Talent Management and Teacher Leadership Talent Development in High Performing School in Malaysia

Researches on the effective leadership reveal that principals in high performing schools aresuccessful in improving schools outcomes through who they are, the strategies they use, as well asthe specific combination and timely implementation and management of these strategies as a resultof the unique contexts in which they work. The present research work tries to explore and confirmthe talent management factors (TMFs) responsible for developing teacher leadership talent (TLT).The proposed TMFs were tested and validated through a sample of 400 teachers of HighPerforming School in Malaysia using Amos 19. Hypotheses were tested at a 95% confidence leveland the Root Mean Square Error of Approximation (RMSEA), Tucker-Lewis Index (TLI) andComparative Fit Index (CFI) were used to test the structural equation model of talent management.The obtained RMSEA value was 0.049, TLI value was 0.942 and CFI value was 0.962 whichindicated a good model fit and appropriateness. Analysis of the results demonstrated that the levelof implementation of talent management falls into the range of being very good and has asignificant relationship with a teacher leadership talent development of the organization in thestudied population. This study is one of very few studies to provide an integrative perspective ofTMFs for developing TLT in high performing school; it adds to the extremely limited number ofempirical studies that have been conducted to investigate talent management in the educationsector and how teacher leaders start as individual contributors and move up into management andleadership roles

Blockchain, Leadership And Management: Business AS Usual Or Radical Disruption?

The Internet provided the world with interconnection. However, it did not provide it with trust. Trust is lacking everywhere in our society and is the reason for the existence of powerful intermediaries aggregating power. Trust is what prevents the digital world to take over. This has consequences for organisations: they are inefficient because time, energy, money and passion are wasted on verifying everything happens as decided. Managers play the role of intermediaries in such case: they connect experts with each others and instruct them of what to do. As a result, in our expert society, people's engagement is low because no one is there to inspire and empower them. In other words, our society faces an unprecedented lack of leadership. Provided all those shortcomings, the study imagines the potential repercussions, especially in the context of management, of implementing a blockchain infrastructure in any type of organisation. Indeed, the blockchain technology seems to be able to remedy to those issues, for this distributed and immutable ledger provides security, decentralisation and transparency. In the context of a blockchain economy, the findings show that value creation will be rearranged, with experts directly collaborating with each others, and hierarchy being eliminated. This could, in turn, render managers obsolete, as a blockchain infrastructure will automate most of the tasks. As a result, only a strong, action-oriented, leadership would maintain the organisation together. This leadership-in-action would consist in igniting people to take action; coach members of the organisations so that their contribution makes sense in the greater context of life

Transformational Leadership and Knowledge Management: Analysing the Knowledge Management Models

The purpose of the present study is to investigate the mutual relationship between transformational leadership and knowledge management as well the potential effects of a transformational leader on his or her followers. In this paper, we review the role of transformational leadership in effective knowledge management and establish the emerging role of transformational leadership, as an ideal leadership style in building knowledge-based companies to achieve a higher degree of competitive advantage. The findings in this article are based upon previous empirical studies that illustrate the formulation of several propositions that contribute to the knowledge management processes. Our findings are based upon possible scenarios that impact transformational leadership and knowledge management using grounded theoretical research. Research limitations are twofold. One limitation is found in the prior literature indicating that past studies have posited that companies might lack the required capabilities or decide to decline from interacting with other companies (Caldwell & Ancona 1988), or even distrust sharing their knowledge (Kraut & Streeter 1995). And, second, our contribution to the literature lies in presenting a link between knowledge management and transformational leadership that incorporates the knowledge management processes that may impact the effectiveness of transformational leaders to enhance their capabilities to effectively play their roles within companies. In addition, managerial applications that may support knowledge management processes are proposed further research is necessary to finalise conclusions. The original value of this research provides an impetus of mutual interaction of knowledge management and transformational leadership

Rethinking leadership: a way forward for teaching leadership?

Purpose – There have again been increasing calls for management educators to strengthen the development of leadership in their programmes. However, it is unclear as to how such calls can be best answered. One way forward may be to rethink our conceptualisation of leadership. This paper seeks to address this issue. Design/methodology/approach – Dominant theories of leadership may offer limited help to management educators. The dominant conceptualisation of leadership is questioned using empirical evidence from recent studies and interviews undertaken by the authors which examined managers' understandings of leadership. Findings – This article suggests that mainstream leadership theories are framed by systems-control thinking and highlights a number of issues in respect of teaching leadership. Proposes that a process-relational framing of leadership may be a more useful way to think about leadership. Research limitations/implications – Whilst the interview data drawn upon is exploratory and therefore cannot be taken as conclusive, we hope to stimulate a wider rethinking of leadership than is currently present. Practical implications – Tentative suggestions are presented for responding to calls to improve the teaching of leadership. Originality/value – The paper emphasises a process-relational understanding of leadership and may be seen to offer practical help to management educators concerned with the teaching of leadership

Leadership Styles and Decision-making in Finnish and Swedish Organizations

Globalization and other forces are challenging the European leadership models and practices. It can be seen that albeit what’s a very efficient leadership style for one country may be an extremely ineffective style for another - people aren’t always aware that cultural differences exist at all. Finland and Sweden are neighbouring countries which have a long common history behind them. This paper introduces how substantially the management cultures and leadership styles really differ in these countries. Cultural values have an influence on leadership practices and institutional arrangements. Many aspects of leadership are affected by cultural differences, and in this paper the differences in leadership styles between Finland and Sweden are presented, concentrating in management and decision making which vary culture by culture.consensus; culture; decision-making; leadership; management.

Medical Leadership and Management in the United Kingdom

Objective: This article aims to outline the historical development of medical leadership in the United Kingdom (UK), present recent advances, discuss professional development and future prospects. Conclusions: With increasing involvement of medical professionals in top managerial roles in the UK over the last 30 years, leadership development initiatives have been growing steadily and there is increasing recognition of the need for leadership and management skills for doctors. Such skills can help to greatly improve patient care as well as enhance organisational effectiveness and productivity. The central involvement of professional bodies such as the UK Faculty of Medical Leadership and Management, and the establishment of medical fellowship schemes, have provided a solid foundation for a new generation of aspiring medical leaders but there is still a long way to go to achieve a higher degree of professionalism for clinical leadership in the UK. The evidence base is weak such that integrated efforts by clinicians and management academics have much to offer in achieving the vision of socially responsible, clinically relevant and research-informed medical leadership training

Critical Practice Leadership in Post-compulsory Education

This article questions why leaders in post-compulsory education tend not to view leadership research positively or utilise it in improving their practice. Drawing on the theoretical literature of educational management and leadership, and the current political and economic context of post-compulsory education, it proposes a new direction of critical practice leadership informed by advanced practitioner research. Challenging assumptions about leadership practice and leadership research creates opportunity for an ethical and practical perspective for leadership practitioners, and a distinctive contribution to the field of leadership theory and research by resisting the false dualism between theory and practice

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