The Good Leader

Buchele, Bonnie J.

doi:10.1521/ijgp.2011.61.2.285

Cited by 4 publications

(2 citation statements)

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“…These expectations may be job-related or not, but they represent a value to another person. They can be used to predict future employee behavior and make appropriate decisions regarding managerial practices and achieving desired behavioral and operating results (Buchele, 2011). That is, if a manager helps his employees to realize their expectations in the context of certain values, he will not only achieve a balance between his expectations and his work but also between all those areas that guarantee a profit and ensure professional success.…”

Section: Values and Value Orientations In The Context Of Management Activitymentioning

confidence: 99%

Value Orientations Of The Modern Manager

Gurenko¹

2021

European Proceedings of Social and Behavioural Sciences

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Section: Values and Value Orientations In The Context Of Management Activitymentioning

confidence: 99%

Value Orientations Of The Modern Manager

Gurenko¹

2021

European Proceedings of Social and Behavioural Sciences

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“…When examining prominent concepts that inform leadership theories, it is clear that whilst leadership theorists offer different styles and models, most concur that all leaders must demonstrate a set of characteristics, values and behaviours (Doyle et al, 2020). Examination of the characteristics, values and behaviours encapsulated within Western models of leadership reveals that they typically include leading by example while being cooperative and optimistic (G€ achter, Nosenzo, Renner, & Sefton, 2012), building and maintaining relationships; inspiring a shared vision; not being afraid to challenge the status quo (Kouzes & Posner, 2011); having emotional intelligence, integrity and trustworthiness (Goleman, Welch, & Welch, 2012); possessing the capacity to actively contribute (Buchele, 2011); and being altruistic and authentic (Ciulla, 2013). While the sets of characteristics listed here arguably typify the most successful leaders (Doyle et al, 2020), Western leadership theories often describe the empowerment of the individual, rather than the collective (Ly, 2020).…”

Section: Introductionmentioning

confidence: 99%

A model of senior Indigenous leadership in Australian higher education: An Indigenous academic perspective

Coates,

Trudgett,

Page

2024

JOLE

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PurposeSenior Indigenous leadership positions across the Australian higher education sector has increased over the past decade. Despite this advancement, there is limited understanding in terms of how to best integrate Indigenous leadership into existing governance structures of Australian universities. In 2018 the Walan Mayiny: Indigenous Leadership in Higher Education project commenced, aimed at establishing a model of best practice for the inclusivity of Indigenous leadership in higher education governance structures. This article presents key findings from the project, namely, a model of senior Indigenous leadership within the Australian universities based on the perceptions of a group of Indigenous academics.Design/methodology/approachThrough qualitative semi-structured interviews with Indigenous academic staff, the perceived value, characteristics and challenges of senior Indigenous leadership were examined. The varying opinions held by Indigenous academics in relation to the qualifications and experience required to fulfil a senior Indigenous leadership position were also highlighted. In doing so, a model of senior Indigenous leadership within the Australian higher education system is presented. The model of best practice presented in this article is underpinned by Indigenous Institutional Theory (Coates et al., 2022), a theoretical framework developed from the Walan Mayiny study.FindingsThe research findings highlight the diverse opinions of Indigenous academics in relation to the qualifications and experience required to fulfil a senior Indigenous leadership position. The six essential components are built upon the core characteristics, values and behaviours that senior Indigenous leaders need to have according to Indigenous academics, in order to advance Indigenous success within the academy.Originality/valueGiven Australian universities are being called upon to ensure that senior Indigenous leaders are in the best position possible to forge institutional change, senior Indigenous leaders within the academy may find the contextual Indigenous leadership model beneficial. The model allows one to uphold cultural integrity and fulfil the responsibilities and obligations of their higher education institution, while being able to serve their Indigenous colleagues and communities, leading to the advancement of Indigenous higher education outcomes. Importantly, the model can be adapted to suit all First Nations Peoples globally, who also find themselves working within the shackles of Western institutions.

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