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

Succeeding Through Collaborative Conflict: The Paradoxical Lessons of Shared Leadership

Facing serious challenges that may dictate the complete overhaul of business mindset and industry must be directed by sound leadership. But is it possible to lead alone or is collaboration necessary to confront these challenges? These authors tackle the well-known idiom “two heads are better than one” and extract from its meaning the inherent dichotomy in shared leadership, mediating differences of direction, and preserving the integrity of individual perspective in this new age

Sonar research conducted during the period 1 January - 31 March 1961

This is a report of activities supported under Contract NObsr-72521 for the period 1 January through 31 March 1961. It also contains mention of other reports, papers, and undertakings of the submarine geophysics group (listed under "Personnel") which are believed to be of interest to the Bureau of Ships. During this period no cruises have been supported directly under this contract. Eight members of the group under the leadership of Dr. Voorhis have participated in a cruise of CHAIN to the Romanche Trench. Their principal objective was to determine the sill depth which controls the exchange of deep, cold water ,between the western and eastern sides of the Atlantic Ocean. This sill was previously identified from hydrographic evidence to lie somewhat east of the Romanche Trench. A second objective was to continue the observations of temperature structure near the sea's surface with the thermistor chain. Another group, under Mr. Baxter's leadership, continued a sound transmission study in the Bermuda area in support of Project ARTEMIS. A third group, under Dr. Hays's direction, commenced a finely detailed bathymetric survey of an area of special interest to Project ARTEMIS. In all three of these studies we are making use of one or more experimental techniques in the use of sonobuoys, underwater acoustic navigation for submerged instruments, and sound coherence studies which are planned for use eventually in sound transmission and bottom reflection research under this contract.Bureau of Ships Under Contract NObsr-7252

THE SOUND OF LEADERSHIP: THE SELF-LEADERSHIP STRATEGIES OF LOCAL ACTIVIST MUSICIANS

Within this dissertation I focused on the examination of local activist musicians’ self-leadership strategies and the method in which they lead social change movements. Additionally, I sought to increase the understanding of charismatic leadership, self-leadership strategies of local activist musicians, and the method in which local activist musicians lead social movements. To my knowledge, no published studies have explored local activist musicians’ self-leadership strategies. Therefore, this study is significant because I (a) explored a term which lacks a unifying definition, charismatic leadership, (b) provided theoretical foundations for activist musicians and social change, and (c) explored the self-leadership strategies of local activist musicians and the method in which activist musicians share knowledge in order to foster positive community change. A proposition offered in the dissertation is that activist musicians use their musical competencies to enhance their social change strategies within the local community. However, it is unclear what self-leadership strategies are being utilized by local activist musicians in order to reach collective action and achieve social and political change. A self-developed framework, the Framework for Activist Musicians (FAM), portrays how an activist musician utilizes their social experiences, behaviors, and influence to enact social change. The framework delineates how a musician utilizes their music making involvement and status to enhance their charisma and authenticity as an activist to establish social change. The findings in this dissertation indicate the importance of one’s music making experiences and status as a musician in fostering social change initiatives in addition to his or her self-leadership strategies. The findings display the methods in which local activist musicians share knowledge were instrumental in their ability to encourage others, mobilize people, recruit members, and share knowledge in social change movements and how the unique qualities of an individual who is a musician and activist are well-prepared to be an influential community leader

Leading For The Bottom Line: A View Of Leadership In A Bottom-Line Context

This paper sets out to establish and describe a new approach to leadership called Bottom Line Leadership. The essence of Bottom Line Leadership is that a leader’s most critical responsibility is to clearly identify, communicate and gain buy-in for the ultimate bottom-line objective of the organization he/she leads, subject to constraints imposed by the market and by the organization itself. In comparison to other leadership models that focus on the general attributes or behaviors characterizing effective leaders, Bottom Line Leadership emphasizes the link between an organization’s purpose and a leader’s behavior. The philosophy that serves as the foundation for this article stipulates that employees, in any type of organization, need to be crystal clear about the purpose and bottom-line objective of the organization they work for. Having this clarity of objective enables employees to not only understand the importance of an organization’s strategy and mission; it also allows them to make sound decisions in support of the organization’s goals. We believe that it is essential that leaders in organizations instill this clarity of purpose and help create the conditions that allow people to channel their energies into the appropriate activities. What results from our leadership and management research is a “virtuous circle” model coupled with a checklist that prescribes precisely what Bottom-Line Leaders do. To arrive at our model of Bottom-Line Leadership, we review the teachings of some of the most popular leadership and management thought leaders. We conclude that effective leadership actually encompasses both traditional leadership attributes (create / inspire / influence) and traditional management capabilities (deploy / control / execute). In short, what we find is that Bottom-Line Leaders instill clarity of purpose in their organization, gain commitment to the ultimate bottom-line objective, and engage employees in these efforts. They do this by deploying methods of communication, inspiration and motivation that constantly maintain a connection to, and are aligned with, the ultimate bottom-line objective the organization is striving to achieve. They also work tirelessly to ensure that employees are in a position to make decisions and take actions in manners supporting the bottom-line objective. In our view, leaders are those who do the right things right and get their people to do likewise

