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Upon the departure of a library administrator, such as dean or director, a librarian may be asked to serve in a leadership position on a limited term or open-ended, interim basis. In such a position, an interim leader can feel isolated, overwhelmed, and unprepared to navigate the challenges of the role. With this in mind, this column focuses specifically on the needs and experiences of librarians serving in interim leadership positions. Topics addressed include roles and expectations, planning and transparency, relationships and support, and imposter syndrome. The column concludes with a summary of advice for interim library leaders and the rewards that may result. [ABSTRACT FROM AUTHOR]

Trauma-informed communities establish cross-sector coalitions that advocate for the use of trauma-informed practices. Whether and how communication occurs within newly established trauma-informed communities is unclear. We collected qualitative data and social network data from six trauma-informed community partnerships that received funding to build community capacity to address trauma across a range of special populations in Los Angeles county. We identified three communication network sub-types and highlight contributions of network leadership in setting the tone for cross-partnership communication. While partnership leaders shared the goal of strengthening cross-organizational communication, social network results illustrated a need to develop strategies that target these goals.

Purpose: This teaching case examines challenges in developing technical communication students as organizational leaders managing content strategy through analysis of a graduate course incorporating a client project. Method: Forty-five graduate students enrolled in a content strategy course conducted content audits and assessments for six clients. Their final strategic roadmap reports were analyzed to determine their aptitude for aligning content strategies with business goals. Results: While students adeptly identified technical content quality issues, the majority struggled to connect these to business implications. A minority of students explicitly linked their strategic recommendations to business metrics, such as revenue growth. This outcome suggests a deficiency in achieving the course's intent to instill a businessoriented approach to content strategy. Conclusion: The case identifies several challenges, including client maturity levels, the intricacy of business contexts, and the ambitious scope of the course's objectives. Proposed enhancements involve restructuring client interaction, integrating more industry expertise, focusing the project's reporting component, and refining the course's aims. These measures aim to strengthen the strategic business thinking and leadership capabilities of technical communication students. [ABSTRACT FROM AUTHOR]

This study focused on evaluating the perceptions of a group of call center operators in Quito regarding their work environment using Plithogenic statistics to address the complexity and ambiguity of the responses. The sample included 114 workers from three companies, assessed using the Battery of the Ministry of Social Protection of Colombia and a work stress questionnaire. The results revealed high job demands, perceived as stressful by employees, although satisfaction with the rewards received was shown. However, significant uncertainty was identified regarding control over work, leadership, and social relationships, suggesting critical areas for improvement. The use of Plithogenic logic allowed for an in-depth analysis of these phenomena, providing valuable information for future organizational interventions. It is recommended to implement stress management programs and improve communication and leadership to strengthen role clarity and increase job satisfaction and efficiency. [ABSTRACT FROM AUTHOR]

As organizations become increasingly more complex and constant disruption can catch some organizations off guard, the study of posttraumatic growth (PTG) provides a framework for how organizations, leaders, and employees can benefit by a thoughtful and adaptive response to change. In this article, we build on our previous study of organizational PTG. We expand on ideas for leaders to incorporate into their culture to promote, develop, and support their talent by using a scorecard to hardwire continuous growth into the organization's framework through the creation of a healthy work environment. [ABSTRACT FROM AUTHOR]

Complex construction projects are characterized by a large scale, high dynamics, many unknown risks, high complexity, etc., which often result in serious consequences, such as schedule delays, cost overruns, and uncontrolled objectives. Organizational leadership, which can be dynamically adjusted to the changes in the external environment, is the most important management ability of project managers. Therefore, it is of great significance to systematically analyze organizational leadership for the management of complex construction projects. In this paper, through the dynamic Bayesian method, the influencing factors of organizational leadership of complex construction projects and its dynamic development law are studied in depth. First, 17 organizational leadership factors are identified. Second, a dynamic Bayesian measurement model of organizational leadership was developed using 128 training samples. Third, the developed measurement model was applied for model analysis. The results of the study are as follows. (1) This study models changes in organizational leadership influences over time. (2) The organizational leadership measurement model proposed in this study can be applied in practice to predict leadership trends in specific projects. (3) Leaders should pay more attention to management competence in the personal leadership dimension, culture building in the relational leadership dimension, and institutional support in the strategic leadership dimension. This study proposes a quantifiable model for project leaders that breaks through the traditional model of studying organizational leadership from a static perspective, provides a quantifiable model for project leaders, and can cope with the dynamics of actual projects so that project leaders can control the whole leadership process macroscopically, thus providing an important reference to improve the organizational leadership capacity of complex construction projects. [ABSTRACT FROM AUTHOR]

Copyright of Revista de Ciencias Sociales (13159518) is the property of Revista de Ciencias Sociales de la Universidad del Zulia Venezuela and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

