A Call for Field Coordination Leadership to Implement the Signature Pedagogy

This article presents an overview of how social work leadership skills can assist field coordinators to implement the signature pedagogy in their schools. Although this call has been made before, no other article has described specific planning steps to implement this initiative. This work fills a distinct void in the literature about this subject. The main assumptions are that (1) schools must adopt and clearly operationalize field education as their signature pedagogy and (2) field coordinators need to lead this initiative. We provide field coordinators and schools with recommendations about how to lead this important and necessary organizational paradigm shift. The article addresses social work leadership, developing a more field-centric curriculum to operationalize the signature pedagogy, shaping a school’s culture to embrace this important and required initiative, and offers suggestions to proactively plan this process.     

The Call to Performance

This article presents a performance‐based approach to doing symbolic interactionist inquiry. After a discussion of the vocabulary of performance, I examine the relationship among performance, pedagogy, aesthetics, and politics, including the move to performance (auto)ethnography.     

Social Work and Interprofessional Education in Health Care: A Call for Continued Leadership

A report from the Interprofessional Education Collaborative and another from the Institute of Medicine cite working as part of interdisciplinary teams as a core proficiency area for improving health care. This article discusses the core competencies of interprofessional education and the essential role for social workers as leaders and facilitators of this practice. Educators will learn how to help students discover the knowledge, skills, and attitudes for successful interprofessional work. Specifically, this article has the following objectives:

1. Discuss essential elements of effective interprofessional practice;

2. Present exemplars of interprofessional education involving social work;

3. Identify the roles for social work in leadership, education, and practice in interprofessional education.

     

Keeping Leadership White: Invisible Blocks to Black Leadership and Its Denial in White Organizations

This paper explores why leadership, especially senior leadership in British organizations, is persistently nearly always white. The paper contends that beneath the veneer of our apparent commitment to equal opportunities, primitive often unconscious factors operate to ensure that leadership remains white, thus reproducing a racial hierarchy in the workplace. It argues that the barriers to black and minority ethnic people getting appointed to leadership positions in organizations today are largely invisible and are hidden within the psyches of decision makers, the cultures of white organizations, and their combined impact on the confidence of black and minority ethnic staff.     

Seducing Leadership: Stories of Leadership Development

This article argues that leadership development is a process of seduction. Drawing on some stories of leadership development from my experience as participant, observer and teacher I show the ways in which certain sorts of highly valued leadership teaching contain seductive elements, including sweeping audiences off their feet and, in some contexts, forestalling critique about the content that is offered. The article also considers the extent to which seduction is a gendered performance. I conclude that, while gender and power are defining elements and constraints in how seductive pedagogical relations are constructed, there are opportunities for experimentation and display that potentially subvert gendered stereotypes. Seeing the seduction in leadership can help us understand leadership and leadership teaching better, and can open the way to doing it differently — to experimentation and innovation.     

Effective Nonprofit Management: The Leadership Factor

The Price of Virtue: The Economic Value of the Charitable Sector, by Vivien Foster, Susana Murato, David Pearce, and Ece Ozdemiroglu. Northampton, Mass.: Edward Elgar, 2001. 217 pp., $85.00 cloth. Third Sector Management: The Art of Managing Nonprofit Organizations, by William B. Werther, Jr., and Evan M. Berman. Washington, D.C.: Georgetown University Press, 2001. 248 pp., $24.95 paper.     

领导力早期发展问题研究

领导力发展是关乎人自身发展与完善的重要方面,一般意义上的社交能力、协调能力、团队精神、创新能力、决策能力等都可囊括在领导力中,领导力发展应该成为时代发展对青少年的要求。目前。在国际上出现一种领导力研究的新趋势,就是逐步融合孤立的思想,尝试打破各学科以及各专业之间、理论与实践之间的界限,更广泛地整合各个学科和流派的观点。本文在心理学、教育学、领导学等多个学科基础上阐述了领导力早期发展的研究意义。     

呼叫中心在公用事业中的应用

<正> 1 引言 呼叫中心(Call Center)在国外又称客户服务中心(Customer Care Center),它是一种基于计算机通信集成(computer telecommunication integra-tion,简称CTI)技术,充分利用电信网和计算机网的多项功能并集成企业其他信息化系统的完整信息服务系统,为客户提供全新现代化的客户服     

The Role and Implications of Values-based Leadership

This paper aims at analysing conceptually spiritual leadership in the organizational field. First, we identify if a relation between spirituality and leadership can exist and then if and how this influences employer/employees reciprocal behaviour. In the early years, the focus has changed, trying to deepen the differences between religion and spirituality and emphasizing the last one as a source of success for leaders. We focused on the understanding of the effects that spirituality has on the system of values and the role of values and emotions in determining a successful leader. Finally, we emphasize the role of values-based leadership capabilities within strategic management, aiming at highlighting the importance of a shared system of values in leading employees.     

