Leadership

This essay explores Chicanx identity in academia through critical race theory (CRT) counterstory. A turn to CRT is an interdisciplinary approach that allows writing programs, faculty, and writing program administrators to ready the field of rhetoric and composition for the increasing number of diverse students enrolling in higher education. CRT challenges the institution’s status quo injustices toward racial minorities and works to expose institutionalized and systemic racism as it exists and continues to flourish in American institutions. Furthermore, CRT counterstory is theorized methodology with potential for both scholarship and pedagogy in rhetoric and composition. An interdisciplinary method, CRT counterstory recognizes that the experiential and embodied knowledge of people of color is legitimate and critical to understanding racism, which is often well disguised in the rhetoric of normalized structural values and practices.

The role of leadership at Tmobile when they had challenges and the role of  John Legere was able to apply leadership philosophy and critical thinking to identify the strategic things required to lead T-Mobile from deficit of $4.3b in 2011 to a profit of $2.1b by Q3 in. 2016.

Lean Six Sigma Improve Phase Tollgate Templates are a guide to Lean Six Sigma Green Belt, Lean Six Sigma Black Belt, and Lean Six Sigma Master Black Belt Projects. Lean Six Sigma Practitioners use the DMAIC (Define, Measure, Analyze, Improve, and Control) Phases. The Lean Six Sigma Improve Phase Tollgate Templates include the most common tools used in the Improve Phase. There are Backup Slides that include the tools and templates of Optional or less often tools. There are guidelines in the notes section. These templates are used to document Lean Six Sigma Projects as they are executed. There are checklists and guides to ensure the Improve Phase is completed and approved before moving to the next process improvement phase. I wish you well on your projects. Steven Bonacorsi, Lean Six Sigma Master Black Belt.

How do leaders' idiosyncrasies are developed, and how do these, in turn, impact their political behaviour? This study traces the idiosyncratic behaviour of Presidents Andrew Jackson and Donald Trump. It details four historical traditions-Hamiltonian, Wilsonian, Jeffersonian, and Jacksonian. The study expands upon Jacksonian tradition and sees that how Trump pursued this tradition and how is his political behaviour remained similar to that of Andrew Jackson. Three specific areas in which these variables are determined are personal lives, narcissism and authoritarian behaviour, and populism and corruption. The paper also charts out the ways and means through which Donald Trump's administration is termed as Jacksonian in nature.

Although few might think of Moses as a ‘leader’ in the contemporary business and political sense, Moses is not only among the most significant leaders in Western civilization but is also arguably the quintessential example of a powerful leader from whom much can be learned by anyone entering and occupying leadership positions. Various types of leadership approaches are considered that have been advocated by scholars over the past century. Moses’ example as described in the Bible is analyzed to assert why Moses’ approach makes for an appropriate and compelling form of leadership today.

While present leadership and management vocabulary might differ from the Hebrew Bible, many of the notions advocated by modern leadership theorists appear to parallel major behaviors, traits, functions, experiences and actions ascribed to Moses, especially in the first five books of the Hebrew Bible. Anyone can view Moses through the lens of a particular religion, whether shared or not, and still learn considerably from the experience. One will find Moses depicted as heroic, charismatic, and certainly empathic. Yet, Moses also shows transactional, transformational and visionary leadership qualities. Hence, ‘Religion and Contemporary Management’ discerns why Moses represents such an important model of effective leadership for contemporary times.

ABSTRACT Lean Six Sigma Executive Overview (Case Study) Templates are a guide to Lean Six Sigma Green Belt, Lean Six Sigma Black Belt, and Lean Six Sigma Master Black Belt Projects. Lean Six Sigma Practitioners use the DMAIC (Define, Measure, Analyze, Improve, and Control) Phases. The Lean Six Sigma Executive Overview (Case Study) include the most common tools used in the DMAIC Phases. There are Backup Slides that include the tools and templates of Optional or less often tools. There are guidelines in the notes section. These templates are used to document Lean Six Sigma Projects as they are executed. I wish you well on your projects. Steven Bonacorsi, Lean Six Sigma Master Black Belt.

