718,703 research outputs found
Frameworks for Strategic Leadership
I suggest two frameworks that may improve understanding of strategic thinking, strategic decision making, and strategic leadership. The first I call the Epistemology Framework. The second which was described and continues to be promoted by David Snowdon and colleagues is the Cynefin Framework
Strategic Leadership Newsletter: Volume 4, Number 2
Jefferson Strategic Leadership Newsletter reports information relevant to the Jefferson (Philadelphia University + Thomas Jefferson University) Doctor of Management Program in Strategic Leadership (DSL) and its community including personal and professional events and accomplishments, new practices, research, opportunities, and suggestions
Strategic Leadership Newsletter: Volume 3, Number 4
Jefferson Strategic Leadership Newsletter reports information relevant to the Jefferson (Philadelphia University + Thomas Jefferson University) Doctor of Management Program in Strategic Leadership (DSL) and its community including personal and professional events and accomplishments, new practices, research, opportunities, and suggestions. You are encouraged to forward the Newsletter to friends and colleagues to expand awareness and to brand yourself as a community member. You are also invited to recommend people or organizations to be added to the mailing list. Contact Jefferson Strategic Leadership Newsletter by emailing [email protected]
Linking educational leadership styles to the HR architecture for new teachers in primary education
This study aims to gain insight in the relationship between principals’ leadership styles and the configuration of different HR practices for new teachers in primary education. Besides the longstanding interest in educational leadership as a key element in teacher and student performance, there is a growing interest in strategic human resource management (SHRM) in the educational sector. However, few educational studies link educational leadership to SHRM. In particular, this study examines the relationship between principals’ instructional and transformational leadership style and principals’ strategic and HR orientation in configuring HR practices for new teachers. Data were gathered using a mixed methods approach, including interviews with 75 principals as well as an online survey of 1058 teachers in Flemish primary education. Qualitative interview data were transformed and analysed together with the quantitative survey data using logistic regression and ANOVA analyses. The results indicate that both instructional and transformational leadership is associated with the strategic orientation of principals. The HR orientation, on the other hand, is not reflected in the principals’ leadership style. Recommendations for further research in this area are discussed
Building LGBT Nonprofit Leadership Talent: Thoughts and Suggestions for LGBT Organizations and Funders
Offers a model for supporting lesbian, gay, bisexual, and transgender nonprofit leadership development: define strategic aims and recruit, manage, develop, and retain talent. Includes practical guidance and list of LGBT leadership development programs
Place matters: but does local leadership?
The arrival of New Labour into Government witnessed the prominent re-emergence of place onto the policy agenda. This heralded a range of area-based-initiatives designed to both tackle neighbourhood forms of deprivation and to re-establish a sense of identity and connection between individuals and their local community. In terms of place-making, effective and inclusive participation, representation and leadership were all identified as prerequisites for the creation of sustainable communities . But how important is local leadership and strategic vision within local public service organisations in achieving the desired place-making outcomes? This paper examines the extent to which local leadership and strategic vision represents a significant factor in promoting higher levels of satisfaction, belonging, cohesion and participation across single tier councils in England. The ensuing empirical evidence raises significant questions not only about the importance of local leadership in place-making, but also the environmental and organizational factors that shape local places
Strategic leadership
The research aim is to evaluate the importance of strategic leadership. The reason behind this aim is that it is very important to the selected organisation. The research followed a qualitative methodology. The manager of the restaurant was interviewed to gain primary data. The interview questions were related to the research scope, to find out information in areas such as: the difference between leadership and strategic leadership; the importance of strategic leadership in small business; how strategic leaders motivate their staff; and what strategic leaders do to achieve goals they set for their business. To conclude the research, strategic leadership is important for sustainable development and to embrace change effectively. Strategic leadership is all about collaboration and it focuses on future growth not just current opportunities. There are two main benefits of the strategic leadership, such as financial benefit and non-financial benefit. So, in order to inform the manager about strategic leadership, certain recommendation strategies have been identified in order to grow. Ultimately, the manager needs to understand motivational practices in order to motivate staff, with reward programmes and staff development, as well as taking practical steps while addressing the issues of organisational change
THE DEVELOPMENT OF THE STRATEGIC LEADERSHIP COMPONENTS AND INDICATORS OF ISLAMIC PRIVATE SCHOOLS’ ADMINISTRATORS IN THE THREE SOUTHERN BORDER PROVINCES OF THAILAND
The objective of this research was to study the Strategic Leadership Components and Indicators of Islamic Private Schools’ administrators in the Three Southern Border Provinces. The research process in phase 1 consists of 5 steps: step 1 was the Strategic Leadership Components and Indicators from related documents and research, step 2 was the synthesis of the Strategic Leadership Components and Indicators, step 3 was preparing the questionnaire to group the indicators in accordance with the Competency Framework from 5 qualified persons, step 4 was preparing the questionnaire to group the key indicators of leadership in accordance with Islamic principles from 10 qualified persons, and step 5 was preparing the agreeing-disagreeing questionnaire on the Strategic Leadership Indicators from 23 qualified persons. The research in phase 2 was developing Strategic Leadership Indicators, using 2 rounds of Fucus Group Discussion technique.
