Responsive, adaptive, and future-centred leadership in response to crisis: findings from Australia, Fiji, and New Zealand

Striepe, Michelle; Thompson, Phillip; Robertson, Sylvia; Devi, Mohini; Gurr, David; Longmuir, Fiona; Taylor, Adam J.; Cunningham, Christine

doi:10.1080/13632434.2023.2171005

Cited by 6 publications

(2 citation statements)

References 18 publications

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“…International evidence has demonstrated the importance of organisational preparedness, ensuring capacities are in place across systems and settings to safeguard the well-being of those at the forefront of decision making and leadership [ 90 ]. This should be considered in times of crisis and periods of higher work-related demands requiring adaptations to roles and responsibilities [ 91 ].…”

Section: Discussionmentioning

confidence: 99%

The well-being and work-related stress of senior school leaders in Wales and Northern Ireland during COVID-19 “educational leadership crisis”: A cross-sectional descriptive study

Marchant,

Dowd,

Bray

et al. 2024

PLoS ONE

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The COVID-19 pandemic caused far-reaching societal changes, including significant educational impacts affecting over 1.6 billion pupils and 100 million education practitioners globally. Senior school leaders were at the forefront and were exposed to particularly high demands during a period of “crisis leadership”. This occupation were already reporting high work-related stress and large numbers leaving the profession preceding COVID-19. This cross-sectional descriptive study through the international COVID-Health Literacy network aimed to examine the well-being and work-related stress of senior school leaders (n = 323) in Wales (n = 172) and Northern Ireland (n = 151) during COVID-19 (2021–2022). Findings suggest that senior school leaders reported high workloads (54.22±11.30 hours/week), low well-being (65.2% n = 202, mean WHO-5 40.85±21.57), depressive symptoms (WHO-5 34.8% n = 108) and high work-related stress (PSS-10: 29.91±4.92). High exhaustion (BAT: high/very high 89.0% n = 285) and specific psychosomatic complaints (experiencing muscle pain 48.2% n = 151) were also reported, and females had statistically higher outcomes in these areas. School leaders were engaging in self-endangering working behaviours; 74.7% (n = 239) gave up leisure activities in favour of work and 63.4% (n = 202) sacrificed sufficient sleep, which was statistically higher for females. These findings are concerning given that the UK is currently experiencing a “crisis” in educational leadership against a backdrop of pandemic-related pressures. Senior leaders’ high attrition rates further exacerbate this, proving costly to educational systems and placing additional financial and other pressures on educational settings and policy response. This has implications for senior leaders and pupil-level outcomes including health, well-being and educational attainment, requiring urgent tailored and targeted support from the education and health sectors. This is particularly pertinent for Wales and Northern Ireland as devolved nations in the UK, who are both implementing or contemplating major education system level reforms, including new statutory national curricula, requiring significant leadership, engagement and ownership from the education profession.

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Section: Discussionmentioning

confidence: 99%

The well-being and work-related stress of senior school leaders in Wales and Northern Ireland during COVID-19 “educational leadership crisis”: A cross-sectional descriptive study

Marchant,

Dowd,

Bray

et al. 2024

PLoS ONE

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“…Change should be seen as an opportunity for growth and development, not a threat. Adaptive and responsive leadership involves leaders who can plan, anticipate changes, and manage uncertainty and complexity [4].…”

Section: Introductionmentioning

confidence: 99%

Determinant of Agile Leadership: A Systematic Literature Review

Mardian

2024

KSS

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This study examines the determinants of agile leadership and their impact on organizational success. Through a systematic literature review, the study explores organizational culture, organizational structure, business requirements, innovation, team productivity/performance, satisfaction/engagement/team morale, and team dynamics as critical factors influencing organizational functioning. The findings highlight the significance of these determinants in shaping various aspects of organizational performance and effectiveness. The research underscores the crucial role of organizational culture, as it sets the tone for employee behavior, values, and norms within the organization. A positive and supportive culture fosters engagement, satisfaction, and high morale, enhancing performance. An agile and flexible organizational structure also enables teams to adapt quickly to changing business requirements, improving productivity and overall performance. Aligning business requirements with organizational strategies and goals is critical for success. Organizations must understand and meet customer demands and market trends to stay competitive. Moreover, embracing innovation and encouraging creativity contributes to maintaining a competitive edge and driving continuous improvement. Keywords: agile leadership, organizational culture, organizational structure, business requirements, innovation

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Leading in times of disruption – preparedness, problems, and possibilities (Part 2): Zooming in on the possibilities

Klein,

Campbell,

Sawalhi

2023

School Leadership & Management

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Responsive, adaptive, and future-centred leadership in response to crisis: findings from Australia, Fiji, and New Zealand

Cited by 6 publications

References 18 publications

The well-being and work-related stress of senior school leaders in Wales and Northern Ireland during COVID-19 “educational leadership crisis”: A cross-sectional descriptive study

The well-being and work-related stress of senior school leaders in Wales and Northern Ireland during COVID-19 “educational leadership crisis”: A cross-sectional descriptive study

Determinant of Agile Leadership: A Systematic Literature Review

Leading in times of disruption – preparedness, problems, and possibilities (Part 2): Zooming in on the possibilities

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