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Article
Publication date: 1 September 2005

Olivier Furrer

701

Abstract

Details

International Journal of Service Industry Management, vol. 16 no. 4
Type: Research Article
ISSN: 0956-4233

Available. Content available
Article
Publication date: 1 February 2003

Judy Druse, Susan Jarchow, Brenda White and Kevin Wohler

233

Abstract

Details

Library Hi Tech News, vol. 20 no. 2
Type: Research Article
ISSN: 0741-9058

Available. Content available
Article
Publication date: 1 April 2005

K. Narasimhan

1134

Abstract

Details

Managing Service Quality: An International Journal, vol. 15 no. 2
Type: Research Article
ISSN: 0960-4529

Keywords

Available. Content available
Book part
Publication date: 10 April 2006

Abstract

Details

Understanding Adaptability: A Prerequisite for Effective Performance within Complex Environments
Type: Book
ISBN: 978-1-84950-371-6

Available. Content available
Case study
Publication date: 2 May 2017

Rebecca J. Morris

Abstract

Details

The CASE Journal, vol. 13 no. 3
Type: Case Study
ISSN: 1544-9106

Available. Content available
Article
Publication date: 26 June 2007

Brian Roberts

256

Abstract

Details

International Journal of Educational Management, vol. 21 no. 5
Type: Research Article
ISSN: 0951-354X

Available. Content available
Case study
Publication date: 22 November 2019

Rebecca J. Morris

Abstract

Details

The CASE Journal, vol. 15 no. 6
Type: Case Study
ISSN: 1544-9106

Available. Open Access. Open Access
Article
Publication date: 15 December 2007

Susan Beck-Frazier, Larry Nash White and Cheryl McFadden

The study design investigated the leadership behavior of deans of education that addresses an important aspect of leadership – leadership is created when there is alignment…

50

Abstract

The study design investigated the leadership behavior of deans of education that addresses an important aspect of leadership – leadership is created when there is alignment between the organizational leadership behaviors needed by the institution and the leadership behaviors provided by the organizational leader. A survey of a selected group of deans of education from 35 institutions addressed the questions: what do deans self-identify as their prominent leadership behavior and to what extent do deans use multiple leadership behaviors. The research of Bolman and Deal (1984) provided the frames for analysis: structural, human resource, political, and symbolic frames. The study response rate was 50%. The findings of the study indicated that the majority of respondents perceived their primary leadership behavior as most closely matching the human resource frame. Results also indicated that a majority of respondents did not perceive that they

Details

Journal of Leadership Education, vol. 6 no. 1
Type: Research Article
ISSN: 1552-9045

Available. Open Access. Open Access
Article
Publication date: 24 April 2024

Stacey Kim Coates, Michelle Trudgett and Susan Page

Senior Indigenous leadership positions across the Australian higher education sector has increased over the past decade. Despite this advancement, there is limited understanding…

739

Abstract

Purpose

Senior Indigenous leadership positions across the Australian higher education sector has increased over the past decade. Despite this advancement, there is limited understanding in terms of how to best integrate Indigenous leadership into existing governance structures of Australian universities. In 2018 the Walan Mayiny: Indigenous Leadership in Higher Education project commenced, aimed at establishing a model of best practice for the inclusivity of Indigenous leadership in higher education governance structures. This article presents key findings from the project, namely, a model of senior Indigenous leadership within the Australian universities based on the perceptions of a group of Indigenous academics.

Design/methodology/approach

Through qualitative semi-structured interviews with Indigenous academic staff, the perceived value, characteristics and challenges of senior Indigenous leadership were examined. The varying opinions held by Indigenous academics in relation to the qualifications and experience required to fulfil a senior Indigenous leadership position were also highlighted. In doing so, a model of senior Indigenous leadership within the Australian higher education system is presented. The model of best practice presented in this article is underpinned by Indigenous Institutional Theory (Coates et al., 2022), a theoretical framework developed from the Walan Mayiny study.

Findings

The research findings highlight the diverse opinions of Indigenous academics in relation to the qualifications and experience required to fulfil a senior Indigenous leadership position. The six essential components are built upon the core characteristics, values and behaviours that senior Indigenous leaders need to have according to Indigenous academics, in order to advance Indigenous success within the academy.

Originality/value

Given Australian universities are being called upon to ensure that senior Indigenous leaders are in the best position possible to forge institutional change, senior Indigenous leaders within the academy may find the contextual Indigenous leadership model beneficial. The model allows one to uphold cultural integrity and fulfil the responsibilities and obligations of their higher education institution, while being able to serve their Indigenous colleagues and communities, leading to the advancement of Indigenous higher education outcomes. Importantly, the model can be adapted to suit all First Nations Peoples globally, who also find themselves working within the shackles of Western institutions.

Details

Journal of Leadership Education, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1552-9045

Keywords

Available. Open Access. Open Access
Article
Publication date: 15 December 2008

Paige Haber and Susan R. Komives

This study explored the extent to which co-curricular involvement, holding formal leadership roles, and participating in leadership programs contributed to female and male college…

462

Abstract

This study explored the extent to which co-curricular involvement, holding formal leadership roles, and participating in leadership programs contributed to female and male college students’ capacity for socially responsible leadership. It focused specifically on the individual values of the Social Change Model of Leadership Development. An adapted version of Astin’s Input-Environment-Outcome Model was the conceptual framework and the Social Change Model individual values including consciousness of self, congruence, and commitment served as the theoretical framework. Data were collected from a random sample of 3,410 undergraduates at one institution through the Multi-Institutional Study of Leadership. Participants completed a web-based survey including the Socially Responsible Leadership Scale-Revised2. Data were analyzed using hierarchical multiple regression to identify the extent to which the environmental variables contributed to outcomes. Involvement in student organizations was the most significant environmental variable and community involvement emerged as significant for women. A discussion of findings and implications is presented.

Details

Journal of Leadership Education, vol. 7 no. 3
Type: Research Article
ISSN: 1552-9045

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