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Wilfred Beckford, Keith D. Walker and Kameka Spence
Leadership as hosting is a leadership practice that shows promise of positively impacting the wellbeing of stakeholders in higher education organizations. This chapter examines…
Abstract
Leadership as hosting is a leadership practice that shows promise of positively impacting the wellbeing of stakeholders in higher education organizations. This chapter examines this leadership practice and its effect on the wellbeing of stakeholders of higher education. Using the methodological design of grounded theory and an appreciative inquiry (AI) lens, this study involved 54 educators, who occupied a wide array of roles in post-secondary educational organizations, participating in two iterations of an electronic Delphi, a set of semi-structured interviews, and expert interviews. Findings revealed that those educators who hosted well-created, inviting educational environments that improve stakeholders’ wellbeing were competent at building positive relationships, managing vulnerabilities, creating a culture of support and care for constituents, and displaying high levels of emotional, social, and cultural intelligence (CQ) which enhanced the wellbeing of stakeholders.
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Mark McKergow and Chris Miller
This paper aims to explore a new way of thinking about leadership within the police force, moving away from the metaphor of the “hero” and focusing on the idea of a “host” leader.
Abstract
Purpose
This paper aims to explore a new way of thinking about leadership within the police force, moving away from the metaphor of the “hero” and focusing on the idea of a “host” leader.
Design/methodology/approach
This paper uses the College of Policing Leadership Review (2015) to examine current approaches to leadership within the police force and considers how host leadership methods could benefit police at all levels.
Findings
There is a long-term challenge for the police force, as initial selection tends to test for heroic skills, whereas engagement and consensus building then become more important. As the need for more team-based, engaging approaches continues to drive leadership thinking in the UK’s police service, populating the service with individuals who are adept at drawing out the best in their teams, without treating them as foot soldiers, is crucial.
Originality/value
This paper is an original piece of research from Dr McKergow and Mr Miller.
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The idea of leader as host came to me very suddenly on 16 February 2003, during a seminar by Matthias Varga von Kibéd and Insa Sparrer. It seems to me that the metaphor of leader…
Abstract
The idea of leader as host came to me very suddenly on 16 February 2003, during a seminar by Matthias Varga von Kibéd and Insa Sparrer. It seems to me that the metaphor of leader as host offers a view on leadership that is at once rooted in millennia of practice and at the same time is something new and timely.Such metaphors are very important in my view ‐ they offer a rich and broad set of ideas about leadership in a way that allows interpretation into many different real‐life situations. Rather than a prescription, such metaphors offer us a way to engage with often difficult situations and quickly alter our thinking to come from another place. Building on the existing ideas of heroic and servant leadership, I hope you will find inspiration of a very practical kind in the metaphor and practice of the host.
Elfie J. Czerny and Dominik Godat
Innovation originally meant ‘change’ or ‘renewal’. Over time, it became associated with creating new products, methods, materials, markets, and forms of organisation. Today, in…
Abstract
Innovation originally meant ‘change’ or ‘renewal’. Over time, it became associated with creating new products, methods, materials, markets, and forms of organisation. Today, in everyday language, innovation is used as a much broader term that encompasses non-materialistic, non-economical ideas such as social, educational, philosophical, political, environmental, or spiritual innovations. What makes something innovative is subjective and depends not only on the perceived novelty of the content but also on the co-constructed meaning of what is possible or what it changes in our lives. Therefore, innovation leaders must also become experts in co-constructing meanings with their teams. In this chapter, a structured solution-focused framework will be introduced with the intent to support innovative teams in maintaining effective team dialogue, foster more innovative team collaboration, better innovations, or an improved innovation process. In fostering an interactive and dynamic team process, solution-focused leaders engage in deliberate interactions that often initiate a positive dynamic leading into an even more innovative future.
