A B C D E F G H I J K L M N O P Q R S T U V W X Y Z All
Mitchell, Sana R.
- Leading and Managing Virtual Communities of Practice (VCoPs):A Contextual Understanding and Exploration
Authors
1 ORGDYNE Training & Consulting, LLC, US
Source
Review of Professional Management- A Journal of New Delhi Institute of Management, Vol 15, No 2 (2017), Pagination: 1-7Abstract
Increasing amount of work is performed today in geographically dispersed team settings that transcend the boundaries of time, space, culture, and territory. An in-depth comprehension of the complexities involved in leading and managing these communities of practice could not be greater. Any group of individuals meeting together for a common, well-defined purpose over a certain period of time, can be loosely defined as a “community of practice” (CoP); however, when the work is primarily carried out in cyberspace using computer mediated communication (CMC) and its attendant tools and accessories, we generally refer to such communities as “virtual communities of practice” (VCoPs). While the extant literature on networking technologies reveals a lot of research already conducted on the technographic profile, virtual experiences of community members, and the impact of technology on communication, it is relatively mute when it comes to an understanding of the emotional experiences of leading and managing VCoPs. This paper explores the various aspects of leading, facilitating, learning, and participating in virtual or asynchronous platforms with a special emphasis on the intersection of “virtuality” and “emotion."Keywords
Virtuality, VCoPs, CoPs, Swift Trust, E-Learning, Virtual Leaders, Virtual Learners.References
- Civin, M. (2000). Male Female Email: The Struggle for Relatedness in a Paranoid Society. Other Press, NY
- Fineman, S. (2003) Understanding Emotion and Work. London: Sage
- Gilmore, S. & Warren, S. Emotion Online (2007). Experiences of Teaching in a Virtual Learning Environment: Human Relations, 2007: 60:581, The Tavistock Institute, UK
- Gurak, L.(2004) Internet Studies in the Twenty-first Century. In D. Gauntlett & R. Horley (Reds), Web studies. London: Arnold, PP. 24-53
- Jarvenpaa, S.L. & Leidner, D.E. (1998). Communication and Trust in Global Virtual Teams: Journal of Computer Mediated Communication, NY (accessed May, 2005)
- Suler, J. (2004). Cyberpsychology & Behavior. Rider University, NJ
- Wenger, E. (1998). Communities of Practice: Learning as a Social System. Journal of Systems Thinking (accessed 2009) Willis, P. (2000). The Ethnographic Information. London: Polity Press
- Winnicott, D.W. (1971). Play and Reality. London: Tavistock
- Post-9/11 America:Intuiting Culturally Sensitive Leadership in Higher Education
Authors
1 601, Sunset Circle, Nashville, Tennessee, US
Source
Review of Professional Management- A Journal of New Delhi Institute of Management, Vol 15, No 2 (2017), Pagination: 8-14Abstract
The purpose of this paper was to identify and address the higher education leadership challenges in facilitating culturally sensitive leadership behaviors and attitudes following the 9/11 terrorist attacks in the United States. The 9/11 attacks set a global precedent of cultural stereotyping of minorities in professional and academic domains. It is imperative that educational and organizational leaders identify marginalization and cultural stereotypes in their professional contexts to mitigate the negative effects impacting students and colleagues in learning and work performance. The findings in this paper have been extracted from the author's dissertation research study. Four key components of effective leadership practice and behavior were identified to assist and enable leaders to perform intuitively and responsibly. This paper also challenges current leadership practices in Higher Education that do not factor in culturally insensitive misappropriations to rise up to the challenge of becoming self-aware and leading from an empathetic and intuitive mode of conduct.
(Based on author's dissertion research study)
Keywords
Higher Education, Educational Leaders, 9/11, Cultural Stereotyping, Culturally Sensitive Leadership, Organizational Leadership, Racism, Bias.References
- Amiri, M., Amiri, M., & Alireza, P. A. (2010). A dynamic model of contingency leadership effectiveness. Clinical Leadership & Management Review, 24(2), 1-10. Retrieved from http://www.clma.org
- Bass, B. (1998). Transformational leadership: Industrial, military, and educational impact. Mahwah, NJ: Lawrence Erlbaum.
- Bennis, W. (1989). On becoming a leader. Reading, MA: Addison-Wesley.
- Brennan, J. (2008). Higher education and social change. Higher Education, 56(3), 381-393. doi:10.1007/s10734-008-9126-4
- Brownlie, J. (2011). “Being there”: Multidimensionality, reflexivity and the study of emotional lives. British Journal of Sociology, 62(3), 462-481. doi:10.1111/j.1468-4446.2011.01374.x
- Bruner, D. Y. (2008). Aspiring and practicing leaders addressing issues of diversity and social justice. Race, Ethnicity & Education, 11(4), 483-500. doi:10.1080/13613320802479059
- Bourgeois, N. (2011). An epistemology of leadership perspective: Examining the fit for a critical pragmatic approach. Scholar-Practitioner Quarterly, 5(4), 371-384. Retrieved from http://www.questia.com/library/p99933/scholar-practitionerquarterly
- Buhl, L. (2008). Renewing struggles for social justice: A primer for transformative leaders. Durham, NC: Duke University Press.
