The pattern of leadership succession observed globally in most contemporary Pentecostal movements and churches can be characterised as dynastic succession. Yet historic modern Pentecostalism prided itself on being biblical. This article explores the biblical sources, examining first the leadership structure and then the leadership succession patterns in the apostolic church as well as the extra-biblical sources of the apostolic patristic era. Our findings from this New Testament survey of leadership succession in the (...) apostolic church and post-apostolic churches furnish a template for critical evaluation of the prevalent succession approaches of contemporary Pentecostal groups. Critical elements of apostolic and leadership structure and succession patterns are highlighted, and needed inferences are drawn for the re-shaping of leadership and its succession in contemporary Christian ministries and churches. (shrink)

Transformational leadership impacts on project and organizational success are well established. However, many underlying factors that make TFL effective are still missing. Therefore, we formulated hypotheses and tested the mediating role of trust and job satisfaction in linking TFL to project success. A time-lagged methodology was used to collect quantitative data using a structured questionnaire from 326 project manager-team member dyads working in Pakistan’s public sector. Our results showed that TS, JS, and TFL significantly impacted project success. Moreover, we (...) found that TS and JS mediate the relationship between TFL and PS. These findings highlight the importance of trust and job satisfaction as mechanisms that translate TFL into the success of projects for organizations. (shrink)

Various leadership styles have been widely studied to understand success. However, little research has empirically explored how entrepreneurial leadership influences entrepreneurial success. Moreover, the role of knowledge management processes and knowledge entrepreneurship have been overlooked. Thus, using a knowledge-based view theory, this study aims to determine the relationship between EL and ES, mediated through KMPs. In addition, for a better understanding, the study also used KE as a moderator. A quantitative survey method has been employed to collect data (...) from 390 entrepreneurial venture owners, co-founders, and managers in tech-oriented ventures operating in Pakistan. Smart partial least squares statistical software was used to analyze the impact mechanism of EL on ES through the structural equation model. The findings revealed that EL style positively influences ES. In addition, KMPs fully mediate the relationship between EL and ES. Furthermore, KE as a moderator, strengthens the relationships between EL and the knowledge management process. Theoretically, this study has complemented and enriched research on the influence mechanism between EL and ES. Practically, this study has important implications for leaders, managers, and founders to promote KMPs to achieve ES. (shrink)

For leading corporations, talent is perhaps the only truly sustainable competitive advantage. In light of this, leading international corporations need to be staffed by the best possible executive talent from around the world. This talent revolution places a burden on business schools to offer highly focused learning, based on practical research. In addition, business schools face fierce competition in this sector, not least from the rapid growth in management education in India and South East Asia. Thought Leadership Meets Business (...) offers significant insights into the factors that have led to the delivery of high-quality executive education at the top-ranking International Institute for Management Development. Drawing on the experience and wisdom gained by IMD President Peter Lorange over a distinguished career of more than twenty years, this book offers a powerful model for business school success. (shrink)

This book is a comprehensive source of guidance for individual contributors who have just transitioned (or about to transition) to new roles in training domain such as training managers, learning managers or instructional design manager or any such roles to accelerate their leadership in training domain. The book describes S2Pro© Model of Strategic Competencies for Training and Learning Management Function, developed out of years of practice and research, which proposes a framework for accelerating leadership and management development path (...) of new training or learning managers. The book delivers 35 powerful, proven strategies across 8 core strategic competencies namely thought process, decision-making, operations management, project leadership, strategic leadership, global team leadership, and professional development. The book provides authentic understanding, knowledge, insight, and guidance required to be successful in training domain. This book is the first-of-its-kind focused exclusively on the aspect of accelerating leadership and management development path for new training and learning managers. Chapter 1 of the book introduces a Model of Strategic Competencies for Training and Learning Function outlining 8 core strategic competencies to accelerate leadership development. Chapter 2 sets the stage on making 3 changes in one’s thought process to be successful in the new role. Chapter 3 of the book provides insight into 3 core skills required by new training and learning managers to make effective training related decisions. Chapter 4 of the book equip new managers with an understanding of 3 pillars that would allow them to manage their training operations amidst the complexity of the organization. Chapter 5 of the book focuses on 2 fundamental characteristics of highly successful training management practices. Chapter 6 describes 2 powerful project leadership styles particular for leading learning or training related projects. Chapter 7 shifts its focus on providing the first-of-its-kind checklist of 10 unique approaches exhibited by well-known training leaders. Chapter 8 then dives into the challenge of team leadership, in particular for global, diverse multi-cultural training teams and describes 3 common-sense principles to handle this challenge. Chapter 9 concludes the book by providing 5 success strategies to new managers to develop themselves professionally to maintain a competitive edge in what they do. (shrink)

This paper raises some fundamental questions about two of the most important issues in the world today: first, questions about the nature and relationship between power, responsibility and leader ship. Second, how this is related to the whole subject of learning. The core of the debate about leadership should be more about how and what we learn about responsibility, rather than the traditional preoccupation with power. If we want to improve the quality of life in the twenty-first century, the (...) one thing that we have to do today is to try to improve the quality of our learning. Why we learn? How we learn? What we learn? What we do with that learning? (shrink)

