Leadership and the Use of Technology: Health Implications

Dolce, Valentina; Ghislieri, Chiara; Molino, Monica; Vayre, Émilie

doi:10.1002/9781119988434.ch3

Cited by 1 publication

(2 citation statements)

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“…A recurring theme among respondents is that participatory and collaborative decision-making is important, but must be supported by top-management to be effective, similar to Richardson and Lynes' (2007) findings, namely, that the lack of committed leadership toward sustainability can be a barrier to SD in HE. Characteristics of leadership, very similar to those of authentic leadership (Avolio and Gardner, 2005), such as coherence, ethics and democracy have emerged as relevant to sustainability workers in HE, both in scientific literature (Epstein, 2008; Walumba et al , 2008; Dolce et al , 2021; Nedelko and Potocan, 2021) and in this research.…”

Section: Discussionmentioning

confidence: 77%

“…Several directions were given about how top management should make decisions concerning sustainability: be clear about policies’ objectives and timing of actions; consider development at different levels and in different contexts; set innovative and proactive long-term goals; collaborate with scientists (Kemp and Martens, 2007); rely on complexity and solidarity (Martínez de Anguita et al , 2007). Authentic leadership could be an appropriate leadership style to promote sustainability in university, characterized by features such as confidence, optimism, hope and resilience; ethical and transparent decision-making; authentic and ethically sustainable actions; promotion of follower development (Walumba et al , 2008; Dolce et al , 2021). Culture change is not easy to accomplish, and the role of the leadership in this change is crucial (Schein, 1992).…”

Section: The Approach – Developing a Model For Governance For Sustain...mentioning

confidence: 99%

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How sustainable is the governance for sustainability in higher education? Insights from an Italian case study

Sacchi

Molino

Dansero

et al. 2023

IJSHE

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Purpose Higher education (HE) institutions can play a fundamental role in achieving the Sustainable Development Goals. However, universities often face various obstacles to sustainability management, leading to a lack of strategies for implementing governance for sustainability (GFS). The purpose of this paper is to propose a model, based on work and organizational psychology (WOP), for the analysis, promotion and implementation of GFS in HE. The model includes five dimensions: culture, leadership, teamwork, communication and transition management. Design/methodology/approach Using a mixed methods approach, GFS was investigated in four Piedmontese (Northern Italy) universities and in their sustainability network, applying the model proposed in this paper. Findings The five dimensions of the model have proven to be fundamental to the development of GFS in HE. Each dimension was filled with experiences from specific contexts through data collection, highlighting specificities and barriers. Furthermore, the mixed methods approach and the WOP perspective proved to be effective in addressing sustainable transitions in HE. Originality/value A practical proposal for analyzing and improving HE sustainable transitions in a WOP perspective is still missing, as well as a model that identifies organizational dimensions that should be monitored. This study not only provides an example of this transition but also confirms the importance that the literature attributes to the specificities and barriers of dimensions such as culture, leadership, teamwork, communication and transition management in this context.

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