The difference between educational management and educational leadership and the importance of educational responsibility

Educational Management Administration & Leadership, Journal Year: 2017, Volume and Issue: 47(4), P. 504 - 519

Published: Dec. 20, 2017

Educational management and educational leadership are central concepts in understanding organising institutions but their meaning, the difference between them value remain subject of debate. In this article, we analyse contrast two concepts. We conclude that entails carrying responsibility for proper functioning a system an institution which others participate. Carrying kind is state mind does not necessitate actions, though it typically frequently does. contrast, act influencing settings to achieve goals necessitates actions some kind. When those delegated relation responsibility, they influence therefore leading. Although ideally undertaken responsibly, practice necessarily entail exercised. Through our analysis, notion underplayed considerations institutions, comes fore. important should play more prominent role analyses institutions.

Language: Английский

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‘No More Heroes’: Critical Perspectives on Leadership Romanticism

Organization Studies, Journal Year: 2017, Volume and Issue: 39(11), P. 1625 - 1647

Published: Oct. 23, 2017

This paper revisits Meindl et al’s (1985) ‘romance of leadership’ thesis and extends these ideas in a number inter-related ways. First, it argues that the has sometimes been neglected and/or misinterpreted subsequent studies. Second, suggests romanticism is much broader more historically rich term with wider implications for leadership studies than originally proposed. Arguing stretches beyond leader attribution, we connect theory to enduring naturalistic tradition romantic thought survived evolved since mid-18 th century. Third, demonstrates contemporary relevance critique. It reveals how study continues be characterized by romanticizing tendencies many its most influential theories, illustrating this argument reference spiritual authentic which only recognize positive engagement leaders. Equally, can shape conceptions not leaders, but also followers, their agency (potential for) resistance. We conclude discussing future possible research directions critique extend well original focus on attribution inform critical approach

Language: Английский

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Towards a Three‐Component Model of Relational Social Constructionist Leadership: A Systematic Review and Critical Interpretive Synthesis

International Journal of Management Reviews, Journal Year: 2016, Volume and Issue: 19(2), P. 214 - 236

Published: March 9, 2016

Given the increasingly acknowledged insight that people do not act as self‐contained individuals but in relation to others and embedded context, relational social constructionist leadership (RSCL) has recently gained exciting momentum. Unfortunately, this development been accompanied by sufficient efforts at clarification. This systematic concept‐centric review, which consists of 47 empirical RSCL studies, contributes a better understanding part relationality movement leadership. The results help clear up some misunderstandings on suggest more analytical critical treatment approaches advance RSCL. As major contribution for dealing appropriately with RSCL, authors propose three‐component model, composed of: (1) construction (i.e. processes intersubjectively creating realities through ongoing interpretation interaction), representing mechanism, (2) high‐quality relating communicating all visible invisible threads connect people) content; (3) influence (emerging interpersonal interaction level or collective level), manifestation. model permits: first, clearer boundaries be drawn between other forms general relationship forms; second, power addressed adequately; third, potential ‘dark sides RSCL’ considered full. believe may reduce risk diluting distinctiveness balance tendencies towards developing overly idealistic implicit ideological within promising field

Language: Английский

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Is there leadership in a fluid world? Exploring the ongoing production of direction in organizing

Leadership, Journal Year: 2015, Volume and Issue: 14(1), P. 83 - 109

Published: Dec. 24, 2015

Although the idea of leadership being a process is clearly stated in definitions, most researchers focus on individuals rather than observing and studying processes. This contradiction has been highlighted by number scholars turning to processes practices, thereby drawing attention interactional social aspects phenomenon. Such contributions mostly take perspectives which entities still play an important role. In this article, I therefore aim at contributing studies based ontology exploring one central aspect work, production direction, processually. do so building geographer Massey’s conception space, thus adding spatial dimension that enables me conceptualize direction as development evolving relational configuration. order empirically explore such conceptualization, two constructs are proposed: construction positions issues. The reading work produced leads suggest ‘clearing for action’ means conveying spatio-temporal constructive (reality constructing) character work.

Language: Английский

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Doing complexity leadership theory: How agile coaches at Spotify practise enabling leadership

Creativity and Innovation Management, Journal Year: 2019, Volume and Issue: 28(1), P. 42 - 60

Published: Jan. 28, 2019

Complexity leadership theory (CLT) is about balancing formal and informal organization to leverage dynamics of Complex Adaptive Systems (CAS) produce learning, creativity, adaptation in organizations. Based on interviews with sixteen agile coaches (AC) at Spotify, this study examines how AC practice enabling leadership, a key force complexity leadership. Coaches by increasing the context‐sensitivity others, supporting other leaders, establishing reinforcing simple principles, observing group dynamics, surfacing conflict facilitating encouraging constructive dialogue. The as leader values being present, reacting moment. Findings suggest flexible structure provided an attentive coach may prove fruitful way navigate balance autonomy alignment

Language: Английский

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Leadership: In Pursuit of Purpose

Journal of Change Management, Journal Year: 2021, Volume and Issue: 21(1), P. 30 - 44

