Transleadership for Transdisciplinary Initiatives

This article shares the genesis of a new idea we called transleadership, as it is informed by Nicolescuian transdisciplinarity. While aligned with several leading edge approaches to leadership, we propose that transleadership stands out because it emerges at the convergence of seven transconcepts: complexity (emergence), logic and reality, intersubjectivity, sensemaking, tensions, power and influence, leverage, and the creation of in vivo, hybrid knowledge. Transleadership accommodates the intricate and complex process of leading a diverse collection of (often contradictory) people, ideas, and consciousness to a new space and place where transdisciplinary knowledge can be created to address wicked problems facing humanity, using transdisciplinary thinking.     

Transdisciplinary Child and Youth Studies: Critical Praxis,Global Perspectives

Drawing on empirical and theoretical literature from across six continents, this Introduction to a special issue of World Futures serves as a prelude to seven articles focused on transdisciplinary child and youth studies. The resulting gestalt builds on the assumption that those engaged in transdisciplinary research and pedagogy are also deeply engaged in the global reform movement currently underway in higher education. As a contribution to this process, we make two key arguments. First, Indigenous epistemologies (defined as traditional integrated knowledge systems drawing on connectedness to the Earth and ontologies of respect for past and future generations) must be fully included within the transdisciplinary canon. Second, we introduce child and youth studies as an inherently transdisciplinary field, one that embraces complex systems analysis along with young people’s participation in research that concerns their well-being.     

Becoming Transdisciplinary: The Emergence of the Transdisciplinary Individual

This article develops the idea of becoming a transdisciplinary individual, and begins by tracing the origins and contemporary currents of transdisciplinarity (from 1972 to present day). Using Nicolescu's earlier concept of a transdisciplinary attitude as an intellectual springboard, this article explores the traits of individuals involved in transdisciplinary projects. Emergent from the literature are four overarching dimensions of understanding what is entailed in becoming and being a transdisciplinary individual: (a) an appreciation of an array of skills, characteristics, and personality traits aligned with a transdisciplinary attitude; (b) acceptance of the idea that transdisciplinary individuals are intellectual risk takers and institutional transgressors; (c) insights into the nuances of transdisciplinary practice and attendant virtues; (d) a respect for the role of creative inquiry, cultural diversity, and cultural relativism. More research is needed on the subjective and embodied experiences of transdisciplinary participants; that is, how they become transdisciplinary individuals.     

Educating Evolutionary Co-Leadership to Embody a Radically New Development Paradigm

The purpose here is to explore why and how to develop an emerging form of integral leadership—called evolutionary co-leadership—that is responsibly dedicated to the co-evolution of life and humanity on Planet Earth. After offering some fresh distinctions about leadership, this article calls for a shift to a radically new development paradigm, and identifies key qualities and practices of evolutionary co-leadership. It then shares some views on the multiplying effects of an integral approach to co-leadership development—in the context of transforming education—and concludes with some avenues to disseminate this emerging leadership form, mainly to deal constructively with what Barbara Marx Hubbard (2001) calls the current “birthing pains” of a new civilization.     

Sustainable Technologies and Transdisciplinary Futures: From Collaborative Design to Digital Fabrication

This paper argues for hands-on, contextual and problem-solving collaborations, that is, for a transdisciplinary approach that establishes direct connections between social and technical disciplines. It is based on our experience as a team of researchers at the Vitruvius Fab Lab (Digital Fabrication Laboratory) of ISCTE-IUL (University Institute of Lisbon, Portugal). The paper presents a particular research and learning initiative–STTF2013 Summer School ‘Sustainable Technologies and Transdisciplinary Futures: From Collaborative Design to Digital Fabrication’, which served as a testbed for our transdisciplinary, critical and open approach. We address its rationale and main challenges, while also discussing recommendations for other transdisciplinary projects striving to integrate social and technical disciplines in research and innovation.     

The Big Picture of Individual Differences in Physical Activity Behavior Change: A Transdisciplinary Approach

The goal of this research is to utilize a transdisciplinary framework to guide the selection of putative moderators of the effectiveness of an intervention to promote physical activity behavior adoption and maintenance in the context of a randomized controlled intervention trial. Effective interventions to increase physical activity are sorely needed, and one barrier to the identification and development of such interventions is the lack of research targeted at understanding both the mechanisms of intervention efficacy and for whom particular interventions are effective. The purpose of this paper is to outline our transdisciplinary approach to understanding individual differences in the effectiveness of a previously successful exercise promotion intervention. We explain the rationale for and operationalization of our framework, characteristics of the study to which we apply the framework, and planned analyses. By embracing a transdisciplinary orientation for individual differences important in the prediction of physical activity (spanning molecular approaches, animal models, human laboratory models, and social psychological models), we hope to have a better understanding of characteristics of individuals that are important in the adoption and maintenance of physical activity.     

