Melanie M. Morey and John J. Piderit
- Published in print:
- 2006
- Published Online:
- May 2006
- ISBN:
- 9780195305517
- eISBN:
- 9780199784813
- Item type:
- chapter
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/0195305515.003.0011
- Subject:
- Religion, Church History
This chapter presents policy packages that draw together various recommendations included in the previous theme chapters. These packages include a variety of practical approaches, as well as ...
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This chapter presents policy packages that draw together various recommendations included in the previous theme chapters. These packages include a variety of practical approaches, as well as situation specific plans. For each type of university, two scenarios are considered: one in which minimum standards for Catholic identity are achieved; and a second scenario in which these standards are far from being met. Catholic universities can adopt and adapt these plans in developing their own coordinated strategies to strengthen their institutional Catholic culture. The recommendations and approaches outlined in this chapter address the components of culture, the leadership style of the president and, where appropriate, are articulated according to each of the four models of being a Catholic university. The chapter concludes with the estimated cost of training an adequate number of faculty in the Catholic intellectual tradition.Less
This chapter presents policy packages that draw together various recommendations included in the previous theme chapters. These packages include a variety of practical approaches, as well as situation specific plans. For each type of university, two scenarios are considered: one in which minimum standards for Catholic identity are achieved; and a second scenario in which these standards are far from being met. Catholic universities can adopt and adapt these plans in developing their own coordinated strategies to strengthen their institutional Catholic culture. The recommendations and approaches outlined in this chapter address the components of culture, the leadership style of the president and, where appropriate, are articulated according to each of the four models of being a Catholic university. The chapter concludes with the estimated cost of training an adequate number of faculty in the Catholic intellectual tradition.
Bee Wee
- Published in print:
- 2007
- Published Online:
- November 2011
- ISBN:
- 9780198569855
- eISBN:
- 9780191730443
- Item type:
- chapter
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/acprof:oso/9780198569855.003.0026
- Subject:
- Palliative Care, Palliative Medicine Research, Patient Care and End-of-Life Decision Making
The strategic development and successful implementation of palliative care education requires effective leadership and management. This chapter focuses on leadership and aims to address what makes a ...
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The strategic development and successful implementation of palliative care education requires effective leadership and management. This chapter focuses on leadership and aims to address what makes a good leader; the tasks and styles of leadership; and building a culture of learning in palliative care. It draws together the current understanding of what leadership means, selected publications on leadership development where this is relevant to leadership in palliative care education and the personal experience in this area. Most of this chapter is about educational leadership. It also provides a brief discussion about the distinction between leaders and managers.Less
The strategic development and successful implementation of palliative care education requires effective leadership and management. This chapter focuses on leadership and aims to address what makes a good leader; the tasks and styles of leadership; and building a culture of learning in palliative care. It draws together the current understanding of what leadership means, selected publications on leadership development where this is relevant to leadership in palliative care education and the personal experience in this area. Most of this chapter is about educational leadership. It also provides a brief discussion about the distinction between leaders and managers.
Bryn Caless
- Published in print:
- 2011
- Published Online:
- May 2012
- ISBN:
- 9781447300168
- eISBN:
- 9781447305507
- Item type:
- chapter
- Publisher:
- Policy Press
- DOI:
- 10.1332/policypress/9781447300168.003.0004
- Subject:
- Social Work, Crime and Justice
Chief officers were asked about their leadership ‘style’ and how they perceived the nature of police leadership, as well as how they ‘sell’ their proposals for change and development. In this ...
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Chief officers were asked about their leadership ‘style’ and how they perceived the nature of police leadership, as well as how they ‘sell’ their proposals for change and development. In this chapter, the experiential emphasis on police leadership is explored, as are the expected competences of chief officers, both on appointment and in appraisal of performance.Less
Chief officers were asked about their leadership ‘style’ and how they perceived the nature of police leadership, as well as how they ‘sell’ their proposals for change and development. In this chapter, the experiential emphasis on police leadership is explored, as are the expected competences of chief officers, both on appointment and in appraisal of performance.
