Volume 1, Issue 2 (May 2021)
IJSPL is a refereed biannual journal published by the Rashtram School of Public Leadership, Delhi NCR, India.
Traditional Institutions, Social Cooperation, and Public Leadership Across Cultures
Where do public leaders derive their legitimacy from, in specific cultural contexts? This is a question to ponder at some length if we are to account for the continued emergence (or re-emergence) of public leadership in different spheres of human activity from non-elite quarters despite modernity, a phenomenon that has surprised some commentators in the academia and the media in recent years. At the same time, the intellectual exercises for evolving any credible theoretical model to address such an issue can hardly sustain themselves without closely engage with the sociocultural and historical contexts in which public leaders emerge. It is pertinent to mention here that such ‘emergence’ from the non-elite strata of any society may not necessarily be understood from any exclusive theoretical standpoint, such as the Leadership Emergence Theory (Clinton, 1988). Instead, a comparative approach with a view to unravelling the already existing research paradigms in leadership studies and taking a closer look at indigenous institutions, traditions, and customs that have produced (and continue to produce) effective leadership across cultures may yield better results.
It has become apparent that the crucial element of traditional institutions cannot be discounted while exploring the question of legitimacy in public leadership. It is of particular importance in societies where traditions, customs, and social institutions have been found to contradict certain core assumptions of Eurocentric modernity, which many agree to be a legacy of the 17th-18th century CE “Enlightenment” in Europe. Traditional institutions like the Ramakrishna Math and Mission, Chinmaya Mission, Bharat Sevashram Sangha etc. have demonstrated tremendous leadership-building capabilities by running diverse socio-cultural programmes concerning education, healthcare, relief activities on pan-Indian as well as International scales, with little or no governmental aid. Naturally, the processes that spur such leadership-building drives are bound to generate interest among leadership studies scholars, practitioners and leaders alike; and accordingly they may raise questions such as: what role do traditional institutions, customs, and the social dynamic that keeps them closely interconnected and agile, play in developing public leadership and in conferring legitimacy upon the same? This line of enquiry may effectively address the seemingly counterintuitive phenomenon of the emergence of public leaders who appear to be strongly rooted in their traditional culture, and who, unlike their more ‘cosmopolitan’ counterparts, are adept at employing cultural symbols and tropes in their communications with followers as well as in their actions. The dimension of communication from public leaders has come to attain new significance in the hands of such a leadership, as ossified globalised conventions and signifiers are getting challenged by their utterances and actions.
Under this central theme for the upcoming issue, research articles and case studies are invited on topics such as:
IJSPL is multidisciplinary in its range, by virtue of the multidisciplinary character of leadership studies itself. The journal encourages submissions on leadership studies research, pedagogy, and practices from a wide array of theoretical and methodological approaches. Thus, leaders and researchers from across the world and from diverse fields such as academia, public service, social sector, business, and traditional institutions of learning and knowledge systems, are welcome to submit their research articles. Potential authors may focus on the central theme of how public leadership, across local, regional, state, national and international levels, from all nations and world regions, has drawn on the wisdom of specific civilisations from the distant past and up to our times. The authors may look for instances of civilisationally grounded public leadership among leaders and participants in the government and public services, in cross-sector organisations, in non-governmental organizations, or among thought leaders functioning within such spheres as academia, media and the arts, and activism. Research articles are also invited on the varied spheres and dimensions of public leadership, including but not limited to:
Research articles published in IJSPL are double blind peer-reviewed.
IJSPL offers value to all stakeholders in leadership, and to those who study, conduct research and explore the varied aspects and complexities of leadership. It is a valuable source of information for:
In the preparation of their research articles, authors are asked to strictly abide by the standard IJSPL author guidelines as detailed below.
The Manuscript should follow the format specified by the Publication Manual of the American Psychological Association, Seventh Edition (2020). It has to be submitted in MS-Word, Times New Roman, font size 12. The headings should be in bold, and italics may be used to add emphasis and for book titles. It is recommended that the submissions be within the range of 4000-7000 words for research articles.
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Format: APA 7th Edition
Journal: Berk, R. A. (2012). Top 20 strategies to increase the online response rates of student rating scales. International Journal of Technology in Teaching and Learning, 8(2), 98–107.
Book: Buller, J. L. (2012). Best practices in faculty evaluation: A practical guide for academic leaders. Jossey-Bass.
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Disclosure and conflicts of interest
The authors should disclose the research grants, financial support received for attending conferences and educational programmes or other forms of substantial relationships that might have influenced the research in a significant manner.
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