A Tripartite Framework for Leadership Evaluation

The Tripartite Framework for Leadership Evaluation provides a comprehensive examination of the leadership evaluation landscape and makes key recommendations about how the field of leadership evaluation should proceed. The chief concern addressed by this working paper is the use of student outcome data as a measurement of leadership effectiveness. A second concern in our work with urban leaders is the absence or surface treatment of race and equity in nearly all evaluation instruments or processes. Finally, we call for an overhaul of the conventional cycle of inquiry, which is based largely on needs analysis and leader deficits, and incomplete use of evidence to support recurring short cycles within the larger yearly cycle of inquiry

Meaning Management: A Framework for Leadership Ontology

Leadership is a multifaceted and complex subject of research and demands a sound ontological stance that guides studies for the development of more integrative leadership theories. In this paper, I propose the leadership ontology PVA (perception formation – value creation – achievement realization) and associate it with the two existing leadership ontologies: TRIPOD (leader – member – shared goals) and DAC (direction – alignment – commitment). The leadership ontology PVA, based on a new theory called “meaning management,” consists of three circularly supporting functions: cognitive function to form perception, creative function to generate value, and communicative function to realize higher levels of achievement. The PVA is an epistemology-laden ontology since the meaning management theory allows one to make propositions that explicitly link its three functions with the leadership outcomes: perception, value, and achievement. Moreover, the PVA leadership ontology transcends and includes both the conventional TRIPOD ontology and the DAC ontology

Framework for Community Leadership by a Community Foundation

In 2007 -- 2008, CFLeads convened the National Task Force on Community Leadership to define community leadership from a uniquely community foundation perspective. The result: Framework for Community Leadership by a Community Foundation. The Framework incorporates levels of building blocks essential to consistent, effective leadership. This Framework serves as a foundational document on community leadership for the field. In 2012-2013, CFLeads convened the Cultivating Community Engagement (CCE) Panel, made up of 34 philanthropic leaders, researchers, government officials and people from neighborhood and community groups who have worked closely with residents. After deliberating over the course of nearly a year, the Panel issued a Call to Action for more resident engagement by community foundations and made recommendations for important changes in community foundation practice. This call for more resident engagement resulted in the Panel's updating of the Framework for Community Leadership by a Community Foundation

Evidencing the development of distributed leadership capacity in the quality management of online learning environments (OLEs) in Australian higher education

The poster will present findings from the first year of a two-year nationally funded Australian Learning and Teaching Council (ALTC) project, Building distributed leadership in designing and implementing a quality management framework for Online Learning Environments undertaken by Deakin University, Macquarie University, University of South Australia, University of Southern Queensland and RMIT University. The project is running over 2011-2012. This project aims to design and implement a framework that uses a distributed leadership approach for the quality management of Online Learning Environments (OLEs) in Australian higher education. The distributed leadership approach enables the development of the framework and in turn contributes to its implementation. The framework is the vehicle for building leadership capacity. The national project team itself represents a broad range of educational, technical and managerial expertise

Towards a New Model of Leadership for the NHS

This paper was commissioned by the NHS Leadership Academy as a contribution to thinking about the future development of leadership in and around the NHS. It was prepared in collaboration with the Hay Group. The backdrop and one of the triggers was the launch of a new suite of professional development programmes sponsored and organised by the NHS Leadership Academy. From the research reported in this paper a new framework for leadership in the healthcare is built. This is being used to guide the construction of a new Leadership Model. To quote the NLA this 'will be a well-researched, evidence-based model that reflects the values of the NHS, what we know about effective leadership, what we have learned from the Leadership Framework and what our patients and communities are now asking from us as leaders'

A New Leadership Development Model for Nursing Education

Background Leadership competency is required throughout nursing. Students have difficulty understanding leadership as integral to education and practice. A consistent framework for nursing leadership education, strong scholarship and an evidence base are limited. Purpose To establish an integrated leadership development model for prelicensure nursing students that recognizes leadership as a fundamental skill for nursing practice and promotes development of nursing leadership education scholarship. Method Summarizing definitions of nursing leadership, conceptualizing leadership development capacity through reviewing trends, and synthesizing existing leadership theories through directed content analysis. Discussion Nine leadership skills form the organizing structure for the Nursing Leadership Development Model. Leadership identity development is supported via dimensions of knowing, doing, being and context. Conclusion The Nursing Leadership Development Model is a conceptual map offering a structure to facilitate leadership development within prelicensure nursing students, promoting student ability to internalize leadership capacity and apply leadership skills upon entry to practic

Analysing Leadership in Global Health Governance

Rhetoric around the need for more and better leadership is everywhere in contemporary global health governance, yet there has been little articulation of what type of leadership is required, who might play leadership roles, and in what fora leadership might be exercised. Global health governance has widely been seen as a policy space characterised by a multiplicity of (often competing) actors with no overall authority. Yet despite this things do ‘get done’, and in some cases there are impressive levels of collective action to address particular health problems. We argue that leadership provides an important lens for understanding how things do (or do not) get done in global health governance. Drawing on the existing literatures on global health governance and leadership and agency in international relations, we set out in this paper a framework for analysing leadership in global health governance. Crucially, we argue, such a framework must be specific enough to be operationalisable in terms of a program of research and at the same time broad enough to capture a wide variety of different sources, sites and forms of leadership – including the roles played by ‘hidden leaders’ who are seldom acknowledged in mainstream analyses of global health politics

Leading, Learning, and Leadership Support

Offers a framework for improving learning-focused leadership through the use of data and evidence, reallocation of resources, redefined roles and responsibilities, assessment of leadership performance, better governance, and a focus on high schools

Inclusive leadership : realizing positive outcomes through belongingness and being valued for uniqueness

We introduce a theoretically-grounded conceptualization of inclusive leadership and present a framework for understanding factors that contribute to and follow from inclusive leadership within work groups. We conceptualize inclusive leadership as a set of positive leader behaviors that facilitate group members perceiving belongingness in the work group while maintaining their uniqueness within the group as they fully contribute to group processes and outcomes. We propose that leader pro-diversity beliefs, humility, and cognitive complexity increase the propensity of inclusive leader behaviors. We identify five categories of inclusive leadership behaviors that facilitate group members' perceptions of inclusion, which in turn lead to member work group identification, psychological empowerment, and behavioral outcomes (creativity, job performance, and reduced turnover) in the pursuit of group goals. This framework provides theoretical grounding for the construct of inclusive leadership while advancing our understanding of how leaders can increase diverse work group effectiveness