Maureen Duffy and Len Sperry
- Published in print:
- 2012
- Published Online:
- May 2012
- ISBN:
- 9780195380019
- eISBN:
- 9780199932764
- Item type:
- chapter
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/acprof:oso/9780195380019.003.0006
- Subject:
- Psychology, Social Psychology
This chapter builds on the perspective of the previous one and incorporates a discussion of how individual and group dynamics interact with organizational dynamics in the development of the social ...
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This chapter builds on the perspective of the previous one and incorporates a discussion of how individual and group dynamics interact with organizational dynamics in the development of the social process of mobbing. Individual and group dynamics that influence and reinforce abusive organizational behavior are described. Personality of both victims and perpetrators of workplace mobbing is discussed, as is the work orientation of victims of workplace mobbing. Additionally, the individual characteristics of child and adolescent victims and offenders/perpetrators of mobbing are reviewed. The influential role of leadership style, a set of characteristics applying to individual leaders, is also analyzed in the development of mobbing-proneness. Group dynamics, in terms of group cohesiveness and formal versus informal group formation, is then reviewed and taken into account as a factor in the development of mobbing. Finally, research evidence helpful in distinguishing mobbing-prone organizations from those that are not is analyzed.Less
This chapter builds on the perspective of the previous one and incorporates a discussion of how individual and group dynamics interact with organizational dynamics in the development of the social process of mobbing. Individual and group dynamics that influence and reinforce abusive organizational behavior are described. Personality of both victims and perpetrators of workplace mobbing is discussed, as is the work orientation of victims of workplace mobbing. Additionally, the individual characteristics of child and adolescent victims and offenders/perpetrators of mobbing are reviewed. The influential role of leadership style, a set of characteristics applying to individual leaders, is also analyzed in the development of mobbing-proneness. Group dynamics, in terms of group cohesiveness and formal versus informal group formation, is then reviewed and taken into account as a factor in the development of mobbing. Finally, research evidence helpful in distinguishing mobbing-prone organizations from those that are not is analyzed.
Patricia Lee Sykes
- Published in print:
- 2013
- Published Online:
- May 2013
- ISBN:
- 9780199666423
- eISBN:
- 9780191751462
- Item type:
- chapter
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/acprof:oso/9780199666423.003.0005
- Subject:
- Political Science, Comparative Politics
This chapter examines the records of five female prime ministers: Margaret Thatcher (United Kingdom), Kim Campbell (Canada), Jenny Shipley (New Zealand), Helen Clark (New Zealand) and Julia Gillard ...
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This chapter examines the records of five female prime ministers: Margaret Thatcher (United Kingdom), Kim Campbell (Canada), Jenny Shipley (New Zealand), Helen Clark (New Zealand) and Julia Gillard (Australia). These case studies illuminate what the study of male leaders alone conceals—namely, how gender shapes prime-ministerial power by affecting the institutions, ideology, and development of Anglo systems. Gender-based norms become embedded in institutions and ideas, and gender provides a lens that filters leadership traits and determines their value. The more adversarial the system, the more masculinist its norms and expectations of executive leadership tend to be. Female leaders in adversarial, Anglo systems often need to develop styles and strategies that show they are capable of being tough enough for the job. If they introduce a different approach to leadership, they might well appear too weak to lead.Less
This chapter examines the records of five female prime ministers: Margaret Thatcher (United Kingdom), Kim Campbell (Canada), Jenny Shipley (New Zealand), Helen Clark (New Zealand) and Julia Gillard (Australia). These case studies illuminate what the study of male leaders alone conceals—namely, how gender shapes prime-ministerial power by affecting the institutions, ideology, and development of Anglo systems. Gender-based norms become embedded in institutions and ideas, and gender provides a lens that filters leadership traits and determines their value. The more adversarial the system, the more masculinist its norms and expectations of executive leadership tend to be. Female leaders in adversarial, Anglo systems often need to develop styles and strategies that show they are capable of being tough enough for the job. If they introduce a different approach to leadership, they might well appear too weak to lead.
James Walter
- Published in print:
- 2013
- Published Online:
- May 2013
- ISBN:
- 9780199666423
- eISBN:
- 9780191751462
- Item type:
- chapter
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/acprof:oso/9780199666423.003.0002
- Subject:
- Political Science, Comparative Politics
This chapter develops a conceptual framework for systematic description and analysis of prime-ministerial leadership. It focuses particularly on the issue of the power of prime ministers. The author ...