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Mairi N. McKinnon and Brad S. Long
The motivation for this paper comes from Canada’s Truth and Reconciliation’s (TRC) Calls to Action, and in particular, the call for more meaningful consultation and respectful…
Abstract
Purpose
The motivation for this paper comes from Canada’s Truth and Reconciliation’s (TRC) Calls to Action, and in particular, the call for more meaningful consultation and respectful, consent-based relationships between businesses and Indigenous communities in Canada. To this end, this study empirically examines leadership in the context of a wicked problem faced by a pulp and paper mill and suggest an Indigenous epistemology as helpful to inform the leadership behaviours employed in this company.
Design/methodology/approach
Firstly, this study established that the problem faced by the company aligns with the characteristics of wicked problems, hence necessitating a collective leadership approach. This study then compiled a database from publicly available documents and inductively coded this data to identify themes that told us something about the leadership behaviours employed by the company as it attempted to resolve the problem at hand.
Findings
This study provides evidence that the company did not employ collective leadership when attempting to tame its wicked problem. It then shows that the context in which the firm operates lends itself well to the Mi’kmaw concept of Two-Eyed Seeing as a guiding principle that could have informed the company’s leadership and contributed to a long-overdue process of reconciliation. This study proposes several specific actions that plausibly could have helped produce such an outcome.
Originality/value
This paper helps fill a void in applications of the wicked problem construct to businesses. Further, this study suggests that the problem faced by this firm remained difficult to tame precisely because it failed to employ a collective leadership approach. The contribution to the leadership literature comes from introducing Two-Eyed Seeing and showing how it may help produce leadership that is inherently more collective in nature. Beyond its instrumental value, this approach may nurture more consent-based relationships between businesses and Indigenous communities in Canada, as called for by the TRC, hence contributing to reconciliation with a long-suffering neighbouring Indigenous community.
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Cliff Oswick and Yuan Li
This chapter explores how “discourse,” as a process concerned with the production and consumption of talk and text, has been embraced within the field of organizational change and…
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This chapter explores how “discourse,” as a process concerned with the production and consumption of talk and text, has been embraced within the field of organizational change and development (OCD). We present six ways of thinking about the role of discourse in OCD (namely: “discourse as component,” “discourse as process,” “discourse as analysis,” “discourse as method,” “discourse as mindset,” and “discourse as style”). Although the advent of dialogic OD has raised awareness of discourse, we demonstrate that it remains a marginal and under-utilized area of interest. We conclude by making a case for a more expansive role for discursive modes of analysis and engagement within OCD.
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Carol P. McNulty and LeAnne Ward Smith
The purpose of this study was to describe teacher candidate perceptions of the influence of solution-focused brief coaching (SFBC) sessions on movement toward self-identified…
Abstract
Purpose
The purpose of this study was to describe teacher candidate perceptions of the influence of solution-focused brief coaching (SFBC) sessions on movement toward self-identified outcomes. The SFBC approach emanated from the London-based organization BRIEF: The Centre for Solution Focused Practice (BRIEF, n.d.).
Design/methodology/approach
This qualitative study engaged ten participants in two SFBC sessions. In the first coaching session, participants identified a “preferred future” and described what would be happening when it came to fruition. Coaches employed SFBC elements such as the “miracle question,” scaling questions, descriptions of strengths and recognition of resources already in place (Iveson et al., 2012). In the second session, following coaching, participants shared their perceptions and experiences of the SFBC process.
Findings
All participants reported movement toward desired outcomes, and their perceptions of the SFBC process revealed five themes: an increase in positive emotion, enhanced self-efficacy, value in the co-construction of their preferred future, the coaching process as a catalyst for actualizing their preferred future and adoption of a solution-focused lens in other contexts.
Originality/value
This study answers the call for additional research in three areas: it provides data from completed SFBC sessions, examines participant follow-up on progress toward their preferred futures and provides insight regarding the coaching relationship dynamic. In addition, it provides qualitative findings for the SFBC approach, which have traditionally been dominated by quantitative results.