Leadership in recreation.

Mode of access: Internet.

New York's leadership in medical education.

"Annual address of the president of the New York state homeopathic society...Feb. 11, 1896."

National Adult Literacy Congress, leadership in action : September 17-20, 1993 : goals and action plans : source notes--summary /

Mode of access: Internet.

Effective leadership in salient groups: Revisiting leader-member exchange theory from the perspective of the social identity theory of leadership

Two studies compared leader-member exchange (LMX) theory and the social identity theory of leadership. Study 1 surveyed 439 employees of organizations in Wales, measuring Work group salience, leader-member relations, and perceived leadership effectiveness. Study 2 surveyed 128 members of organizations in India, measuring identification not salience and also individualism/collectivism. Both studies provided good support for social identity predictions. Depersonalized leader-member relations were associated with greater leadership effectiveness among high- than low-salient groups (Study 1) and among high than low identifiers (Study 2). Personalized leadership effectiveness was less affected by salience (Study 1) and unaffected by identification (Study 2). Low-salience groups preferred personalized leadership more than did high-salience groups (Study 1). Low identifiers showed no preference but high identifiers preferred depersonalized leadership (Study 2). In Study 2, collectivists did not Prefer depersonalized as opposed to personalized leadership, whereas individualists did, probably because collectivists focus more on the relational self.

Demographic category membership and leadership in small groups: A social identity analysis

Developing the social identity theory of leadership (e.g., [Hogg, M. A. (2001). A social identity theory of leadership. Personality and Social Psychology Review, 5, 184-200]), an experiment (N=257) tested the hypothesis that as group members identify more strongly with their group (salience) their evaluations of leadership effectiveness become more strongly influenced by the extent to which their demographic stereotype-based impressions of their leader match the norm of the group (prototypicality). Participants, with more or less traditional gender attitudes (orientation), were members, under high or low group salience conditions (salience), of non-interactive laboratory groups that had instrumental or expressive group norms (norm), and a male or female leader (leader gender). As predicted, these four variables interacted significantly to affect perceptions of leadership effectiveness. Reconfiguration of the eight conditions formed by orientation, norm and leader gender produced a single prototypicality variable. Irrespective of participant gender, prototypical leaders were considered more effective in high then low salience groups, and in high salience groups prototypical leaders were more effective than less prototypical leaders. Alternative explanations based on status characteristics and role incongruity theory do not account well for the findings. Implications of these results for the glass ceiling effect and for a wider social identity analysis of the impact of demographic group membership on leadership in small groups are discussed. (c) 2006 Elsevier Inc. All rights reserved.

Challenging From Within : Youth Associations and Female Leadership in Swedish Mosques

This chapter focuses on women members of the Sunnī-dominated national organization Sweden's Young Muslims (Sveriges Unga Muslimer, SUM) and some of its local youth associations in different Swedish towns, to argue that involvement with these associations is increasing Muslim women's engagement with mosques and other venues for acquisition of Islamic knowledge. Illuminating the continuous challenges to the women's presence in mosques and their wider public activism the chapter examines how these women defend their right to exercise religious authority while supporting the traditional sources of Muslim authority in the public sphere. It analyzes how the women reinterpret the Islamic texts to change their daily lives as well as their position within both the Muslim community and Swedish society as a whole. The chapter emphasizes that in more informal situations, backstage among peers, the women put gender on the agenda, initiate reflexive deliberations, and test alternative norms and practices.

Imagined relationships: political leadership in contemporary democracies

The image and style of political leaders are important elements of leadership, and of politics generally. They are related to both political culture and institutions, and are framed in ritual and ceremony. In democratic policies, where there is choice rather than coercion, the mediation of leadership/people relations creates imagined relationships between imagined leaders and their equally imagined interlocutors, the people or the electorate (who also, of course, actually exist). These relationships form part of the political process. By identifying, and adapting, classical Aristotelian distinctions in rhetorical studies, we can better understand this element or moment of the process, in particular the creation of an imagined intimacy in contemporary politics between leaders and followers. Political science should draw upon other disciplines and subdisciplines such as political psychology, cultural studies, rhetorical analysis, and social anthropology in order to understand how mediated relationships are inscribed into political institutions and exchange.