Published: Jan. 2, 2021

ABSTRACTAddressing what is perhaps the biggest blind spot in leadership theory and practice, this article sets out to enshrine pivotal role of purpose. First, it introduces Telos Leadership Lens (TLL) consisting following principles:1) a responsibility many, not privilege few2) collective pursuit delivering on purpose3) purpose be guided by internal goods (exemplified UN’s Sustainable Development Goals).Second, further develops ontology, ‘the entities that are thought most basic essential any statement about leadership’, shifting focus Third, emerging from these developments identifies new model. Separately or combination, contributions can assist organizations addressing current future challenges, some which existential nature as evidenced climate crisis, others such Covid-19 pandemic potentially changing way we live our lives conduct business. Although challenges scope only solved partnership, very convention may obstruct even prevent partnerships taking place meaningful way.MAD statementThis aims Make Difference (MAD) through positioning notion at core practice. This done first providing theoretical lens with potential enrich existing initiatives, before suggesting all conversations Emerging model guide research, training, development, education, As result, help inform increase capabilities capacity support urgent delivery UN's Goals other complex requiring hands deck.KEYWORDS: LeadershipLeadership modelLeadership ontologyPAC ontologyPurposeTelos AcknowledgementsThe author would like thank Ben Kuipers Malcolm Higgs for early purpose; Drath et al. (2008) Kempster (2011) their inspirational work; Mike Beer two reviewers making so much better than originally was.Disclosure StatementNo conflict interest was reported author(s).Additional informationNotes contributorsRune Todnem ByRune By, PhD Professor University Stavanger Business School, Norway, where he delivers Executive MBA MSc Administration programmes. Following 15 years British higher returned Norway 2019 continue his scholar-practitioner work organizational change particular reframing practice address twenty-first century challenges. Rune member UNESCO Futures Literacy network, research affiliate Centre Leadership, Ethics Organisation Queen’s Belfast, co-founder Public Foundation.

Language: Английский

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Critical Essay: Wicked problems in the Age of Uncertainty

Human Relations, Journal Year: 2022, Volume and Issue: 75(8), P. 1518 - 1532

Published: Jan. 16, 2022

We are, apparently, living in unprecedented times, an Age of Uncertainty, when wicked problems whirl all around as we struggle to cope with Covid-19, environmental catastrophe and the right-wing populism that threatens unravel kinds international agreements. In this personal reflection, 15 years after I wrote article on social construction leadership, take a look back, forward, see whether there ever was Certainty only tame temporarily troubled us, or our understanding world is itself construction, open dispute thus have always lived uncertain times. process evaluation, consider collaborative often associated problems, ubiquitous effective some proponents make out, if it isn’t, what says about ability address such problems.

Language: Английский

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Exploring Leadership Styles to Foster Sustainability in Construction Projects: A Systematic Literature Review

Sustainability, Journal Year: 2024, Volume and Issue: 16(3), P. 971 - 971

Published: Jan. 23, 2024

Background: The construction sector has faced significant challenges in addressing the world’s pressing crises, such as climate change, poverty, and human well-being. Ensuring sustainability projects is pivotal, leadership plays a crucial role embedding sustainable practices. Objectives: This research aims to identify an effective style for implementing practices through systematic literature review (SLR). Methods: A comprehensive SLR was conducted, focusing on construction. process included identifying, screening, analysing relevant literature. Thirty-one articles were meticulously selected evaluated understand relationship between styles Results: findings suggest that no single universally applicable all contexts within However, transformational stands out its benefits facilitating provides insights into various approaches their effectiveness different scenarios. Conclusions: study concludes while universal does not exist, generally more effective. finding project managers aiming implement practices, providing them guidance are most likely yield successful outcomes projects.

Language: Английский

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Forms of distributed leadership – a case study of six workplaces in eldercare

BMC Health Services Research, Journal Year: 2025, Volume and Issue: 25(1)

Published: Feb. 22, 2025

Abstract Background The concept of distributed leadership has been addressed in previous research, but few studies link their analysis to current and comparative empirical on processes conditions enabling or hindering the development leadership. This specific study aims identify analyze mechanisms that enable hinder among employees eldercare. Methods is a case based six workplaces eldercare Sweden different ways aiming work toward an organization emphasizes trust distribution power. A realistic evaluation framework was used understand workplace program theories regarding Key how they interact with contextual factors each were analyzed. Comparative analyses performed, identifying key terms realizing Results Analyzing respective cases showed have orientations influenced by motives for leadership, which also manifested realized. results point specifically importance mechanism formalization processes, participatory approaches implementation, vertical sense-making, horizontal sense-making Conclusions result points regardless path achieving adopted various studied, common denominator those succeeding distributing relational agency shared visions, understanding roles, responsibilities, learning approach dialogue-oriented relationship between management employees. Another critical aspect having sufficient resources make taking more responsibilities attractive.

Language: Английский

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Leading Through a Pandemic: Adaptive Leadership and Purposeful Action

Journal of School Administration Research and Development, Journal Year: 2020, Volume and Issue: 5(S1), P. 30 - 34

Published: Oct. 30, 2020

As the coronavirus pandemic continues to reshape education, schools have had adapt a teaching reality that is increasingly more complex and uncertain. School leaders who take an adaptive leadership approach leverage key practices can support their in navigating challenges of uncertain educational environments ways.

Language: Английский

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