Search results for "Lead"
showing 10 items of 1360 documents
Ties, Leaders, and Teams: A Social Network Approach
2014
To examine the theoretical and empirical implications of integrating the network and team literatures, we opened three different research lines. First, we argued that leader multiplex ties with their team members fulfilled important functions for team performance. In support of our hypotheses, analysis of data from 84 teams of a Spanish public service organization suggested that leaders’ centrality in their teams’ multiplex networks comprising both advice and friendship ties predicted longitudinal change in team performance, above and beyond members’ own multiplex ties. Beyond main effects, leader multiplex ties differentially interacted with members’ own network ties. We discussed theoreti…
Do You Trust Your Boss? – A Jungian Analysis of Leadership Reliability in CSR
2006
It is essential for corporate social responsibility that staff can trust its leaders. This paper argues that trust in leaders depends on the relationship between the leader’s values, words and actions. If they are in line, employees can trust the leader. If they are not, distrust prevails. Five alternative relationships between values, words and actions can be identified: (1) values = words = actions; (2) values = words != actions; (3) values != words = actions; (4) values != words != actions; and (5) values = actions != words. They can be analysed and interpreted through the Jungian concepts of ego, persona (public ego), shadow and self. In alternative (1) leaders’ Jungian ego has develope…
A Time to Lead : Changes in Relational Team Leadership Processes over Time
2020
This study analyzes how team members perceive changes in relational leadership processes over time. Interview data from three virtual teams ( N = 18) were analyzed using qualitative thematic analysis. The findings illustrate how ideals of well-functioning leadership and teamwork communication can differ both between and within teams at different times. Team members may perceive benefits of the passage of time in teamwork, including experienced closeness, adjustment, and clarification of practices, as well as challenges such as rigidity and historical baggage. Organizations and teams may experience a shift in the ideals of leadership, but adapting to and adopting new forms of leadership over…
At the heart of the Board: CEO and Chair. Processes, practices and relationships
2019
This doctoral dissertation explores leadership in the dyadic relationship of the Chief Executive Officer (CEO) and the Chair of the Board, and in the process leading to CEO dismissal. The study contributes to the literature on relational leadership and the human side of corporate governance and Board work by increasing understanding of the relational practices and processes of the CEO and Chair. A theoretical model is developed of the construction of the CEO-Chair relationship. Additionally, the study makes a methodological contribution by examining researcher-practitioner collaboration during the writing of this study. A qualitative research approach was adopted in the study, with open-end…
Long-term profiles of work-related rumination associated with leadership, job demands, and exhaustion : A three-wave study
2017
ABSTRACTThis study extends previous research on recovery from work stress by investigating the role of qualitative job demands and leadership in employees’ work-related rumination (WRR). The long-term development of WRR was examined from a person-centred approach across 22 months. Drawing on the stressor-detachment framework and conservation of resources theory, we investigated whether different WRR profiles could be understood in terms of levels of and changes in quantitative, cognitive, and emotional job demands, several aspects of supervisory leadership, and exhaustion that was expected to result from the impeded energy restoration process. A three-wave questionnaire study was conducted …
Leadership Scale in football coaches: psychometric and descriptive study
2020
El liderazgo ha sido una de las variables de interés en la psicología aplicada al deporte. El Modelo Multidimensional de Liderazgo de Chelladurai y Saleh (1980) sirvió de base para la creación de la Leadership Sport Scale (LSS). La versión para entrenadores (LSS-3) presenta debate respecto a su estructura factorial y sus valores de fiabilidad. El objetivo de este estudio es ofrecer una solución factorial aceptable para la escala LSS-3 en versión española (Ruiz-Barquín y De la Vega, 2015) en una muestra de 326 entrenadores de fútbol, varones, con edades comprendidas entre los 17 y 59 años y evaluar sus cualidades psicométricas. En segundo lugar, se investigan las posibles diferencias en las …
Distributing leadership in a day care setting
2016
The latest leadership theories require leadership to be distributed, but there is little evidence of how the distribution is made in practice, particularly in the context of early childhood education. This article describes leadership in two day care organizations in which the organizational structure was different than the traditional one. One organization comprised four day care units and the other had five units. According to the findings, leadership was implemented in the spirit of distributed leadership. The staff and the day care centre director in co-operation took responsibility for their organization. The relationship between the director and the staff was interactive and there was…
Teacher leadership repertoires in the context of early childhood education team meetings in Finland
2019
This study investigates teacher leadership in Early Childhood Education (ECE) settings in Finland. We used discursive analysis to investigate repertoires of teacher leaders during weekly team meetings organized by staff teams. In Finland, a staff team usually comprises of an ECE teacher - who is the team leader, and two childcare nurses. In this study ECE teachers are understood as being teacher leaders (Fairman & McKenzie, 2012). The study identifies four repertoires of teacher leadership: 1. collaborative teacher leadership; 2. supportive teacher leadership; 3. professional expertise; and 4. legitimation. Understanding teacher leadership is fundamental to enacting pedagogical leadership i…
Investigating the direct and indirect effects of a school-based leadership program for primary school students: Rationale and study protocol for the …
2023
Background Leadership is a valuable skill that can be taught in school, and which may have benefits within and beyond the classroom. Learning to Lead (L2L) is a student-led, primary school-based leadership program whereby older ‘peer leaders’ deliver a fundamental movement skills (FMS) program to younger ‘peers’ within their own school. Aim The aims of the study are to determine the efficacy of a peer-led FMS intervention on: (i) peer leaders’ (aged 10 to 12 years) leadership effectiveness (primary outcome), leadership self-efficacy, well-being, and time on-task in the classroom; (ii) peers’ (aged 8 to 10 years) physical activity levels, actual and perceived FMS competency, cardiorespirato…
Manager versus Leader. Why Are Both Roles Valuable?
2018
The confluence between a good manager and a good leader stands at the intersection of skills, strategic thinking and ethical integrity specific to the manager and the emotional intelligence, power of persuasion, empathy, passion and open communication specific to the leader. In this context, the present paper’s objective is to highlight the interconnection between the management / managers and leadership/leaders.