Leadership and decision-making practices in public versus private universities in Pakistan

The goal of this study is to examine differences in leadership and decision-making practices in public and private universities in Pakistan, with a focus on transformational leadership (TL) and participative decision-making (PDM). We conducted semi-structured interviews with 46 deans and heads of department from two public and two private universities in Pakistan. Our findings indicate that leadership and decision-making practices are different in public and private universities. While differences were observed in all six types of TL-behaviour, the following three approaches emerged to be crucial in both public and private universities: (1) articulating a vision, (2) fostering the acceptance of group goals, and (3) high-performance expectations. In terms of PDM, deans and heads of department in public and private universities adopt a collaborative approach. However, on a practical level this approach is limited to teacher- and student-related matters. Overall, our findings suggest that the leadership and decision-making practices in Pakistani public and private universities are transformational and participative in nature

Moving Arts Leadership Forward: A Changing Landscape

Since 2009, the William and Flora Hewlett Foundation's Performing Arts Program has been making grants to help emerging arts leaders develop satisfying and successful careers through the Next Generation Arts Leadership Initiative. The first phase of that work, which ended in 2015, was funded in partnership with the James Irvine Foundation. It focused on training and retaining emerging arts leaders -- defined as eighteen to thirty-five-year-olds with ten years or less of arts experience -- in anticipation of a widely predicted wave of retirements. The Initiative made grants totaling $1.9 million to five leadership networks across California, and to statewide regranting programs, managed by the Center for Cultural Innovation to support professional development for individuals and innovative organizational practices. While an assessment conducted in 2011 showed that the Initiative was successful in achieving its early goals of building infrastructure and opportunities for younger arts leaders, the Performing Arts Program and our partners continued to grapple with a few persistent questions: what were we preparing up-and-coming leaders to do? To what degree did we aim to sustain the field as it exists or spur its transformation? Were we adequately preparing leaders for the challenges to come? To help answer these questions, in late 2014 we commissioned Michael Courville of Open Mind Consulting to reassess the arts leadership landscape in California and explore opportunities for future investments in arts leadership.The research was conducted in collaboration with a cross-section of local, regional, and national arts leaders, and with the Initiative's partners. It reveals that the arts landscape is in a state of flux and that there is a timely opportunity to reimagine how the nonprofit arts field defines and practices leadership

The Future of Human Resources: A Shift to a Network Driven Approach

[Excerpt] As companies continue to thrive in a global context, the nature of work and organizational relationships will grow increasingly complex. Initiatives will span across traditional functional and geographical boundaries, heightening the need for greater knowledge sharing and collaboration. With a higher premium placed on achieving flexibility and agility, organizations that rely on strong internal networks have been more successful at coordinating efficiency and innovation. From a talent management perspective, organizations will need to adopt a more network-centric approach to foster leadership effectiveness within this new context. Just as the human resources arena has recently evolved from an individual-focused, personnel-service mindset to a team-oriented framework, the next decade may require human capital strategies to further shift to a network-driven mentality

Transformational Leadership: Building an Effective Culture to Manage Organisational Knowledge

This paper reviews the current literature of management to indicate how transformational leaders contribute to organisational knowledge by building an effective culture. The paper is based on a review of leadership theories, organisational knowledge, organisational culture and the integration of concepts from the knowledge-based view of the firm. This review also indicates that to develop organisational knowledge transformational leaders act as change agents who influence organisational culture which can in turn mediate the relationship between transformational leadership and organisational knowledge

Factors Influencing Innovative Behaviour of Teachers in Secondary Schools in the North East of Nigeria

Innovative behaviour (IB) refers to the process of developing, generating, applying or promoting new ideas by employees to increase job performance. Today, the rapid social and technological changes in our environment highlight the significance of IB of employees and especially for teachers. Thus, this paper aimed to develop a conceptual framework of factors influencing innovative behaviour of teachers in secondary schools. The research was explored through critical related literature analysis. Findings were presented in form of descriptive analysis, which shows that workplace happiness (WP), organisational climate (OC), affective commitment (AF) and transformational leadership (TFL) play a direct role in affecting innovative behaviour. The paper concludes that WP, OC, AF and TL have a positive impact in creating the essential conditions to encourage teachers to show IB in schools

Notions of Knowledge Management

{Excerpt} Knowledge management is getting the right knowledge to the right people at the right time, and helping them (with incentives) to apply it in ways that strive to improve organizational performance. Data are facts, and information is interpreted data. Knowledge is created and organized by flows of information, shaped by their holder. It is tacit or explicit. Tacit knowledge is nonverbalized, intuitive, and unarticulated knowledge that people carry in their heads. It is hard to formalize and communicate because it is rooted in skills, experiences, insight, intuition, and judgment, but it can be shared in discussion, storytelling, and personal interactions. It has a technical dimension, which encompasses skills and capabilities referred to as know-how. It has a cognitive dimension, which consists of beliefs, ideals,values, schemata, or mental models. Explicit knowledge is codified knowledge that can be expressed in writing, drawings, or computer programs, for example, and transmitted in various forms. Tacit knowledge and explicit knowledge are mutually complementary forms of meaning

Evaluation of the Community Leadership Project 2.0: Midpoint Report

The Community Leadership Project (CLP) is a collaborative effort between the David and Lucile Packard Foundation, the James Irvine Foundation, and the William and Flora Hewlett Foundation to build the capacity of small, community-based organizations (community grantees) serving lowincome people and communities of color in the San Francisco Bay Area, the Central Coast, and the San Joaquin Valley regions of California. Now in its second phase, CLP 2.0 is specifically investing in increasing the sustainability of nearly 60 community-based organizations by focusing on common outcomes in three areas: resilient leadership, adaptive capacity, and financial stability. CLP 2.0 is characterized by integrated and intensive support for community grantees in the form of multi-year general operating support, selfdirected capacity building, coaching and mentoring, and a structured menu of leadership development and technical assistance options. These supports and opportunities are provided through partnerships with five regranting intermediaries and five technical assistance (TA)/leadership intermediaries

Perceptions of knowledge sharing among small family firm leaders: a structural equation model

Small family firms have many unique relational qualities with implications for how knowledge is passed between individuals. Extant literature posits leadership approach as important in explaining differences in knowledge-sharing climate from one firm to another. This study investigates how leadership approaches interact with family influence to inform perceptions of knowledge sharing. We utilize survey data (n = 110) from owner-managers of knowledge-intensive small family firms in Scotland. Our findings present a choice in leadership intention, contrasting organization-focused participation against family-influenced guidance. Insight is offered on the implications of this leadership choice at both organizational and familial level