Cultivating Your Leadership Capabilities
Publisher: University of New Hampshire
Year of publication: ? [no date given]
Table of contents:
1. Defining Leadership: Leadership styles
2. Leadership vs. Management
3. Emotional Intelligence
4. Power and Influence
5. Developing Leadership Skills
6. Katz Three Skills
7. Trait, contingency, behavioral, and full-range theories
8. Path Goal Theory and Outstanding Leadership Theory
9. A Leader's Vision
10. Situational Leadership
11. Diversity and Inclusion
12. Leadership and Followers: Hersey and Blanchard
13. Ethical Leadership
14. Leaderful Women
15. Inclusive Leadership and Potential Barriers
16. Vulnerability in Leadership
Open Education References
Material references, APA
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Drink, Swear, Steal, and Lie
: Leadership in Four Easy Steps
Publisher: [Alfred State College]
Year of publication: 2018
or https://milnepublishing.geneseo.edu/drinkswearstealandlieleadershipinfoureasysteps/
Drink, Swear, Steal, and Lie: Leadership in Four Easy Steps by Mark Whitman is based on a near forty year career of a Police Chief. This is not a how-to text on becoming a leader (albeit there are encounters with leadership characteristics and styles), but rather an inspiring essential on why one should become a leader. This text was primarily written to satisfy a Leadership course in Criminal Justice Programs. However, it will meet the needs of most leadership/management courses introduced in other curriculums. This text examines maintenance as a key factor for leaders, creating environments conducive to well-ordered organizations, being a risk taker/change agent and empowering others to do the same, and coaching.
Contents page:
Ch. I: INTRODUCTION
Ch. II: COMMUNICATIONS IS THE LIFE BLOOD OF ANY ORGANIZATION! – It’s not just something, it’s everything.
Ch. III: LEADERSHIP TRAITS – Leadership in Perspective – Competence, Character, and Courage.
Ch. IV: ARE LEADERSHIP STYLES NECESSARY? – How do these Impact Performance?
Ch. V: LEADERSHIP STYLES – Organizations Reflect the Attitude of those that Lead Them!
Ch. VI: DECISION MAKING – Decide Enthusiastically!
Ch. VII: CASE STUDY – Evaluation.
Ch. VIII: LEADERSHIP SURVIVAL IS OF THE MOST PREPARED, NOT NECESSARILY THE FITTEST! – Technology, Friend or Foe?
Ch. IX: YOU CAN’T FIX YOUR PEOPLE; YOU CAN ONLY HELP THEM GROW! – Heavy is the Head that wears the Crown.
Ch. X- HOW DO I KNOW IF I HAVE WHAT IT TAKES? – Am I a Risk Taker or Innovator?
Ch. XI: CAPABILITY IS NOT AUTOMATIC! – Leaders Lead, Even When They Don’t Feel Like It.
Ch. XII: BARKLEY – Manipulation Revisited.
Ch. XIII: EPILOGUE
References
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Education leadership
: Scoping, perspectives and future trajectory
Publisher: AOSIS
Year of publication: 2022
Leadership in education has been demonstrated to make a measurable and significant impact on the success of schools and the achievement levels of learners. This book displays the scope and range of the emerging field of the scholarship of education leadership by means of chapters zooming in on various areas of research in the field.
The ensuing chapters focus on various areas in the field of Education Leadership scholarship [see below]. All the chapters employ a variety of research methods. The research reported on in each of the chapters does not only give clear indications as to how and where to improve practice but also opens vistas for new and future research, suggesting to scholars in the field promising ways to take the field forward with research critical to the continual advance and relevance of the field.
