinguished academic career, Professor Martin Thrupp alerted diverse audiences to the politics shaping educational practice in Aotearoa New Zealand and beyond. The focus of this commemorative article is on Martin’s teaching legacy, in particular, the re-design and enduring impact of a compulsory postgraduate leadership paper at Te Kura Toi Tangata, University of Waikato. Key themes include the three neoliberal policy technologies of markets, managerialism and performativity, and the contested notion of context. Qualitative data from this year’s online student cohort illustrate in representative ways the profound influence that adding politics to practice has had on their educational leadership thinking and practice. This attests to the ongoing importance of sociopolitical insight in informed, responsive and successful leadership praxis.

Who is the next leader? Understanding women leadership development and succession planning in Saudi Arabian higher educational institutions

Leadership development and succession planning is a valuable strategy for closing the gender gap and providing an equal chance for males and females to be trained and involved in leadership roles. This strategy is an incredibly effective tool in higher education, where there is a significant disparity between male and female academic leaders. Despite its effectiveness, succession planning remained an overlooked component of the higher education system. Further research studies enhance our understanding of the current state of succession planning and the factors that affect the recruitment and selection of future academic leaders. Hence, this study aims to identify the current women’s leadership development and succession planning practices in public and private universities in Saudi Arabia. A qualitative study was conducted in a Saudi Arabian higher education setting. The interest in Saudi Arabia stems from the fact that succession planning is less likely to be practiced since gender discrimination is apparent when assigning leadership positions. Results indicate that top powers typically select leaders since succession planning is absent in Saudi Arabia’s higher education institutions. In this circumstance, networking and relationships play a significant role, as these institutions have no formalized succession planning process. In a highly gender-segregated society like Saudi Arabia, women are deprived of expanding their networks and showcasing capabilities to male decision-makers. The results of this study further identified the underlying components of the women’s leadership and succession planning process in the Saudi Arabian setting. This study contributes to leadership and succession planning knowledge and its implications, which may extend opportunities for practitioners, consultants, and policymakers to include women in higher education succession planning.

Leadership in Technical Fields Through a Gender Lens

Although women have fought for labor rights for many years, they continue to be underrepresented at almost all levels of decision-making. The present study aims to provide insights into female leadership in technical fields both in the EU and in Russia. The article examines the principal leadership aspects of women’s status and career experiences. To identify the ingredients of successful leadership, the Multifactor Leadership Questionnaire and interviews were administrated to a sample of 200 mining students and 40 senior executives. The research data were processed by means of correlative, regressive, and autocorrelation analyses. To track the consistency of the identified leadership factors, female heads of enterprise divisions and university departments shared their views on career progress. The Mann–Whitney U test was employed to analyze the leadership factors. Studies indicate that the more senior the position is, the fewer women there are in leadership roles. Women’s progress in technical careers is hindered both by their own uncertainty and judgments made by others about their abilities. To rectify this situation, practices for encouraging young women to pursue technical careers are recommended along with approaches for maintaining them within the career structure. The research findings also indicate a positive emerging global trend towards increased gender diversity in technical fields.

More is not always merrier: does leader-team perceptual distance on context influence leadership training transfer?

ABSTRACT Although the organizational context has been identified as an important factor contributing to the success or failure of leadership training initiatives, exploration of the interaction between differing contextual perceptions in relation to the transfer of leadership training is lacking. Building on Oc’s framework on context and leadership, we examine how the degree of perceptual alignment of leader and teams on two contextual factors, formalization and employee orientation, were related to followers’ ratings of transformational leadership after a leadership training in the forest industry (n = 37 leaders). Polynomial regression with response surface analysis revealed that agreement between leaders and their teams on formalization and employee orientation predicted improvements in transformational leadership but only up to a certain point. At high levels of formalization agreement negatively impacted leaders’ development of transformational leadership, and at high levels of employee orientation the positive impact of agreement flattened out. Leaders who rated formalization and employee orientation higher than their teams increased their transformational leadership to a lesser extent as rated by their followers. Our findings extend the framework developed by Oc and offer a new perspective on the complex interplay between leader, follower, and contextual factors that all matter for successful leadership training transfer.

