Leading Where it Counts: An Investigation of the Leadership Styles and Behaviors that Define College and University Presidents as Successful Fundraisers

Nicholson, William D

doi:10.1057/palgrave.ijea.2150072

Cited by 21 publications

(9 citation statements)

References 4 publications

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“…This is when leaders provide rewards in exchange for achieving targets and these targets are set on short-term and measurable bases. According to Nicholson (2007), leaders clarify the tasks that followers need to achieve and use rewards to achieve results. The rewards that leaders offer are supposed to benefit employees immensely, to the extent that they would transcend their own immediate self-interest for the sake of 331 "Carrot and stick" leadership style the entire organization.…”

Section: Contingent Rewardmentioning

confidence: 99%

“Carrot and stick” leadership style

Dartey‐Baah

Ampofo

2016

AJEMS

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Purpose-The purpose of this paper is to examine the relevance of "carrot and stick" (transactional) leadership style in predicting employees' job satisfaction in a modern business organization. Design/methodology/approach-The study was cross-sectional in nature and made use of structured questionnaire to collect data. Stratified and simple random sampling techniques were used to select the respondents. In total, 215 questionnaires were returned by respondents out of the 220 administered. Taylor and Bowers (1974) overall job satisfaction questionnaire and Bass and Avolio (2004) multifactor leadership questionnaire, were used to measure job satisfaction (α ¼ 0.812) and transactional leadership style (α ¼ 0.761), respectively. Simple linear regression was also used to predict the relationship between the constructs. Findings-Results indicated significant and positive relationship between managers transactional leadership style and employees overall job satisfaction (β ¼ 0.292, p o 0.001). Moreover, contingent reward (β ¼ 0.313, p o 0.001) and management by exception (active) (β ¼ 0.208, p o 0.001) were, respectively, found to be statistically significant and positively related with job satisfaction. However, there was no significant relationship between management by exception (passive) and job satisfaction. Originality/value-This study adds to research that transactional leadership is broadly ideal for employees of manufacturing firms in Ghana where tasks are routine, objectives are clearly stated and work outputs can easily be measured.

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Section: Contingent Rewardmentioning

confidence: 99%

“Carrot and stick” leadership style

Dartey‐Baah

Ampofo

2016

AJEMS

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“…According to Nicholson II (2007), what is missing in most African literature on strategic thinking is how institutions can encourage "the engagement of people in such a way that leaders and followers raise one another to higher levels of motivation and morality", through the process of strategic thinking for institutional change (Edwards & Sam, 2014).…”

Section: Literature Reviewmentioning

confidence: 99%

Characterising Strategic Thinking in a Public University Setting: A Qualitative Approach

Msusa¹,

Chowa²,

Mwanza³

2023

OJBM

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Background: Universities face challenges in the current dynamic higher education sector. As a result, university managers have to contend with finding ways that will help increase revenue to enable adequate provision of the core services covering teaching and learning, research and publishing, community engagement and promotion of beneficial partnerships. This calls for developing strategic plans by employing strategic thinking skills. The University of Zambia has not been meeting the targets in all its previous strategic plans in the period 2008-2022 as expected. The aim of this paper is to characterise strategic thinking with a view of rendering an explanatory understanding of strategic planning actors in the University of Zambia from their point of view. Methods: This paper is part of a larger qualitative case study which examined the applicability of strategic thinking at the University of Zambia from a sample of 175 participants. However, 26 strategic planning actors were enlisted as participants for this qualitative paper using criterion i type of sampling.

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“…Eleven Phase 1 articles located cognitive exchange socially (Hernández-Sellés et al, 2020; Choi, 2009; Penman and Lai, 2003; Bosley et al 2006; Caspi and Blau, 2008; Guo et al, 2021; Duffett, 2015; Ding and Harskamp, 2006; Dubliner, 2010; Peacock and Cowan, 2017; Nicholson, 2007). Two connected cognitive exchange with art education, stating exchange occurs through leader and follower interaction (Nicholson, 2007) and collaboration (Hernández-Sellés et al, 2020). Several articles, from educational technology journals, linked cognitive exchange with computer mediated environments.…”

Section: Literature Review Strategymentioning

confidence: 99%

A systematic literature review of cognitive exchange in higher degree visual art education

Heaton

Kuan

2023

Arts and Humanities in Higher Education

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This literature review paper presents ways cognitive exchange occurs in higher degree visual art education. It also attempts to demystify concerns regarding the value and presence of cognitive exchange in art education, this is because cognitive exchange is not considered in art education with the same breadth or depth as in higher education. Cognitive exchange research in higher degree visual art education is limited but there has been a surge in interest about cognitive functioning in higher education. It is therefore timely to consider how cognitive exchange is understood across visual art practices at this level. This paper presents a two phased systematic review, where cognitive exchange literature in the higher degree context is considered alongside such literature in art education. Four spaces: the individual, social, pedagogic, and policy orientated are discussed to present cognitive exchange practices in higher degree visual art education. The spaces and forms of cognitive exchange profiled, provide a knowledge contribution to disciplines that intersect with the arts and humanities. This is because they mobilize where and how cognitive exchange forms, they present opportunities and uses for cognitive exchange and help suggest ways to support its growth.

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Leading Where it Counts: An Investigation of the Leadership Styles and Behaviors that Define College and University Presidents as Successful Fundraisers

Cited by 21 publications

References 4 publications

“Carrot and stick” leadership style

“Carrot and stick” leadership style

Characterising Strategic Thinking in a Public University Setting: A Qualitative Approach

A systematic literature review of cognitive exchange in higher degree visual art education

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