Journal of Leadership Studies最新文献

{"title":"Virtual Leadership: CEOs and C-Level Executives of Healthcare Organizations in the United States Reimagined New Roles as Virtual Leaders","authors":"Debra S. Sandberg,&nbsp;Carla M. Pennington,&nbsp;Michael Adrian Lindquist","doi":"10.1002/jls.21827","DOIUrl":"10.1002/jls.21827","url":null,"abstract":"<p>CEOs and C-level executives of healthcare organizations in the United States reimagined their leadership roles during the COVID-19 pandemic. These leaders had to make decisions to positively impact their hospitals, communicate with their stakeholders, protect their employees, and offer urgently needed services to the community by utilizing virtual technology. In 2020, the COVID-19 crisis emphasized leadership in hospitals and other healthcare organizations as patients, clinicians, and staff sought clear direction in the face of uncertainty and stress. The second part of the problem was that hospitals and other healthcare leaders often arrived at their positions unprepared for their roles. The current research explored the transition CEOs, and C-level executives of healthcare organizations in the United States made to continue operations during the pandemic. The framework of the study was a quantitative survey with a descriptive design to explore the changes these leaders incorporated to become effective in a virtual environment during challenging times.</p>","PeriodicalId":45503,"journal":{"name":"Journal of Leadership Studies","volume":"16 3","pages":"61-69"},"PeriodicalIF":1.5,"publicationDate":"2022-12-08","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"42177839","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":"Finding Growth Zones: Socially Just Leadership Learning, Developmental Readiness, And Zones of Proximal Development","authors":"Joshua K. Taylor,&nbsp;Amber Manning-Ouellette","doi":"10.1002/jls.21823","DOIUrl":"10.1002/jls.21823","url":null,"abstract":"<p>Socially just leadership learning is critical in developing leaders who can lead in equitable and just fashions. However, students can, both knowingly and unknowingly, participate in injustices by perpetuating dominant narratives and systems that marginalize and oppress others (Foste, 2019). Some students may exhibit resistance when engaging in socially just leadership learning (Cooper &amp; Gause, 2007). To navigate resistance, leadership educators need to consider developmental readiness (Avolio, 2016). The authors adapt Vygotsky's (1978) zones of proximal development as a framework for assessing readiness in socially just leadership education, promoting brave spaces and empathy development as a means to expanding student readiness.</p>","PeriodicalId":45503,"journal":{"name":"Journal of Leadership Studies","volume":"16 3","pages":"33-37"},"PeriodicalIF":1.5,"publicationDate":"2022-12-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"45055904","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":"Yukl, G. A., & Gardner, W. L. (2020). Leadership in Organizations. Pearson Education, Inc.","authors":"Jyoti Aggarwal","doi":"10.1002/jls.21826","DOIUrl":"10.1002/jls.21826","url":null,"abstract":"<p>Leadership in Organizations is a recent book authored by well known leadership scholars Drs. Gary Yukl and William Gardner. Their book attempts to bridge the gap in scholarship and practice by incorporating the process and practice of leadership for those in any organizations. Using a theoretical approach to teaching the reader about the concepts of leadership, the book then teaches how to practically apply the concepts in real- world situations for optimal results. While the book lacks specificity in the discussion of leadership approach styles, it does provide compresive explanations combined with practical instructions for leadership students and practitioners.</p>","PeriodicalId":45503,"journal":{"name":"Journal of Leadership Studies","volume":"16 3","pages":"57-60"},"PeriodicalIF":1.5,"publicationDate":"2022-12-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"46008374","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":"Socially Just and Culturally Relevant Experiential Leadership Learning: Centering Equity and Inclusion in Learners' Praxis","authors":"Graziella Pagliarulo McCarron,&nbsp;Aoi Yamanaka,&nbsp;Elizabeth Schierbeek,&nbsp;Garrett Fojtik","doi":"10.1002/jls.21822","DOIUrl":"10.1002/jls.21822","url":null,"abstract":"<p>The current article draws on findings from a constructivist, qualitative case study via which we explored which and how experiential leadership learning activities supported students in making meaning of social inequity and change as well as how