Political leadership in France:from Charles de Gaulle to Nicolas Sarkozy

Political Leadership in France analyzes changes which have taken place over the last 50 years in French politics. When Charles de Gaulle came to power in 1958 the drama surrounding the Fourth Republic's collapse and the focus on an exceptional individual meant that he was able to confer a very particular style of leadership on the new Fifth Republic. De Gaulle's 'performance' was such that he transformed the nature of leadership politics in France, increasing the scope for personal leadership and the emphasis upon the exalted leader. This had major implications for the republic's institutions and for the role of political parties. The five Presidents who came after him – Pompidou, Giscard, Mitterrand, Chirac, and Sarkozy, as well as contenders for the presidency such as Segolene Royal and François Hollande – have each capitalized upon their own political 'persona' and their relationship to the French people. Gaffney takes a new approach to the subject, looking at the mythological and cultural as well as institutional conditions of political performance. This paperback edition includes a new preface.

Big 4 audit fee premiums for national and office-level industry leadership in the United Kingdom

The pricing of Big 4 industry leadership Is examined for a sample of U.K. publicly-listed companies, and adds to the evidence from the Australian and U.S. audit markets that city-specific industry leadership commands a fee premium. There is a significant fee premium for city-specific industry leaders relative to other Big 4 auditors, but no evidence that either the top-ranked or second-ranked firm nationally commands a fee premium relative to other Big 4 auditors, after controlling for city-level industry leadership. We also test for Big 4 fee premiums relative to non-Big 4 auditors and the U.K. data suggest a three-level hierarchy based on audit fee differentials: (1) Big 4 city-specific industry leaders have the largest fees; (2) other Big 4 auditors (noncity leaders) and second-tier national firms have comparable fees that are lower than Big 4 city leaders but larger than third-tier firms; and (3) third-tier accounting firms have the lowest fees.

Effective leadership in salient groups:revisiting leader-member exchange theory from the perspective of the social identity theory of leadership

Two studies compared leader-member exchange (LMX) theory and the social identity theory of leadership. Study 1 surveyed 439 employees of organizations in Wales, measuring work group salience, leader-member relations, and perceived leadership effectiveness. Study 2 surveyed 128 members of organizations in India, measuring identification not salience and also individualism/collectivism. Both studies provided good support for social identity predictions. Depersonalized leader-member relations were associated with greater leadership effectiveness among high-than low-salient groups (Study 1) and among high than low identifiers (Study 2). Personalized leadership effectiveness was less affected by salience (Study 1) and unaffected by identification (Study 2). Low-salience groups preferred personalized leadership more than did high-salience groups (Study 1). Low identifiers showed no preference but high identifiers preferred depersonalized leadership (Study 2). In Study 2, collectivists did not prefer depersonalized as opposed to personalized leadership, whereas individualists did, probably because collectivists focus more on the relational self.

A study of personality and leadership in a technical environment

l, This report presents the findings of a study of individual personalities of Naval Officers, Chief Petty Officers and Petty Officers serving in different environments within the Ministry of Defence and the Fleet. This sample was used to establish norms for the Cattell 16 PF Questionnaire, and these are compared with other occupational norms discussed in the literature. 2. The results obtained on psychometric measures were related to other data collected about the work and the formal organisation. This was in its turn related to problems facing the Navy because of changes in technology which have occurred or which are now taking place and are expected to make an impact in the future. 3. A need is recognised for a way of simulating the effects of proposed changes within the manpower field of the Royal Navy and a simulation model is put forward and discussed. 4. The use of psychometric measures in selection for entry and for special tasks is examined, Particular reference is made to problems of group formation in the context of leadership in a technical environment. 5. The control of the introduction of change is discussed in the recognition that people represent an increasingly important resource which is critical to the continuing life of the total organisation. 6. Conclusions are drawn from the various strands of the research and recommendations are made both for line management and for subsequent research programmes.