The results of the research showed that the Strategic Leadership Components consists of 5 components: 1) Organizational Direction Establishment, 2) Strategic Formulation, 3) Strategic Implementation, 4) Strategic Control and Evaluation, and 5) High Level Thinking Process, the Strategic Leadership Indicators consists of 166 indicators, and the development of strategic leadership indicators agreed from Focus Group Discussion techniques in round 1 from 7 qualified persons and in round 2 from 11 qualified persons consists of 110 indicators.The objective of this research was to study the Strategic Leadership Components and Indicators of Islamic Private Schools’ administrators in the Three Southern Border Provinces. The research process in phase 1 consists of 5 steps: step 1 was the Strategic Leadership Components and Indicators from related documents and research, step 2 was the synthesis of the Strategic Leadership Components and Indicators, step 3 was preparing the questionnaire to group the indicators in accordance with the Competency Framework from 5 qualified persons, step 4 was preparing the questionnaire to group the key indicators of leadership in accordance with Islamic principles from 10 qualified persons, and step 5 was preparing the agreeing-disagreeing questionnaire on the Strategic Leadership Indicators from 23 qualified persons. The research in phase 2 was developing Strategic Leadership Indicators, using 2 rounds of Fucus Group Discussion technique.
The results of the research showed that the Strategic Leadership Components consists of 5 components: 1) Organizational Direction Establishment, 2) Strategic Formulation, 3) Strategic Implementation, 4) Strategic Control and Evaluation, and 5) High Level Thinking Process, the Strategic Leadership Indicators consists of 166 indicators, and the development of strategic leadership indicators agreed from Focus Group Discussion techniques in round 1 from 7 qualified persons and in round 2 from 11 qualified persons consists of 110 indicators
Peranan Strategic Leadership terhadap Competitive Positioning melalui Organization Learning Study Kasus pada Perusahaan Manufaktur di Surabaya
This study was intended to know how the role of strategic leadership to the competitive positioning of the manufacturing company in Surabaya, as well as in addition to know how the role of strategic leadership to the competitive positioning through the organization learning manufacturing company in Surabaya. In this study, the data collected by distributing questionnaires to 30 manufacturing companies in Surabaya and each company used the 2-3 respondents. This research usied Structural Equation Model analysis of Partial Least Square software. The survey results revealed that the strategic leadership had positive influence on competitive positioning and organization learning did not reinforce a positive influence on the competitive positioning of strategic leadership
Away from the Top: Exploring Strategic Leadership in an Emergent Strategic Initiative Process
Strategic leadership is essential to organizational viability and success. However, by looking only at the strategic leader of the organization, we may be missing important strategic leadership behaviors that are distributed throughout the organization. Using an in-depth instrumental case study of an emergent initiative in a healthcare institution, we find that strategic leadership behaviors permeate the organization in a dynamic manner. Our findings illustrate that in contrast to much of the extant literature, strategic leadership transpires much before individuals positioned at the apex of the organization formalize and implement the final initiative top- down. More specifically, we portray strategic leadership as a distributed phenomenon that occurs throughout the emergent initiative process. In doing so, our findings extend the current, predominately leader-centric, understanding of strategic leadership
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