Open Access. Powered by Scholars. Published by Universities.®
- Institution
- Keyword
-
- Leadership (4)
- Adaptive leadership (1)
- Burnout (1)
- Career development (1)
- Complexity leadership (1)
-
- Curiosity (1)
- Curious leadership (1)
- Emergence (1)
- Employee engagement (1)
- Ethics (1)
- Focus groups (1)
- Growth mindset (1)
- Healthcare (1)
- Informal leadership (1)
- Leader (1)
- Leader capacity (1)
- Leader humility (1)
- Leadership coaching (1)
- Leading teams (1)
- Librarians (1)
- Librarianship (1)
- Mental health (1)
- Mental healthcare organizations (1)
- Method (1)
- Mid-career (1)
- Mixed-methods (1)
- Organizational behavior (1)
- Organizational culture (1)
- Organizational health (1)
- Performance improvement (1)
Articles 1 - 5 of 5
Full-Text Articles in Leadership Studies
Leader-Expressed Humility: Development And Validation Of Scales Based On A Comprehensive Conceptualization, Kraivin Chintakananda, James M. Diefendorff, Burak Oc, Michael A. Daniels, Gary J. Greguras, Michael R. Bashshur
Leader-Expressed Humility: Development And Validation Of Scales Based On A Comprehensive Conceptualization, Kraivin Chintakananda, James M. Diefendorff, Burak Oc, Michael A. Daniels, Gary J. Greguras, Michael R. Bashshur
Research Collection Lee Kong Chian School Of Business
We introduce new leader humility scales capturing a theoretically rich conceptualization of leader-expressed humility aligned with traditional and ethically-grounded philosophies. These scales draw from recent inductive research (Oc et al., 2015) identifying nine dimensions of leader-expressed humility: (1) having an accurate view of self, (2) recognizing follower strengths and achievements, (3) modeling teachability and being correctable, (4) leading by example, (5) showing modesty, (6) working together for the collective good, (7) empathy and approachability, (8) showing mutual respect and fairness, and (9) mentoring and coaching. The first three dimensions overlap with the most prominent conceptualization of leader-expressed humility in the …
Introduction To Chigen-Iku (Universal Performance Improvement Method), Yoshihiko Ariizumi
Introduction To Chigen-Iku (Universal Performance Improvement Method), Yoshihiko Ariizumi
Spiritual Proficiency
This brief article introduces a universal performance improvement method called Chigen-iku, which has been developed carefully and extensively over more than 25 years through more than 100 individual and group projects based on the principles that were selected through my doctorial study in the field of Instructional Psychology and Technology.
Theoretical Modeling For Curious Leadership And Instrument Development And Validation For Measuring Curious Leader Capacity, Lisa M. Gick
Theoretical Modeling For Curious Leadership And Instrument Development And Validation For Measuring Curious Leader Capacity, Lisa M. Gick
Antioch University Dissertations & Theses
When curious, we admit we do not know. With the contemporary workplace emerging through increased complexity, leaders are compelled to shift mindsets and practices from more traditional methods to those more in service to the uncertainty of the day. The purpose of this mixed-methods study was to generate an integrated theoretical framework for curious leadership, a validated scale for its measurement, and practical methods for engaging differently in the context and practice of leading. Drawing from the literature review of relational leadership, adaptive leadership, complexity leadership, growth mindsets, and curious behavior, and from my practice, 12 sub-constructs were identified as …
What Does It Look Like For Mental Healthcare Organizations To Be Healthy Places To Work? An Action Research Study, Stephanie L. Fox
What Does It Look Like For Mental Healthcare Organizations To Be Healthy Places To Work? An Action Research Study, Stephanie L. Fox
Antioch University Dissertations & Theses
Mental healthcare organizations have a reputation for being unhealthy places to work. The irony of this reputation is keenly felt by its workforce who report unsustainable workloads, high levels of stress, and lack of support or engagement from higher-level leadership. As a mental healthcare provider now in a position of leadership, who has worked across all levels of care within the sector, it was of interest to me to explore how a mental health organization can become a healthier and more sustainable place to work. I approached this study with the assumption that if an organization was healthy and intentional …
Taking Advantage Of Opportunities For Informal Leadership, Linda Miles, Susanne Markgren
Taking Advantage Of Opportunities For Informal Leadership, Linda Miles, Susanne Markgren
Publications and Research
We contend that informal leadership (IL)—the type that does not come from an official title or decree—not only helps our organizations function, it can be vital in helping mid-career academic librarians grow and succeed, and such pursuits should be encouraged and supported no matter where they emerge within an organizational structure. We aim to define and explore IL and provide strategies for mid-career librarians who may want to identify, seek out, and step into IL opportunities. We begin our discussion by considering concepts emerging from the literature on leaders and leadership in general and what it means to lead when …