Table of Contents:
Ch. 1: Surveying the panorama and zooming in on perspectives to chart a future trajectory for a young but surging field of scholarship
Ch. 2: Scoping research on the teaching of education leadership
Ch. 3: Collective teacher efficacy in high-performing high schools in South Africa
Ch. 4: School principals of special education schools: Leadership and challenges
Ch. 5: Entrepreneurial leadership: A key leadership style in uncertain times
Ch. 6: Using and maintaining ageing school facilities in Gauteng: Perceptions of school staff and school governing bodies
Ch. 7: Continuous professional development in Namibia: Perspectives and critique
Ch. 8: Role conflict and role ambiguity in mid-level management in primary schools: Challenges and expectations
Ch. 9: Understanding the instructional leader’s role of HoDs at parallel-medium primary schools
Ch. 10: Enablers of HoD curriculum leadership: Views from HoDs, principals and departmental officials
Ch. 11: Emerging leading lights for education leadership practice and research
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Leadership
: Advancing Great Leaders and Leadership
Publisher: IntechOpen
Year of publication: 2023
The role of a leader has changed drastically since scholars began theorizing about the modern leader. Contemporary society has and is continuing to evolve. Existing leadership theories need to adapt to be relevant to the expectations of leaders now. That is, new leadership theories emerge in their place. This book presents new ideas in leadership in the 21st-century context as well as new models that explain how individuals enact good leadership. This book serves as an opportunity to critique or defend current understandings of leadership and propose new evidence-based and theory-driven insights into leadership. Leadership is understood as more complex than an individual influencing another. Within the broad domains of leadership, there are leaders, followers, leadership processes, followership processes, teams, dyads, relationships, and context. Each of these is critical in defining what it is to be a good leader in increasingly complex professional and personal environments. This book will encourage authors to make compelling arguments not for how leadership is and has been but rather for how good leadership should be.
Table of Contents:
1. Introductory Chapter
: Leadership Roles Do Not Exist – The Case of Leaders and Managers
2. Leadership is a Practice Shaped by Everyday Actions in Messy Organisational Realities
3. Leadership Styles during Disruption
: A Multi-Case Study
4. Emotional Intelligence
: Constraints and Possibilities in Leadership Practices
5. Shepherd Leadership
: A Review and Future Research Directions
6. Dyadic Relationship Quality (DRQ) –
Describing the Development of Leader-Follower Relationship Quality
: A Qualitative, Longitudinal Study
7. An Introduction to High-Reliability Leadership Style in Healthcare
8. Chameleon Leadership and Traits to Serve on a Global Scale
9. Leadership Coaching to Drive Transformation in the Experience Economy
10. What Offshore Sailing Captains Teach Us about Leadership
11. When Spotting the Glass Cliff Matters for Women
: A Qualitative Study Focusing on Gender Inequalities in Corporate South Africa
12. Mindfulness in Organizations
: The Concept of Mindful Leadership
13. Leveraging Leader Relations to Cultivate Brain-Friendly Workplaces
14. Impact of Human Resource Management Practice on Organizational Performance
: The Case of Food Processing Enterprises in Vietnam
15. Authentic Leadership
: Supporting Employees’ Performance, Creativity, Involvement in Decision-Making and Outcomes
16. Perspective Chapter
: Creativity in the Work Environment – Reflections on the Role of Management for Creative Individuals Work
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Leadership and Ethical Responsibility
: The three aspects of every decision
Publisher: Culture and Science Publishing
Year of publication: 2013
Executives have to continually make responsible decisions. However, Christians who are executives often do not know how to build a bridge between their underlying values and the continual requirements of everyday working life. The author sees a main problem in the way that within Christianity the three sides of ethical decisions have been played off against each other. However, one finds in the Bible that commandments, wisdom, and the heart all belong inseparably together. Therefore, norms, the particular situation, and existential concern all have to be considered in order to make mature decisions.
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Leading Cities
: A Global Review of City Leadership
Publisher: UCL Press
Year of publication: 2019
Leading Cities is a global review of the state of city leadership and urban governance today. Drawing on research into 202 cities in 100 countries, the book provides a broad, international evidence base grounded in the experiences of all types of cities. It offers a scholarly but also practical assessment of how cities are led, what challenges their leaders face, and the ways in which this leadership is increasingly connected to global affairs.
Arguing that effective leadership is not just something created by an individual, Elizabeth Rapoport, Michele Acuto and Leonora Grcheva focus on three elements of city leadership: leaders, the structures and institutions that underpin them, and the tools used to drive change. Each of these elements are examined in turn, as are the major urban policy issues that leaders confront today on the ground. The book also takes a deep dive into one particular example of tool or instrument of city leadership – the strategic urban plan.
