What is the International Labour Organisation?

 
Firstly, it is necessary to say that the ILO was founded just after the World War I and it became a UN agency after World War II. It aims at fighting against social injustice, it sets international labour standards and promotes decent working conditions for all people. 187 countries are currently ILO's members. ILO is characterised by tripartism as it is composed by government representatives, employers' delegates and workers' delegates.

It sets international labour standards which may be legally binding conventions that may be ratified by member states and non-binding recommendations about how to implement conventions. These labour standards aim to defend labour rights but they are aspirational and not mandatory requirements. In this sense probably they are weaker than rights and easier for employers and governments to violate.

On ILO's websbite, many positive results are shown, in terms of research, projects, studies, publications. For example, ILO contributed to bring down child labour by a third since the beginning of the century and supported the liberation of the world's 21 million remaining forced labourers. ILO has supported the development of social protection floors in 136 countries, health protection in 30 countries, maternity benefits in 20 countries, unemployment insurance schemes in 20 countries. Thanks to ILO's project Better Work, in Vietnam, 65% of Better Work factories have increased their sales, 62% have increased production capacity, and 60% have expanded employment.

Rethinking the Adaptive Leadership model through the Italian Adaptive Leadership Behavior Questionnaire

Since Heifetz designed the adaptive leadership framework in 1994, the academic literature has benefitted from many qualitative research studies focusing on specific adaptive challenges and how the adaptive leadership framework can be practically used to face these. It seems very few have dealt with adaptive leadership through the quantitative lens and have attempted to measure adaptive leadership behaviors or tested Heifetz’s adaptive leadership six-dimensional model. In response, my PhD research aimed to measure the perception of adaptive leadership behaviors across the Italian corporate context and to investigate whether Heifetz’s adaptive leadership model can apply to the Italian culture. Findings and contribution to knowledge can be read in the thesis: Novellini, P. (2023) Rethinking the Adaptive Leadership model through the Italian Adaptive Leadership Behavior Questionnaire, PhD thesis, University of Sunderland.

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Novellini - Hall Italian Adaptive Leadership Behavior Questionnaire

Do you want to measure the perception of adaptive leadership within your company or team? You can use 'Novellini - Hall Adaptive Leadership Behaviour Questionnaire', a new tool in the literature of leadership. This questionnaire was designed especially to be used in the business environment with a perspective on the higher level figures in the hierarchy. However, you can use it in any type of environment and at any level by adapting the terminology to the reality you want to focus on.

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