title: Educational leadership….

authors: Strachan, Jane

subjects: educational leadership

abstract: An introduction is presented in which it discusses various reports within the issue on topics including the implications for leadership training, the exclusionary practices of educational leadership, and the standards for performance.

text: Educational leadership…. An introduction is presented in which it discusses various reports within the issue on topics including the implications for leadership training, the exclusionary practices of educational leadership, and the standards for performance.

year: 2000

title: State-based and process-based value passing

authors: Reeves, Steve

subjects: computer science

abstract: State-based and process-based formalisms each come with their own distinct set of assumptions and properties. To combine them in a useful way it is important to be sure of these assumptions in order that the formalisms are combined in ways which have, or which allow, the intended combined properties. Consequently we cannot necessarily expect to take on state-based formalism and one process-based formalism and combine them and get something sensible, especially since the act of combining can have subtle consequences.
Here we concentrate on value-passing, how it is treated in each formalism, and how the formalisms can be combined so as to preserve certain properties. Specifically, the aim is to take from the many process-based formalisms definitions that will best fit with our chosen stat-based formalism, namely Z, so that the fit is simple, has no unintended consequences and is as elegant as possible.

text: State-based and process-based value passing State-based and process-based formalisms each come with their own distinct set of assumptions and properties. To combine them in a useful way it is important to be sure of these assumptions in order that the formalisms are combined in ways which have, or which allow, the intended combined properties. Consequently we cannot necessarily expect to take on state-based formalism and one process-based formalism and combine them and get something sensible, especially since the act of combining can have subtle consequences.
Here we concentrate on value-passing, how it is treated in each formalism, and how the formalisms can be combined so as to preserve certain properties. Specifically, the aim is to take from the many process-based formalisms definitions that will best fit with our chosen stat-based formalism, namely Z, so that the fit is simple, has no unintended consequences and is as elegant as possible.

year: 2003

title: The southern initiative: How indigenous values inspire social innovation and impact

authors: Niu, Xiaoliang

abstract: Indigenous values are increasingly recognised in helping organisations contribute to wellbeing within and beyond the workplace. Adopting the theoretical lens of Māori economies of wellbeing, this case study examines how The Southern Initiative (TSI), a unit within Auckland Council, incorporates Māori values to co-create place-based solutions and foster whānau (family) wellbeing. Through kōrero (conversations) with three people, a wānanga (collaborative discussion) with TSI members, and analysis of organisational literature, we identified how TSI's organising approach synthesises social innovation and bureaucracy. We found that indigeneity-embedded intrapreneurship, distributed leadership, and whānau-centred design support TSI's innovations. Mana (prestige) emerged as a primary organising principle, sustaining TSI's approach to achieving systemic change. By bridging Indigenous paradigms and conventional managerial practice, this case study demonstrates how Māori values can transform public sector management, elevate social justice, and encourage community resilience. These findings highlight culturally grounded frameworks for delivering social impact and shaping equitable outcomes.

text: The southern initiative: How indigenous values inspire social innovation and impact Indigenous values are increasingly recognised in helping organisations contribute to wellbeing within and beyond the workplace. Adopting the theoretical lens of Māori economies of wellbeing, this case study examines how The Southern Initiative (TSI), a unit within Auckland Council, incorporates Māori values to co-create place-based solutions and foster whānau (family) wellbeing. Through kōrero (conversations) with three people, a wānanga (collaborative discussion) with TSI members, and analysis of organisational literature, we identified how TSI's organising approach synthesises social innovation and bureaucracy. We found that indigeneity-embedded intrapreneurship, distributed leadership, and whānau-centred design support TSI's innovations. Mana (prestige) emerged as a primary organising principle, sustaining TSI's approach to achieving systemic change. By bridging Indigenous paradigms and conventional managerial practice, this case study demonstrates how Māori values can transform public sector management, elevate social justice, and encourage community resilience. These findings highlight culturally grounded frameworks for delivering social impact and shaping equitable outcomes.

year: 2025