This article examines the explicit and implicit corporate social responsibility (CSR) framework and its implications for leadership style, in a major banking institution. Evidence for existence of the framework's key concepts in relation to leadership styles was explored through the self-reported sensemaking of leaders charged with CSR programme introduction. Qualitative data analysis indicated that explicit CSR is linked to an autocratic leadership style, whereas implicit CSR is more closely aligned with emergent and authentic styles. Although our results (...) reinforced key aspects of the explicit and implicit CSR framework, they demonstrated conflicting systems of both CSR and leadership within our case organisation and highlighted the difficulty in categorising such a complex concept as CSR according to specific frameworks. Overall, our data suggest that the leadership styles, needed to successfully implement explicit and implicit CSR programmes, are in conflict. Given our finding that these CSR systems can coincide within one organisation, we suggest that the debating style of transformational leadership may be the required linchpin. (shrink)

The role of responsible leadership—for each leader and as part of a leader’s collective actions—is essential to global competitive success (Doh and Stumpf, Handbook on responsible leadership and governance in global business, 2005 ; Maak and Pless, Responsible leadership, 2006a . Failures in leadership have stimulated interest in understanding “responsible leadership” by researchers and practitioners. Research on responsible leadership draws on stakeholder theory, with employees viewed as a primary stakeholder for the responsible organization (Donaldson (...) and Preston, Acad Manag Rev 20(1):65–91, 1995 ; Freeman, Strategic management: a stakeholder approach, 1984 ; Mitchell et al., Acad Manag Rev 22:853–886, 1997 ; Phillips and Freeman, Stakeholder theory and organizational ethics, 2003 . We define and operationalize responsible leadership from the perspective of employees and their views of the actions of their leaders. Drawing on a comprehensive survey of 28 Indian and global organizations operating in India, we report the results from 4,352 employees on the relationship between responsible leadership, their pride in and satisfaction with their organization, and retention 1 year later. Strong associations were found among these variables suggesting that responsible leadership—employee perceptions of the support they receive from managers, the HR practices, and corporate socially responsible actions—may be an overarching construct that connects them to the organization. (shrink)

Strategic leadership and corporate sustainability have recently come together in conspicuously explicit fashion through the emergence of top management team positions with dedicated corporate sustainability responsibilities. These TMT positions, commonly referred to as “Chief Sustainability Officers,” have found their way into the upper echelons of many of the world’s largest corporations alongside more traditional TMT positions including the CEO and CFO. We explore this phenomenon and consider the following two questions: Why are corporate sustainability positions being installed to the (...) TMT?What effects do corporate sustainability TMT positions have at their organizations? We consider these questions through strategic leadership and neoinstitutional theoretical frameworks. Through the latter, we also engage with Weberian considerations of bureaucracy. We find that the reasons why corporate sustainability TMT positions are installed can be in response to a crisis at the corporation for which its legitimacy is challenged. We also find the corporate sustainability TMT position can be installed proactively in an effort to realize external opportunities that may have otherwise gone unrealized without concerted attention and coordination afforded by a strategic level position. Regarding effects, we determine the position can relate to the establishment of bureaucratic structures dedicated to corporate sustainability within the corporation through which formalized processes and key performance indicators to drive corporate sustainability performances are established. In the face of our finding that many corporate sustainability TMT positions are being removed despite having only relatively recently been introduced to their respective TMTs, we find that the successful implementation of bureaucratic machinery can help considerations to sustainability extend beyond the tenure of a corporate sustainability position within the TMT. (shrink)

The COVID-19 pandemic has caused a global societal, economic, and social upheaval unseen in living memory. There have been substantial cross-national differences in the kinds of policies implemented by political decision-makers to prevent the spread of the virus, to test the population, and to manage infected patients. Among other factors, these policies vary with politicians’ sex: early findings indicate that, on average, female leaders seem more focused on minimizing direct human suffering caused by the SARS-CoV-2 virus, while male leaders implement (...) riskier short-term decisions, possibly aiming to minimize economic disruptions. These sex differences are consistent with broader findings in psychology, reflecting women’s stronger empathy, higher pathogen disgust, health concern, care-taking orientation, and dislike for the suffering of other people—as well as men’s higher risk-taking, Machiavellianism, psychopathy, narcissism, and focus on financial indicators of success and status. This review article contextualizes sex differences in pandemic leadership in an evolutionary framework. Evolution by natural selection is the only known process in nature that organizes organisms into higher degrees of functional order, or counteracts the unavoidable disorder that would otherwise ensue, and is therefore essential for explaining the origins of human sex differences. Differential sexual selection and parental investment between males and females, together with the sexual differentiation of the mammalian brain, drive sex differences in cognition and behavioral dispositions, underlying men’s and women’s leadership styles and decision-making during a global pandemic. According to thesexually dimorphic leadership specialization hypothesis, general psychobehavioral sex differences have been exapted during human evolution to create sexually dimorphic leadership styles. They may be facultatively co-opted by societies and/or followers when facing different kinds of ecological and/or sociopolitical threats, such as disease outbreaks or intergroup aggression. Early evidence indicates that against the invisible viral foe that can bring nations to their knees, the strategic circumspection of empathic feminine health “worriers” may bring more effective and humanitarian outcomes than the devil-may-care incaution of masculine risk-taking “warriors”. (shrink)