Shaping New Identities in the First Intermediate Period (2160–2050 BC): Archers and Warriors in the Iconography of Upper Egypt

The First Intermediate Period was a time of cultural innovation and social competition. The collapse of the monarchy and the cultural productions it sponsored paved the way for the emergence of new artistic and cultural expressions, better adapted to a context of fragile authorities and competing local powers. Warfare between rival regional polities became frequent, so tomb scenes and funerary stelae from Middle and Upper Egypt began depicting military actions and men posing as archers. Moreover, local authorities sought the support of local levies and fellow citizens to strengthen and legitimate their fragile rule. Therefore, many monuments and inscriptions celebrate successful command, effective leadership, and caring about one’s city and its inhabitants. These conditions favoured the emergence of cultural innovations and social values aiming to express new identities. Depicting weapons, mainly bows, was crucial in this respect in some areas of Southern Egypt and echoed comparable phenomena occurring in neighbour regions like Nubia and the Levant.

China’s Governance in the “New Era” of Xi Jinping

The dramatic shifts in policies and practices of the People’s Republic of China (PRC) over the course of its tumultuous 75-year history underscore the decisive importance of political leadership. Institutionally, China closely resembles other former and surviving Communist regimes. Operationally, however, its dynamic patterns of governance reflect the shifting concerns of a succession of visionary Communist Party leaders.

What Really Separates Exceptional Leaders From the Pack

This article examines what truly separates exceptional leaders from average performers based on leadership literature and the author's experiences in consulting and research. Through an analysis of key attributes demonstrated by highly successful leaders across sectors, five distinguishing characteristics emerge. Exceptional leaders demonstrate deep self-awareness and authenticity. They convey inspiring strategic visions along with competent plans for achieving them. They focus externally on cultivating others' potential. Internally, resilience and adaptability enable navigation of challenges. Most importantly, exceptional leadership is defined by tangible positive impact and lasting organizational or societal change - the ultimate measure of any leader's success. Real-world case studies across industries illustrate how top leaders embody these traits in practice. The consistent emergence of these underlying disciplines suggests they can be cultivated to inspire elevated performance.

The Impact of the American Association of Thoracic Surgery on Clinical Trial Development by Cardiothoracic Surgeons

Clinical trials play a critical role in the rapidly evolving field of cardiothoracic surgery and the American Association of Thoracic Surgery (AATS) Clinical Trials Methods Course has provided a biannual symposium led by preeminent surgeons with vast experience in planning, conducting and analyzing surgical clinical trials. This study hypothesizes that participation in the course is associated with future success in clinical trial leadership. A list of course attendees (2014-2022) was queried in "ClinicalTrials.gov", a database of clinical trials funded by the United States Health and Human Services and the National Institutes of Health. The type of clinical trial and publications from the trial were collected. Demographic information about the participants were collected from faculty pages. A total of 107 participants from various professional backgrounds attended the AATS Clinical Trials course and led 91 clinical trials. The average time to starting a clinical trial after attending the workshop was 3.04 years for participants who had not already been involved with a trial. Of the 107 participants, 36 (36/107; 33.6%) were either the principal investigator or a sub-investigator for 91 clinical trials. The AATS Clinical Trials course provides participants the tools for successfully leading surgical clinical trials. Although participation has been limited, those who attend the course and lead a clinical trial do so within approximately 3 years. The Clinical Trials course provides an excellent return on investment and the AATS should continue sponsorship of this program as it supports the develop of future leaders in cardiothoracic surgery.

Heed Lessons Learned for Leadership Success

Heed Lessons Learned for Leadership Success

A Review of Educational Leadership during Crisis: Lessons Learned from the COVID-19 Pandemic

The Covid-19 pandemic presented unprecedented challenges to educational systems worldwide, compelling leaders in the field to swiftly adapt and respond to an ever-evolving crisis. This study provides a comprehensive review of educational leadership during the COVID-19 crisis, utilizing secondary data sources to examine the strategies, responses, and lessons learned. The analysis highlights the critical role of adaptive leadership, effective communication, and the integration of technology in managing the crisis. Key findings indicate that successful educational leadership during the pandemic necessitated a collaborative approach, resilience, and the ability to swiftly implement innovative solutions. The study underscores the importance of preparing educational leaders for future crises by fostering skills in crisis management, digital fluency, and organizational agility. These insights offer a blueprint for developing robust frameworks and policies to enhance the efficacy of educational leadership in the face of unforeseen challenges.