students’ identities were held in conversation. Data collection was grounded in semi-structured interviews with 13 students enrolled across four leadership courses (i.e., Leadership Theory; Women and Leadership; Leadership and Social Change; Leadership and Organizational Problem-Solving) at a public, four year university in the Mid-Atlantic. Thematic analysis of student voice—as well as syllabi and student journals—uncovered not only the types of experiential leadership learning that amplified students’ awareness of social justice issues, but also how students’ experiences of dissonance and vulnerability, the creation of safe/brave learning environments, and educators’ emotional availability intersected with experiences to expand leadership learning.</p>","PeriodicalId":45503,"journal":{"name":"Journal of Leadership Studies","volume":"16 3","pages":"38-44"},"PeriodicalIF":1.5,"publicationDate":"2022-11-29","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1002/jls.21822","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"48980703","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Centering Socially Just Leadership: An Integrated Model for Contextualizing Leadership Learning","authors":"Kathy L. Guthrie,&nbsp;Cameron C. Beatty","doi":"10.1002/jls.21825","DOIUrl":"10.1002/jls.21825","url":null,"abstract":"<p>The current article introduces an integrated model centering culturally relevant leadership learning and incorporating the leadership learning framework through social justice pedagogy. The integrated model for contextualizing leadership learning addresses how a leadership educator informs the leadership learning process through their identity, culture, and commitment. By acknowledging these influences, educators can begin to address social justice in developing leadership learning opportunities for students.</p>","PeriodicalId":45503,"journal":{"name":"Journal of Leadership Studies","volume":"16 3","pages":"22-27"},"PeriodicalIF":1.5,"publicationDate":"2022-11-29","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43188408","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":"(Un)Modeling the Way: Reflecting on the Complexity of the Leadership Educator Identity for Culturally Relevant Facilitation","authors":"Ana C. Maia","doi":"10.1002/jls.21824","DOIUrl":"10.1002/jls.21824","url":null,"abstract":"<p>A leadership educator's identity development is central to the Culturally Relevant Leadership Learning (CRLL) and socially just leadership process. Understanding one's own social and leadership identities is foundational to how an educator approaches (or avoids approaching) the five CRLL contextual dimensions (Bernard Jones et al., 2016; Milem et al., 2005). The educator identity exploration allows for the individual to ask themselves important questions to consider issues of power and privilege that inherently influence the learning environment. The current piece details how to deconstruct and reconstruct one's own identities by (un)modeling the way – empowering non-dominant voices and ways of leading in the learning environment. It also showcases powerful tools for educators to foster an inclusive CRLL environment.</p>","PeriodicalId":45503,"journal":{"name":"Journal of Leadership Studies","volume":"16 3","pages":"28-32"},"PeriodicalIF":1.5,"publicationDate":"2022-11-29","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"46815180","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":"Troubling the Niceness of Social Change in Leadership Education","authors":"Erica R. Wiborg","doi":"10.1002/jls.21821","DOIUrl":"10.1002/jls.21821","url":null,"abstract":"<p>This article troubles a culture of niceness that upholds racism, whiteness, and other forms of oppression, as well as challenges the simplistic application of social change in leadership education. Leadership educators have several responsibilities for challenging ideologies, practices, and discourses that secure whiteness when teaching about leadership for social change. The current article begins with situating the relationship of whiteness and niceness, then offers liberatory considerations for troubling niceness in leadership education. Considerations for why leadership educators and students, based on their social identities and lived experiences, might resist addressing social inequality, power, inclusion, and equity in leadership are discussed. Pedagogical considerations for responding to resistance and disrupting systems of oppression are described, drawn from liberatory pedagogical frameworks</p>","PeriodicalId":45503,"journal":{"name":"Journal of Leadership Studies","volume":"16 