Feminine Concepts of Leadership and Power: A New Framework for Development Ethics and Education Development

The last twenty years have been a period of growth in education development, development ethics, and female leadership studies. Literature indicates meaningful connections between these disciplines and points towards reassessment of obstacles to systemic change. A new term enpowerment is coined to define a proposed framework for ethical development practice.

Leadership power bases related to satisfaction, compliance, and program quality

The dissertation examined prekindergarten teachers' perceptions of their supervisory relationship with their educational specialist, and the effect of the prekindergarten teachers' perceptions on the quality of the High/Scope prekindergarten program. The High/Scope educational specialists use their leader power bases (reward, coercive, legitimate, referent, expert and informational) to influence teachers' perceptions of satisfaction and compliance, as well as teachers' actual compliance with the High/Scope prekindergarten program standards. The correlational relationships between the variables were examined using Analysis of Variance and Multivariate Analysis of Variance. Path Analysis was utilized to analyze variables to determine the validity of the correlational model. Expert, legitimate, referent, and informational power bases of the High/Scope educational specialist were found to be the most influential on attitudinal and behavioral compliance of teachers. ^

Leadership in the Lodging and Non-Commercial Food Service Industries

The qualities of vision, communication, trust, and perseverance are strongly identified by leaders in the lodging and food service businesses as characterizing effective leaders. The authors report on their research into essential qualities which mark the innovative industry leader.

Emotional Intelligence and Leadership in Organization: A Meta-analytic Test of Process Mechanisms

The present study – employing psychometric meta-analysis of 92 independent studies with sample sizes ranging from 26 to 322 leaders – examined the relationship between EI and leadership effectiveness. Overall, the results supported a linkage between leader EI and effectiveness that was moderate in nature (ρ = .25). In addition, the positive manifold of the effect sizes presented in this study, ranging from .10 to .44, indicate that emotional intelligence has meaningful relations with myriad leadership outcomes including effectiveness, transformational leadership, LMX, follower job satisfaction, and others. Furthermore, this paper examined potential process mechanisms that may account for the EI-leadership effectiveness relationship and showed that both transformational leadership and LMX partially mediate this relationship. However, while the predictive validities of EI were moderate in nature, path analysis and hierarchical regression suggests that EI contributes less than or equal to 1% of explained variance in leadership effectiveness once personality and intelligence are accounted for.