Leading Cities provides a much-needed overview and introduction to the theory and practice of city leadership, and a starting point for future research on, and evaluation of, city leadership and its practice around the world.
Table of Contents:
1 – Introduction – a time for city leadership
2 – Exploring city leadership: catalysts of action
3 – The shape of leadership: actors and structures
4 – Setting priorities: leadership between global and local
5 – Setting directions: leadership and strategic urban plans
6 – Conclusions – a search for better city leadership
About the authors:
Elizabeth Rapoport is an urban planner and researcher with over 15 years of experience working on planning, policy and governance issues internationally. Currently she is the Research Director for the Urban Land Institute, Europe.
Michele Acuto is Professor of Global Urban Politics and Director of the Connected Cities Lab in the Faculty of Architecture, Building and Planning at the University of Melbourne.
Leonora Grcheva is a community engagement and participation expert with UK company Soundings, leading public consultation on large scale planning projects. She has previously worked for the UN-Habitat Urban Planning Design Lab in Nairobi.
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Leading in a VUCA World
: Integrating Leadership, Discernment and Spirituality
Publisher: Springer, Cham
Year of publication: 2019
This open access book brings together works by specialists from different disciplines and continents to reflect on the nexus between leadership, spirituality and discernment, particularly with regard to a world that is increasingly volatile, uncertain, complex, and ambiguous (VUCA). The book spells out, first of all, what our VUCA world entails, and how it affects businesses, organizations, and societies as a whole. Secondly, the book develops new perspectives on the processes of leadership, spirituality, and discernment, particularly in this VUCA context. These perspectives are interdisciplinary in nature, and are informed by e.g. management studies, leadership theory, philosophy, and theology.
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Rethinking Leadership
(Authors: Kurt April, Robert Macdonald & Sylvia Vriesendorp)
Publisher: UCT Press
Year of publication: 2013
In the twenty-first century, leaders are having to speak a new language, create fluid organic structures, and recognise organisations as systems with self-renewing capacity.
Rethinking leadership explores what real leadership means, encouraging the reader to look within – examine assumptions and make explicit the trusted mental models, seek out reflective space and embark on the journey of authentic self-expression.
The reader is encouraged to ask such questions as; “What do these issues, these challenges, mean for me and the organisation?” “What action should we take to turn these challenges into limitless possibilities?”
Topics covered in Rethinking leadership include:
Awareness – The Metaskills of the Leader
Openness – The Times are a Changing
Simplicity – New Science and Leadership
Complexity – Uncertainty and Change
Connectivity – Communication, Conversation and Dialogue
Ambiguity – Leadership Incongruities, Tensions and Paradoxes
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Steward Leadership
: A Maturational perspective
(Authors: Kurt April, Julia Kukard & Kai Peters)
Publisher: UCT Press
Year of publication: 2013
Steward Leadership is a form of leadership which focuses on others, the community and society at large, rather than the self. Many senior leaders and executives across the globe appear to move into a steward leadership mindset when their careers have matured, or when they are in the second half of their life- or career cycles, whereas executives of around 30 years old are typically focused on their personal self-interests.
The authors of Steward leadership: A maturational perspective, who teach MBA and executive courses around the world, conducted research into the aspects of steward leadership to see if they could develop the tools to mould steward leaders at an earlier age. Working with MBA students, they tested nine stewardship attributes: personal vision, personal mastery, vulnerability and maturity, risk-taking and experimentation, mentoring, raising awareness, shared vision, valuing diversity and delivering results. The authors also interviewed industry leaders internationally to gain qualitative insights into the concept of steward leadership.
The result is a practical framework for steward leadership which provides the theoretical and consulting tools with which organisations can develop stewards, whether through training programmes, mentoring programmes, coaching initiatives and/or personal development practices. The authors present steward leadership as a more viable alternative to current leadership concepts, providing a roadmap by which current and potential leaders can be guided into developing their leadership abilities – and become the mature stewards of the future.
Contents page:
Introduction: Watching, looking and wondering
Finding the threads
Nine pathways to steward leadership
Assessing yourself
Maturity, the crucible of stewardship
The emergence of a mature steward leader
Achieving maturation
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