Journal of Leadership Studies最新文献

{"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}

{"title":"Leadership and Resilience: A Symposium Introduction","authors":"Aaron D. Wilkinson","doi":"10.1002/jls.21816","DOIUrl":"10.1002/jls.21816","url":null,"abstract":"","PeriodicalId":45503,"journal":{"name":"Journal of Leadership Studies","volume":"16 2","pages":"23-25"},"PeriodicalIF":1.5,"publicationDate":"2022-08-25","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"47542608","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 the Literature Stands","authors":"Amie Bowman","doi":"10.1002/jls.21815","DOIUrl":"10.1002/jls.21815","url":null,"abstract":"","PeriodicalId":45503,"journal":{"name":"Journal of Leadership Studies","volume":"16 2","pages":"33-41"},"PeriodicalIF":1.5,"publicationDate":"2022-08-25","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"44169769","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":"Building Resilience at Work: A Practical Framework for Leaders","authors":"Kathryn McEwen","doi":"10.1002/jls.21814","DOIUrl":"10.1002/jls.21814","url":null,"abstract":"<p>The construct of resilience has become increasingly important given workplace trends in high pressure, frequent change and uncertainty. Leaders have a multi-faceted role in resilience-building within organisations. They need to personally invest in the resources that build their own resilience in order to both mitigate against personal burnout and overtly demonstrate resilience to followers. At the same time they need to foster resilience in the teams they lead. Emerging priorities for leaders are explored through the framework of the Resilience at Work Individual Scale, including the need for alignment of personal role modeling with current levels of team functioning. To date, most focus on resilience has been at the individual level, both for leaders and employees. The concept of team resilience is new and emerging, as is the leaders role in developing this. Principles for creating resilient team cultures and leader responsibilities within this are explored through the Resilience at Work Team Scale. The components of this scale are related to common demands experienced by teams postpandemic. Furthermore, the inter-relationship between employee resilience and the creation of resilient organisations is discussed and identified as an area for future research.</p>","PeriodicalId":45503,"journal":{"name":"Journal of Leadership Studies","volume":"16 2","pages":"42-49"},"PeriodicalIF":1.5,"publicationDate":"2022-08-23","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"42791712","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":"How Team Members' Transformational Leadership and Effective Followership Work During Team Interactions","authors":"I. Dami Alegbeleye,&nbsp;Eric K. Kaufman","doi":"10.1002/jls.21813","DOIUrl":"10.1002/jls.21813","url":null,"abstract":"<p>In the current study, a mixed-method research design was used to explore how team members' transformational leadership and effective followership relate to teamwork quality. Data were collected from 10-student project teams (<i>N</i> [team] = 10; <i>N</i> [individual] = 84 team members) in a leadership class at a large-sized public university in the United States. As a follow-up, focus group interviews were conducted with two teams (<i>n</i> = 13 team members) to explore how team members' transformational leadership and effective followership work during team interactions. Correlation results showed that team members' transformational leadership was positively related to teamwork quality (<i>r</i> (82) = .84, <i>p</i> &lt; .01). In the qualitative phase, findings showed that the team exhibiting centralized transformational leadership also exhibited passive team followership and low-quality teamwork. Low-quality teamwork was described as social loafing and polarization. In contrast, the team exhibiting shared transformational leadership also exhibited proactive team followership and high-quality teamwork. High-quality teamwork was described as conflict resolution and team synergy. The findings have important implications for leaders, followers, leadership educators, teams, organizations, and researchers.</p>","PeriodicalId":45503,"journal":{"name":"Journal of Leadership Studies","volume":"16 2","pages":"4-22"},"PeriodicalIF":1.5,"publicationDate":"2022-08-18","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"46596079","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}