Managing Conflict

Hospitalization Patterns for Psychiatric Disorders Across the Lifespan in Australia From July 1998 to June 2005

PurposeThe purpose of this article is to provide a new perspective on the relationship between communication management as a strategic process and corporate strategy.Design/methodology/approachThis paper compares approaches of the prescriptive and the descriptive branch of strategy research and highlights how these seemingly contradictory strategy concepts are interrelated. It integrates decision‐making and interpretive perspectives on strategy in management and transfers those perspectives to strategy in communication management. Two areas of communication management, problem definition and the identification of stakeholders, serve as examples to illustrate the conceptual framework.FindingsA conceptual model of strategic decision making in communication management is developed. Strategy in communication management is understood as deliberately creating decision‐making situations. Strategic decisions in communication management are part of both retrospective and prospective sensemaking processes in organizations.Originality/valueThis paper points to fruitful tensions between different strategy concepts and suggests ways to resolve this tension partly. It offers further insights into the role of strategy in communication management by providing a comprehensive view on strategies of communication management from the perspectives of strategy content and strategy process research.

The Vice-Chancellor University of Ibadan, the Deputy Vice-Chancellor (Academic), the Deputy Vice-Chancellor (Administrative), the Registrar, the Acting University Librarian, the Bursar, the Provost College of Medicine, Deans of Faculties, the Postgraduate School and of Students, Directors of Institutes, Heads of Departments, Members of staff, Students, Distinguished Ladies and Gentlemen. I am most grateful to the outgoing Dean of my Faculty in the person of Professor FAA Adeniyi and to the outgoing Provost of the College of Medicine, Professor IF Adewole for having given me the singular honour of delivering this inaugural lecture on behalf of the Faculty of Basic Medical Sciences. To God be the Honour and Glory for allowing all of us present here to witness this day. Pathology is the clinical diagnostic science that underpins patient care. The main subdivisions of Pathology are histopathology, chemical pathology, haematology and medical microbiology. The clinical practice of histopathology subsumes cytopathology, forensic pathology, oral pathology, neuropathology, paediatric pathology and other subspecialties (Royal College of Pathologists, 2006). For the record, this is the third inaugural lecture emanating from the Department of Pathology of the University of Ibadan. Professor AA Abioye delivered the first inaugural lecture from the Department of Pathology. The title of his lecture was “Death and Dying - Perspectives of Disease.” Professor PU Aghadiuno delivered the second inaugural lecture. The title of that lecture was “The Lady and the Looking Glass - Breast Cancer in Nigerian Women.” As you may have observed, there has been an alphabetical progression in the order in which inaugural lectures from the Department of Pathology are given! Numerous illustrious pathologists have worked in the University of Ibadan, many of them of legendary stature. The first Head of Department was Professor WD Silvera, a Jamaican, who arrived in Nigeria in 1952 (Ajao, 2005). He was succeeded in 1955 by Professor BGT Elmes. The next Head of Department was Professor GM Edington, the co-author of the classical reference on Pathology in the Tropics. He was followed by Professor AO Williams, arguably one of the most prolific pathologists in sub-Saharan Africa. Then followed Professor BO Osunkoya, an immunologist who made significant contributions to the literature on Burkitt’s lymphoma. Next was Professor AA Abioye, who made landmark contributions to tropical pathology, especially regarding colorectal carcinoma and amoebiasis. The next Head of the Pathology Department was Professor TA Junaid, who has contributed to gynaecological, urological and tropical pathology. He was succeeded by Professor PU Aghadiuno, who largely concentrated on the study of breast cancer. More recently, the next Head of Department was Professor JO Thomas-Ogunniyi, who has contributed to the study of renal diseases, malignant lymphoma and cytodiagnosis in Ibadan, among other achievements. Her successor was Professor JO Ogunbiyi, my immediate predecessor, who has also made his mark in the field of pulmonary cancer, liver cancer and prostate cancer. By the design of fate, the lot has fallen upon me to give this inaugural lecture, in the midst of such a distinguished list of forerunners. For the record, this is the first inaugural lecture from the Department of Pathology to be delivered by an alumnus of the University of Ibadan. The topic for today’s lecture is “Contributions of Ibadan to the Development of Pathology in the Tropics.”

