Leadership for Social Justice: Capacity-Building Resource Manual

This manual supports the development of new leaders committed to social justice. As a resource for facilitators of workshops and other education and training events, it shares session designs, exercises, handouts, short readings, and other materials that were developed through our work on Leadership for Social Justice Institutes organized at the request of the Ford Foundation International Fellowships Program

Leading Responsibly: Relevance of the Major Leadership Theories in the Caribbean Context

We examined the relevance of several leadership approaches in the Caribbean region to inform the current leadership practice in a number of sectoral domains (e.g. private, public, NGO). Using primarily a quantitative survey approach, we studied the relevance of transformational, transactional, authoritative, adaptive, servant, values-based, and spiritual leadership styles. Specifically, we explored each of the major leadership style’s application to the organizational (private, public and NGOs), political, religious, community and grassroots settings. The findings indicate a strong relevance of transformational leadership across a variety of work contexts in the Caribbean region with mixed and more nuanced results for other styles

Demographic effects on the use of vertical sources of guidance by managers in widely differing cultural contexts

Data provided by 7380 middle managers from 60 nations are used to determine whether demographic variables are correlated with managers’ reliance on vertical sources of guidance in different nations and whether these correlations differ depending on national culture characteristics. Significant effects of Hofstede’s national culture scores, age, gender, organization ownership and department function are found. After these main effects have been discounted, significant although weak interactions are found, indicating that demographic effects are stronger in individualist, low power distance nations than elsewhere. Significant non-predicted interaction effects of uncertainty avoidance and masculinity-femininity are also obtained. The implications for theory and practice of the use of demographic attributes in understanding effective management procedures in various parts of the world are discussed