The challenge of stability: Mexico's pursuit of sound money

How can Mexico best achieve a stable standard of value and, hence, sound money? Mr. Jordan, president and chief executive officer of the Federal Reserve Bank of Cleveland, explored this question in his address to the DUXX Graduate School of Business Leadership at its Forum on Public Policy in Monterrey, Mexico. This Economic Commentary is adapted from his remarks.Mexico ; Money

Organizational culture, leadership style and effectiveness: A case study of middle eastern construction clients

During the last few decades, organizational effectiveness has received a great deal of attention in many industrial sectors. As a result, a variety of models have been formulated which measure organizational performance. In the construction industry, two factors have subsequently captured the imagination and interest of researchers and practitioners alike: the culture of the organization and the leadership style of project managers. This focus places a requirement upon construction organizations to recognize and understand their organizational culture, and equally, to clearly communicate it to their employees as part of their capitalist drive of constantly improving performance, productivity and profit. Traditional ways of conducting construction business require a sound understanding of the technical and managerial demands of executing projects, which in turn, places an increased emphasis upon the management and leadership competencies of individual project managers. The purpose of the research is to explore the relationship between organizational culture, authentic leadership style and effectiveness within the context of a case study investigation centred on Middle Eastern construction clients and their project managers. The outcomes of the investigation, which include the presentation of an explanatory model, indicate that organizational culture is directly and positively related to performance and effectiveness, while project managers' leadership style has an indirect relationship to effectiveness. A strong organizational culture is therefore deemed critical to organizational performance

Perceptions of teachers and school management teams of the leadership roles of public school principals

One of the reasons attributed to the continuous decline in student performance and low educational outcomes in public schools is the poor leadership displayed by many principals. Despite the fact that there are no stringent criteria for the appointment of school principals or prerequisite qualifications, principals do have the potential to lead and manage efficient and successful schools. In this paper, I argue that principals can develop exemplary leadership practices when subjected to sound training and professional development programmes. The Department of Education and Higher Education institutions have emphasised the importance of formal qualifications for enhancing career development programmes for practicing and aspiring principals in South Africa. Using questionnaires, I explore the perceptions of teachers and school management team (SMT) members of the leadership qualities exhibited by principals who acquired the professional qualification referred to as the Advanced Certificate in Education: School Leadership and Management (ACESLM). Findings revealed that leadership development for principals is crucial for school improvement because of active teaching and learning. Leadership capacity requires principals to participate with relevant stakeholders skilfully, and where there is high leadership capacity, instructional leadership develops into sound leadership practices.Keywords: effective leadership; instructional leadership; leadership practices; professional development; school improvement; school leadershi

The Courage to Lead

This article explores the relationship between courage and leadership as it applies to Catholic educators. Scripture, literature, contemporary leadership theory, and modern culture are used in the development of an approach to leadership that is both theologically sound and culturally relevant. The author criticizes popular views of leadership, especially the work of Stephen Covey, in articulating a Catholic worldview and a functional leadership theory for Catholic educators

Leadership: Communicating strategically in the 21st century

This paper seeks to discuss the functions of communication in ensuring effective leadership in the 21st century organization.The definition concept of leadership often intertwines and this provides various dimensions which create challenges to define leadership which encompasses all traits. Further, this paper later expanded from concept and definitions of leadership to leadership communication models.This paper recommended that leadership is about setting direction and aligning people to desired direction.Significantly, future leaders must be able to ensure that the subordinates are treated as members of the organization, whereby consistency in providing sound leadership would determine employee motivation and performance