情绪领导力：概念、测量、发展与模型建构

情绪领导力是指领导者基于自身情绪能力, 通过情绪传染和策略运用来有效管理组织成员的正性和负性情绪, 充分发挥不同情绪的有利效价, 营造应景的组织情绪氛围, 带领组织成员为实现组织共同目标而奋斗。目前, 情绪领导力的测量主要是借用情绪智力量表, 缺乏标准化工具。情绪领导力的研究发展经历3个阶段：以领导情绪能力为中心、以领导情绪传染为中心和以情绪领导力为中心。基于各阶段研究梳理, 建构整合模型：遗传基因、人格和情绪特质对情绪领导力起预测作用, 大脑活动(右侧额叶)与情绪领导力互为因果关系。情绪领导力通过直接和间接两条路径对个体和组织层面的领导效能产生显著影响。未来研究应加强对概念、测量、调节机制、生物基础、组织层面议题和跨文化对比等方面进行探讨。     

Female religious leadership in Switzerland: norms,power, and money

Women’s access to positions of leadership in religions is a highly contested issue in Western societies, both inside religions themselves and in societal discussions of religion. Reliable data on actual female leadership are, however, scarce, especially in European countries and regarding minority religions. This article describes and explains statistically the normative openness of congregations to female leadership as well as the actual existence, position, and financial remuneration of female leaders across the whole range of religious traditions in Switzerland. The study is based on data from the representative National Congregations Study of 2008/2009. Our results show that, despite considerable normative openness, female spiritual and administrative leadership remains scarce in most religious traditions. The highest percentage of female spiritual leaders can be found in the milieu of alternative spirituality, followed by the Reformed congregations. A generally high percentage of female leadership can be found on administrative boards. It is only leadership positions in certain Christian traditions (Reformed, Catholic, Evangelical-classical) that are normally remunerated for women; many other traditions do not have female leadership or, as in the case of the milieu of alternative spirituality, such leadership positions are not remunerated.     

Toward a Science of Transdisciplinary Action Research

This paper offers a conceptual framework for establishing a science of transdisciplinary action research. Lewin's (1951) concept of action research highlights the scientific and societal value of translating psychological research into community problem-solving strategies. Implicit in Lewin's formulation is the importance of achieving effective collaboration among behavioral researchers, community members and policy makers. The present analysis builds on Lewin's analysis by outlining programmatic directions for the scientific study of transdisciplinary research and community action. Three types of collaboration, and the contextual circumstances that facilitate or hinder them, are examined: (1) collaboration among scholars representing different disciplines; (2) collaboration among researchers from multiple fields and community practitioners representing diverse professional and lay perspectives; and (3) collaboration among community organizations across local, state, national, and international levels. In the present analysis, transdisciplinary action research is viewed as a topic of scientific study in its own right to achieve a more complete understanding of prior collaborations and to identify strategies for refining and sustaining future collaborations (and their intended outcomes) among researchers, community members and organizations.     

Retracing My Steps: A 10-YEAR Journey To Walking-Based Transdisciplinary Research

Engaging in a chronological retrospection of my professional and personal transdisciplinary practice of walking-based research over the past decade, and embedding some elements of arts-based writing into the article itself, I articulate the influence of walking art, transect walks by urban researchers, and especially of Sarah Pink’s sensory ethnography on his own use of walking-based method-elements for sustainability research. I discuss how these approaches bear relevance to urban sustainability research and suggest a queer-ecological direction for walking-based transdisciplinary research.     

THEOLOGY,SCIENCE, AND CLOUD OF THE IMPOSSIBLE

As a work of constructive theology attentive to the deconstructive edge of theology itself, Cloud of the Impossible offers a contemplative space for fresh transdisciplinary encounters. The ancient apophatic practice (of “unsaying,” docta ignorantia) here fosters a knowledge tuned to its own currently indeterminate edges. The present conversation surfaces issues of religion in relation to both science and ethics. It effects a multilateral advance in thinking the “apophatic entanglement” by which a relational ontology, with its attention to the materiality of our fragile planetary interdependence, is intensified through a theology of disciplined uncertainty.     

