Journal of Values-Based Leadership最新文献

{"title":"Optimistic Leadership for the 21st Century and Beyond","authors":"V. P. Techo","doi":"10.22543/0733.142.1360","DOIUrl":"https://doi.org/10.22543/0733.142.1360","url":null,"abstract":"This paper proposes a future-driven leadership theory — the optimistic leadership theory — suitable for leading global organizations in the 21st century and beyond. The author argues that a new leadership approach is needed for these organizations due to the complexities that come with globalization, including the high need for knowledge and experience, distance decay, and cultural amalgamation. Five leadership approaches (Visionary Leadership, Differentiated Leadership, Servant Leadership, Flexible Leadership, and Reflective Leadership) are identified as the components of optimistic leadership. Following a review of the rare literature on these five leadership approaches, they are found to constitute the best determinants of successful future-driven leadership. There is an overlap of some approaches and some are within other leadership theories such as transformational leadership. A model of optimistic leadership is suggested, and a test based on the variables is proposed.","PeriodicalId":356546,"journal":{"name":"Journal of Values-Based Leadership","volume":"1 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2021-07-09","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"128984400","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Moral Identity, Self-Improvement, and the Quest for Greatness: A Leadership Responsibility","authors":"Cam Caldwell, Verl Anderson","doi":"10.22543/0733.142.1359","DOIUrl":"https://doi.org/10.22543/0733.142.1359","url":null,"abstract":"The focus of this paper is on explaining how leaders can follow the path of self-improvement by more fully understanding their moral identity. We begin by briefly reviewing excerpts from the literature about personal development and self-awareness to lay a foundation for the importance of leaders seeking to achieve their optimal effectiveness. Following that introduction, we introduce a new definition of moral identity that builds upon identity theory as developed by Peter Burke and Jan Stets (2009). We then identify nine traits that link moral identity and leadership. Integrating moral identity with the pursuit of personal excellence, we identify twelve insights about the leader’s responsibility to honor moral duties owed to those individuals whom they serve. Following that review, we then suggest six significant contributions of this paper for both academic scholars and individuals who seek to become more honorable leaders and conclude the paper with suggestions about opportunities for additional research about moral identity and its importance for leaders.","PeriodicalId":356546,"journal":{"name":"Journal of Values-Based Leadership","volume":"1 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2021-07-09","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"129721397","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"The Commander in Chief: The Fateful Decision of an American President","authors":"Emilio F Iodice","doi":"10.22543/0733.142.1374","DOIUrl":"https://doi.org/10.22543/0733.142.1374","url":null,"abstract":"","PeriodicalId":356546,"journal":{"name":"Journal of Values-Based Leadership","volume":"29 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2021-07-09","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"125994560","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Book Review: Grit, Grace, and Gratitude","authors":"Elizabeth F. R. Gingerich","doi":"10.22543/0733.132.1336","DOIUrl":"https://doi.org/10.22543/0733.132.1336","url":null,"abstract":"","PeriodicalId":356546,"journal":{"name":"Journal of Values-Based Leadership","volume":"1 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2020-07-17","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"114656629","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"An Explication of Our Collective Moral Consciousness","authors":"Joseph P. Hester","doi":"10.22543/0733.132.1328","DOIUrl":"https://doi.org/10.22543/0733.132.1328","url":null,"abstract":"","PeriodicalId":356546,"journal":{"name":"Journal of Values-Based Leadership","volume":" 7","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2020-07-17","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"120830247","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Plant Power Fast Food (San Diego, California)","authors":"S. Larson","doi":"10.22543/0733.132.1333","DOIUrl":"https://doi.org/10.22543/0733.132.1333","url":null,"abstract":"","PeriodicalId":356546,"journal":{"name":"Journal of Values-Based Leadership","volume":"1 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2020-07-17","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"126062726","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Leaving Your Mark: Se our Mark: Seven Strategies for Indelible Leadership","authors":"Welch, S. James","doi":"10.22543/0733.132.1318","DOIUrl":"https://doi.org/10.22543/0733.132.1318","url":null,"abstract":"","PeriodicalId":356546,"journal":{"name":"Journal of Values-Based Leadership","volume":"88 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2020-07-17","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"124385575","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"A State of Responsiveness Amid Crisis: Learnings from India","authors":"V. M","doi":"10.22543/0733.132.1327","DOIUrl":"https://doi.org/10.22543/0733.132.1327","url":null,"abstract":"","PeriodicalId":356546,"journal":{"name":"Journal of Values-Based Leadership","volume":"45 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2020-07-17","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"126695489","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Interview with Jill Long Thompson, Ph.D.","authors":"Elizabeth F. R. Gingerich","doi":"10.22543/0733.132.1338","DOIUrl":"https://doi.org/10.22543/0733.132.1338","url":null,"abstract":"","PeriodicalId":356546,"journal":{"name":"Journal of Values-Based Leadership","volume":"30 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2020-07-17","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"123038773","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Academic Leadership: Gatekeeping or Groundskeeping?","authors":"B. Montgomery","doi":"10.22543/0733.132.1316","DOIUrl":"https://doi.org/10.22543/0733.132.1316","url":null,"abstract":"Common approaches to academic leadership include serving as assessors of the progress of individuals towards organizationallydetermined milestones and markers of success. Likewise, leadership development often focuses on leadership skills and tactics, rather than on cultivation and enactment of leadership philosophies and progressive vision. Here, I discuss the importance of cultivating leadership for progressive faculty and academic staff development through strategically tending the cultures and systems that one leads, in addition to tactical supervision of people. I describe this as systems-engaged leadership manifested as groundskeeping, or as attending to the individuals in an organization while simultaneously actively tending the ecosystems in which the work of the organization occurs. Groundskeeping contrasts with more traditional approaches of leading, which function as gatekeeping, or primarily via guarding who gains access and who advances based on conceptualizations and assumptions about who can function and thrive. Introduction Common Leadership Practices in Higher Education Academic leadership encompasses a range of different higher education roles, including distinct positions and titles. It often varies from tactical management, which centers on specific objectives, to administration, which is positioned as relational and mission-driven, to leadership, which is vision-driven and potentially transformational (Cheruvelil & Montgomery, 2019, p. 240). Academic leaders can pursue a range of different leadership paths. Many academic leaders enter department-level leadership positions and beyond via a faculty route (Figure 1). Progression in the faculty ranks, both in the tenure system or for non-tenured faculty, can position individuals for consideration for leadership roles. However, progression on the tenure track from assistant to associate, with the checkpoint of internal and external review for tenure, as well as to full professor, with a second review period for promotion, can be required for advancement into particular leadership roles for which tenure or promotion is considered a prerequisite. Given the recognized disproportionate underrepresentation for marginalized and minoritized groups and barriers to advancement in the ranks of higher education tenure-track or tenured faculty (Montgomery, 2020a), these “checkpoints” can result in limited or disrupted opportunities for equitable progression into leadership roles for many individuals in academia. When considering individuals’ preparation for academic leadership roles, we generally measure success at each of the prior levels of faculty rank or academic leadership as evidence that individuals will continue to demonstrate success at the next (Figure 1). While a strong case has been constructed for this model of advancement across levels within a disciplinary faculty ladder, we also often make decisions about who can and should lead primarily based on an individual’s success as a ","PeriodicalId":356546,"journal":{"name":"Journal of Values-Based Leadership","volume":"10 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2020-07-17","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"125464097","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}