Abstract: This study's primary purpose was to determine the relationship between leadership and the dependent variable organizational learning readiness at three locations of a small-size business enterprise in the Mid-Western United States. Surveys were acquired within an exploratory correlational research design and the results indicated leadership explained a large degree of the variance in the dependent variable. The results offer HRD practitioners targets for deficiency interventions within the systems and structures of small-size ...

To cite:
Wilkins, A. 2017. Rescaling the local: Multi-academy trusts, private monopoly and statecraft in England. Journal of Educational Administration and History, 49 (2), 171-185

For the past six years successive UK governments in England have introduced reforms intended to usher in less aggregated, top-down, bureaucratically overloaded models of service delivery as well as secure conditions for greater school autonomy.  Yet the ‘hollowing out’ of local government has not resulted in less bureaucracy on the ground or less regulation from above, nor has it diminished hierarchy as an organising principle of education governance.  In some cases, monopolies and monopolistic practices dominated by powerful bureaucracies and professional groups persist, albeit realised through the involvement of new actors and organisations from business and philanthropy.  In this paper I adopt a governmentality perspective to explore the political significance of large multi-academy trusts (MATs) – private sponsors contracted by central government to run publicly funded schools – to the generation of new scalar hierarchies and accountability infrastructures that assist in bringing the gaze of government to bear upon the actions of schools that are otherwise less visible under local government management.  On this account, it is argued, MATs are integral to statecraft and the invention and assemblage of particular apparatuses for intervening upon specific organisations, spaces and peoples.

"If our church doesn't get more young people soon, we're going to die," blurted the head deaconess during my pastoral interview. I looked around the room at the dedicated group of 60- and 70-year-old church leaders. I respected their openness about the reality in their church (and many other churches in North America).

When you don't have many, or any, young adults in your church, what do you do?

Here are four things that ANYONE in ANY CHURCH can do to activate young adults in your church whether you don't have many or any.

The objective of the study is to investigate the effect of leadership styles on organizational performance. The core reasons of the study were to learn the abstraction of leadership style and explore the impact of leadership different behavior on organizational performance. The study also notifies the performance of the leadership in organizations because of the better leadership standards. The leadership conjectures and various concepts of the behavior of leadership were highlighted and elaborated at the starting of the research. The method of the research was qualitative and quantitative in this study. The survey questionnaire was distributed among employees and management in the organization. The study was done by disturbing a questionnaire among the management and employees of the organization. The study objective was to examine managers the impact of leadership styles on organizational performance. Therefore in making the sample, the employees who performed in managerial ranks were taken. The data was colled from a total of 250 managers, who performed their jobs in various departments and sectors. The outcome of the research indicated that leadership behaviors are greatly linked with the leader being recognized and, the employee having recognized the organizational performance. The keep check on leadership behavior has a crucial compelling effect on leaders and employees discern organizational performance upon individual feedback. The result is shown in the research that there is a powerful impact of leadership behavior on organizational performance in organization behavior with the management and employees was among the main reason for organization development and success. Lastly to conclude the leadership behavior was identified as the crucial main reason for the development of the organization.

Africa is not poor, it is poorly led. – Omoruyi Aigbe

ABSTRACT

Africa's colonial legacy has been blamed for the socioeconomic, security, political challenges, the tension and hostility among the many ethnic groups, especially in sub-Saharan Africa. Political historians have traced security challenge, conflict and instability in most Africa nations, especially in Burundi, Democratic Republic of Congo (DRC), Central African Republic (CAR), Nigeria, Rwanda, Sudan, and elsewhere to colonial programs of division, discrimination, collective exclusion, and manipulation of ethnic identity envisioned to ensure power and control over vast natural resources.

Africa's natural resource wealth, which ought to be a blessing, is arguably a curse, natural resource in Africa has become a source of tremendous suffering, which Collier, (2007) referred to natural resource trap. There is a strong correlation between natural resource, conflict and security challenge in Africa, the ongoing conflict, which is arguably a civil war in the world’s newest country, South Sudan demonstrates the effect of natural resource made conflict.

Conflicts involving the ownership, management and control of natural resources have engaged attention about Africa in the last decade. To date, there has been limited empirical study, which examines the effect of natural resource and leadership on conflict and poverty. However, there is a handful of research which analyses the relationship between conflict and poverty. While this paper also seeks to look at conflict and poverty in Africa, it is interested in exploring the role of natural resource and leadership.

