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Relational Aesthetics And Emotional Relations: Leadership On Board Merchant Marine Ships, Nana Gharibyan-Kefalloniti, David Sims
Relational Aesthetics And Emotional Relations: Leadership On Board Merchant Marine Ships, Nana Gharibyan-Kefalloniti, David Sims
Organization Management Journal
Life on board merchant marine ships is very tough, very male, and isolated from much of the rest of the world by language, culture, and usually a large expanse of sea. This article presents data that show that leadership in this environment is full of aesthetic appreciation that is often relational, arising in interaction with others’ appreciation, and also full of strongly felt emotion. Those who exercise leadership on merchant marine ships (captains, chief engineers, first officers) turn out to have strong views on the importance of understanding aesthetics and emotions in discharging their responsibilities. We illuminate these leaders’ aesthetics …
Doctoral Programs In Educational Leadership: A Duality Framework Of Commonality And Differences, Perry A. Zirkel
Doctoral Programs In Educational Leadership: A Duality Framework Of Commonality And Differences, Perry A. Zirkel
Educational Considerations
In recent years, doctoral programs in education leadership have been subject to notable criticism and proposals for reform.
Critically Reflective Leadership, Christine L. Cunningham
Critically Reflective Leadership, Christine L. Cunningham
Australian Journal of Teacher Education
Critical Reflective Practice (CRP) has a proven reputation as a method for teacher-researchers in K-12 classrooms, but there have been few published examples of this method being used to document school leaders’ work-based practice. This article outlines adaptations made by the author from an original CRP method to a Critically Reflective Leadership (CRL) method that she developed to document her own lived experiences as a principal and then director of an American International School in South America. The method described in this paper may be useful for school leaders who wish to become practitioner-researchers in their own work places. The …