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Full-Text Articles in Business
A Leadership Laboratory: Exploring The Use Of Case-In-Point Pedagogy To Develop Complex Thinking In Leaders, Erica Corley Jackson
A Leadership Laboratory: Exploring The Use Of Case-In-Point Pedagogy To Develop Complex Thinking In Leaders, Erica Corley Jackson
Dissertations
Leadership scholars have identified a growing gap between the complexity of 21st century organizations and the capabilities of individuals in positions of leadership to adequately address these challenges. This gap has contributed to a so-called complexity crisis—a situation in which the demands placed on those in leadership positions increases “at a rate that significantly outstrips the rate at which” leaders are cognitively developing (Rich-Tolsma & Oliver, 2016, p. 1). One way to respond to this growing need for complex adult thinking is through metacognitive development initiatives. However, finding educational methods to promote metacognitive development has proven to be …
Teamwork: Crucible For Learning About Collaborative Leadership, Lisa Deangelis, Sherry H. Penney, Maureen A. Scully
Teamwork: Crucible For Learning About Collaborative Leadership, Lisa Deangelis, Sherry H. Penney, Maureen A. Scully
Sherry Penney
In teaching leadership development we have developed and revised a model of teamwork and collaboration, which has yielded innovative and positive results. Our study draws on insights from more than 90 project teams, gathered over twelve years of a mid-career executive education program designed specifically to teach collaborative leadership. The teams work on a strategic dilemma with a business association or community organization, highlighting the civic engagement aspect of collaborative leadership. Teams devise their own operating procedures, refine (not simply manage) the project, create working relationships with multiple stakeholders, and present a deliverable within the nine-month span of the program. …
Improving The Education Of Leaders: An Exploratory Case Study In An Undergraduate Business Leadership Course Focused On Gender, Kanina Blanchard
Improving The Education Of Leaders: An Exploratory Case Study In An Undergraduate Business Leadership Course Focused On Gender, Kanina Blanchard
Electronic Thesis and Dissertation Repository
This exploratory case study is conducted in an undergraduate leadership course at a business school in Ontario. The research develops an understanding of how former students value and are influenced by leadership education that teaches a breadth of knowledges (instrumental, hermeneutic and emancipatory) and focuses on participants’ perspectives of how gender and inequality continue to impact the practice of leadership in Canada. By using document analysis and semi-structured interviews, findings emerge which provide insights into how changes in curricula and pedagogy may better prepare students of leadership to navigate the ethical and social complexities in today’s workplace.
Teamwork: Crucible For Learning About Collaborative Leadership, Lisa Deangelis, Sherry H. Penney, Maureen A. Scully
Teamwork: Crucible For Learning About Collaborative Leadership, Lisa Deangelis, Sherry H. Penney, Maureen A. Scully
Center for Collaborative Leadership Publications
In teaching leadership development we have developed and revised a model of teamwork and collaboration, which has yielded innovative and positive results. Our study draws on insights from more than 90 project teams, gathered over twelve years of a mid-career executive education program designed specifically to teach collaborative leadership. The teams work on a strategic dilemma with a business association or community organization, highlighting the civic engagement aspect of collaborative leadership. Teams devise their own operating procedures, refine (not simply manage) the project, create working relationships with multiple stakeholders, and present a deliverable within the nine-month span of the program. …
The Leap Model: Perceptions Of Emergency Service Leaders Of Legitimacy, R. Jeffery Maxfield, John Fisher
The Leap Model: Perceptions Of Emergency Service Leaders Of Legitimacy, R. Jeffery Maxfield, John Fisher
Dr. John R. Fisher
This study adds to the qualitative data showing how leaders in the emergency services perceive legitimacy and the bases of power. The study examines the perception of leaders and their perspective on why subordinates view their leader as legitimate and/or authentic. Two definitions of legitimacy are presented: the traditional viewpoint of French and Raven (1959) associating legitimate power “with having status or formal job authority” and the other proposed by Maxfield (2012) in the LEAP leadership model basing legitimacy or authenticity more on the characteristics and skills leaders bring to their positions. Emergency service students interviewed leaders in their career …