Based on an original definition of modern populism as “democratic illiberalism” and many years of meticulous research, Takis Pappas marshals extraordinary empirical evidence from Argentina, Greece, Peru, Italy, Venezuela, Ecuador, Hungary, the United States, Spain, and Brazil to develop a comprehensive theory about populism. He addresses all key issues in the debate about populism and answers big questions of great relevance for today’s liberal democracy, including:

What is modern populism and how can it be differentiated from comparable phenomena like nativism and autocracy?

Where in Latin America has populism become most successful? Where in Europe did it emerge first? Why did its rise to power in the United States come so late?

Can Trump's America be compared best with Venezuela’s Chávez, France’s Le Pens, or Turkey’s Erdoğan?

Why has populism thrived in post-authoritarian Greece but not in Spain? And why in Argentina and not in Brazil?

Can populism ever succeed without a charismatic leader? If not, what does leadership tell us about how to challenge populism?

Who are “the people” who vote for populist parties, how are these “made” into a group, and what is in their minds?

Is there a “populist blueprint” that all populists use when in power? And what are the long-term consequences of populist rule?

What does the expansion, and possibly solidification, of populism mean for the very nature and future of contemporary democracy?

Populism and Liberal Democracy will change the ways you understand populism and imagine the prospects of liberal democracy.

As the region continues to grow with local organizations expanding beyond borders and multinationals
beginning to enter and expand their businesses, the battle for talent is intensifying. Some industries are
already facing high attrition rates, while others are struggling to increase the proportion of discretionary
effort from their workforce. Innovation and global mega‐trends like demographic shifts, rapid
technological advancement, power of social media and environmental changes all point towards the
need for ‘agility’ in business models to accommodate the dynamism in the business ecosystem. This
agility can only be achieved if we have highly motivated and committed ‘agile’ workforce which is willing
to do more than just survival at work place – the discretionary effort.

The western-based leadership and ethics literatures were reviewed to identify the key characteristics that conceptually define what it means to be an ethical leader. Data from the Global Leadership and Organizational Effectiveness (GLOBE) project were then used to analyze the degree to which four aspects of ethical leadership – Character/Integrity, Altruism, Collective Motivation, and Encouragement – were endorsed as important for effective leadership across cultures. First, using multi-group confirmatory factor analyses measurement equivalence of the ethical leadership scales was found, which provides indication that the four dimensions have similar meaning across cultures. Then, using analysis of variance (ANOVA) tests each of the four dimensions were found to be universally endorsed as important for effective leadership. However, cultures also varied significantly in the degree of endorsement for each dimension. In the increasingly global business environment, these findings have implications for organizations implementing ethics programs across cultures and preparing leaders for expatriate assignments.

Are managers at the Ministry of Labour and Social Development in the Kingdom of Bahrain practicing the Transformational Leadership style? Do managers with longer years of experience practice the four dimensions of transformational leadership more frequently than those with lesser years of experience? These are some of the questions that this study have sought answers to. Specifically, the research tried to determine the frequency at which transformational leadership dimensions such as idealized influence; inspirational motivation; intellectual stimulation; and individualized considerations are being practiced by managers in the said ministry, based on the perceptions of 96 rank and file employees, and 38 managers. It also determined if the frequency of practicing transformational leadership style is significantly related with the years of managerial experience. The study further investigated if managers' perceptions would significantly differ with that of the rank & file employees. The findings revealed that years' of managerial experience is not significantly related to the frequency of practice of transformational leadership dimensions. It was also found that idealized influence was the most frequently practiced transformational leadership dimension, while inspirational motivation was the least frequently practiced one in the Ministry of Labour and Social Development in the Kingdom of Bahrain.

In an attempt to explain why the gender gap in leadership positions persists, we propose a model centered on legitimacy. When women hold powerful positions, they have a harder time than men eliciting respect and admiration (i.e., status) from subordinates. As a result, female power-holders are seen as less legitimate than male power-holders. Unless they are able to legitimize their role, relative illegitimacy will prompt a variety of consequences such as more negative subordinate behavior and reduced cooperation when the leader is a woman. Subordinate rejection will likely put female leaders in a precarious mindset, and trigger negative responses toward subordinates; such behavior can confirm negative expectations of female leaders and further undermine female authority in a self-reinforcing cycle of illegitimacy. Leader or organizational features that enhance status attributions and/or lower subordinates' perceptions of power differentials may increase legitimacy for women in leadership roles.

