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Full-Text Articles in Leadership Studies
Covid-19 Pandemic Leadership A Case For Return To Platonic Values, Richard Runyon, Daryl Watkins
Covid-19 Pandemic Leadership A Case For Return To Platonic Values, Richard Runyon, Daryl Watkins
Publications
In western education, Plato is often cited as a foundational thinker for education of leaders. 2,395 years later, many leaders in governments of the world are struggling to address the COVID-19 global pandemic. The 2019–2021 global pandemic has provided academics with a wonderful opportunity to evaluate government leadership at many levels. All the different forms of governance as well as theoretical economic systems are being tested in real-time. Success can be measured on a government’s ability to reduce both deaths and spread of the COVID-19 virus among their citizens. This article will discuss these concepts focused on successful government leadership.
Victims In The Dark Shadows: A Model Of Toxic Leadership. Journal Of Organizational Psychology, Daryl Watkins, Steven Walker
Victims In The Dark Shadows: A Model Of Toxic Leadership. Journal Of Organizational Psychology, Daryl Watkins, Steven Walker
Publications
Walker and Watkins (2020) conducted a thematic analysis of the lived experiences of 130 oppressed followers of toxic leaders. The current paper presents a new model of toxic leadership that emerged from the study. Toxic leadership is a phenomenon sanctioned by the organization, perpetuated by the toxic leader, and lived by the oppressed follower. The model situates toxic leadership within an open organizational frame with recommendations for organizational leaders to drive toxic leadership out of their organizations, for leaders to recognize their toxic behaviors, and for followers to cope with toxic leaders.
Leadership In Higher Education: Opportunities And Challenges For Psychologist-Managers, Christina M. Frederick, Alvin Y. Wang
Leadership In Higher Education: Opportunities And Challenges For Psychologist-Managers, Christina M. Frederick, Alvin Y. Wang
Publications
This article provides ideas and recommendations for psychologist-managers seeking to transition from the private sector to institutions of higher education. We first describe the differences between the cultures of academia and the private sector and then distinguish between traditional and nontraditional leadership roles at a university or college. We also discuss the challenges and opportunities faced by future academic leaders. Throughout this article, we describe the knowledge and skills sets that make psychologist- managers attractive candidates for campus leadership.