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This chapter develops a conceptual framework for systematic description and analysis of prime-ministerial leadership. It focuses particularly on the issue of the power of prime ministers. The author proposes that to understand that power and its successful deployment demands far more than an institutional analysis of prime ministers’ authority resources, it also requires an understanding of the personality (motives, world views, skills) and styles of individual office-holders, as well as a systematic analysis of how the (political, economic, cultural) context in which they operate shapes and constrains their power chances. The argument is illustrated by a comparative examination of the prime-ministerial leadership of Gordon Brown (United Kingdom), Stephen Harper (Canada), Kevin Rudd (Australia) and John Key (New Zealand) during the Global Financial Crisis of the late 2000s.Less
This chapter develops a conceptual framework for systematic description and analysis of prime-ministerial leadership. It focuses particularly on the issue of the power of prime ministers. The author proposes that to understand that power and its successful deployment demands far more than an institutional analysis of prime ministers’ authority resources, it also requires an understanding of the personality (motives, world views, skills) and styles of individual office-holders, as well as a systematic analysis of how the (political, economic, cultural) context in which they operate shapes and constrains their power chances. The argument is illustrated by a comparative examination of the prime-ministerial leadership of Gordon Brown (United Kingdom), Stephen Harper (Canada), Kevin Rudd (Australia) and John Key (New Zealand) during the Global Financial Crisis of the late 2000s.
Leslie S. Pratch
- Published in print:
- 2014
- Published Online:
- November 2015
- ISBN:
- 9780231168366
- eISBN:
- 9780231537643
- Item type:
- chapter
- Publisher:
- Columbia University Press
- DOI:
- 10.7312/columbia/9780231168366.003.0010
- Subject:
- Business and Management, Strategy
This chapter considers coping issues relating to women in leadership roles. Leadership requires a certain degree of self-confidence and aggressiveness. Women who do not display confidence and a ...
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This chapter considers coping issues relating to women in leadership roles. Leadership requires a certain degree of self-confidence and aggressiveness. Women who do not display confidence and a certain degree of aggressiveness are less likely to be chosen as leaders because leaders need to be confident and aggressive. If, however, they do show a high level of self-confidence and aggressiveness, they are also not likely to be chosen because that is not how women are expected to act. Gender differences appear to play a crucial mediating role in shaping the judgments of particular male and female leaders. Women must be stronger copers to overcome bias based on gender stereotypes. This chapter discusses the results of a study that equate effective leadership in women with high self-esteem and high self-confidence as well as the communal style of leadership. In short, women must be stronger copers in order to transcend the constraints placed on their leadership style.Less
This chapter considers coping issues relating to women in leadership roles. Leadership requires a certain degree of self-confidence and aggressiveness. Women who do not display confidence and a certain degree of aggressiveness are less likely to be chosen as leaders because leaders need to be confident and aggressive. If, however, they do show a high level of self-confidence and aggressiveness, they are also not likely to be chosen because that is not how women are expected to act. Gender differences appear to play a crucial mediating role in shaping the judgments of particular male and female leaders. Women must be stronger copers to overcome bias based on gender stereotypes. This chapter discusses the results of a study that equate effective leadership in women with high self-esteem and high self-confidence as well as the communal style of leadership. In short, women must be stronger copers in order to transcend the constraints placed on their leadership style.
Keith Dowding
- Published in print:
- 2013
- Published Online:
- May 2013
- ISBN:
- 9780199666423
- eISBN:
- 9780191751462
- Item type:
- chapter
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/acprof:oso/9780199666423.003.0003
- Subject:
- Political Science, Comparative Politics
This chapter argues that structure and agency interact in important ways for judging the power of prime ministers. It distinguishes between ‘power to’ and ‘power over’. Some leaders appear powerful ...