Emotional Intelligence in Insurance Leaders For Managing Business Communication with Generation Z

Modern business landscape, including the insurance industry, demands effective leadership to navigate the complex interpersonal dynamics, especially when working with Gen Z as the newest generation that enters the workplace. Gen Z employees, with their unique expectations and communication styles, seek leaders who offer transparency, authenticity, and emotional connection. This study explores the significant role of emotional intelligence (EI) in achieving leadership success within insurance companies. Emotional intelligence is increasingly recognized as a key factor in leadership effectiveness, influencing how leaders build relationships, make strategic decisions, and inspire their teams. Given the competitive nature of the insurance industry and its technological advancements, leaders must adeptly manage a multigenerational workforce and adapt to new challenges. This qualitative research explores how insurance leaders utilize EI to engage Generation Z, who prioritize diversity, collaboration, and flexible leadership. By understanding Generation Z's unique communication preferences, emotionally intelligent leaders enhance organizational performance and employee satisfaction. Drawing on current literature and interviews with leaders from an insurance company in Indonesia, this study finds that leaders with high emotional intelligence significantly boost employee engagement, satisfaction, and productivity. The findings emphasize the importance of integrating emotional intelligence into leadership practices to ensure resilience and competitiveness in the market, benefiting organizations by bridging generational gaps and empowering Gen Z employees.

Multidimensional social influence drives leadership and composition-dependent success in octopus-fish hunting groups.

Collective behaviour, social interactions and leadership in animal groups are often driven by individual differences. However, most studies focus on same-species groups, in which individual variation is relatively low. Multispecies groups, however, entail interactions among highly divergent phenotypes, ranging from simple exploitative actions to complex coordinated networks. Here we studied hunting groups of otherwise-solitary Octopus cyanea and multiple fish species, to unravel hidden mechanisms of leadership and associated dynamics in functional nature and complexity, when divergence is maximized. Using three-dimensional field-based tracking and field experiments, we found that these groups exhibit complex functional dynamics and composition-dependent properties. Social influence is hierarchically distributed over multiscale dimensions representing role specializations: fish (particularly goatfish) drive environmental exploration, deciding where, while the octopus decides if, and when, the group moves. Thus, 'classical leadership' can be insufficient to describe complex heterogeneous systems, in which leadership instead can be driven by both stimulating and inhibiting movement. Furthermore, group composition altered individual investment and collective action, triggering partner control mechanisms (that is, punching) and benefits for the de facto leader, the octopus. This seemingly non-social invertebrate flexibly adapts to heterospecific actions, showing hallmarks of social competence and cognition. These findings expand our current understanding of what leadership is and what sociality is.

WHY DO DIGITAL TRANSFORMATION INITIATIVES FAIL? DIGITAL MINDSETS AS AN INVISIBLE STRATEGIC COMPONENT

The question of why some organizations cannot achieve successful transformation despite having sufficient technological resources and infrastructure is multidimensional and complex. If we add to this question why some organizations cannot achieve digital innovation despite successfully implementing digital transformation into their business processes, we can conclude that an invisible element in organizations is used strategically incorrectly or erroneously. This study argues that this invisible strategic component is digital mindset and examines it in terms of leaders, employees, and the collective mindset of the organization, culture. In this conceptual research, digital leadership and culture have been taken as a domain and mindsets as a method to understand invisible components of success and/or failure. With this approach, two studies that have made significant contributions to digital mindset studies, Lankshear and Knobel's (2006) and Solberg et al. (2020), were taken as reference points and delved into. Digital mindsets have been examined in two different analyze level: business mindset and individual mindset at the organizational level. Firstly, this study examines two primary digital mindsets (Lankshear and Knobel, 2006)—Mindset 1 and Mindset 2—offering contrasting views on social relations, value creation, production, expertise, and intelligence. Secondly, it examines the digital mindsets, which Solberg et al. (2020) divided into four (Fixed/Zero-Sum, Fixed/Expandable-Sum, Growth/Zero-Sum, and Growth/Expandable-Sum), as a strategic tool that operates with two different mechanisms, from culture to employee and from employee to culture, in order to create and implement a successful digital transformation strategy in organizations. Although the literature highlights some aspects of digital leadership, digital transformation and technology selection strategy, and digital organizational culture, there is not yet sufficient knowledge to see their relationship with the digital mindset in a holistic way. Addressing this gap will provide insights into the interaction between leadership, culture, employee mindset, and digital technology strategy success, ultimately contributing to more holistic and effective digital transformation practices. This research contributes to the literature with two aspects of the model it proposes. First, it draws attention to the importance of the leader's mindset in terms of strategic horizon. Second, it provides a framework for the leader to develop different strategies, policies and practices according to the differences in the digital mindsets of the employees. It is aimed to develop a strategic perspective for the digital mindset, which is associated with different individual and organizational dimensions in the literature as an element of culture.