The purpose of the current research is to analyze the dimensions and components of organizational culture based on normative and individual variables in the managers of education headquarters in Tehran province. According to its purpose, the research method is applicable; and in terms of execution method, it is qualitative, descriptive-exploratory; and in terms of its nature, it is among foundation data research. The statistical population of this research includes 12 experts who are well-informed and proficient in the subject of research in the field of management and have a valid scientific background in this field. Sampling method used in this research was non-random purposeful. The method of data collection is referring to documents, semi-structured interviews and questionnaires. For data analysis, Atlas ti software was used to code the interviews. The results showed that in the normative dimension, there are 10 categories: organizational justice, work maturity, ambiguity avoidance, external supervision, decision-making, job promotion, masculinity or feminism, concentration (power distance), customer orientation, productivity with 57 indicators; and in the Individual dimension also has 10 categories: sense of belonging, responsibility, individual creativity, communication, participation (teamwork), identity, self-control, motivation, conflict, interaction in 61 indicators and in 6 categories that include causal conditions, communication conditions, background factors, intervener factors, strategies, consequences were identified.Extended abstractIntroductionJust as people in the society have certain beliefs, values ​​and behaviors that represent their personality; organizations also have common assumptions and basic beliefs that shape their culture. Culture has been defined as the set of spiritual achievements of a nation. Culture is a human invention and made by human hands. This finding reflects the existence and identity of a society (Mirza Mohammadi, 2021). Organizational culture is the personality of the organization and it is considered as the basic infrastructure for transformation and change, and managers should understand its relationship with national culture and strive for organizational cohesion by taking advantage of its strategic role. Organizational culture is an interwoven set of basic assumptions, common inferences and collective wisdom that is formed in the context of previous experiences and findings in facing internal or external issues and serves as a guiding light and an invigorating source plays a role in shaping the behavior of employees and architecture of the present and future of the organization (Mohammadiyan & Shahsavari, 2019).Education is a continuous activity, comprehensive and for everyone, which leads to human growth and development, cultural enrichment and the excellence of society, and therefore, innovation should always be created in it. In other words, education is not specific to an exclusive period and time of life and has no time limit, so it must always be renewed and updated (Safaei et al, 2020). For organizational innovation, development and transformation, one of the important organizational conditions that must be considered in policies and implementation of programs is related organizational culture. The author's many years of experience in executive affairs shows that lack of paying attention to organizational culture has not always led to the desired results of innovation, development, organizational transformation and change in organizations (Hamzeh & Hamzeh, 2016). An organizational culture able to respond to environmental changes can lead to optimal organizational performance.According to the above materials, the researcher asked the main question: what are the dimensions and components of organizational culture based on normative and individual variables in the managers of education headquarters in Tehran province? Theoretical FrameworkOrganizational CultureCulture is a set of customs, standards and individual and social behaviors; therefore, while culture is the effect of many parts of religious views, it is also considered the cause of many conditions and situations. Due to the progress of communication tools and the ever-increasing expansion of their use in many social phenomena and developments, the role of culture has become far greater than in the past; in such a way that culture now plays a decisive role at the domestic, regional and international levels and is one of the tools that governments use to achieve their goals and objectives; in this way, cultural dominance is not a new phenomenon. Cultural policy in the general and customary sense includes a set of goals, principles, priorities and executive policies (Mirza Mohammadi, 2021).Normative and individual variablesIn the conceptual definition of norms, most sociologists are more or less unanimous that norms (forms) are the rules of social behavior that guide a person in social actions. Observing these patterns and rules of behavior expected by the society's culture, and avoiding them is punishable (Khabbaz Yazdiha et al, 2020).Zebardast et al, (2022) investigated the relationship between the transformational leadership factors of educational group managers on the effectiveness of university faculty members through organizational culture. The results showed that the relationship between transformational leadership style of managers and organizational culture was significant and the mediating variable of organizational culture has a significant effect on the relationship between transformational leadership style and the effectiveness of faculty members. It can be said that transformational leadership does not have a direct and significant effect on effectiveness in the final research model. However, transformational leadership affects the effectiveness of faculty members through organizational culture.Yusefi et al, (2022) investigated the impact of individual and normative variables on ethical leadership. The results of the research show that value, job satisfaction, motivation, personality, creativity, components were individual components, and organizational communication, organizational culture, organizational structure, decision-making styles, roles and expectations, goals and strategy were normative components that had a significant impact on ethical leadership.Research methodologyThis research is applicable in terms of purpose, qualitative in terms of execution method: descriptive-exploratory type, and data-based in terms of its nature. The statistical population includes 12 experts and specialists who are well-informed and proficient in the subject of research in the field of management, and have a valid scientific background in this field. Non-random purposeful sampling method is used to determine the samples and determine the experts.Research findingsThree types of coding were used to analyze the data obtained from the interview as well as theoretical foundations, which are: open coding, axial coding and selective coding. For analysis, Atlas ti software was used to code the interviews. The results showed that in the normative dimension, 10 categories were identified: organizational justice, work maturity, ambiguity avoidance, external supervision, decision-making, job promotion, masculinity or feminism, concentration (power distance), customer orientation, productivity with 57 indicators; and in the individual dimension also 10 categories: sense of belonging, responsibility, individual creativity, communication, participation, identity, self-control, motivation, conflict, interaction in 61 indicators, and in 6 categories that include causal conditions, communication conditions, background factors, intervener factors, strategies, consequences.ConclusionThe present research was conducted with the aim of analyzing the dimensions and components of organizational culture based on normative and individual variables in the managers of education headquarters in Tehran province. The results of this research are correspond with the results of Turki et al, (2021), Eimani et al, (2021), Van Dung HA (2020), Yusefi et al, (2020), Mohebbi et al, (2023), Zebardast et al, (2022). Mohebbi et al, (2023) showed that in educational organizations, organizational culture plays an important role in producing teamwork culture and achieving the benefits of the process of participation and collaboration. Educational systems have a special place according to their goals and mission, the most important of which is the training of efficient human resources for other institutions of society; and universities are the most important and key educational organizations that, in addition to training human resources, respond to the social needs for the acquisition and dissemination of knowledge and technology.According to the results obtained in three dimensions, the following suggestions are presented:- The motivation of managers to create team and collaborative activities should be improved. The opportunity to grow, develop and acquire new effective professional skills and knowledge for managers should be provided for the managers. The conditions of sustainable competitive advantage should be designed. The ground for continuous improvement of organizational intelligence in order to realize the learning organization should be prepared. Individual development and strengthening positive behaviors of managers should be considered. By creating a positive organizational atmosphere, the cooperative structure of the organization should be strengthened. Agility of the organization structure according to the suitability of the job and competence of the people and increasing the efficiency and effectiveness of the rules and regulations by simplifying matters should be considered. By supporting individual values ​​and de-stressing people, internal motivation and sense of belonging to the organization should be improved. Influence in decision-making and implementation by delegating authority should be considered. The position of managers in the organization should be changed to facilitator and leader. Try to create an active, effective and sustainable teaching and learning environment. Macro vision, goal setting, strategic planning and management, foresight, future research and future-recording and problem solving ability should be taken into consideration as important points for choosing staff managers.