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This chapter argues that structure and agency interact in important ways for judging the power of prime ministers. It distinguishes between ‘power to’ and ‘power over’. Some leaders appear powerful because they win despite opposition, others can appear weak even though they get what they want, simply because they allow others who share their preferences to take the lead. Nevertheless, how strong a prime minister appears will also enable that prime minister to be powerful: reputation is an important power resource. The chapter shows that the institutional basis of prime-ministerial power lies in the extent to which they have the ability to autonomously appoint ministers, allocate portfolios to them, and assign tasks and organizational resources to those portfolios. Personal (particularly styles and reputations) and contextual factors then combine to determine to what extent prime ministers are able to fully exploit their institutional possibilities for becoming powerful and effective.Less
This chapter argues that structure and agency interact in important ways for judging the power of prime ministers. It distinguishes between ‘power to’ and ‘power over’. Some leaders appear powerful because they win despite opposition, others can appear weak even though they get what they want, simply because they allow others who share their preferences to take the lead. Nevertheless, how strong a prime minister appears will also enable that prime minister to be powerful: reputation is an important power resource. The chapter shows that the institutional basis of prime-ministerial power lies in the extent to which they have the ability to autonomously appoint ministers, allocate portfolios to them, and assign tasks and organizational resources to those portfolios. Personal (particularly styles and reputations) and contextual factors then combine to determine to what extent prime ministers are able to fully exploit their institutional possibilities for becoming powerful and effective.
Auke van Dijk, Frank Hoogewoning, and Maurice Punch
- Published in print:
- 2015
- Published Online:
- May 2016
- ISBN:
- 9781447326915
- eISBN:
- 9781447326946
- Item type:
- chapter
- Publisher:
- Policy Press
- DOI:
- 10.1332/policypress/9781447326915.003.0004
- Subject:
- Sociology, Law, Crime and Deviance
The police can encounter a variety of situations such as sieges, criminal investigations, shootings, public disorder, disasters, civil emergencies and other major incidents. All incidents are a ...
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The police can encounter a variety of situations such as sieges, criminal investigations, shootings, public disorder, disasters, civil emergencies and other major incidents. All incidents are a matter of judgement, risk analysis and selecting an appropriate response: and need to be dealt with by officers on the basis of training and experience, which require them to exercise a number of competences. The underlying insight is that officers, at all levels, never know what they might encounter; that in reacting to a spontaneous incident the organizational structure and its leadership style have to alter instantly to ‘command and control’; and that there will always be a demand for internal and external accountability. Incidents are potentially a learning experience: but may also early on–or even a great deal later–become a matter of dispute, recrimination and apportioning blame.Less
The police can encounter a variety of situations such as sieges, criminal investigations, shootings, public disorder, disasters, civil emergencies and other major incidents. All incidents are a matter of judgement, risk analysis and selecting an appropriate response: and need to be dealt with by officers on the basis of training and experience, which require them to exercise a number of competences. The underlying insight is that officers, at all levels, never know what they might encounter; that in reacting to a spontaneous incident the organizational structure and its leadership style have to alter instantly to ‘command and control’; and that there will always be a demand for internal and external accountability. Incidents are potentially a learning experience: but may also early on–or even a great deal later–become a matter of dispute, recrimination and apportioning blame.
Gillian Peele
- Published in print:
- 2016
- Published Online:
- May 2017
- ISBN:
- 9781784991531
- eISBN:
- 9781526120946
- Item type:
- chapter
- Publisher:
- Manchester University Press
- DOI:
- 10.7228/manchester/9781784991531.003.0002
- Subject:
- Political Science, UK Politics
The chapter explores the relationship between David Cameron’s leadership and Conservative Party renewal. It argues that both Cameron’s leadership, and the understanding of the process of renewal have ...