The four Cs of physician leadership: A key to academic physician success.

Leadership is increasingly recognized as important in medicine. Physician leadership impacts healthcare delivery and quality. Little work has been done to determine how physician leadership in practice aligns with established models in leadership theory. We conducted 40 semi-structured, 50-minute interviews of physicians who had achieved the rank of professor in our school of medicine and were serving, or had served, in leadership positions. We used an inductive content analysis approach to identify content categories, with leadership emerging as one such category. Subsequently, for the present study, we performed a secondary analysis of the data. To do this, we reviewed all transcripts, seeking to identify if and how participants discussed leadership in relation to success in academic medicine. Following identification of sub-categories related to leadership, we performed qualitative content analysis. We then used a deductive content analysis approach to determine how participants' discussions of leadership aligned with major leadership theories. Then, the principal investigator conducted a secondary inductive content analysis revealing leadership themes that were synthesized into a new model of physician leadership. Twenty-nine participants spontaneously discussed leadership and leadership-related topics as important to their own academic success and comprised the present study cohort. Participants identified contributors to leadership success that aligned with multiple major leadership theories, including leadership traits, skills, behaviors styles, and situational leadership. None of the leadership theories aligned completely with our physician leaders' discussions, suggesting an alternate leadership framework was operating. Further analysis revealed a new model of leadership comprised of the "Four Cs of Physician Leadership": character, competence, caring, and communication. Our participant group of academic physicians identified leadership capabilities as being important in their academic success. While they discussed leadership in ways that fit to varying degrees with the major leadership theories, their discussions revealed a novel, more holistic leadership framework. Further work will be beneficial to determine if this model of leadership is specific to physicians or is more generalizable.

Successful School Principals Balancing Ethical, Personal and Collective—A Norwegian Case

Over the past two decades, there has been extensive research into what constitutes successful school principal leadership under the assumption that leaders’ practices are significant and context-dependent on their school organization. By investigating how successful principals balance their personal ethical leadership dispositions and their intention of sharing leadership, this paper aims to contribute to the knowledge of how school principals need to balance the ethical, personal, and collective as the top leader of the school. Findings from the interviews suggested that a central aspect in the Norwegian school principals’ characteristics of their leadership practices is student wellbeing and collaborative effort for school quality and student learning. Norwegian successful school principals seem to be relatively unaware of aspects of power use in their leadership practices. Dilemmas arise in the complexity of ensuring individual and collective effort and responsibility for the school to function in accordance with the societal mandate.

Enhancing organizational performance through effective leadership and communication

This empirical paper aims to explore the concept of leadership in organizations and analyze its role and impact on organizational success. Leadership is a key aspect for the development and performance of organizations in a diverse and competitive environment. Referring to the literature and various studies, this paper aims to shed light on the qualities and behaviors that characterize successful business leaders, as well as to identify their strategies and practices used to influence their team towards achieving organizational objectives.Through an in-depth analysis of the literature and studies conducted in the field of leadership and business, the main qualities of successful business leaders will be examined, such as strategic vision, integrity, the ability to make wise decisions, the ability to communicate and inspire, as well as the ability to develop the team and encourage innovation. By understanding the role and impact of leadership, organizations can develop appropriate strategies and practices to improve performance and achieve long-term success in a changing and challenging environment.

Heed lessons learned for leadership success

PHILADELPHIA — Four decades in high‐level leadership positions in the higher education environment have provided Barbara Gellman‐Danley, Ph.D., with valuable lessons learned.