Purpose: The article discusses the assessment of perceptions of organizational leadership under Industry 4.0 conditions among the surveyed group based on 17 questions. The statements in the survey were formulated to allow respondents to express their opinions on the impact of leadership on various aspects of organizational performance, including financial performance, employee productivity, customer satisfaction, innovation, organizational culture, employee engagement and turnover. The article also outlines differences and similarities in perceptions of the importance of organizational leadership between women and men. Design/Methodology: A survey was conducted on a targeted group. When analyzing the results obtained, the authors focused on descriptive statistics, in particular, the interpretation of the results of the percentage frequency of responses obtained, a comparison of responses among selected groups of respondents was carried out. Findings: Based on the survey, a description was drawn up of the similarities detected and the differences between the responses of men and women in their perception of the importance of organizational leadership in Industry 4.0. Research limitations/implications: In this article, the authors compile the results of their own research on leadership in Industry 4.0, being fully aware that research conducted on a purposive sample of 73 respondents does not allow generalizing conclusions to entire populations, although it does allow identifying the regularities present in a given community to guide further research. The research was conducted as part of a preliminary draft of Industry 4.0 issues and is a starting point for conducting in-depth research in this area. Due to the limitations of the small sample and its purposive selection, it is worthwhile in future research to expand the research group and use random sampling for the study. Originality value: The results of the study provide important conclusions regarding perceptions of leadership, particularly between the responses of men and women on this issue. The research presented in this article is addressed to researchers dealing with the issue of organizational leadership in the context of Industry 4.0, as well as to practitioners interested in improving leadership effectiveness in the modern business world. [ABSTRACT FROM AUTHOR]

This study focuses on the supervisor as the transmitter of workplace gossip, and constructs the type of supervisor gossip based on the valence and scope of gossip for developing a cross-level research framework. First, this study distinguishes four types of supervisory gossip, namely motivational gossip, normative gossip, relational gossip, and malicious gossip. Second, this study explores how the four types of supervisory gossip affect group outcomes through group process, and illustrate group status and group diversity as the group-level boundary conditions for group outcomes. Finally, supervisor gossip can also affect subordinates’ leadership perception and personal outcomes, and the effects are affected by the approach-avoidance temperament and developmental job experience which are as the individual-level boundary conditions. Overall, this study argues that leaders’ informal communication behaviors are significantly related to their leadership effectiveness. [ABSTRACT FROM AUTHOR]