Positive Leadership: Relationships with Employee Inclusion,Discrimination, and Well-Being

The diverse nature of 21st-century organizations has compelled leaders to minimize discrimination and bring about inclusion amongst their employees. One of the ways this can be achieved is through authentic, respectful, and inclusive leadership. The aim of the present paper was to (1) explore whether the three leadership styles can promote inclusion and curtail discrimination in the South African context and (2) ascertain whether this relationship has any bearing on well-being across Dutch, German, Icelandic, Indonesian, and South African contexts. To reach these aims, two cross-sectional studies have been conducted. In Study 1, 569 employees were surveyed, and results indicated that all three leadership styles loaded on a common latent factor (positive leadership) that was positively associated with both inclusion and discrimination. In Study 2, 1,926 employees were surveyed across the five countries. Results indicated that once again, the latent, positive leadership factor was positively associated with both inclusion and discrimination. Furthermore, inclusion, when compared to discrimination seemed to be a stronger mediator in the relationship between positive leadership and well-being. We propose leadership development that will cultivate positive leadership behaviors for the benefit of employee well-being and collaboration in increasingly diverse teams.     

Neoliberalism,Black Masculinity,and Black Male Youth: The Value Of Transdisciplinary Studies To Urban Educators

Drawing on Critical Race Theory and a transdisciplinary framework, this article considers how hegemonic neoliberal discourses contribute to and reinforce negative constructions of Black masculinity and the implications for educating Black male youth (BMY). Neoliberal secondary educational reforms of the last three decades in Ontario, which have resulted in heightened standardization in schools and promote norms of individual attainment, competition, and social control, have served to intensify the stigmatization and alienation BMY. In response to the interlocking racial, gendered, and class oppression they experience within the prevailing neoliberal context, many BMY have increasingly embraced a defensively situated resistant Black masculinity. We argue that, rather than viewing the communities and counternarratives of BMY as sites of deficiency, educators need to conceptualize the experiential knowledge of such young people as that which can nourish transdisciplinary knowledge production and be integrated into classroom curricula and pedagogy. Inviting the cultural wealth of BMY into school can help bridge the divide between schools and the communities of such youth, thereby making mainstream schooling more inclusive by diversifying curricula, democratizing the classroom, and challenging the neoliberalization of education. The authors highlight Hip-Hop as an example of cultural wealth that illuminates the knowledge and lived realities of BMY and can be utilized by urban educators to promote academic engagement and intercultural exchange in classrooms.     

Charismatic leadership,environmental dynamism,and performance

Most studies relating charismatic leadership to performance have limitations concerning selection of criterion measures and investigation of moderators. Therefore, this study examines relationships between charismatic leadership and multiple performance outcomes under different levels of environmental dynamism (i.e., level of environmental uncertainty, degree of technological change) and per type of Chief Executive Officer (firm owner versus managing director). Results revealed that charismatic leadership was positively related to common-source and multi-source perceptual performance outcomes (i.e., subordinates' positive work attitude) and to organization profitability, but unrelated to organization liquidity and solvency. The relationship between charismatic leadership and perceptual performance was stronger under conditions of environmental uncertainty than under conditions of environmental certainty. Furthermore, charismatic leadership was more strongly related to organization profitability for firm owners than for managing directors who do not own their firm. The results are discussed and several potentially fruitful avenues for future research on charismatic leadership and employee as well as organizational performance are presented.     

Transformational leadership,diversity climate,and job satisfaction in selected South African companies

This study investigated the relationship between transformational leadership, diversity climate, and job satisfaction in a selection of South African companies. Participants were a convenience sample of 263 employees from the Gauteng Province (white?=?69.3%). They completed measures for transformational leadership, diversity climate, and job satisfaction. Structural Equation Modelling analysis revealed transformational leadership to directly predict job satisfaction and diversity climate, and to mediate the relationship between transformational leadership and job satisfaction. Moreover, transformational leadership directly and positively predicted quality of workplace diversity climate. Future leaders and managers should leverage an organisation’s diversity climate for job satisfaction applying transformational leadership strategies.     

What Is Neurophilosophy? A Methodological Account

The term ``neurophilosophy' is often used either implicitly or explicitly for characterizing the investigation of philosophical theories in relation to neuroscientific hypotheses. The exact methodological principles and systematic rules for a linkage between philosophical theories and neuroscientific hypothesis, however, remain to be clarified. The present contribution focuses on these principles, as well as on the relation between ontology and epistemology and the characterization of hypothesis in neurophilosophy. Principles of transdisciplinary methodology include the `principle of asymmetry', the `principle of bi-directionality' and the `principle of transdisciplinary circularity'. The `principle of asymmetry' points to an asymmetric relationship between logical and natural conditions. The `principle of bi-directionality' claims for the necessity of bi-directional linkage between natural and logical conditions. The `principle of transdisciplinary circularity' describes systematic rules for mutual comparison and cross-conditional exchange between philosophical theory and neuroscientific hypotheses. The relation between ontology and epistemology no longer is determined by ontological presuppositions i.e. ``ontological primacy'. Instead, there is correspondence between different `epistemological capacities' and different kinds of ontology which consecutively results in ``epistemic primacy' and ``ontological pluralism'. The present contribution concludes by rejecting some so-called `standard-arguments' including the `argument of circularity', the `argument of categorical fallacy', the `argument of validity' and the `argument of necessity'. This revised version was published online in July 2006 with corrections to the Cover Date.     