Analisis Unsur-Unsur yang Menentukan Tingkah Laku Kepemimpinan, Konsep Dasar Kepemimpinan, dan Syarat-Syarat Kompetensi Pemimpin Pendidikan Islam

This study aims to identify and analyze the elements that determine leadership behavior, basic concepts of leadership, and the requirements for leader competence in the context of Islamic education. Effective leadership in Islamic educational institutions has an important role in achieving strategic goals and building a conducive educational environment. The elements that determine leadership behavior include personal characteristics, leadership styles, and interacting environmental influences. This research also explores various basic concepts of leadership from traditional to modern perspectives, complemented by Islamic values such as justice, honesty, and example. In addition, the study identifies the competency requirements of Islamic education leaders, including academic ability, managerial skills, as well as moral and spiritual qualities needed to effectively manage educational institutions. Through a qualitative approach, this research collects data from various relevant literature and case studies. The results showed that successful leadership in Islamic education is not only based on managerial skills, but also on moral integrity and commitment to Islamic values. This research is expected to provide insight for academics, practitioners, and policy makers in developing leadership models that are effective and in accordance with Islamic principles, as well as support the improvement of the quality of education in Islamic educational institutions.

Catalyzing Success: How Enthusiastic Leaders Drive Performance through Group Satisfaction and Positive Emotions

AbstractEffective leaders employ a blend of transformational and transactional leadership styles to collaborate with their employees, working towards achieving organizational objectives. While the significance of enthusiasm in leadership is acknowledged, its specific role remains largely unexplored within the realm of leadership studies. We contend that enthusiasm assumes a pivotal and influential role in successful leadership, ultimately enhancing overall productivity. This study is dedicated to investigating how leader enthusiasm impacts perceived performance among team members and examine the mediation of group satisfaction and positive emotions in the relationship between leader enthusiasm and perceived performance. By analyzing data collected from a participant pool of 311 individuals, our research yields compelling evidence that leader enthusiasm exerts a positive influence on perceived performance. A noteworthy revelation emerging from our research is found in the mediation analysis. This analysis sheds light on the pivotal roles of group satisfaction and positive emotions as key mediators in the link between leader enthusiasm and perceived performance. This underscores the concept that leader enthusiasm indirectly shapes how employees perceive their own performance, primarily through its profound impact on group satisfaction and the positive emotions experienced by individual team members. In summary, our study underscores the vital and transformative role of leader enthusiasm in cultivating a rewarding and fulfilling work environment. This, in turn, exerts a positive influence on follower emotions and their perceptions of performance. Our findings shed light on the intricate mechanisms through which leader enthusiasm contributes to shaping employees’ perceptions of their performance.

Building Science Teacher Leaders for Indigenous Schools: Lessons from a Science Professional Development Workshop in Nepal

This is a case study of a science professional development workshop in Nepal with 17 teacher participants from four public schools. These schools mainly served Indigenous students in elementary, middle, and high school (Grades 9 and 10). The workshop focused on educating and building science teacher leaders for culturally relevant teaching and antiracist pedagogy by valuing and integrating Indigenous leadership practices and local knowledge. The teachers participated in a 2-day workshop co-organized by the local district education office and the local high school and led by the high school principal and a U.S.-based university faculty. Data were collected during and after the workshop through field notes, audio/video recordings of some sections of the workshop, and focus group interviews with a select group of participating teachers. The analysis of the data showed (a) struggles and opportunities to prioritize Indigenous science knowledge and Tharu sociocultural connections, (b) teachers seeking affirmation from principals to be science teacher leaders modeled on Indigenous leadership values, and (c) greater willingness for culturally relevant pedagogy among female and Indigenous teachers. The hope is that this paper will contribute to the value of a science teacher leadership professional development program (PD) in building awareness among science teachers about the value of culturally appropriate antiracist pedagogy in science teacher leaders. In addition, the PD also shows that science teacher leaders in Indigenous schools would benefit from the Indigenous relational model of leadership in leading their peers and students in antiracist and culturally relevant science teaching and learning. Finally, the study seems to indicate that a successful science teacher leader always incorporates local Indigenous community values, knowledge, and practices.