We study empirically analyzes the relationship between the leadership styles and management strategies of executives perceived by members of small and medium venture companies through organizational performance through SPSS 24.0. The empirical results are as follows. First, the hypothesis that the strategic leadership of the one-level management team had a significant influence on the management strategy showed that strategic leadership (strategic direction, strategic control, maintaining effective organizational culture, ethical management, human resource development, competency development) The relationship between positive cost, strategy of differentiation, and strategy of concentration was positive. Second, the hypothesis 2 management strategy (cost advantage strategy, differentiation strategy, centralization strategy) was statistically significant for both organizational performance (financial performance and non-financial performance). Therefore, management strategy implemented by management acts as a factor to improve organizational performance. Therefore, the execution ability of management strategy should be strengthened. Third, hypothesis 3 (Strategic Direction, Strategic Control, Maintaining Effective Organizational Culture, Ethical Management, Human Resource Development, Competency Development) could be identified as an important role factor for financial and non-financial performance. The organizational performance of SMEs has been a key factor in the strategic leadership and management strategy implemented by management. Therefore, the establishment and implementation of various practical measures to upgrade this were continuously required.

The overarching purpose of this study is to discover the ability of the heads of department to make decisions in universities in Libya. This was accomplished through the examination of three main aims: firstly, to examine the level of department heads' ability to make decisions; Secondly, to determine the level of department heads' ability to make decisions according to certain fields of study including the decision making concept, the stages of making the decision, objectivity, flexibility, quality, control, and communication; and thirdly, and finally, to examine if there are any differences in the level of department heads' ability to make decisions attributed to the variables of scientific qualification, experience, gender, age, and specialization. The data collection tools consisted of two main dimensions including one hour interviews with 11 heads of department in Libyan universities and a questionnaire distributed to heads of department in Libyan Universities. The semi-structured interviews included two phases with initial interviews carried out with 11 heads of department at Libyan Universities during the summer of 2008. The researcher then undertook further in-depth interviews that were carried out during the summer of 2009 with the same 11 heads of department at Libyan universities in order to gather rich data about the topic under scrutiny. Over the course of reading some of the interviews, the researcher analyzed the statements that reflected the respondents' actions and views. The questionnaire distributed to heads of department in Libyan universities included a total sample of 500 heads of department and questionnaires were handed out and collected in person by the researcher. The response rate was high with 448 completed questionnaires collected in addition to 2 forms that were returned without being completed. All statistical analyses of the data were accomplished using the statistical package for the social sciences (SPSS) software (version 16). As will be revealed in the presentation of findings provided later in this study, the level of the ability of the heads of department to make decisions overall was considered to be high and the most important factor which helped the heads of department to make good decisions in Libyan universities was perceived to be the length of experience as a head of department. All heads of department felt that theydemonstrated a high level of ability to make decisions according to the fields of the study, which included the decision-making concept, the stages of making the decision, objectivity, flexibility, quality, control, and communication. However, all heads believed that there were differences in decision-making ability according to such factors as gender, age group, and whether a scientific or humanities based departments. It is suggested that the results of the study may help in developing education administration and management at universities in Libya and internationally. Recommendations for practice are provided including the suggestions that better selection and training of heads of department are crucial if the ability of heads of department to make decisions is to be improved. It should be noted that the study relied on the perceptions of the heads of department and although respondents noted comparatively few differences in the quality of decision-making ability based on the level of qualification or training there was a strong consensus that good decision making was contingent upon level of experience. Findings suggest that more rigorous pre-service and in-service training will enable heads of department to act with confidence in their decision making from an earlier point in their career. Moreover, the researcher proposes that best practice in other developed systems of higher education suggests that heads of department in Libyan universities require more systematic training in the softer leadership and management skills relating to human resource management

REVIEW QUESTION / OBJECTIVE What is the effectiveness of strategies and interventions to manage acute pain in patients who are identified as having a tolerance to or dependence on opioids? The objective of the review is to establish the effectiveness of pharmacological and non-pharmacological strategies and interventions to manage acute pain in patients who are identified as having a tolerance to or dependence on opioids. INCLUSION CRITERIA Types of participants This review will consider studies that include patients over the age of 18 years who have presented to a hospital or health care facility requiring management for acute pain, and are identified within the studies as having a dependence or tolerance to opioids. This includes but is not limited to patients with a history of: Dependence or tolerance of opioids Recreational opioid use Substance addiction Opioid replacement therapy. Patients may have a history of chronic pain or cancer pain; however the pain being treated must also be classified as new in diagnosis and not an increase of pre-existing pain. Patients who are classified as palliative will be excluded from the systematic review. Types of intervention(s) This review will consider studies that focus on interventions and strategies aimed at effectively managing acute pain in opioid tolerant patients. Interventions and strategies may include but are not limited to: Types/combinations of analgesia which may include: morphine, semisynthetic derivatives such as oxycodone and hydromorphone and totally synthetic derivatives such as fentanyl and methadone. Combinations of opioids and non-opioids; non-opioids will also be considered Patient TRUNCATED AT 250 WORDS