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The chapter explores the relationship between David Cameron’s leadership and Conservative Party renewal. It argues that both Cameron’s leadership, and the understanding of the process of renewal have evolved since 2005. It explores the analytic problems associated with the concept of leadership and the importance of the role of followers as well as leaders. It discusses Cameron’s leadership style and the skills and personal characteristics he brought to the role, It discusses the key challenges for Cameron’s leadership and suggests that, despite his spectacular successes, Cameron continues to puzzle observers and that his leadership has encountered an unusual and intense degree of internal opposition. His historical legacy as the architect of Conservative renewal remains contested, not least because his ability to manage intra-party divisions over Europe has yet to be proved.Less
The chapter explores the relationship between David Cameron’s leadership and Conservative Party renewal. It argues that both Cameron’s leadership, and the understanding of the process of renewal have evolved since 2005. It explores the analytic problems associated with the concept of leadership and the importance of the role of followers as well as leaders. It discusses Cameron’s leadership style and the skills and personal characteristics he brought to the role, It discusses the key challenges for Cameron’s leadership and suggests that, despite his spectacular successes, Cameron continues to puzzle observers and that his leadership has encountered an unusual and intense degree of internal opposition. His historical legacy as the architect of Conservative renewal remains contested, not least because his ability to manage intra-party divisions over Europe has yet to be proved.
Dariusz Jemielniak
- Published in print:
- 2014
- Published Online:
- September 2014
- ISBN:
- 9780804789448
- eISBN:
- 9780804791205
- Item type:
- chapter
- Publisher:
- Stanford University Press
- DOI:
- 10.11126/stanford/9780804789448.003.0008
- Subject:
- Business and Management, Organization Studies
This chapter draws on the previous considerations about organization and management in open-collaboration movements to analyze the phenomenon of personal leadership, examining the example of Jimmy ...
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This chapter draws on the previous considerations about organization and management in open-collaboration movements to analyze the phenomenon of personal leadership, examining the example of Jimmy Wales, cofounder of Wikipedia. It shows the evolution of his role and the reasons why his influence on the movement could only increase when he stepped down from operational, daily activities and stopped his attempts at direct management. It makes some conclusions about modes of leadership in open-collaboration organizations and suggests that both an authoritative, single-handed style of leadership and a subservient, supportive one can work but must be in line with the leader's level of engagement in the community. The chapter also shows that the lack of formal leadership only makes it more difficult for natural leaders to legitimize their role.Less
This chapter draws on the previous considerations about organization and management in open-collaboration movements to analyze the phenomenon of personal leadership, examining the example of Jimmy Wales, cofounder of Wikipedia. It shows the evolution of his role and the reasons why his influence on the movement could only increase when he stepped down from operational, daily activities and stopped his attempts at direct management. It makes some conclusions about modes of leadership in open-collaboration organizations and suggests that both an authoritative, single-handed style of leadership and a subservient, supportive one can work but must be in line with the leader's level of engagement in the community. The chapter also shows that the lack of formal leadership only makes it more difficult for natural leaders to legitimize their role.
Marij Swinkels, Sabine van Zuydam, and Femke Van Esch
- Published in print:
- 2017
- Published Online:
- June 2017
- ISBN:
- 9780198783848
- eISBN:
- 9780191826498
- Item type:
- chapter
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/oso/9780198783848.003.0009
- Subject:
- Political Science, Comparative Politics
This chapter discusses the leadership style of Dutch prime ministers (PMs) and asks the question what type of leadership skills, relations, and reputations are most effective in modern Dutch ...
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This chapter discusses the leadership style of Dutch prime ministers (PMs) and asks the question what type of leadership skills, relations, and reputations are most effective in modern Dutch politics: a consensual or confrontational style. While Dutch politics traditionally favors leaders who employ a consensus-oriented leadership style, prime ministers Balkenende (2002–2010) and Rutte (2010–present) served at a time when socio-cultural changes and mediatization of politics were challenging this political practice. By applying a modified version of the Leadership Capital Index (LCI), the chapter shows that to ensure re-election, both PMs struck a careful balance between the consensual and confrontational leadership styles. Whereas the study indicates that prime ministers have considerable leeway in how to strike that balance, the results suggest that it is essential that they maintain constructive relations with their peers in government and parliament to be electorally successful in the Dutch political system.Less
This chapter discusses the leadership style of Dutch prime ministers (PMs) and asks the question what type of leadership skills, relations, and reputations are most effective in modern Dutch politics: a consensual or confrontational style. While Dutch politics traditionally favors leaders who employ a consensus-oriented leadership style, prime ministers Balkenende (2002–2010) and Rutte (2010–present) served at a time when socio-cultural changes and mediatization of politics were challenging this political practice. By applying a modified version of the Leadership Capital Index (LCI), the chapter shows that to ensure re-election, both PMs struck a careful balance between the consensual and confrontational leadership styles. Whereas the study indicates that prime ministers have considerable leeway in how to strike that balance, the results suggest that it is essential that they maintain constructive relations with their peers in government and parliament to be electorally successful in the Dutch political system.
