Professionals' willingness to change is a necessity for successful implementation of changes in the organisation. This study focused on the influence of a transformational leadership style on professionals' willingness to change. This multiple case study was performed in three project management organisations that had recently implemented a new business information system. The research data were obtained through both qualitative and quantitative data collection. The qualitative investigation revealed that through leading by good example a manager has a positive influence on their employees' willingness to change. However, the quantitative investigation showed that there is no relationship between transformational leadership and the motivational factors of willingness to change. Finally, the study showed that the most important factors of employees' willingness to change are timing, involvement, emotions, necessity, and added value
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Professionals' willingness to change is a necessity for successful implementation of changes in the organisation. This study focused on the influence of a transformational leadership style on professionals' willingness to change. This multiple case study was performed in three project management organisations that had recently implemented a new business information system. The research data were obtained through both qualitative and quantitative data collection. The qualitative investigation revealed that through leading by good example a manager has a positive influence on their employees' willingness to change. However, the quantitative investigation showed that there is no relationship between transformational leadership and the motivational factors of willingness to change. Finally, the study showed that the most important factors of employees' willingness to change are timing, involvement, emotions, necessity, and added value.
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This paper starts with the explanation of the research rationale of the professorship. Subsequently, an exploration of the research agenda is provided, focusing on the two core research themes of the professorship: transformational content strategy and transformational content design. Within this section, knowledge gaps will be identified and examples will be presented of research projects related to each theme. Finally, light will be shed on the research approach, offering a brief overview of the theoretical approach, research methodology, and expected impact.
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Most nurse leadership studies have concentrated on a classical, heroic, and hierarchical view of leadership. However, critical leadership studies have argued the need for more insight into leadership in daily nursing practices. Nurses must align their professional standards and opinions on quality of care with those of other professionals, management, and patients. They want to achieve better outcomes for their patients but also feel disciplined and controlled. To deal with this, nurses challenge the status quo by showing rebel nurse leadership. In this paper, we describe 47 nurses’ experiences with rebel nurse leadership from a leadership-as-practice perspective. In eight focus groups, nurses from two hospitals and one long-term care organization shared their experiences of rebel nurse leadership practices. They illustrated the differences between “bad” and “good” rebels. Knowledge, work experience, and patient-driven motivation were considered necessary for “good” rebel leadership. The participants also explained that continuous social influencing is important while exploring and challenging the boundaries set by colleagues and management. Credibility, trust, autonomy, freedom, and preserving relationships determined whether rebel nurses acted visibly or invisibly. Ultimately, this study refines the concept of rebel nurse leadership, gives a better understanding of how this occurs in nursing practice, and give insights into the challenges faced when studying nursing leadership practices.
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Voedselproductie en consumptie dragen voor een belangrijk deel bij aan de milieubelasting. Het is daarom van belang de consumptie van duurzame voeding te stimuleren. Een belangrijke factor hierin is het creëren van bewustwording en het vergroten van kennis over de impact die voeding heeft op het milieu. In dit onderzoek proberen we inzicht te krijgen in de kennis en voorkeuren wat betreft gezonde- en duurzame voeding onder de Noord Nederlandse bevolking om zo effectieve communicatiestrategieën te ontwikkelen die bijdragen aan meer gezonde en duurzame voedselconsumptie.
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Insider ethnographic analysis is used to analyze change processes in an engineering department. Distributed leadership theory is used as conceptual framework.
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University teacher teams can work toward educational change through the process of team learning behavior, which involves sharing and discussing practices to create new knowledge. However, teachers do not routinely engage in learning behavior when working in such teams and it is unclear how leadership support can overcome this problem. Therefore, this study examines when team leadership behavior supports teacher teams in engaging in learning behavior. We studied 52 university teacher teams (281 respondents) involved in educational change, resulting in two key findings. First, analyses of multiple leadership types showed that team learning behavior was best supported by a shared transformational leadership style that challenges the status quo and stimulates team members’ intellect. Mutual transformational encouragement supported team learning more than the vertical leadership source or empowering and initiating structure styles of leadership. Second, moderator analyses revealed that task complexity influenced the relationship between vertical empowering team leadership behavior and team learning behavior. Specifically, this finding suggests that formal team leaders who empower teamwork only affected team learning behavior when their teams perceived that their task was not complex. These findings indicate how team learning behavior can be supported in university teacher teams responsible for working toward educational change. Moreover, these findings are unique because they originate from relating multiple team leadership types to team learning behavior, examining the influence of task complexity, and studying this in an educational setting.
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University teacher teams can work toward educational change through the process of team learning behavior, which involves sharing and discussing practices to create new knowledge. However, teachers do not routinely engage in learning behavior when working in such teams and it is unclear how leadership support can overcome this problem. Therefore, this study examines when team leadership behavior supports teacher teams in engaging in learning behavior. We studied 52 university teacher teams (281 respondents) involved in educational change, resulting in two key findings. First, analyses of multiple leadership types showed that team learning behavior was best supported by a shared transformational leadership style that challenges the status quo and stimulates team members’ intellect. Mutual transformational encouragement supported team learning more than the vertical leadership source or empowering and initiating structure styles of leadership. Second, moderator analyses revealed that task complexity influenced the relationship between vertical empowering team leadership behavior and team learning behavior. Specifically, this finding suggests that formal team leaders who empower teamwork only affected team learning behavior when their teams perceived that their task was not complex. These findings indicate how team learning behavior can be supported in university teacher teams responsible for working toward educational change. Moreover, these findings are unique because they originate from relating multiple team leadership types to team learning behavior, examining the influence of task complexity, and studying this in an educational setting. https://www.scienceguide.nl/2021/06/leren-van-docentteams-vraagt-om-gezamenlijk-leiderschap/
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This article investigates the transformative impacts of regular nature-based adventure activity engagement and its long-lasting effects on eudaimonic well-being (EWB), specifically mental health. Although extant research highlights a wide range of well-being and mental health benefits from participation in such pursuits, less is known about experienced outdoor adventure enthusiasts for whom adventure is a fundamental and transformational part of their lives. The study builds on an existing conceptual framework that synthesizes pertinent research concepts on nature-based activity engagement and subjective well-being benefits. It presents key findings from 40 semi-structured in-depth online interviews with respondents from the UK, Germany, and Serbia. Interview data were collated and analyzed using a thematic framework approach. The findings highlight the importance of outdoor adventure activity engagement for respondents’ mental and physical health and long-term well-being. Regular activity participation can be transformational in reducing feelings of ill-being and enhancing EWB. It can improve self-efficacy and identity development and promote the fulfilment of psychological needs, facilitated by key transformational catalyzers. Continually entering a liminal state, experiencing emotions, and overcoming challenges and risks during engagement are crucial to “successful” long-lasting transformation. Further research should continue to explore adventure’s transformational and EWB benefits to develop long-term data.
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In my view, organisations are playing an ever-larger role with and in these changes. This is why we need organisations that are not afraid to express and give concrete meaning to their innovative views on economic and social themes. These are organisations that dare to break out of the old thought and behavioural patterns in order to create room for change and renewal. They are guided by an innovative philosophy and mode of thinking, and show this leadership by translating this body of thought into concrete actions and results. This is why, in the professorship, we call these organisations ‘thought leaders in a society of change’.
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