Leadership is a diverse phenomenon. When it comes to precise definitions, a hundred people would come up with more than a hundred different concepts regarding leadership.
The number of business start-ups in Germany - measured in terms of business registrations, and thus also the number of entrepreneurs - has fallen steadily in absolute terms over the last decade. This makes it all the more important to know the prerequisites, foundations, and framework conditions that enable founders to set up their own business in the social sector in order to successfully and sustainably implement innovative business ideas.
This is part three of my series of how to create an online course. The aim of this series is to make you familiar with the basics of planning and developing a learning design to successfully implement a blended learning environment. This part will go through the concrete planning process.
This is part two of my series of how to create an online course. The aim of this series is to make you familiar with the basics of planning and developing a learning design to successfully implement a blended learning environment. This part will discover the process of planning your learning design.
As with face-to-face courses, online courses also require targeted planning of the learning process and the learning environment, not to mention the fact that, teachers have already developed their own teaching style tailored to the needs of the learners.
This talk not only presents initial findings of the qualitative-empirical social research process accompanying the crowdfunding course, but also leads a discussion and reflection of sustainable frameworks for good teaching practices, management didactics in higher education and the achievement of teaching and learning goals of service learning at the level of the learner, study program and university (micro, meso and macro levels).
Leadership is a dazzling term and theoretically and practically not so easy to pin down. Anyone who deals with leadership from a scientific point of view has to reflect on three discourses and their contradictions: the scientific discourse, the discourse of practice and the socio-cultural discourse.
The aim of this paper is to outline the core ideas of the Adaptive Leadership model and to focus on how HSOs can adapt to changing environments in society and evolve into engaging, dynamic, and mobilising institutions. Furthermore, this paper will discuss what competencies leaders in such institutions need to possess to successfully lead changes.
The edited volume approaches the phenomenon of leadership in organizations at different levels and identifies various discursive strands that have emerged during the 6th Congress «Leadership in Social and Healthcare Organizations: New Thinking and Organizational Models» of the International Association for Social Economy / Social Management (INAS) in March 2018.