3","pages":"51-56"},"PeriodicalIF":1.5,"publicationDate":"2022-11-29","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1002/jls.21821","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"42596503","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Editor's Notes","authors":"Mark Ludorf","doi":"10.1002/jls.21819","DOIUrl":"https://doi.org/10.1002/jls.21819","url":null,"abstract":"","PeriodicalId":45503,"journal":{"name":"Journal of Leadership Studies","volume":"16 2","pages":"3"},"PeriodicalIF":1.5,"publicationDate":"2022-09-27","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"137707101","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":"Understanding the Distinctions of Positive Constructs: Resilience, Grit, and Hardiness","authors":"Vasiliki Georgoulas-Sherry","doi":"10.1002/jls.21818","DOIUrl":"10.1002/jls.21818","url":null,"abstract":"","PeriodicalId":45503,"journal":{"name":"Journal of Leadership Studies","volume":"16 2","pages":"26-32"},"PeriodicalIF":1.5,"publicationDate":"2022-09-03","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"42318543","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":"Leadership and Resilience: Where Should We Go Next?","authors":"Daniel T.L. Shek,&nbsp;Aaron D. Wilkinson","doi":"10.1002/jls.21817","DOIUrl":"10.1002/jls.21817","url":null,"abstract":"&lt;p&gt;In the symposium's first article, Wilkinson requested that leaders consider resilience as one possible asset to assist employees in thriving during volatile times. In the second article, Georgoulas-Sherry demonstrated resilience as a contrast unique from grit or hardiness and brought clarity as to how each of these three constructs should be discussed. Leaders and researchers should now be able to correctly identify which construct is needed in a given situation. In the third article, Bowman provided an overview of the resilience and leadership literature. By identifying what research has already been conducted, Bowman identified what types of research need to be conducted going forward. One such area identified was the impact of leadership on team resilience. In the fourth article, McEwen explored the role leaders play in creating work climates that foster team, and subsequently, organizational resilience. In the current and final article, Shek and Wilkinson explore future opportunities for leadership and resilience research.&lt;/p&gt;&lt;p&gt;A survey of the literature suggested a need to conduct more research on the relationship between resilience and leadership. Using “resilience” as the search term, a March 2022 search of PsycINFO yielded 36,928 citations. A subsequent search of the same database using “leadership” yielded 99,846 records. However, when searching for “resilience” and “leadership,” only 1,358 citations were found. The rather low yield for the combined terms of “resilience” and “leadership” points toward the need to conduct more studies on resilience and leadership. An additional observation is that most studies on resilience and leadership are conducted in Western societies. Culture defines the nature and meaning of resilience. There is a need to understand resilience and its relationship with leadership in different cultures. With specific reference to the Chinese communities, a PsycINFO search using “resilience,” “leadership,” and “Chinese” as the search terms revealed only 26 citations.&lt;/p&gt;&lt;p&gt;There are two reasons why Chinese beliefs about adversity should be examined. First, the sheer size of the Chinese population suggests that resilient leadership models must be tested in Chinese people for its generalizability. Second, Chinese beliefs about adversity based on Confucianism, Buddhism, and Taoism provide interesting leads for developing resilient leadership models. How to integrate non-Western cultural beliefs about adversity and resilience in the context of leadership with Western theories and research is an exciting area to be explored. Exploring resilience in the Chinese culture is just one example of the need to strengthen the scientific database on resilience and leadership in non-Western contexts.&lt;/p&gt;&lt;p&gt;Certain fields such as medicine, nursing, and the military have led the way in work-related resilience research. Studies of resilience among nurses are consistently being produced (Lee &amp; De Gagne, &lt;span&gt;2022&lt;/span&gt;; Sierra","PeriodicalId":45503,"journal":{"name":"Journal of Leadership Studies","volume":"16 2","pages":"50-55"},"PeriodicalIF":1.5,"publicationDate":"2022-08-29","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1002/jls.21817","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"45626004","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}