According to the ELRC in South Africa, for an educator to be promoted to Departmental Head he or she must have a teaching experience and a teaching qualification (M+3) with a Relevant Education Qualification Value (REQV 13) as the minimum requirement. The main role of departmental heads is to provide support and assistance in teaching and learning to achieve positive learner results. Due to different circumstances such as a decrease in enrolment, some departmental heads in schools find themselves in a position where they offer support in out-of-field subjects. Therefore, it was crucial to explore departmental heads’ understanding of roles, how they perform those roles, and the enabling and hindering factors of supporting teaching and learning beyond majors. The purpose of the study was to explore the Departmental Heads’ experiences of supporting teaching and learning in their out-of-field subjects. The study is conceptualised within the framework of leadership for learning theory. It used a qualitative case study design within the interpretive paradigm. Eight participants were selected using purposive sampling. Face-to-face semi-structured interviews were employed to generate data and the generated data was analysed using thematic analysis. The research findings revealed that out-of-field departmental heads understood their role to include the provision of guidance and support, monitoring of curriculum, determining the subject needs, departmental vision alignment with the school’s vision and goals, and moderation of tasks. Out-of-field departmental heads applied different strategies to ensure that their roles were performed regardless of the lack of training. Some of the strategies they applied included allocation of subject heads, working with majored departmental heads, pairing their educators with neighbouring schools' departmental heads specialising is similar subjects and attending Professional Learning Communities. Furthermore, the out-of-field departmental heads identified numerous factors they considered to make supporting teaching and learning easier, which include gaining subject content, class size impacts on teaching and learning, communication and motivation. The study has also identified several hindering factors in supporting teaching and learning, which include inadequate resources, lack of development for departmental heads, subject content and curriculum changes as well as workload against time. This study concludes that the departmental heads’ understanding of their roles is common and they confirm what is stated in different departmental policies. It also concluded that the roles performed for out-of-field subjects were the same roles they performed for their majored subjects. However, it can be argued that in the OOF context, leadership of a department is a shared role to accommodate the shortcomings stated by participants. I recommended that the Department of Basic Education consider the position of a subject head to be an official position since they complement the out-of-field departmental heads.

A web-based questionnaire survey was undertaken among the heads of pediatric dentistry departments to find out trainings received, participation in administrative responsibilities, expectations, stress related to the position, and overall satisfaction levels in dental institutes of India. An online survey was sent to 188 heads of the pediatric dentistry after formulating and piloting the questionnaire. A descriptive analysis was performed using SPSS version 18.0. Fifty-seven males and 43 females, making a total of 100 responses were received, making 53.2% response rate. The main issues came out to be lack of adequate training about the leadership role of heads and inadequate participation in major administrative activities related to department. The stress was primarily due to extensive paperwork, meetings, and effect on interpersonal relationships. It could be concluded that the respondents were not having a free hand in handling respective departments and there had been lack of formal trainings about leadership abilities and other soft skills before being appointed as head of the department.

