Assessment and Contingency Leadership Theories

2019 ◽  
pp. 105-121
Author(s):  
Matthew B. Fuller
Keyword(s):  
Leadership Theories ◽  
Contingency Leadership

scholarly journals Mento’s change model in teaching competency-based medical education

2019 ◽  
Vol 19 (1) ◽  
Author(s):  
Yajnavalka Banerjee ◽  
Christopher Tuffnell ◽  
Rania Alkhadragy
Keyword(s):  
Medical Education ◽  
Resistance To Change ◽  
Development Program ◽  
Change Model ◽  
Faculty Development Program ◽  
Leadership Theories ◽  
Competency Based Medical Education ◽  
Change Models ◽  
Competency Based ◽  
Contingency Leadership

Abstract Background Resistance to change is customary and is expected in any organization. However, most of the downsides of change can be avoided if the organization/individual prepares for the change by acknowledging guided strategies. In healthcare, change is the state of nature, which has also translated to medical education (ME). ME in the current era has undergone a shift from a traditional content-based curriculum to a competency-based curriculum. Recently, however, the broader social-accountability movement has accelerated this rate of transformation. One of the key challenges to educators harbingering this transformation to competency-based medical education (CBME) is to redesign the processes of teaching. Aim Here we define a framework designed using Mento’s model of change that will totally agree with introducing positive change in teaching in an institution undergoing transformation from a traditional content-based curriculum to a competency-based curriculum. Methodology Using Schein’s “unfreezing” as a guide term we critically reflected on the popular change-management models, to home in on Kotter’s model of change to transform organizations. However, Kotter’s change-model draws from Situational and Contingency Leadership Theories, which may not agree with academic organizations involved in ME. As such organizations adhere to Transactional and Transformational Leadership archetypes, where Leadership is constructively executed by “The Leader Team”, we decided to adopt Mento’s change-model for our study. Mento’s model not only draws from the precepts of Kotter’s model, but also incorporates axioms of Jick’s and GE’s change-models. Results Using Mento’s model a framework was blueprinted to implement active learning (AL) strategies in CBME. Here we have elaborated on the framework using the exemplar of flipped teaching. The development of this framework required the design and execution of a faculty development program, and a step by step guidance plan to chaperon, instruct and implement change in teaching to harbinger CBME. Further, we have also reflected on the change process using Gravin’s framework. Conclusion To our knowledge this is the first report of the use of Mento’s model of change in medical education. Also, the blueprinted framework is supported by acknowledged leadership theories and can be translated to implement any curricular change in CBME.

Bad time to be humble! When and why leaders should not be humble

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Jiang Xu ◽  
Jih-Yu Mao ◽  
Ye Zhang
Keyword(s):  
Leadership Behavior ◽  
Ordinary Least Squares ◽  
Least Squares Regression ◽  
Leadership Theories ◽  
Content Type ◽  
Positive Leadership ◽  
Leader Support ◽  
Critical Boundary ◽  
Contingency Leadership ◽  
Leader Humility

PurposeAlthough leader humility is generally considered a positive leadership behavior, this study aims to examine when the positive influences of leader humility are likely weakened.Design/methodology/approachData were collected from a two-wave survey. Ordinary least squares regression analyses were conducted to test the hypotheses.FindingsAlthough leader humility is positively related to perceived leader support, this relationship is weakened when the environment is uncertain, resulting in comparatively lower follower performance.Practical implicationsLeaders should be aware that environmental constraints may weaken the desired outcomes of humility and therefore adapt leadership to situational needs.Originality/valueContrasting to predominant research on leader humility, this study examines a critical boundary condition by which its positive influences are compromised. In light of the disruption caused by the ongoing COVID-19, this study suggests that what usually are considered positive characteristics of leader humility are likely perceived as little leader support when the environment is uncertain. Findings of this study echo contingency leadership theories, which suggest that effective leadership should be context-dependent.

The Effect of Mortality Salience on Implicit Leadership Theories

2012 ◽  
Author(s):  
Audrey N. Innella ◽  
Crystal L. Hoyt ◽  
Stefanie Simon
Keyword(s):  
Mortality Salience ◽  
Leadership Theories ◽  
Implicit Leadership ◽  
Implicit Leadership Theories

scholarly journals Your leadership style: why understanding yourself matters

BMJ Leader ◽  
2020 ◽  
Vol 4 (4) ◽  
pp. 165-167
Author(s):  
Clare Felicity Jane Price-Dowd
Keyword(s):  
Leadership Styles ◽  
Leadership Style ◽  
Personal Development ◽  
Effective Leadership ◽  
Leadership Theories ◽  
Inclusive Leadership ◽  
Leadership Practice ◽  
Personal Leadership

Understanding of personal leadership style has been shown to be a key part of effective leadership practice. It has been a topic of interest for many decades as we have tried to understand, and replicate, what makes those considered to be ‘great leaders’ so successful. This article gives a brief introduction to different leadership ‘theories’, leadership ‘styles’ and the effect they have on the ‘climate’ in organisations. Having an understanding of the different approaches can help leaders be more effective through comprehending how and why they do what they do, as well as helping them identify where and when they need to adapt their style. By considering how our understanding of leadership has evolved, it is possible to show how effective leadership is not linked to one approach. It is a combination of knowledge, attitudes and behaviours with a focus on both the task in hand and concern for those undertaking that task. Furthermore this understanding supports impactful personal development, which creates positive climates in organisations where compassionate and inclusive leadership behaviours can, and do result in better outcomes for staff and patients.

Ethical leadership

2019 ◽  
Vol 16 (1) ◽  
pp. 88-108 ◽  
Author(s):  
Fahad Shakeel ◽  
Peter Mathieu Kruyen ◽  
Sandra Van Thiel
Keyword(s):  
Public Sector ◽  
Organizational Behavior ◽  
Ethical Leadership ◽  
Future Research ◽  
Recent Criticism ◽  
Negative Consequences ◽  
Measurement Instruments ◽  
Leadership Theories ◽  
Content Type ◽  
The Public

Purpose The purpose of this paper is to offer a review of the selected literature in ethical leadership synthesizing findings from 45 articles selected from journals on leadership, public administration, organizational behavior, psychology and ethics. Design/methodology/approach Four themes are addressed: the conceptualization of ethical leadership theories, the existence of popular measurement instruments for ethical leadership, findings on ethical leadership in the public sector and outcomes of ethical leadership in terms of benefits and negative consequences. Findings The definition by Brown et al. (2005) is the most frequently used definition, even though recent criticism states that this definition may be too narrow. Ethical leadership is usually measured by means of a survey; however, there are at least three different questionnaires in use. In the public sector, ethical leadership has been linked to both positive outcomes and negative consequences. Research limitations/implications This paper only includes selected academic articles and does not include published books. Originality/value Based on our findings, the authors present recommendations for future research, among others into a broader conceptualization of ethical leadership and the use of mixed methods.

Culture specific and cross-culturally generalizable implicit leadership theories

1999 ◽  
Vol 10 (2) ◽  
pp. 219-256 ◽  
Author(s):  
Deanne N Den Hartog ◽  
Robert J House ◽  
Paul J Hanges ◽  
S.Antonio Ruiz-Quintanilla ◽  
Peter W Dorfman ◽  
...  
Keyword(s):  
Leadership Theories ◽  
Implicit Leadership ◽  
Implicit Leadership Theories
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