This study assesses the sustainability of the KALIPI program in Iligan and Cagayan de Oro cities, employing a triangulation method encompassing both quantitative and qualitative approaches. Key informants, including leaders, members, and focal persons, were interviewed using a structured schedule, and data were analyzed using descriptive statistics and thematic approaches. Findings reveal that respondents, predominantly aged 40-49 with an average of four children and an average household size of five, are primarily plain housewives reliant on their husbands' income, typically below P10,000 per month. While below the economic threshold, they are not 4Ps members but are on the waitlist. The KALIPI program is viewed as vital for social empowerment and economic enhancement, focusing mainly on social and economic pillars, with environmental activities being less prioritized. Respondents were initially drawn to KALIPI for its livelihood projects and profit-sharing opportunities. Over time, they recognized KALIPI's broader role in their development as women, finding solace and expression in their meetings. The study underscores the need for greater emphasis on environmental aspects within KALIPI programs to achieve sustainability. Effective organizational leadership, regular meetings, suitable venues, funding strategies, and member consultations are crucial for sustained membership and an active organization. Respondents propose additional programs and activities and suggest ways to enhance program success. In terms of program monitoring and evaluation, regular visits by the KALIPI focal person during monthly meetings were emphasized, highlighting the necessity for consistent monitoring and evaluation to prevent organizational inactivity. The theory of change and robust monitoring and evaluation mechanisms are deemed essential for informed decision-making and tracking organizational transformations. Furthermore, this study identified gaps in the recruitment of new members, the frequency of focal person visits, and the lack of consistent focal person appointments, urging the need for clear guidelines and permanent designations to ensure effective program management and sustainability. [ABSTRACT FROM AUTHOR]

Copyright of Revista Foco (Interdisciplinary Studies Journal) is the property of Revista Foco and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

Local news media organizations should not only focus on restructuring, but also on revitalization to maintain their vital function in local communities. Although organizational leaders do understand the need for a transformation, they do not always succeed in making the organizational transformation. Drawing on the literature of boundary spanning in combination with the organizational literature on leadership, this study aims to understand how organizational leaders can foster the organizational transformation. This study examines to what extent organizational leaders can empower and facilitate boundary spanners to overcome the institutional boundaries in the transformation process of a local news media organization. Evidence comes from in-dept interviews with journalists, non-journalists and managers from a regional news media organization in transformation in the Netherlands. Our findings show that the effectiveness of boundary spanners depends on how organizational leaders set organizational goals and organize the reward system. Furthermore, nominated boundary spanners with a coaching logic are more effective than spanners with an authoritarian logic to transform a hierarchical organization into an agile network organization. Another finding is that the introduced scrum methodology to improve organizational agility and innovativeness only works effectively with diverse teams. [ABSTRACT FROM AUTHOR]

Complex construction projects are characterized by a large scale, high dynamics, many unknown risks, high complexity, etc., which often result in serious consequences, such as schedule delays, cost overruns, and uncontrolled objectives. Organizational leadership, which can be dynamically adjusted to the changes in the external environment, is the most important management ability of project managers. Therefore, it is of great significance to systematically analyze organizational leadership for the management of complex construction projects. In this paper, through the dynamic Bayesian method, the influencing factors of organizational leadership of complex construction projects and its dynamic development law are studied in depth. First, 17 organizational leadership factors are identified. Second, a dynamic Bayesian measurement model of organizational leadership was developed using 128 training samples. Third, the developed measurement model was applied for model analysis. The results of the study are as follows. (1) This study models changes in organizational leadership influences over time. (2) The organizational leadership measurement model proposed in this study can be applied in practice to predict leadership trends in specific projects. (3) Leaders should pay more attention to management competence in the personal leadership dimension, culture building in the relational leadership dimension, and institutional support in the strategic leadership dimension. This study proposes a quantifiable model for project leaders that breaks through the traditional model of studying organizational leadership from a static perspective, provides a quantifiable model for project leaders, and can cope with the dynamics of actual projects so that project leaders can control the whole leadership process macroscopically, thus providing an important reference to improve the organizational leadership capacity of complex construction projects.

Foreign direct investment (FDI) of multinational corporations (MNCs) from Central Europe have become more visible in the last decade, but many studies describing the role of talent management (TM), competency management (CM), and organizational leadership (OL) in MNCs have taken place in enterprises with headquarters in developed countries. The relationship between different variables in MNCs headquartered in less developed countries has not been satisfactorily explained in the scientific and professional literature. Hence, the main aim of this paper is based on the outcomes presentation of the relations between TM, CM, and the advancement level of OL practices in MNCs having their headquarters in less developed countries. The theoretical and empirical suppositions are based on two major concepts: resource-based views and a situational approach. The data were collected using the computer-assisted telephone interviewing (CATI) method in 200 nonfinancial enterprises with the domination of the Polish capital having foreign entities, inter alia, in Central and Western Europe. The conducted research shows that there is a relationship among TM, CM, and OL practices. Also, there are significant differences between companies depending on the duration of the MNC's operation on the market, the size of the organization, and the type of business profile. Whereas the assumptions have been based on a literature review, empirical research has not confirmed that there is a difference between foreign subsidiaries located in more and less developed countries (here, Central Europe and Western Europe). [ABSTRACT FROM AUTHOR]