"Still, something essentially sympathetic about Lucas persists, and his fate is heavy with pathos. Once he had been selected for a command he never should have held, he had no choice but to carry out his orders as he understood them, even though he regarded them at the core as completely misguided and he was fully prepared to die doing his duty. The only other option would have been to ask to be relieved, thus ending a distinguished career under a real cloud, rather than the historical fog that has settled over his name. John Lucas, who had faced Pancho Villa's men, alone, barefoot, and in the dark, was not prepared to do that."

"Since its very inception, social work has been considered an organizationally based profession, with the majority of its workforce employed within formal organizations. Whether in nonprofit, for-profit, or governmental agencies, the practical realities of human service organizations are a central element of professional social work. This book explores the climate and culture of these agencies and provides essential information for surviving and thriving in this setting. It prepares students for their future careers so that they will feel empowered in their work and be able to fulfill their responsibilities toward organizational, community, and social change. Using real-life examples, the authors examine the internal structures of management, financing, and supervision and discuss common conflicts between agencies and professionals. The book’s straightforward tone and practical advice make it an asset to anyone entering human service organizations.

This new edition contains updated examples, case studies, and references. It also contains valuable information on the effects of the recent financial crisis on human service organizations. Agencies now face increased caseloads and more complex social problems with fewer resources and less money. Understanding how these events have changed the nature of human service organizations will allow students to be better prepared for the work ahead of them.

Features

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Expanded content on the practical aspects of organizational theory and suggestions for developing leadership skills
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Updated examples, case studies, and references throughout the book
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Key points and discussion questions following each chapter
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Updated instructor’s manual available online as a PDF or Word document"

Purpose – To determine how leadership experience affects the value leaders place on leadership traits. In particular, we sought to determine if individuals with different amounts of leadership experience deferentially desire traits related to dominance and cooperation.
Design/methodology/approach – Participants reported the importance of dominant and cooperative traits for an ideal leader, and reported the number of leadership roles that they had experienced.
Findings – The desirability of dominance-related traits decreased as leadership experience increased, but only for women. In contrast, the desirability of cooperation-related traits remained the same, regardless of leadership experience or gender.
Implications – Overall, these findings suggest leaders learn to desire different traits as they gain leadership experience. Implications of this research may exist in both business and political domains. In business, interview and selection decisions may depend on the leadership experience and gender of the decision-maker. Organizations should carefully select members of the organization to make these critical hiring decisions. In politics, candidates would be wise to consider the leadership experience and gender of constituents in their self-presentation attempts.
Originality/value – This research presents the first examination of the effect of leadership experience on the desirability of leader personality traits. In addition, this is one of the first studies to refocus on the dominance/cooperation dichotomy—a promising focus for future trait research.

NAIEVE AND QUIXOTIC GOVERNOR GENERAL HARDINGE HAD SEEN NO MILITARY ACTION SINCE 30 YEARS AND WAS A TOTAL NOVICE AS FAR AS INDIAN WARFARE WAS CONCERNED- HIS DECISION TO WAIT FOR LITTLER’S DIVISION WAS A MASSIVE BLUNDER –BECAUSE LITTLER’S DIVISION AFTER A FEW MINUTES OF DRUBBING BY SIKH ARTILLERY FLED TO MISRIWALA AND PLAYED ABSOLUTELY NO ROLE IN THE FIRST DAYS BATTLE
June 2022
DOI: 10.13140/RG.2.2.25276.92805
Project: incompetence
Agha H Amin


NAIEVE AND QUIXOTIC GOVERNOR GENERAL HARDINGE HAD SEEN NO MILITARY ACTION SINCE 30 YEARS AND WAS A TOTAL NOVICE AS FAR AS INDIAN WARFARE WAS CONCERNED- HIS DECISION TO WAIT FOR LITTLER’S DIVISION WAS A MASSIVE BLUNDER –BECAUSE LITTLER’S DIVISION AFTER A FEW MINUTES OF DRUBBING BY SIKH ARTILLERY FLED TO MISRIWALA AND PLAYED ABSOLUTELY NO ROLE IN THE FIRST DAYS BATTLE
• June 2022
• DOI:
• 10.13140/RG.2.2.25276.92805
• Project:
• incompetence
• Agha H Amin