Lewis Minkin
- Published in print:
- 2014
- Published Online:
- September 2014
- ISBN:
- 9780719073793
- eISBN:
- 9781781706770
- Item type:
- chapter
- Publisher:
- Manchester University Press
- DOI:
- 10.7228/manchester/9780719073793.003.0018
- Subject:
- Political Science, International Relations and Politics
Management of the reaction to the way that the Iraq invasion was authorised, coupled with management of deepening party divisions over domestic policy, provide the major focus of this chapter. Blair ...
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Management of the reaction to the way that the Iraq invasion was authorised, coupled with management of deepening party divisions over domestic policy, provide the major focus of this chapter. Blair gave new indications of change in his leadership style whilst the covert practice of managerial control continued and accountability was constrained. Noted here also as an asset for Blair is the lack of appeal of enforced party regime change involving Brown. The methods of party management were the continuing cause of grievance and led, as shown here, to a new internal party organisation of the unions. That contributed towards the Warwick Agreement with the unions and an apparent change of the Leader’s approach towards the union relationship. Accusations of financial pressure are critically examined in this connection and shown, yet again, to be misconceived.Less
Management of the reaction to the way that the Iraq invasion was authorised, coupled with management of deepening party divisions over domestic policy, provide the major focus of this chapter. Blair gave new indications of change in his leadership style whilst the covert practice of managerial control continued and accountability was constrained. Noted here also as an asset for Blair is the lack of appeal of enforced party regime change involving Brown. The methods of party management were the continuing cause of grievance and led, as shown here, to a new internal party organisation of the unions. That contributed towards the Warwick Agreement with the unions and an apparent change of the Leader’s approach towards the union relationship. Accusations of financial pressure are critically examined in this connection and shown, yet again, to be misconceived.
Joseph R. Fitzgerald
- Published in print:
- 2018
- Published Online:
- May 2019
- ISBN:
- 9780813176499
- eISBN:
- 9780813176529
- Item type:
- chapter
- Publisher:
- University Press of Kentucky
- DOI:
- 10.5810/kentucky/9780813176499.003.0007
- Subject:
- History, Social History
This chapter continues to detail the history of the social justice–focused Cambridge movement and white politicos’ use of laissez-faire gradualism to thwart it. It discusses Richardson’s growing ...
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This chapter continues to detail the history of the social justice–focused Cambridge movement and white politicos’ use of laissez-faire gradualism to thwart it. It discusses Richardson’s growing influence in the Cambridge movement, particularly her ideas about who should be involved in the movement, what its goals should be, and what strategies and tactics should be used to achieve them. She rejected the politics of respectability, which stressed adherence to certain dress and personal behavior standards, and presented herself to white leaders, including Attorney General Robert F. Kennedy, as an unflinching advocate for black liberation. This chapter also covers Richardson’s role in the “Treaty of Cambridge,” a formal agreement between city leaders and CNAC that outlined the steps white leaders would take to address the city’s racial issues.Less
This chapter continues to detail the history of the social justice–focused Cambridge movement and white politicos’ use of laissez-faire gradualism to thwart it. It discusses Richardson’s growing influence in the Cambridge movement, particularly her ideas about who should be involved in the movement, what its goals should be, and what strategies and tactics should be used to achieve them. She rejected the politics of respectability, which stressed adherence to certain dress and personal behavior standards, and presented herself to white leaders, including Attorney General Robert F. Kennedy, as an unflinching advocate for black liberation. This chapter also covers Richardson’s role in the “Treaty of Cambridge,” a formal agreement between city leaders and CNAC that outlined the steps white leaders would take to address the city’s racial issues.
