Purpose – Organizations increasingly call for teamwork when working on challenges such as implementing new technologies or creating innovations. Teams require team leaders who analyze the situations at hand. This study explores team leaders’ mental representations of such situations and their decisions on how to act. Design/methodology/approach – To study such team leaders’ cognitions, four types of mental representations were explored – team leaders’ mental representations of team leadership, self-view as team leaders, understanding of teams and team tasks and team leadership behavior repertoires – and any alignment between these mental representations was analyzed. Various elicitation techniques were used in interviews with 15 team leaders. Findings – The analysis showed that team leaders thought differently about leadership and teams and did not necessarily present a collective leadership perspective or a broad view of teams. Furthermore, those with more varied mental representations of leadership and situations in teams mentioned a greater variety of leadership behaviors in their repertoires that they would apply in different situations.
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The purpose of this study is to analyze the relationship between sustainable performance and risk management, whereby sustainability (innovation), interdisciplinarity and leadership give new insights into the traditional perspectives on performance and risk management in the field of accounting and finance.
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Purpose This study aims to enhance understanding of the collaboration between chairs of nurse councils (CNCs) and members of executive hospital boards (BM) from a relational leadership perspective. Design/methodology/approach The authors used a qualitative and interpretive methodology. The authors study the daily interactions of BM and CNCs of seven Dutch hospitals through a relational leadership lens. The authors used a combination of observations, interviews and document analysis. The author’s qualitative analysis was used to grasp the process of collaborating between BM and CNCs. Findings Knowing each other, relating with and relating to are distinct but intertwined processes that influence the collaboration between BM and CNC. The absence of conflict is also regarded as a finding in this paper. Combined together, they show the importance of a relational process perspective to understand the complexity of collaboration in hospitals. Originality/value Collaboration between professional groups in hospitals is becoming more important due to increasing interdependence. This is a consequence of the complexity in organizing qualitative care. Nevertheless, research on the process of collaborating between nurse councils (NCs) and executive hospital boards is scarce. Furthermore, the understanding of the workings of boards, in general, is limited. The relational process perspective and the combination of observations, interviewing and document analysis proved valuable in this study and is underrepresented in leadership research. This process perspective is a valuable addition to skills- and competencies-focused leadership literature.
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The purpose of this study was to explore the experiences and impact of peer-to-peer shadowing as a technique to develop nurse middle managers’ clinical leadership practices. A qualitative descriptive study was conducted to gain insight into the experiences of nurse middle managers using semi-structured interviews. Data were analysed into codes using constant comparison and similar codes were grouped under sub-themes and then into four broader themes. Peer-to-peer shadowing facilitates collective reflection-in-action and enhances an “investigate stance” while acting. Nurse middle managers begin to curb the caring disposition that unreflectively urges them to act, to answer the call for help in the here and now, focus on ad hoc “doings”, and make quick judgements. Seeing a shadowee act produces, via a process of social comparison, a behavioural repertoire of postponing reactions and refraining from judging. Balancing the act of stepping in and doing something or just observing as well as giving or withholding feedback are important practices that are difficult to develop.
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Educational innovations often tend to fail, mainly because teachers and school principals do not feel involved or are not allowed to have a say. Angela de Jong's dissertation shows the importance of school principals and teachers leading 'collaborative innovation' together. Collaborative innovation requires a collaborative, distributed approach involving both horizontal and vertical working relationships in a school. Her research shows that teams with more distributed leadership have a more collaborative 'spirit' to improve education. Team members move beyond formal (leadership) roles, and work more collectively on school-wide educational improvement from intrinsic motivation. De Jong further shows that school principals seek a balance in steering and providing space. She distinguished three leadership patterns: Team Player, Key Player, Facilitator. Team players in particular are important for more collaborative innovation in a school. They balance between providing professional space to teachers (who look beyond their own classroom) and steering for strategy, frameworks, boundaries, and vision. This research took place in schools working with the program of Foundation leerKRACHT, a program implemented by more than a thousand schools (primary, secondary, and vocational education). The study recommends, towards school principals and teachers, and also towards trainers, policymakers, and school board members, to reflect more explicitly on their roles in collaborative innovation and talk about those roles.
