Women have increasingly moved toward greater gender equality at home and in the workplace. Yet, women are still underrepresented in leadership roles and still considered an anomaly compared to men when in high positions of leadership especially within institutions of higher education. In examining differences between how men and women lead, it is often less what they do than in the different ex...

Leveraging diversity to successfully influence business operations is a business imperative for many healthcare organizations as they look to leadership to help manage a new era of culturally competent, patient-centered care that reduces health and healthcare disparities. This article presents the foundation for a business case in leadership diversity within healthcare organizations and describ...

Harvard School of Dental Medicine launched a course on leadership for its postdoctoral dental students in 2010 in order to introduce them to the art of leadership and the latest theories and principles regarding becoming a leader. Nine four-hour modules over a period of six months took the students on a journey of leadership self-exploration by building awareness of their capacity in core leade...

Through literature review, interviews and open questionnaires, we develop a Middle School Principals’ Moral Leadership Scale (SPMLS) which suits the Chinese cultural background. Exploratory Factor Analysis ( EFA) of a sample of 92 valid questionnaires shows that the moral leadership of middle school principals takes on a clear five-dimensioned model with factors named Fairness and Justice, Inte...

Despite the tremendous gains nurse leaders have made in shaping the environment of care, an observable, dysfunctional dynamic resulting in organizational fatigue threatens the sustainability of those gains. At its peak, this dynamic cascades through all levels of nursing leadership, causing exhaustion, diminished decision making, and reluctance by nurses to assume formal leadership roles. In th...

cultural, social, political, and regulatory contexts as they expand their global presence. Of the 900 multinational enterprises (MNEs) surveyed in DDI and The Conference Board’s Global Leadership Forecast 2014|2015, 52 percent planned on expanding their global operations over the next three years, yet only a paltry 16 percent of these organizations reported having sufficient ready leaders to fi...

This paper responds to calls for pragmatic context-dependent crosscultural scholarship. Specifically, with regard to global organisations, we attempt to reconcile the imbalance between global and local concerns by proposing a framework that merges a new understanding of culture with a classical leadership approach. The objective is to achieve more effective crosscultural practice. The article m...