The initial plan of Gough was to attack the Sikh entrenchment at FerozShah from the east without waiting for Littler who was ordered to march from Ferozpur and join Gough.
Instead of honestly assessing this plan J.W Fortescue made fun of it and subjected it to ridicule , finally being totally non committal about the plan , having chances of success or failure.
Eminent British military historian Rait brilliantly summarised Hardinge as “a brave man ; but he had seen no fighting from the Waterloo campaign to the date of battle of Moodke .He had been secretary of state for war but he had never known the responsibility of high command in the sight of an enemy .   

Another direct participant described Hardinge’s pathetic naievette as “The Indian army knows right well that it was Lord Gough’s earnest wish to fight the battle at 11 o clock in the morning, but he was overruled by the governor general (not the  second in command ) who insisted upon waiting for Littler. His assistance was purchased at the frightful expenditure of 4 hours of daylight and a vast expenditure of strength , energy etc on part of our men .” 
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Major Agha.H.Amin was commissioned in the old PAVO Cavalry in March 1983.
He was educated at Saint Marys Academy Lalazar and Forman Christian College Lahore.
He served in various command, staff, research, logistics and instructional positions in his military career, including mechanical transport officer of an armoured brigade headquarter, mechanical transport officer of an armouredregiment , general staff officer research trial and publications at School of Armour , Instructor Class C at Tactical Wing School of Armour and finally independent command directly under a major general as Officer Commanding 5 Independent Armoured Squadron.
In his civilian career performed projects like Uzbekistan Kabul Transmission lines concrete foundations, CASA 1000 Line survey as sub contractor of SNC Lavalin Canada and Turkmenistan Mazar transmission line as sub contractor of FichtnerGmbh Germany.
Also served as Assistant Editor Defence Journal Karachi , Executive Editor Globe Karachi , Editor Journal of Afghanistan Studies financed by Danish foreign ministry , Editor Intelligence Review , Editor Pakistan Military Review , Editor Journal of Book Reviews, Editor Indian Military Review etc.
Authored over 120 books and journals. Articles published in Pakistan Army Journal and Citadel Journal of Command and Staff College Quetta.
Established unprecedented and todate unbroken record of an independent tank squadron defeating 7 tank regiments in a corps level firing competition.
Recommended creation of army commands in Pakistan Army command and staff college Citadel Journal issue 2/98 in 1998 which was adopted by the Pakistan Army in 2005-7.

Has advised various states and international companies on security matters as sub contractor of Spanish , USA and Hongkong based companies.
Contact e mail :--- mazen@csio-ops.com and pavocavalry@gmail.com
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Why do most leaders or managers elicit merely competent performance from their followers, while a select few inspire extraordinary achievement? Leadership expert Bernard Bass takes this question beyond the usual speculation, presenting original research that ...

Political parties as one of the pillars of democracy have a very important role, one of the most important roles is preparing a national leader. In consequence, they are required to have good recruitment and cadreization mechanisms. In reality, however, the majority of political parties are not currently able to carry out proper recruitment and regeneration mechanisms because of the affection of the political kinship, as well as the instant regeneration mechanisms of artists as they are able to gain votes due to their popularity. As a result, many party cadres who become national leaders are incapable of capturing the duties and responsibilities afforded, and often misuse them for their personal and family interests.
Keywords: cadreization, leadership

Transformational leadership focuses on the ability of a leader to impact employees by inspiring employees to broaden interests in work as well as to be innovative and creative. It is positively associated with employee satisfaction and commitment to the organization. Characteristics of transformational leaders include confidence, ability to mange and deal with complexity, and belief in their employees and organizations. Considering the importance of leadership skills in radiology departments, this paper addresses directly the empirical evidence concerning radiographer's perception of their radiology managers and supervisors transformational leadership levels in the United States. Leadership can be taught, and we as a profession must begin to implement leadership training programs for our current and future leaders.