Different Pathways from Transformational Leadership to Job Satisfaction

Transformational leaders are known to inspire and motivate their followers, thereby leading to enhanced job satisfaction. Job satisfaction is an intellectual concept regarding individuals’ attitudes toward their jobs. This study asserts that the underlying mechanisms for transformational leadership to affect employee satisfaction are trust in the community, including the leader (that is, organization) and trust in the self, namely self‐efficacy. Leadership is specifically associated with continual transformations in the higher educational context, and collectivist cultures may manifest different processes underlying the transformational leadership–satisfaction relationship. This study investigated the mediating effects of trust and self‐efficacy on the relationship between transformational leadership and job satisfaction. The study sample included academicians from a nonprofit higher education institution in Turkey. The data were analyzed using structural equation modeling. The results showed that the relationship between transformational leadership and job satisfaction is fully mediated by both trust and self‐efficacy. The mediator effect of trust was shown to be stronger than self‐efficacy, which is assumed to be the result of the cultural context. The results are discussed in the context of employee satisfaction and cultural determinants of employee satisfaction.     

关于领导力早期发展的几个基本理论问题

大多数领导者的领导能力萌芽于青少年早期阶段。在当代一些西方国家,领导力被视为个体能力培养中的核心部分;在中国实际的少先队工作中,也包含着许多领导力早期培养的因素。领导力旱期发展是领导理论自身发展的要求．也是个体心理发展连续性的要求,同时体现着终身发展趋势。在领导力发展的影响因素上,领导力特质理论强调先天因素的重要性,而领导行为理论和情境理论则强调环境对领导力发展的作用。家庭对领导力的发展具有重要影响,家庭环境影响领导力特质发展,性别、出生顺序影响领导行为,亲子关系和领导力发展具有相关性。     

Charismatic Leadership

This case study deals with the difficulties that may be encountered in the transition from a charismatic leader/founder to a more professionally focused executive director in a human service organization. Resistance to change and obstacles confronting such an organizational change are explored.     

The Embeddedness of Nonprofit Leadership in Civic Governance

VOLUNTAS: International Journal of Voluntary and Nonprofit Organizations - This study examined how board chairs and executive directors of nonprofit civic engagement organizations interpreted their...     

“节约一粒粮 我们在行动”传递爱粮节粮正能量——2014年世界粮食日、全国爱粮节粮宣传周主会场活动在青华大学举行

China＇s State Administration of Grain, in concert with the Ministry of Agriculture, the Communist Youth League, the All-China Women＇s Federation （ACWF） and the UN＇s Food and Agriculture Organization （UNFAO）, on October 16 launched a week-long national activity to promote both 2014 World Food Day （on October 16） and the concept of using less food. The kickoff ceremony was held at Tsinghua University in Beijing.     

Why Leadership Matters to Internal Communication: Linking Transformational Leadership,Symmetrical Communication,and Employee Outcomes

This study examines how organizational leadership influences excellent internal communication by building the linkage between transformational leadership, symmetrical communication, and employee attitudinal and behavioral outcomes. The results showed that transformational leadership positively influences the organization's symmetrical communication system and employee–organization relationships. The effects of transformational leadership on employee relational outcomes are partially mediated by symmetrical internal communication. Symmetrical communication demonstrates large positive effect on the quality of employee–organization relationships, which in turn leads to employee advocacy. Effects of symmetrical internal communication on employee advocacy are fully mediated by employee–organization relationships. Significant theoretical and practical implications are discussed.     

Co-creative Leadership: An Integrated Approach towards Transformational Leadership

The classical understanding of team leadership is extremely difficult to sustain in times when complexity and dynamics have risen to such high levels that very few individuals can assimilate them. The success of team leadership requires the ``participation of those already implicated'' in the development and implementation of a solution – and therefore in the leadership process. How can this be achieved practically? It requires a leadership approach that allows each relevant perspective to be included, in a practical way, in the development of a common position, which can then be implemented collectively. Co-creative leadership creates this possibility – a transformational leadership approach that allows an organisation as a whole to adapt to its environment.