- Ciporen, R. (2009). The role of personally transformative learning in leadership development. Academy of Management Annual Meeting Proceedings,(1), 1-6. doi:10.5465/AMBPP.2009.44244573
- Crash. (2004). Crash film. Retrieved from http://www.crashfilm.com
- Crenshaw, P., Hale, E., & Harper, S. L. (2011). Producing intellectual labor in the classroom: The utilization of a critical thinking model to help students take command of their thinking. Journal of College Teaching & Learning, 8(7), 13-26. Retrieved from http://journals.cluteonline.com/index.php/TLC
- Dambe, M. M., & Moorad, F. F. (2008). From power to empowerment: A paradigm shift in leadership. South African Journal of Higher Education, 22(3), 575-587.
- Drath, W. H. (2008). Issues & observations: Leadership beyond leaders and followers. Leadership in Action, 28(5), 20-24. doi:10.1002/lia.1265.
- Drew, G. (2010). Issues and challenges in higher education leadership: Engaging for change. Australian Educational Researcher, 37(3), 57-76. Retrieved from http://www.aare.edu.au/aer/about.htm.
- Drucker, P. F. (1999). Management challenges for the 21st century. New York, NY: HarperCollins.
- Dyke, M. (2009). An enabling framework for reflexive learning: Experiential learning and reflexivity in contemporary modernity. International Journal of Lifelong Education, 28(3), 289-310. doi:10.1080/02601370902798913
- Gilbert, A., & Sliep, Y. (2009). Reflexivity in the practice of social action: From self-to inter-relational reflexivity. South African Journal of Psychology, 39(4), 468-479. Retrieved from http://www.journals.co.za/ej/ejour_sapsyc.html
- Gilligan, C. (1982). In a different voice. Cambridge, MA: Harvard University Press.
- Halpin, A.W. (1954). The leadership behavior and combat performance of airplane commanders. The Journal of Abnormal and Social Psychology, 49(1), 19-22. doi:10.1037/h0055910.
- Hyater-Adams, Y. A. (2010). Learning diversity and leadership skills through transformative narratives. TAMARA: Journal of Critical Postmodern Organization Science, 8(4), 208-232. Retrieved from http://tamarajournal.com.
- Jenlink, P. M. (2001, April). Scholar–practitioner leadership: A critical analysis of preparation and practice. Paper presented at the 2001 Annual Meeting of the American Educational Research Association, Session, 39.55, Seattle, Washington.
- Kohlberg, L. (1981). The philosophy of moral development: Moral stages and the idea of justice (Vol. 1). San Francisco, CA: Harper & Row.
- Paul, R., & Elder, L. (2006). Critical thinking: Tools for taking charge of your learning and your life (2nd ed.). Upper Saddle River, NJ: Pearson/Prentice Hall.
- Rafiq-Mitchell, S. (2015). Phenomenological study of higher educational leaders' lived experiences of cultural diversity after 9/11 (Order No. 3730822). Available from Dissertations & Theses @ University of Phoenix; Ethnic NewsWatch; ProQuest Central; ProQuest Dissertations & Theses Global. (1733679170).
- Marcellino, P. (2012). Preparing educational leaders for social justice, action-learning, and democratic activism. International Journal of Educational Leadership Preparation, 7(3), 1-11. Retrieved from http://editlib.org/j/
- McArthur, J. (2010). Achieving social justice within and through higher education: The challenge for critical pedagogy. Teaching in Higher Education, 15(5), 493-504. doi: 10.1080/13562517.2010.491906
- Minnici, A.M. (2006). Dimensions of reflexive thinking in social foundations pedagogy: Complicating student responses for theoretic understandings. (Doctoral dissertation). Retrieved from ProQuest Dissertations & Theses database. (AAT3250961)
- Mintzberg, H. (1990). The manager’s job: Folklore and fact. Harvard Business Review, 1-13. Retrieved from http://hbr.org/
- Robbins, S. A. (2006). Ethical decision making by educational leaders: The need for a cultural multiparadigm approach. International Schools Journal, 26(1), 37-43. Retrieved from http://www.ecis.org/page.cfm?p=335
- Vroom, V. H., & Jago, A. G. (2007). The role of the situation in leadership. American Psychologist, 62(1), 17-24. doi:10.1037/0003-066X.62.1.17
- Wallin, D. L. (2010). Looking to the future: Change leaders for tomorrow's community colleges. New Directions for Community Colleges, 1(149), 5-12. doi:10.1002/cc.390
- Wallin, D. L., & Ryan, J. R. (1994). Order out of chaos: Leadership for the 21st century. Community College Journal of Research and Practice, 18, 527–538.
- Wheatley, M. J. (1999). Leadership and the new science (2nd ed.). San Francisco, CA: Berrett-Koehler.
- Wiley, D., & Hilton, J. (2009). Openness, dynamic specialization, and the disaggregated future of higher education. International Review of Research in Open and Distance Learning, 10(5), 1-14. Retrieved from http://www.irrodl.org/index.php/irrodl
- Wise, V., & Wright, T. (2012). Critical absence in the field of educational administration:Framing the (missing) discourse of leadership in early childhood settings. International Journal of Educational Leadership Preparation, 7(2). Retrieved from ERIC database. (EJ973803)