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The promotor was Prof. Erik Jan Hultink and copromotors Dr Ellis van den Hende en Dr R. van der Lugt. The title of this dissertation is Armchair travelling the innovation journey. ‘Armchair travelling’ is an expression for travelling to another place, in the comfort of one’s own place. ‘The innovation journey’ is the metaphor Van de Ven and colleagues (1999) have used for travelling the uncharted river of innovation, the highly unpredictable and uncontrollable process of innovation. This research study began with a brief remark from an innovation project leader who sighed after a long and rough journey: ‘had I known this ahead of time…’. From wondering ‘what could he have known ahead of time?’ the immediate question arose: how do such innovation journeys develop? How do other innovation project leaders lead the innovation journey? And could I find examples of studies about these experiences from an innovation project leader’s perspective that could have helped the sighing innovation project leader to have known at least some of the challenges ahead of time? This dissertation is the result of that quest, as we do know relatively little how this process of the innovation project leader unfolds over time. The aim of this study is to increase our understanding of how innovation project leaders lead their innovation journeys over time, and to capture those experiences that could be a source for others to learn from and to be better prepared. This research project takes a process approach. Such an approach is different from a variance study. Process thinking takes into account how and why things – people, organizations, strategies, environments – change, act and evolve over time, expressed by Andrew Pettigrew (1992, p.10) as catching “reality in flight”.
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Mentor teachers need a versatile supervisory skills repertoire. Besides taking the prevalent role of daily advisor and instructor, mentor teachers should also be able to stimulate reflection in student teachers. Video recordings were analyzed of 60 mentoring dialogues, both before and after a mentor teacher training aiming at developing the encourager role. Mentor teachers' repertoires of supervisory skills were found to consist of an average of seven supervisory skills. After training, a shift was observed in the frequencies and duration with which supervisory skills were used. Although considerable inter-individual variability existed between mentor teachers, training positively affected the use of supervisory skills for stimulating reflection in student teachers.
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Times a changing. Mangement roles change. Quailty managers more an more are change managers and need soft skills to perform well.
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This study explored the dimensionality and measurement invariance of a multidimensional measure for evaluating teachers’ perceptions of the quality of their relationships with principals at the dyadic level. Participants were 630 teachers (85.9% female) from 220 primary and 204 secondary schools across the Netherlands. Teachers completed the 10-item Principal–Teacher Relationship Scale (PTRS) for their principals. Confirmatory factor analyses (CFA) provided evidence for a two-factor model, including a relational Closeness and Conflict dimension. Additionally, multigroup CFA results indicated strong invariance of the PTRS across school type, teacher gender, and teaching experience. Last, secondary school teachers and highly experienced teachers reported lower levels of Closeness and higher levels of Conflict in the relationship with their principal compared to primary school teachers and colleagues with less experience. Accordingly, the PTRS can be considered a valid and reliable measure that adds to the methodological repertoire of educational leadership research by focusing on both positive and negative aspects of dyadic principal–teacher relationships.
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Het onderwijs innoveert voortdurend. Traditioneel vinden innovaties plaats via projecten met een lineair proces en voorspelbaar verloop. De huidige onderwijsvernieuwingen volgen een grilliger pad in een sneller veranderende omgeving. Dit dynamisch innoveren vraagt om een andere opstelling, zowel van de hogeschool zelf als van veranderaars of innovatoren. Welk veranderrepertoire hebben veranderaars om effectief te zijn in onderwijsinnovaties? In opdracht van Zestor heeft het lectoraat Normatieve Professionalisering van Hogeschool Utrecht in samenwerking met betrokkenen uit het Kennisplatform Onderwijsinnovatie Hogescholen hier onderzoek naar gedaan.
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