Search Results

Policy Packages

Melanie M. Morey and John J. Piderit

in Catholic Higher Education: A Culture in Crisis

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 ... More

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

Educational Leadership

Bee Wee

in Education in Palliative Care: Building a Culture of Learning

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 ... More

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 challenge of leadership in the police

Bryn Caless

in Policing at the Top: The Roles, Values and Attitudes of Chief Police Officers

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 ... More

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

Group, Leadership, and Individual Antecedents of Mobbing

Maureen Duffy and Len Sperry

in Mobbing: Causes, Consequences, and Solutions

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 ... More

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

Gendering Prime-Ministerial Power

Patricia Lee Sykes

in Understanding Prime-Ministerial Performance: Comparative Perspectives

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 ... More

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

Personal Style, Institutional Setting and Historical Opportunity: Prime-Ministerial Performance in Context

James Walter

in Understanding Prime-Ministerial Performance: Comparative Perspectives

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 ... More

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

Implications for Female Leaders

Leslie S. Pratch

in Looks Good on Paper?: Using In-Depth Personality Assessment to Predict Leadership Performance

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 ... More

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

Prime-Ministerial Power Institutional and Personal Factors

Keith Dowding

in Understanding Prime-Ministerial Performance: Comparative Perspectives

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 ... More

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

When matters become ‘really real’: commanding operations

Auke van Dijk, Frank Hoogewoning, and Maurice Punch

in What Matters In Policing?: Change, values and leadership in turbulent times

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 ... More

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

David Cameron’s leadership and party renewal

Gillian Peele

in David Cameron and Conservative Renewal: The Limits of Modernisation?

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 ... More

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

Leadership Transformed: The Pros and Cons of Benevolent Dictatorship

Dariusz Jemielniak

in Common Knowledge?: An Ethnography of Wikipedia

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 ... More

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

Modern Prime-Ministerial Leadership in the Netherlands: Consensus or Confrontation?

Marij Swinkels, Sabine van Zuydam, and Femke Van Esch

in The Leadership Capital Index: A New Perspective on Political Leadership

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 ... More

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

New challenges and management on the road to Warwick

Lewis Minkin

in The Blair Supremacy: A study in the politics of Labour's party management

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 ... More

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

Shock Therapy, Round Two

Joseph R. Fitzgerald

in The Struggle Is Eternal: Gloria Richardson and Black Liberation

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 ... More

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

Dreams Deferred

Joseph R. Fitzgerald

in The Struggle Is Eternal: Gloria Richardson and Black Liberation

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 ... More

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

Introduction

Laura Visser-Maessen

in Robert Parris Moses: A Life in Civil Rights and Leadership at the Grassroots

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 ... More

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

What Lies Beneath?

Leslie S. Pratch

in Looks Good on Paper?: Using In-Depth Personality Assessment to Predict Leadership Performance

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 ... More

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

Arafat, the Icon as President, and His Antihero Successor

Menachem Klein

in Arafat and Abbas: Portraits of Leadership in a State Postponed

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, ... More

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

Lederman's Vision

in Fermilab: Physics, the Frontier, and Megascience

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, ... More

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