Prague, Czech Republic - International Leadership Association
Prague, Czech Republic - International Leadership Association
Prague, Czech Republic - International Leadership Association
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CS2THURSday<br />
15:00 – 16:30<br />
[ 26 ]<br />
<strong>Leadership</strong> for Transformation: The Impact of Worldviews<br />
hELEnA I/II (InterContinental Praha) / Session Type: PAnEL dIsCussIOn / Accepted by MIG(s): sChOLArshIP<br />
this panel draws together members from different worldview perspectives—christian, Islamic, buddhist, sub-saharan african,<br />
feminine—and from various parts of the world—canada, norway, pakistan, united states, africa—to explore and dialogue about<br />
how particular visions and ways of life impact leadership for transformation of our societies, institutions, and enterprises.<br />
* John Valk University of New Brunswick<br />
* Lisa Ncube Purdue University<br />
* Ali Mohammad Mir Population Council<br />
chair: Nathan Harter Purdue University<br />
commenTaTor: Jonathan Reams Norwegian University of Science and Technology<br />
. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .<br />
Women in <strong>Leadership</strong>: Qualitative, Global, and Theoretical Perspectives<br />
VELAzquEz II (Hotel President) / Session Type: PAPEr PrEsEnTATIOns / Accepted by MIG(s): sChOLArshIP<br />
this panel will present theoretical and empirical research on women in leadership.<br />
Communication Barriers and their Ethical Implications among Black Women Presidents of HBCUs:<br />
A Phenomenological Perspective<br />
the purpose of this study is to explore perceived barriers to communication and their ethical implications among black women<br />
presidents of historically black colleges and universities (hbcus). this study uses in-depth semi-structured interviews, based on a<br />
qualitative design in a purposive framework.<br />
* Renee N. Escoffery-Torres University of Maryland Eastern Shore<br />
Female Leaders’ Support of Gender Equality in Ecuadorian Organizations<br />
this qualitative study explores how women support gender equality in private and public organizations in ecuador.<br />
In-depth qualitative interviewing and content analysis reveal emergent concepts and patterns. the ultimate goal of this<br />
research is to contribute to global leadership theory and to promote transformative governmental policies towards<br />
gender equality.<br />
* Carolina Bown Salisbury University<br />
Perceptions of Women Political Leaders: Politics, Power, and Pathologies<br />
the purpose of this research is to examine political systems as a context for women’s exercise of leadership, review research on<br />
stereotypes of female political leaders, and analyze the leadership style of two very different candidates, hillary clinton and<br />
sarah palin, from two divergent theoretical perspectives.<br />
* Karin Klenke University of Maryland Eastern Shore<br />
Women and the Dark Side of Transformational <strong>Leadership</strong><br />
the study used thematic content analysis of biographical and autobiographical materials to examine two female<br />
transformational leaders, Margaret thatcher and Martha stewart, accomplished women who have achieved success and<br />
recognition in their respective spheres of influence yet are also known for their abrasive personalities, destructive effects<br />
on followers, and as corporate lawbreakers.<br />
* Cecelia Martin University of Maryland Eastern Shore<br />
chair: Karin Klenke University of Maryland Eastern Shore<br />
. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .