This article shares the foundational leadership and organizational wellness (FLOW) model, which is a leadership development model that seeks to better understand the relationship between individual leadership development and organizational development and wellness. The model is presented as a whole, followed by deep exploration by each piece of…

Drawing on their experience in a Midwest healthcare system, the authors propose a model of leadership development through action learning that embraces "concentric collaboration" at its core. The present study suggests that the process of concentric collaboration can serve to strengthen the skills of the individual leader as well as…

This paper addresses the challenges associated with defining and conceptualizing leadership amidst the plethora of theoretical constructs and definitions of leadership and proposes a model for developing transcendent servant-leaders. Based on a review of the literature, three categorical levels of leadership are outlined and discussed that…

The purpose of this study was to develop a model of leadership transition based on an integrative review of literature. The article establishes a compelling case for focusing on leadership transitions as an area for study and leadership development practitioner intervention. The proposed model in this study identifies important success factors…

Purpose: This paper aims to: extend the concept of "The learning organization" to "The learning community," especially disadvantaged communities; demonstrate how leaders in a migrant community can achieve positive change at the personal, professional, team and community learning levels through participatory action learning and…

The study was designed to identify and isolate critical organizational processes that influence the effective performance of command and control functions in complex organizations, with the aim of improving ability to control these factors. A framework was developed based on "Organizational Competence"--the capacity of an organization to cope with…

Academic leaders face particular challenges when they assume formal leadership roles in higher education. For the most part, they have had little prior engagement with the political, economic and strategic context of their institution and limited leadership networks on which to draw. The University of Western Australia has trialled a number of…

Two general models for bringing about change--the structural model and the people model--are described. Team leadership and team building are seen as people-oriented approaches to change that also affect the structure of an organization. Both targets of change--people and structures--should be approached in tandem. (MLW)

A new model for promoting leadership development in programs emphasizes individuals' psychological development. The model, which is intended for use by individuals responsible for leadership development in organizations or by leadership development program planners/evaluators, is based on a cyclic process of three time-linked categories: readiness…

This book describes a training technique in which an art activity called a touchstone exercise serves as the basis of an action-oriented leadership development program. Part 1 describes the context in which the touchstone exercise was developed and details the process of setting the stage for and conducting it. Two case studies illustrating the…

Elements that the University of Akron, Furman University, and Wichita State University believe to be essential for mounting a successful program for change are identified: definition of institutional mission, top administrative support, leadership development, comprehensive change programs, emphasis on communication and process, and merging of…

Following a change of presidents at Independence Community College (ICC), in Kansas, a new mission statement was collaboratively developed by the college community identifying ICC as a comprehensive community-based educational organization committed to improving the quality of life for its citizens. Administrative traits or characteristics…

In this account of practice, the authors introduce a variant of classic action learning, called developmental action learning (DAL). The DAL model, derived from cognitive development theory, introduces conventional learning modules prior to the more intensive set experience. It also calls for facilitation designed to help participants, selected…

Activities and findings of the Higher Education Management Institute are reviewed as of October 1976. In general, the initial assumption of need is borne out by responses from 557 colleges, since no more than 2 percent of higher education institutions have any management development and training programs underway. This report describes the project…

The idea of "Executive Mind" carries with it the notion of purposeful and effective action. Part I of this paper characterizes three complements to "Executive Mind"--"Observing Mind,""Theorizing Mind," and "Passionate Mind"--and offers historical figures exemplifying all four types. The concluding…