Despite the important role of problem-solving in organizations, our understanding of the fundamental nature of problems is limited. To generate insights and discussion on this topic, we introduce the metaphor of a “virus-like” problem, which is a special kind of problem that often escapes the awareness of organizational leaders. Virus-like problems differ from other problems in organizations because, just like actual viruses, they are hidden, their source is difficult to identify, and they can quickly spread to others. Integrating the public health and organizational psychology fields, we draw lessons from the COVID-19 pandemic and how it was (mis) managed by public officials to offer a new perspective on problems in organizations and offer practical ideas for how leaders can address virus-like problems of their own. [ABSTRACT FROM AUTHOR]

Aim: In today's era, considering human resources and its issues such as reducing work-related stress and paying attention to the well-being of the leader and his followers is of particular importance. These issues lie in the healthy leadership. Considering that the theory of healthy leadership based on strategic reference points has received less attention in past research and the alignment of its actions based on reference points has been investigated. Methodology: In this research, the design of a healthy leadership framework with on occupational well-being based on the theory of strategic reference points in public companies of the electricity industry is discussed.in the qualitative section of the research, the Grounded theory and content analysis strategy were used to design the framework. the strategy of the research, the grounded theory method was used to design the framework. For this purpose, in-depth interviews were conducted with 19 executive experts in state-owned firms and university experts who were combining purposefully, judgmental and snowball sampling methods selected. Results: based on the reference points framework of healthy leadership with on occupational well-being, welfare and well-being approach with follower-based leadership strategy, behavioral approach with goalbased leadership strategy, leadership style with activebased leadership strategy and environmental approach with interactive leadership strategy are aligned. Conclusion: Healthy leadership with on occupational well-being, the results showed that healthy leadership with on occupational well-being based on the theory of strategic reference points includes a set of internal and external factors whose Their effective management can lead to the Maintain and improve the performance of the organization in the long run. Finally, the results showed that healthy leadership with on occupational well-being in state-owned firms is a multifaceted phenomenon that can be used to produce positive and valuable results. [ABSTRACT FROM AUTHOR]

Despite the important role of problem-solving in organizations, our understanding of the fundamental nature of problems is limited. To generate insights and discussion on this topic, we introduce the metaphor of a “virus-like” problem, which is a special kind of problem that often escapes the awareness of organizational leaders. Virus-like problems differ from other problems in organizations because, just like actual viruses, they are hidden, their source is difficult to identify, and they can quickly spread to others. Integrating the public health and organizational psychology fields, we draw lessons from the COVID-19 pandemic and how it was (mis) managed by public officials to offer a new perspective on problems in organizations and offer practical ideas for how leaders can address virus-like problems of their own.

The racist violence that occurred during the summer of 2020 was a tipping point forcing many people and institutions to acknowledge and address racial inequities in the United States. As the "conscience" of ACA, Counselors for Social Justice (CSJ) responded to this crisis through immediate action and strategic planning. This article discusses the process used by CSJ leaders to meet the CSJ mission of "promoting social justice... through confronting oppressive systems of power and privilege that affect professional counselors and our clients and to assist in the positive change in our society through the professional development of counselors" during this critical time. Recommendations for moving toward a decolonization of counseling practice, supervision, education, and research also are provided. [ABSTRACT FROM AUTHOR]

This article features in‐depth interviews and ethnographic vignettes that explore collectivism, social cohesion, and Black educational leadership as a strategy to infuse liberatory practices in the educational process. The article examines how the social foundation of African‐centered ethos of collectivism can shift how marginalized students approach and experience learning and socialization inside mainstream K‐12 educational systems. Additionally, this article introduces a new theoretical concept entitled Ethno‐Cultural Responsiveness. This theory explains how sub‐culture groups socialize new members into their particular ideological and sub‐cultural communities. This research demonstrates how African‐centered leaders shape their schools through an ideological inquiry designed to challenge what they perceive as the cultural negation of African histories and understandings. Moreover, the leaders featured in this article use their public‐facing political project (an African‐centered institution) grounded in the politics of Black Nationalism and Pan Africanism to design and shape their institutional cultures to be responsive to people racialized in western counties as Black. [ABSTRACT FROM AUTHOR]

Background & Purpose: Perception of justice arises from the social actions in the form of perceptual-behavioral cycles between social actors over time. In organizations, this cycles between superiors and subordinates affect the perceptions and consequently the behaviors of both sides of the relationship. Considering the small number of superiors and their placement in the center of organizational interactions, the best point of intervention to manage these cycles is the perceptions of superiors. In this research, our goal is to identify personality traits that influence the perception of justice of leaders and their continued behavior. Methodology: This research is fundamental in terms of results, is exploratory regarding purpose, and is qualitative concerning method, the data were collected by library research and based on thematic analysis of the Nahj-Ol-Balagha Text. To do so, Nahj-Ol-Balagha Text was read many times and coding was accomplished after selecting the related parts. Then, the codes were revised, summarized, and then categorized in different steps. The results were validated using expert panel and Holsti’s coefficient of reliability (92%). Finally, Delfi Method was used to reach agreement in categorizing the codes. Findings: Two sets of codes were found in this study: the 25-code set refers to the relationship between personal traits as well as behavior with the values and believes. The second set consists of 505 basic recorded codes that categorized in the form of two main organizing themes of magnanimity and dignity, and steadfastness and fortitude. Magnanimity and dignity cover three sub-organizing themes including: respect for others, kindness and generosity, and the main organizing theme of steadfastness and fortitude, and includes three sub-organizing themes of self-control, insight, and personal stability. These findings signify a specific style of leading that is balanced through these two sets of Magnanimity and dignity, and steadfastness and fortitude. Conclusion: The results suggest that the leaders who possess the characteristics mentioned in this research, will perceive less injustice, and after the perception of injustice, the possibility of extreme behavior in them is less probable. Thus, it is expected that the perception of justice in the subordinates of such leaders will be more and the atmosphere of justice in the organization will be more positive as well.