Duncan Green
- Published in print:
- 2016
- Published Online:
- October 2016
- ISBN:
- 9780198785392
- eISBN:
- 9780191833236
- Item type:
- chapter
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/acprof:oso/9780198785392.003.0013
- Subject:
- Economics and Finance, Development, Growth, and Environmental, Public and Welfare
This chapter turns to the role of leaders and leadership in driving change. Though these roles are often downplayed or outright neglected in academia, the chapter argues that leadership is central to ...
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This chapter turns to the role of leaders and leadership in driving change. Though these roles are often downplayed or outright neglected in academia, the chapter argues that leadership is central to any understanding of how change happens. ‘Leaders’ in this case are not limited to politicians only—the chapter also examines leadership from below—that which emerges from citizens’ movements, voluntary associations, trade unions, faith organizations, and indeed in every walk of life. Leaders operate at the interface between structure and agency, striving to leave their mark on the institutions, cultures, and traditions in which they live and work. Activists need to understand where leadership comes from and how to best identify, support, and work with progressive leaders.Less
This chapter turns to the role of leaders and leadership in driving change. Though these roles are often downplayed or outright neglected in academia, the chapter argues that leadership is central to any understanding of how change happens. ‘Leaders’ in this case are not limited to politicians only—the chapter also examines leadership from below—that which emerges from citizens’ movements, voluntary associations, trade unions, faith organizations, and indeed in every walk of life. Leaders operate at the interface between structure and agency, striving to leave their mark on the institutions, cultures, and traditions in which they live and work. Activists need to understand where leadership comes from and how to best identify, support, and work with progressive leaders.
Joseph R. Fitzgerald
- Published in print:
- 2018
- Published Online:
- May 2019
- ISBN:
- 9780813176499
- eISBN:
- 9780813176529
- Item type:
- chapter
- Publisher:
- University Press of Kentucky
- DOI:
- 10.5810/kentucky/9780813176499.003.0005
- Subject:
- History, Social History
This chapter covers Richardson’s life after she graduated from Howard University in 1942. During the next fifteen years, she made a number of decisions that reflected her family’s and society’s ...
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This chapter covers Richardson’s life after she graduated from Howard University in 1942. During the next fifteen years, she made a number of decisions that reflected her family’s and society’s gender socialization, which included getting married, having children, and staying married when she would have preferred not to. Eventually, she rejected these gender expectations and divorced her husband. It was during this time that Richardson began routine race service through her activities in the Second Ward Recreational League, which worked to improve black residents’ quality of life in Cambridge’s segregated society. She also publicly raised concerns about the city’s racially segregated school system. These activities gave Richardson valuable organizing experience and prepared her for civil rights activism. Her community advocacy work telegraphed her leadership style, which captivated the nation a few years later.Less
This chapter covers Richardson’s life after she graduated from Howard University in 1942. During the next fifteen years, she made a number of decisions that reflected her family’s and society’s gender socialization, which included getting married, having children, and staying married when she would have preferred not to. Eventually, she rejected these gender expectations and divorced her husband. It was during this time that Richardson began routine race service through her activities in the Second Ward Recreational League, which worked to improve black residents’ quality of life in Cambridge’s segregated society. She also publicly raised concerns about the city’s racially segregated school system. These activities gave Richardson valuable organizing experience and prepared her for civil rights activism. Her community advocacy work telegraphed her leadership style, which captivated the nation a few years later.
Laura Visser-Maessen
- Published in print:
- 2016
- Published Online:
- January 2017
- ISBN:
- 9781469627984
- eISBN:
- 9781469628004
- Item type:
- chapter
- Publisher:
- University of North Carolina Press
- DOI:
- 10.5149/northcarolina/9781469627984.003.0001
- Subject:
- History, African-American History
This chapter serves to introduce the reader toRobert Parris Moses and summarizes the origins and inherent contradictions in his leadership style as they played out in his career, particularly the ...
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This chapter serves to introduce the reader toRobert Parris Moses and summarizes the origins and inherent contradictions in his leadership style as they played out in his career, particularly the seeming contradictions between organizing and leading.Less
This chapter serves to introduce the reader toRobert Parris Moses and summarizes the origins and inherent contradictions in his leadership style as they played out in his career, particularly the seeming contradictions between organizing and leading.