Olev Lugus was born in a farmer’s family in the Sangaste Parish, Valga County on the 12th of March 1935. He began his education in the Restu primary school and continued in Valga Accounting and Planning Technical High School. After graduating from the Technical High School, he started his working career as an economist in the industry department at the Planning Committee of the Pärnu region. In 1953, his career continued in the Pärnu woodworking factory „Viisnurk“ in the position of senior engineer, later as a head of department. In parallel with work, Olev Lugus went to study at the Tartu State University, from which he graduated in 1962 in the speciality of industrial economics. After graduating, he decided to take up an academic career in economics. In 1962, he started his long and productive research career at the Institute of Economics, Academy of Sciences of the Estonian SSR (later Estonian Institute of Economics at Tallinn University of Technology); at first as a junior researcher, then, after post-graduate studies and defending the thesis of a Candidate of Economics (PhD) „The Main Perspectives and Economic Efficiency of the Complex Using of Wood in the Estonian SSR“ as a senior researcher (1971). Quite soon, in 1972, he was appointed a head of the department of industrial economics. In 1986, he was promoted to the position of research director and in 1989, was elected a director of the Institute of Economics. He remained the director of the Institute also after re-elections until 1998. In the period 1998–2000, he worked as an economic advisor to the Estonian Employers’ Confederation. Olev Lugus was the director of the Institute of Economics in a complicated but also a very interesting and promising period when Estonia regained its independence. It was not easy to be part of the process of reforming the Estonian Academy of Sciences and the research system. At the same time, it was very stimulating to take new challenges – important orders from new institutions of the Republic of Estonia for applied research and analyses. One of the new challenges was the launch of applications for international research projects. Under the leadership of Olev Lugus, the Institute of Economics faced these challenges successfully. The main area of his personal research was analysis and prognostication of development of the Estonian industry, focusing on analysis of the use of Estonian forest resources and wood industry. In the period of regaining independence in Estonia, different macro-economic research topics were on the agenda. Olev Lugus was the Estonian leader in 10 international projects, including with such partners as PHARE programme, International Centre of Economic Growth (ICEG, USA), Finnish Institute of Economic Research (ETLA) etc. He was also one of the leaders of working out the programme of Estonian economic independence (so-called IME-project). Olev Lugus was the Estonian coordinator of the ICEG (1985–1998); a member of the Estonian President’s Academic Council (1994–1996); a vice-chairman of the Estonian Economic Association and had several other important public appointments. He made over 2100 presentations in Estonia and abroad about his research findings and development problems of the Estonian economy. He was also an author of nearly 150 publications and an editor of 8 collections of research papers on economics, including the Estonian-Finnish joint collection “Comparison of the Estonian and Finnish Socioeconomic Development” (Helsinki 1993), which in 1994 received the Estonian Science Award in humanities and social sciences. Olev Lugus has been awarded a Badge of Honour Order (1981) and in 1987, he received the honorary title of the meritorious cultural figure of the Estonian SSR. Colleagues remember Olev Lugus as an energetic, productive and capable scientist who achieved a lot. He was a warm and friendly person, very considerate and kind to his colleagues. Olev Lugus, an internationally renowned Estonian economist and tireless populariser of economics died on the 27th of June 2014 in Tallinn

Risk management, along with financial management are the most important trends of the modern corporate governance, the efficiency of those cannot be determined unambiguously. The most common methods of evaluating are the following: cost and value-based approach, KPI’s, rating assessment. This diversity is the result of the versatility of risk management. Despite the prevalence of these approaches to the evaluation of the successfulness of risk management, it should be mentioned that the problem of its comprehensive assessment of the efficiency is unsolved. The basis of the risk management efficiency is the economic impact of its implication, which evaluation methodology is disclosed in this article. Key worlds: economic impact, risk management efficiency, measurement approach The analysis of the literature on the theory and practice of risk management has demonstrated a relatively small number of studies on the assessment of the efficiency of risk management, as well as a lack of consistency in approaches to the definition of it and its measurement. Summing up the approaches to the definition of risk management efficiency, it should be noted that the main features of an effective system of risk management are: risk management identified most of the factors that create an unfavorable environment for the company's activity; identified opportunities to improve the efficiency of the company; as a result of the measures, the company is ready for any eventuality; is strategically and value oriented system; operatively and promptly responds to changes; positively affects on a persistence of accounting earnings, on a firm performance and value; clearable system with minimum decision choice. At the same time, the risk management is an integral part of business management should therefore meet the basic criteria of business efficiency [2, 4], such as: to be good at turning out maximum outputs given minimum inputs [8]; to be on the verge of production capacity [11]; reduce the cost of debt [12]; create added value for shareholders and stakeholders [10]; create favorable conditions for selffulfillment and professional growth of managers and senior management personnel[5]. From the theoretical point of view, the efficient risk management is a strategy that improves corporate governance in general and represents the ability to cope with environmental risks and uncertainties that could affect variability in net sales and thereby influence the stability of the corporate earning development. From the practical point of view, efficient risk management is a process precisely organized in accordance with the recommendations of standards and programs and is focused on the optimization of the company's profits under risks. In any case, the estimation of economic efficiency of risk management is the starting point in the analysis. The most common methods of assessing the economic effects of risk management is the cost approach and an approach based on determining the net present value of the project for implementation of risk management. The approach based on the economic impact of risk management ( ), which is characterized by a general excess of risk management results over costs:

