Leadership Epistemology

Bogenschneider, Bret N.

doi:10.17062/cjil.v2i2.37

Cited by 9 publications

(6 citation statements)

References 13 publications

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“…Somewhat linked to Proposition 3, this proposition seeks to consider the ways in which leadership studies have resulted in many different leadership definitions and theories-many of which highlight the continuing debate as to whether leadership relates to individuals or collectives or if it is about a process and that leadership is not one size fits all (Bogenschneider, 2016;Western, 2008). The definitions used often reference things like the need for leaders to have followers, and that they should work with their followers in a relational way that influences and inspires them; or that they need to develop expectations and the necessary operating environment and resources for work to be delivered effectively; or that they play a role in offering shared purpose and direction to inspire individual and collective efforts and transformation; or that leaders should display different leadership styles, like being adaptive, values-based or authentic; or that leaders have traits or characteristics like being extraverted, selfconfident or conscientious (Bogenschneider, 2016;Western, 2008). Just as leadership is not one size fits all, leadership studies also demonstrate that leadership can exist at all levels of an organisation or similar.…”

Section: How To Deliver In Times Of Poly-crisis?mentioning

confidence: 99%

Searching for the North Star or how to navigate a boat with a fixed rudder through turbulent times

Ahmad,

von Schnurbein

2023

Journal of Philanthropy and Marketing

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This piece of work aims to connect the governance and leadership levels of foundations with the demand to respond to the societal poly‐crisis. Challenges such as climate change, migration, demographic development and economic debts cannot be solved on the level of a single country and, thus, call for joint action. Given the inherent independence of foundations, an analysis of how foundations can strengthen their contribution to solve the global poly‐crisis has to begin with the single organisation, its purpose and its leaders. However, how feasible is it to evolve, transform even, governance and leadership in philanthropic organisations, which are often considered rather rigid and inflexible organisations? Based on arguments on governance and leadership of foundations from both the academic and the public debate, we formulate four propositions on how foundation leaders can adapt their foundation to the current societal situation. The propositions include aspects such as transparency, empowerment, sensemaking and leadership support.

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Section: How To Deliver In Times Of Poly-crisis?mentioning

confidence: 99%

Searching for the North Star or how to navigate a boat with a fixed rudder through turbulent times

Ahmad,

von Schnurbein

2023

Journal of Philanthropy and Marketing

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“…Historically, leadership has been associated with heredity and the heroic accomplishments of individuals based on 'unscientific' personal traits, according to social scientists (Bogenschneider, 2016). Nevertheless, successful leaders such as Martin Luther King and Nelson Mandela arose in times of need due to situational variables prevailing at their time (Khan, Nawaz, & Khan, 2016).…”

Section: Orientationmentioning

confidence: 99%

Academic leadership and decision-making in institutions of higher learning in Zimbabwe: Trends and tribulations

Ngwenya

Phuthi

2022

SA Journal of Human Resource Management

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Orientation:The global technological and sociopolitical transformations sweeping across tertiary institutions demand dynamic, proactive and creative leaders who are capable of harnessing the various leadership and decisional skills the diversified experts possess through shared governance. Research purpose:The purpose of this study was to demonstrate that academic leaders are endowed with leadership and decision-making skills and use a preferred situational style or model to attain organisational goals.Motivation for the study: Tertiary institutions demand transformational leaders endowed with appropriate decisional skills and a participative culture for the attainment of organisational goals with the ultimate aim of achieving world-class standards in their volatile environments.Research approach/design and method: Pragmatism informed the mixed methods approach (MMA) utilised. Qualitative data was generated from 10 purposely selected participants using open-ended questions of a case study design, while quantitative data was gathered from 58 systematically sampled respondents using a cross-sectional questionnaire survey. Samples were limited by the coronavirus disease 2019 (COVID-19) pandemic. Main findings:The study revealed that the institutional leaders investigated preferred the transformational leadership style used in conjunction with the rational and creative decisionmaking models because they were found to be participative, innovative and compatible with the Ministry's Education 5.0 policy. An eclectic approach was equally suggested.Practical/managerial implications: Shared governance and collective responsibility were suggested in conceiving strategic plans as effective leadership and decision-making skills are not confined to a single individual.Contribution/value-add: Managerial leadership in tertiary institutions must devolve power and flatten the organogram if leadership and decisional skills possessed by followers are to be tapped.

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“…Kepala sekolah bertanggung jawab atas penyelenggaraan kegiatan pendidikan, administrasi sekolah, pembinaan tenaga kependidikan lainnya dan pendayagunaan serta pemeliharaan sarana dan prasarana . Hal tersebut menjadi lebih penting sejalan dengan semakin kompleksnya tuntutan tugas kepala sekolah yang menghendaki dukungan kinerja yang semakin efektif dan efisien (Bogenschneider, 2016;January, 2018).…”

Section: Pendahuluanunclassified

Pengaruh Kepemimpinan Kepala Sekolah terhadap Kinerja Guru Sekolah Dasar

Romadhon¹,

2021

basicedu

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Penelitian ini bertujuan untuk menganalisis pengaruh Kepemimpinan Kepala Sekolah terhadap Kinerja. Guru di SDN Sunter Jaya 03 Jakarta Utara. Populasi dalam penelitian ini ada 30 guru di Guru di SDN Sunter Jaya 03 Jakarta Utara. Hasil penelitian menunjukkan uji F diperoleh Fhitung = 10,037 dengan nilai sig = 0,03 < 0,05 dapat disimpulkan bahwa Ho ditolak. Hal ini menyatakan bahwa ada pengaruh kepemimpinan kepala sekolah terhadap kinerja guru. Berdasarkan hasil penelitian menunjukkan bahwa ada pengaruh kepemimpinan kepala sekolah terhadap kinerja guru sebesar 15,1% sedangkan sisanya dipengaruhi faktor lain. Disimpulkan bahwa kepemimpinan kepala sekolah memberikan pengaruh terhadap kinerja guru di Guru di SDN Sunter Jaya 03 Jakarta Utara. Disarankan agar kepala sekolah sebaiknya lebih memperhatikan kompensasi yang berkenaan dengan besarnya honorarium atau gaji dengan upaya yang dilakukan, pemberian insentif atau bonus yang diberikan secara adil dan pemberian kompensasi yang tepat waktu. Kepala sekolah sebagai pelaksana supervisi sebaiknya tetap menjalankan kegiatan pengontrolan terhadap ketertiban pembuatan perencanaan pengajaran yang disesuaikan dengan kurikulum yang sedang berlaku dan tidak mengurangi rutinitas kunjungan kelas yang dilaksanakan sewaktu-waktu ke kelas-kelas pada saat kegiatan belajar mengajar sedang berlangsung.

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Leadership Epistemology

Cited by 9 publications

References 13 publications

Searching for the North Star or how to navigate a boat with a fixed rudder through turbulent times

Searching for the North Star or how to navigate a boat with a fixed rudder through turbulent times

Academic leadership and decision-making in institutions of higher learning in Zimbabwe: Trends and tribulations

Pengaruh Kepemimpinan Kepala Sekolah terhadap Kinerja Guru Sekolah Dasar

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