Leslie S. Pratch
- Published in print:
- 2014
- Published Online:
- November 2015
- ISBN:
- 9780231168366
- eISBN:
- 9780231537643
- Item type:
- chapter
- Publisher:
- Columbia University Press
- DOI:
- 10.7312/columbia/9780231168366.003.0005
- Subject:
- Business and Management, Strategy
This chapter describes the depth-psychological approach to executive assessment, including the levels of personality assessed. Understanding the whole person, public and private, exterior and ...
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This chapter describes the depth-psychological approach to executive assessment, including the levels of personality assessed. Understanding the whole person, public and private, exterior and interior, past and present, makes it possible to develop better predictions regarding an executive's performance at work. Knowing the whole person means looking beyond how he/she appears at a purely outward-facing professional level. This chapter explains how depth-psychological analysis allows one to differentiate among active and passive copers, how to pinpoint where they may be weak or strong, and to understand the nature of their particular leadership styles. It also discusses three techniques of the assessment approach, namely, self-report methods, projective techniques, and multilevel typology. Finally, it considers how psychologists can ferret out executives who possess robust, active coping personality structures from those with holes in their coping structures, blind spots, and underlying passivity.Less
This chapter describes the depth-psychological approach to executive assessment, including the levels of personality assessed. Understanding the whole person, public and private, exterior and interior, past and present, makes it possible to develop better predictions regarding an executive's performance at work. Knowing the whole person means looking beyond how he/she appears at a purely outward-facing professional level. This chapter explains how depth-psychological analysis allows one to differentiate among active and passive copers, how to pinpoint where they may be weak or strong, and to understand the nature of their particular leadership styles. It also discusses three techniques of the assessment approach, namely, self-report methods, projective techniques, and multilevel typology. Finally, it considers how psychologists can ferret out executives who possess robust, active coping personality structures from those with holes in their coping structures, blind spots, and underlying passivity.
Menachem Klein
- Published in print:
- 2019
- Published Online:
- February 2020
- ISBN:
- 9780190087586
- eISBN:
- 9780190099626
- Item type:
- chapter
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/oso/9780190087586.003.0001
- Subject:
- Political Science, Middle Eastern Politics
This chapter deals with Arafat and Abbas’ personalities, early careers in the PLO, their different leadership styles, Arafat as a national Icon, Arafat’s demonic perspective in the eyes of Israel, ...
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This chapter deals with Arafat and Abbas’ personalities, early careers in the PLO, their different leadership styles, Arafat as a national Icon, Arafat’s demonic perspective in the eyes of Israel, and Abbas’ road to power.Less
This chapter deals with Arafat and Abbas’ personalities, early careers in the PLO, their different leadership styles, Arafat as a national Icon, Arafat’s demonic perspective in the eyes of Israel, and Abbas’ road to power.
- Published in print:
- 2008
- Published Online:
- March 2013
- ISBN:
- 9780226346236
- eISBN:
- 9780226346250
- Item type:
- chapter
- Publisher:
- University of Chicago Press
- DOI:
- 10.7208/chicago/9780226346250.003.0010
- Subject:
- History, History of Science, Technology, and Medicine
This chapter discusses the leadership of Leon M. Lederman as director of the Fermilab. It provides a biographical background of Lederman and describes his leadership style. Like Robert R. Wilson, ...
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This chapter discusses the leadership of Leon M. Lederman as director of the Fermilab. It provides a biographical background of Lederman and describes his leadership style. Like Robert R. Wilson, Lederman structured his vision for Fermilab on his self-image with a personae based on his all-embracing passion for physics. This chapter discusses how Lederman stabilized the laboratory, improved its funding environment and nurtured a vigorous megascience in a truly national laboratory whose frontier science was integrated within the cultural matrix of the American Midwest.Less
This chapter discusses the leadership of Leon M. Lederman as director of the Fermilab. It provides a biographical background of Lederman and describes his leadership style. Like Robert R. Wilson, Lederman structured his vision for Fermilab on his self-image with a personae based on his all-embracing passion for physics. This chapter discusses how Lederman stabilized the laboratory, improved its funding environment and nurtured a vigorous megascience in a truly national laboratory whose frontier science was integrated within the cultural matrix of the American Midwest.