Most of knowledge management documents use a single dimension or individual case study as the foundation to carry out studies into management performance and the studies into how knowledge management performance influence knowledge management driver are very few. Consequently, this study integrated the theories from different studies to propose three individual drivers of knowledge management, and the knowledge management performance of organizations was the dependent variable. Through questionnaires, the mutual relationship between the three individual drivers of knowledge management would be discussed, and then the relationship between the drivers of knowledge management and the knowledge management performance in the organization would be discussed too. Two-step approach of Anderson and Gerbing (1988) was the main study method of this study, and SPSS statistical software was used to carry out reliability test and exploratory factor analysis, and assessment of validity and measuring model were then carried out. LISREL8.51 statistical software was used to carry out verification for the measuring model. The study result showed that the more popular the application of relevant information system of knowledge management, the better the performance of organization’s knowledge management. Positive participation of the leaders and creation of knowledge management culture are important factors of the optimal knowledge management performance in the organization. On the other hand, appropriate use of information technology allows the formation of knowledge management culture. This culture could guide or stimulate the organization too. Leader’s behavior is the significant factor of creating excellent knowledge management culture. This study attempted to urge the enterprises to check on its organization and operation, and correct their major problems during the preparation of implementing knowledge management, so as to promote the probability of being successful when the enterprises implement knowledge management. Key words: Drivers of knowledge management, knowledge management performance, knowledge -based economy, operation performance.

Weeds and Their Management: Rationale and Approaches, R.K. Kohli, D.R. Batish, and H.P. Singh Weed Management: A Basic Component of Modern Crop Production, R. Labrada Contributions to Weed Suppression from Cover Crops, M.L. Hoffman and E.E. Regnier Utilizing Brassica Cover Crops for Weed Suppression in Annual Cropping Systems, R.A. Boydston and K. Al-Khatib Grass-Legume Mixed Cover Crops for Weed Management N.R. Burgos, R.E. Talbert, and Y.I. Kuk Rye As a Weed Management Tool in Vegetable Cropping Systems, J.B. Masiunas A Rotation Design That Aids Annual Weed Management in a Semiarid Region, R.L. Anderson Examining Tillage and Crop Rotation Effects on Weed Populations in the Canadian Prairies, R.E. Blackshaw, A.G. Thomas, D.A. Derksen, J.R. Moyer, P.R. Watson, A. Legere, and G.C. Turnbull Potential of Allelopathy and Allelochemicals for Weed Management, D.R. Batish, H.P. Singh, R.K. Kohli, and G.P. Dawra Progress in Developing Weed-Suppressive Rice Cultivars for the Southern United States, D.R. Gealy and K.A. Moldenhauer The Ecology of Weed Seed Predation in Herbaceous Crop Systems, F.D. Menalled, M. Liebman, and K.A. Renner Mowing for Weed Management, W.W. Donald Herbicide Fate Under Conservation Tillage, Cover Crop, and Edge-of-Field Management Practices, M.A. Locke, R.M. Zablotowicz, and M.A. Weaver Strategies for Developing Bioherbicides for Sustainable Weed Management, S.M. Boyetchko and E.N. Rosskopf Developing Microbial Weed Control Products: Commercial, Biological, and Technological Considerations, K.L. Bailey and E.K. Mupondwa Implementation of Weed Biocontrol in Forest Vegetation Management for Conifer Production, S.F. Shamoun Characterization of Phytotoxins from Phytopathogenic Fungi and Their Potential Use As Herbicides in Integrated Crop Management, A. Evidente and M.A. Abouzeid Applications of Soil and Rhizosphere Microorganisms in Sustainable Weed Management, R.J. Kremer Herbicide-Resistant Crops and Weed Management, K.N. Reddy and C.H. Koger Strategies for Managing Herbicide-Resistant Weeds, H.J. Beckie and G.S. Gill Recent Advances in Parasitic Weed Research: An Overview, J.R. Qasem Management of Weeds in Pasture Systems, B.M. Sindel Integrated Turfgrass Weed Management, R.S. Chandran Approaches to Integrated Weed Management, D.D. Buhler Learning Groups for Implementation of Integrated Weed Management: Principles and Practical Guidelines, N. Jordan, H. Niemi, S. Simmons, R. Becker, J. Gunsolus, and S. White Index Reference Notes Included