Gender ratio,societal culture,and male and female leadership

Top management teams are worldwide largely composed of men, with relatively few female members. The gender ratio in top management is indicative of the position of women in management within the organization, as well as related to leadership behaviours of male and female managers. In the present study, the relative importance of societal culture, organizational, and individual characteristics in explaining leadership behaviours and the associations of gender and gender ratio with leadership behaviours are studied. Hypotheses are tested with multi‐level analyses using a dataset with information from subordinates rating leadership behaviours of 12,546 managers in 437 organizations in 32 countries. The results show that in a three‐level model (i.e., societal, organizational, and individual level) to explain leadership behaviours, differences in leadership behaviours are predominantly explained by individual differences, followed by organizational and societal differences. Further, after controlling for societal influences, a higher gender ratio (relatively more female managers), was positively associated with consideration and negatively related to initiating structure. Moreover, for male managers, there was a negative association between gender ratio and initiating structure, indicating that male managers in organizations with more female managers tend to engage less in initiating structure, whereas the leadership behaviours of female managers were not associated with the gender ratio.     

Servant leadership,leader gender,and team gender role: Testing a female advantage in a cascading model of performance

We integrate the theory of gender role congruity with extant research on servant leadership to propose and test a moderated process model in which we hypothesize that servant leadership's effects on outcomes are stronger when implemented by women, and when it takes place within teams high in feminine gender role composition. Specifically, we theorize that servant leadership's communal emphases on stakeholders and relationships align with female role prototypes, which should lead to female advantages for job performance through the proposed serial mediators of prosocial motivation and follower servant leadership behaviors. We test this moderated, serial‐mediation model in a temporally lagged field study with a multi‐organizational sample including 109 teams. We find evidence that the mediated process model is moderated at the first stage such that in teams higher in feminine gender role composition, servant leadership has greater direct effects on prosocial motivation, as well as indirect effects on follower servant leadership and performance. We do not find support for our hypothesis that a similar moderated effect would emerge for leader sex; instead, we find that the effect of servant leadership on follower servant leadership, and subsequently to performance, is stronger for women leaders than it is for men. The implications of these findings for the servant leadership and role congruity literatures are discussed.     

Work Engagement: Investigating the Role of Transformational Leadership,Job Resources,and Recovery

While the relationship between job resources and engagement has been well established, a greater understanding of the upstream factors that shape job resources is required to develop strategies to promote work engagement. The current study addresses this need by exploring transformational leadership as an upstream job resource, and the moderating role of recovery experiences. It was hypothesized that job resources would mediate the relationship between transformational leadership and engagement. Recovery experiences were expected to moderate the relationship between resources and engagement. A sample of 277 employees from a variety of organizations and industries was obtained. Analysis showed direct relationships between: transformational leadership and engagement, and transformational leadership and job resources. Mediation analysis using bootstrapping found a significant indirect path between transformational leadership and engagement via job resources. Recovery experiences did not significantly moderate the relationship between job resources and engagement. To date, the majority of published literature on recovery has focused on job demands; hence the nonsignificant result offers insight of a potentially more complex relationship for recovery with resources and engagement. Overall, the current study extends the JD-R model and provides evidence for broadening the model to include upstream organizational variables such as transformational leadership.     

Leadership perceptions,gender, and dominant personality: The role of normality evaluations

Individuals with dominant personality tend to be perceived as leaders, but theory suggests the dominance advantage for leadership might depend upon gender. Role congruity theory (Eagly & Karau, 2002) holds that gender role-incongruence (i.e., dominant personality traits among women) can be a liability, which we propose produces a dominance-gender interaction effect on leadership perceptions. We extend this theory by proposing and testing a novel conceptual mediator of the role congruity effect—perceived normality. Results show dominance predicts perceived transformational leadership, but only for men. This role congruity interaction effect is then explained by perceived normality (mediated moderation). The conditional indirect effect of dominance on leadership through perceived normality is positive for men, but negative for women—consistent with role congruity theory.