Background: This study examined fidelity of implementation strategies used in an organizational process improvement intervention (OPII) designed to improve evidence-based practices related to assessments for drug-involved clients exiting incarceration. Leadership was studied as a moderating factor between fidelity and outcomes. Methods: A mixed-method cluster randomized design was used to randomize 21 sites to early- or delayed-start within 9 research centers. Parent study protocol was reviewed to develop fidelity constructs (i.e., responsiveness, dose, quality, adherence). Outcomes were site-level success in achieving goals and objectives completed during the OPII (e.g., percent goals achieved). Correlations, analyses of covariance, regressions and moderation analyses were performed. Qualitative interviews assessed facilitators/barriers to implementation. Results: Fidelity constructs related to outcomes. No differences were found in fidelity by early or delayed condition. At low levels of leadership, high staff responsiveness (i.e., engagement in the OPII) related to poorer outcome. Conclusions: It is important to consider contextual factors (e.g., leadership) that may influence implementation strategy fidelity when deploying evidence-based practices. Findings are relevant to researchers, clinicians, administrators and policy makers, and suggest that goal completion during implementation of evidence-based practices requires monitoring of leadership competence, fidelity to implementation strategies (i.e., staff responsiveness to strategies) and attendance to goal importance. [ABSTRACT FROM AUTHOR]

This article discusses the relationships among leadership, race and racism, and social constructionism within counseling leadership. Accordingly, we critically examine the dominant constructions of race and racism within leadership. Next, we propose seven social constructionist principles to inform leadership's construction and praxis within counseling. Finally, we utilize social constructionism and leadership, further informed through race-centered and anti-racism literature, to further this profession's constructions of race and racism within leadership and future race-centered and anti-racism leadership actions. [ABSTRACT FROM AUTHOR]

Organizational leadership is a key factor affecting the management performance of complex construction projects, but seldom have studies attempted to explore the effect mechanisms of organizational leadership on the project management performance, especially the mediating role of project citizenship behavior. The purpose of this study is to fill this gap by investigating the effects of organizational leadership on project citizenship behavior and management performance in complex construction projects. The theoretical model is constructed based on a literature review, and exploratory factor analyses (EFA) are performed on 169 valid questionnaires collected to measure organizational leadership, then partial least squares-structural equation modeling (PLS-SEM) is used to test the hypotheses. The results show that (i) organizational leadership is measured as vision guiding, context interacting, team building, and systems thinking; (ii) vision guiding and context interacting have both direct and indirect effects on the project management performance, and team building can only improve the project management performance by influencing the project citizenship behavior, whereas systems thinking has no significant effect on project citizenship behavior and the project management performance in complex construction projects; (iii) and project citizenship behavior partly mediates the influence of organizational leadership on the project management performance, and the effect of organizational leadership on the project management performance is more realized through the mediating role of project citizenship behavior. The results have a significant theoretical and practical significance for improving the project management performance. [ABSTRACT FROM AUTHOR]

Abstract Background Leadership commitment to worker safety and health is one of the most important factors when organizations develop and implement a Total Worker Health® approach. We aimed to assess the effectiveness of a Total Worker Health (“TWH”) leadership development program that targeted owners and other senior-level leadership positions on changing organizational and worker outcomes from baseline to one-year later. Methods The Small + Safe + Well study included small businesses from a variety of industries in the state of Colorado, USA that were participating in Health Links™. We designed a randomized waitlisted control comparison design (RCT) to evaluate the added benefit of a TWH leadership development program. An employer assessment tool was used to assess TWH policies and programs, and an employee health and safety survey was used to assess safety leadership and health leadership practices, safety climate and health climate, safety behaviors and health behaviors, and well-being. We used a linear mixed model framework with random effects for business and employee to assess the impact of intervention on the outcomes of interest. Results Thirty-six businesses (37% retention) and 250 employees (9% retention) met the RCT study inclusion criteria and were included in the analysis. Businesses improved their TWH policies and programs score from baseline to one-year later, regardless of leadership intervention group assignment. Neither intervention group demonstrated improvements in employee-reported outcomes. Conclusions This study sought to address a gap in the literature regarding small business senior leadership development for TWH. Our study demonstrates many of the challenges of conducting studies focused on organizational change in workplaces, specifically in small businesses. When designing TWH intervention studies, researchers should consider how to best engage small business leaders in interventions and implementations early on, as well as methods that are well matched to measuring primary and secondary outcomes longitudinally. Future research is needed to test the feasibility and sustainability of TWH interventions in small business. Trial registration The trial was retrospectively registered with ClinicalTrials.gov ( ID U19OH011227 ).

Abstract Introduction: Leadership is recognized as an essential competency across healthcare and science. The LEAD (Leadership Emerging in Academic Departments) program at the Icahn School of Medicine at Mount Sinai (ISMMS) is a structured 12-month blended learning program that catalyzes personal and professional leadership skills, behaviors, and capacity. Methods: Utilizing a post-program survey design, the Leadership Program Outcome Measure (LPOM) explored self-reported impact of the LEAD program on leadership knowledge and skills in relation to personal and organizational leadership constructs. Application of leadership skills to practice was tracked via completion of a leadership-focused capstone project. Results: Over 3 cohorts, 76 participants graduated and 50 completed the LPOM survey (68% response rate). Participants self-reported an increase in leadership skills, conveyed plans to use acquired skills in current and future leadership positions, and noted improved leadership skills across the personal and organizational domains. Comparatively less change was detected at the community level. Tracking of capstone projects found that 64% of participants were able to successfully implement their project in practice. Conclusion: LEAD was successful in promoting the development of personal and organizational leadership practices. The LPOM evaluation provided a valuable lens through which to assess the individual, interpersonal, and organizational impact of a multidimensional leadership training program.

Today, human capitals have a special place in government companies and maintaining their physical and mental health is of particular importance. The results of the studies show that leaders play an important role in creating a healthy work environment for employees, which in leadership theories refers to the health-oriented leadership style as a new style. The purpose of this research is to design a strategic model of healthoriented leadership in public companies. This research has a developmental-applicative purpose and is in the category of mixed research. In the qualitative step of the research, thematic Analysis strategy was used to design the model. For this purpose, semi-structured interviews were conducted with 24 executive experts in state-owned firms and university experts who were purposefully selected. In the quantitative part, the validation of the strategic model was done with confirmatory factor analysis method and Smart PLS software. For this purpose, 158 managers and experts were asked for their opinions using a questionnaire. Based on the findings, four strategies including management of employees' quality of life, job actions, management and leadership style, and environmental strategies were identified and all the identified strategies have been confirmed. Also, the priority of the strategies are environmental strategies, occupational strategies, and quality of life management with factor loadings of 0.808, 0.650, and 0.640 respectively. Finally the results of the research showed that the health of employees and leaders is the result of a set of the above conditions And healthy leaders must consider these things together to improve the level of health in the organization. [ABSTRACT FROM AUTHOR]

Today's Volatile, Uncertain, Complex, Ambiguous (VUCA) environment is not going away and neither are adverse events. A large body of literature exists regarding individuals recovering from traumatic events but much less about organizations. In this article, we identify an imbalance in the literature relative to addressing leadership's role in developing Posttraumatic Growth (PTG) as the organizational goal, beyond resilience. Surviving (resilience) reflects the status quo and return to normal. Thriving (PTG) shows an organization's ability to adapt and grow in unexpected ways as a result of trauma experienced. We believe it is very important for organizations to move beyond surviving trauma to thriving and transforming themselves and PTG represents this positive outcome that energizes and sets the organization on a path of continuous learning. We identify pre-event, event, and post-event activities that are key to PTG. Finally, we posit the need for a checklist or model for leaders who wish to change the energy of their organization, to help it grow and thrive rather than just survive the traumas faced. [ABSTRACT FROM AUTHOR]

Today, there is no doubt that organizations are one of the most important social institutions that play a major role in the development of societies. Organizational role-playing in meeting the needs of communities is conditional on the existence of capable and effective managers. Although in the past, organizations did not exist like today, but even in the old social complexes and institutions, the role of individual as manager or leaders who could draw the roadmap and establish justice among the people of the society was an undeniable necessity. Among the Islamic philosophers, Avicenna has pointed out in his numerous works to the importance of community and participation of individuals to achieve goals such as the happiness and well-being of all members of society, as well as the necessity for just and managerial person to lead and manage of people. Since, he always sought to integrate Greek and Islamic thought, many of his thoughts on topics such as the need for an organizational institution, how to manage the organization, the characteristics of wise leader and manager, and such issues are in line with the theories of Western philosophers such as Plato. In this study, we by collecting data through the library method, we intend to point out some of the theories and ideas of Western philosophers about the need for an ethical manager and leader, as well as how to manage organizations wisely, analyze Avicenna's views in this regard. This research is an interdisciplinary study in the field of applied philosophy.