To provide opinions and suggestions for management of Carya cathayensis forests, this research analyzed differences in insect communities using four different management modes:Type Ⅰ-a wild C. cathayensis forest, Type Ⅱ-vegetation planted under a C. cathayensis forest, Type Ⅲ-a traditional C. cathayensis forest, and Type Ⅳ-an organically managed C. cathayensis forest. Methods of collecting insect specimens included Malaise trap, light lure, and quadrat survey. Characteristic indexes of diversity, stability of insect community, principal components, and similarity were calculated and analyzed using Excel 2013 and SPSS 19.0 software. Results showed a total of 22 283 insect specimens being collected belonging to 163 species, 84 families, and 9 orders. Coleoptera and Hymenoptera were dominant groups for species numbers; whereas, Homoptera and Orthoptera were dominant groups for individual numbers. For the entire insect community the best performance was with management Type Ⅰ, the wild C. cathayensis forest, with a diversity index of 3.64 and an evenness index of 0.74. For Type Ⅱ, the diversity index was 3.12, and the evenness index was 0.61; this forest management type had good performance. For the insect communities in Malaise traps, the individual number and species number with Type Ⅱ management were significantly higher than the other management types (P < 0.05). The diversity index and the evenness index for Type Ⅰ and Type Ⅱ management were not significantly different but were significantly higher than other management types (P < 0.05). The dominance index with Type Ⅲ management was significantly higher than other management types (P < 0.05). For community structure, the Sn/Sp ratio for Type Ⅳ management was best with 0.39 meaning that the complexity and mutual restriction ability of the food network in the community was high. The St/Si ratio of the wild C. cathayensis forest was best with 0.04 meaning the mutual restriction of species number was stronger. The principal component analysis showed differences for different management modes. Also the dominant factors for changes in the insect communities were different. A similarity analysis found that when the measure was five, insect community structures were similar for Type Ⅱ and Type Ⅳ management. Overall, the ecological structure of the wild C. cathayensis forest (Type Ⅰ management) was most stable followed by Type Ⅱ, and because inefficient use of a C. cathayensis forest was forbidden in the actual production process, the management mode of vegetation planted under a C. cathayensis forest (Type Ⅱ) was recommended for farmers.

The important role that heads of departments (HODs) play in university administration is examined in this article, with particular attention paid to their responsibility and leadership duties in promoting academic achievement. HODs now have a major role in determining the operational results and strategic direction of their departments as well as the evolution of academic institutions and the conventional administrative roles that they once held. Successful HODs strike a balance between administrative and academic responsibilities, fostering a climate that supports academic performance via transformative and collaborative leadership approaches. But along with this leadership comes a big accountability burden: HODs must make sure that faculty performance, research, and teaching meet high standards. The tactics that HODs may use to improve their leadership skills and maintain accountability are discussed in this article. These tactics include professional development, delegating, and fostering a transparent culture. The article also discusses the difficulties HODs encounter, including those related to institutional politics and resource limitations, which can make it difficult for them to carry out their duties in an efficient manner. This article provides a thorough understanding of the function of HODs in university administration and their vital role in ensuring the academic success of their institutions through a combination of theoretical ideas and real-world experiences.

This multi-case qualitative study explored the roles and leadership capacity exhibited by heads of departments (HODs) in secondary schools. The findings of the current study revealed that HODs have different roles to fulfil in secondary schools. As a result, HODs experienced both role conflict and role ambiguity between the espoused nature of the job and the reality of the job. Furthermore, some critical features of high leadership capacity, such as enquiry-based decisions, reflective practices, and broad-based skilful collaboration, are often missing in the leadership responsibilities of HODs. Although the study tends to validate the findings of other research studies, it also makes a contribution to the existing knowledge base, by highlighting the challenges faced by HODs, and also by using critical features of high leadership capacity to analyse the current leadership capacity exhibited by HODs in secondary schools. The integration of critical features of high leadership capacity in this study is therefore a methodological contribution to the study of leadership capacity. Furthermore, this multi-case study provided insights and recommendations which might serve as strategies to reduce workloads of HODs, and to enable them to balance their leadership duties and build leadership capacity in secondary schools.