The intersection of leadership and innovation has led to disruptions in our lives from technology to social media and beyond. To a leader, the disruptions occur from new technology, situations like the pandemic, and how society puts things in motion. Innovations occur because of the ideas and questions that are shared. How you as a leader, a youth worker, or a community member, respond to the disruptions and innovations often impacts how you manage changes that occur in your work.

The analysis of the culture-leadership relationship is guided by two research tasks, first, testing the instrumentality of the Global Leadership and Organizational Behavior Effectiveness (GLOBE) methodology in cross-cultural and leadership studies, and second, shedding light on the country that was not included in the original GLOBE research, namely Bulgaria, with its distinctive culture and perceived effective leadership. Based on the surveys of 253 managers, the authors create the profile of a societal culture and the profile of organizational leadership perceived as effective in Bulgaria and compare the empirically derived results with the theoretical predictors of effective leadership in this country. They partially confirmed the hypothesis that culture is predictive of effective organizational leadership and contributed to the empirical analysis of societal behaviors and values in Bulgaria. [ABSTRACT FROM AUTHOR]

The objective of this essay of a theoretical-descriptive nature is to offer a review of the most outstanding contributions made by David Teece and his collaborators to the development and expansion of the theory of dynamic capabilities during the period 1994-2020. The analysis was based on the main scientific articles that chronologically represent the development, evolution, and consolidation of one of the theories that explain the behavior of organizations in the face of increasingly dynamic and changing environments, namely the theory of dynamic capabilities. It is thus considered evolution and integration of the contingent and resource and capabilities theories. From the review carried out, it can be argued that organizations require strong capabilities to detect, take advantage of and transform knowledge, resources, and internal competencies in order to obtain competitive advantages, but always considering the opportunities, changes, and requirements of the environment. This work also provides the basis for distinguishing and recognizing that dynamic capabilities require leadership and innovation as essential components for their development. [ABSTRACT FROM AUTHOR]

A faith-based healthcare system implemented a Leadership as Wholeness formation program, including a spiritual formation curriculum described here. The spiritual formation curriculum intends to connect leaders with their purpose and identity to ensure mission stability in the organizational culture, now and in the future. More research must be done to understand how, or even if, these types of programs make a meaningful difference in organizational mission initiatives and workforce stability., Competing Interests: Declaration of Conflicting InterestsThe authors declared no potential conflicts of interest with respect to the research, authorship, and/or publication of this article.

Background: Leadership commitment to worker safety and health is one of the most important factors when organizations develop and implement a Total Worker Health® approach. We aimed to assess the effectiveness of a Total Worker Health ("TWH") leadership development program that targeted owners and other senior-level leadership positions on changing organizational and worker outcomes from baseline to one-year later.Methods: The Small + Safe + Well study included small businesses from a variety of industries in the state of Colorado, USA that were participating in Health Links™. We designed a randomized waitlisted control comparison design (RCT) to evaluate the added benefit of a TWH leadership development program. An employer assessment tool was used to assess TWH policies and programs, and an employee health and safety survey was used to assess safety leadership and health leadership practices, safety climate and health climate, safety behaviors and health behaviors, and well-being. We used a linear mixed model framework with random effects for business and employee to assess the impact of intervention on the outcomes of interest.Results: Thirty-six businesses (37% retention) and 250 employees (9% retention) met the RCT study inclusion criteria and were included in the analysis. Businesses improved their TWH policies and programs score from baseline to one-year later, regardless of leadership intervention group assignment. Neither intervention group demonstrated improvements in employee-reported outcomes.Conclusions: This study sought to address a gap in the literature regarding small business senior leadership development for TWH. Our study demonstrates many of the challenges of conducting studies focused on organizational change in workplaces, specifically in small businesses. When designing TWH intervention studies, researchers should consider how to best engage small business leaders in interventions and implementations early on, as well as methods that are well matched to measuring primary and secondary outcomes longitudinally. Future research is needed to test the feasibility and sustainability of TWH interventions in small business.Trial Registration: The trial was retrospectively registered with ClinicalTrials.gov ( ID U19OH011227 ). [ABSTRACT FROM AUTHOR]

Well-known and respected traditional leadership theories such as Transformational Leadership Theory (Bass 1985, 1989, Authentic Leadership Theory (Luthans & Avolio 2003), and Distributed Leadership Theory (Lumby, 2013) offer insight into the ways that leadership can be applied and practiced in various organizational contexts. These traditional leadership theories are known for underscoring the kinds of traits and behaviors that prospective and current leaders should possess to enhance their leadership abilities and overall effectiveness. However, one area that is absent from traditional leadership theories is a focus on the kinds of multicultural and workforce diversity leadership knowledge, skills, and abilities that organizational leaders should possess to manage human diversity effectively in a variety organizational setting. The aim of this paper is to: 1) summarize the role of three well-known traditional leadership theories; 2) share examples of existing multicultural and workforce diversity frameworks that offer insights for advancing traditional leadership theories; and 3) highlight the benefits of incorporating multicultural and workforce diversity leadership traits, behaviors and supporting diversity practices into traditional leadership theories. [ABSTRACT FROM AUTHOR]