Although the ethical dimension of transformational leadership has frequently been discussed over the last years, there is little empirical research on employees’ ethical behavior as an outcome of transformational leadership. This two-study investigation examined the relationship between transformational leadership and unethical yet pro-organizational follower behavior. Moreover, mediating and moderating processes were addressed. Our research yielded a positive relationship between transformational leadership and employees’ willingness to engage in UPB. Furthermore, both studies showed employees’ organizational identification to function (...) as a mediating mechanism and employees’ personal disposition toward ethical/unethical behavior to moderate the relationship between organizational identification and willingness to engage in UPB. Altogether, results indicate transformational leadership to entail a certain risk of encouraging followers to contribute to their company’s success in ways that are generally considered to be unethical. Implications regarding the ethical dimension of transformational leadership are discussed. (shrink)

Leaders in today's world face the challenge of earning the trust and commitment of organizational members if they expect to guide their companies to success in a highly competitive global context. In this article, we present empirical results indicating that when leadership behaviors are perceived as trustworthy through the observer's mediating lens, trust increases and leaders are more likely to be viewed as ethical stewards who honor a higher level of duties. This article contributes to the growing body of (...) literature about the importance of ethical stewardship in the trust relationship. (shrink)

Suddenly, COVID-19 has changed the world and the way people work. Companies had to accelerate something they knew was imminent in the future, but not immediate and extremely humongous. This situation poses a huge challenge for companies to survive and thrive in this complex business environment and for employees, who must adapt to this new way of working. An effective e-leadership, which promotes companies’ adaptability, is needed. This study investigates the existing knowledge on teleworking and e-leadership; and analyzes (...) the supposed challenges. The literature review shows that companies with effective e-leadership can view teleworking as an opportunity. It is advantageous for not only companies’ productivity but also the environment and people who work remotely. However, a traditional or no leadership can result in some risks. Thriving in remote work environments implies that managers must adjust the companies’ structure, making them less hierarchical, and developing new abilities to establish a strong and trustworthy relationship with their employees to maintain their competitiveness, while retaining a genuine concern for their employees’ well-being. Similarly, successful e-leadership must be able to consolidate and lead effective virtual teams to accomplish organizational goals. This study contributes to the literature and leaders during the pandemic. (shrink)

This article focusses on women and the organisational leadership structures of the Apostolic Faith Mission in Zimbabwe. The aim is to identify the roles, practices and contributions of women to the developmental agenda in the church. The AFM in Zimbabwe identifies leadership positions in their various assemblies as pastor, elder, deacon and lay worker. From these ranks, the provincial and national leadership is chosen. The access to and participation of women in these offices and leadership positions (...) will be investigated to ascertain their input to the development of the church and perception of women in the society. The article discusses the mechanisms for the election of leadership in the AFM in Zimbabwe. It analyses leadership succession and leadership roles within the AFM in Zimbabwe from the perspective of gender equity and the involvement of women in policy-making, decision-making and the management of the church. Four aspects of the Exploratory Descriptive Normative Action research model were utilised from a practical theology perspective. The article shows that women do not have access to top leadership positions in the AFM in Zimbabwe even though there are no explicit policies that regulate their exclusion. It highlights their contribution to the development of the church despite this exclusion and engages critically with the unspoken assumption that women are not fit to take up the presidium offices and develop the AFM. The article finds that unquestioned patriarchal discourse contributes to women’s invisibility, which results in their not being taken into consideration when choices are made to elect people for higher leadership positions in the church. (shrink)

Abstract:This paper suggests that different styles of leadership arouse different sorts of normative motivation among followers, and these diverse motivational sources in turn are associated with different forms of participant contribution to organizational success. Three interrelated clusters of leadership styles, normative motivation of followers, and organizational citizenship behavior are described. Leadership that appeals exclusively to followers’ self-interests is associated with preconventional moral development and dependable task performance. Leadership styles focusing on interpersonal relationships and social networks are (...) associated with followers’ conventional moral development and work group collaboration. Transforming leadership that both models and nurtures servant leadership abilities is associated with post-conventional moral development and responsible participation in organizational governance. (shrink)

In this chapter it is demonstrated that the way in which leaders implement a decision largely depends on the nature of it, that is, whether it is strategic or not. Leaders must be as open as possible and not withhold information from the persons involved in the process. Therefore, they should distribute as much relevant information as possible to meeting participants before a meeting. At the same time, they must be able to steer the process. It is not unusual for (...) there to be a separation between the formulation and implementation of a strategic decision. Often, it is the top leadership that formulates the decision problem and the middle managers that implement its solution. For this reason, it is relatively common that the top leadership signals that the implementation has been successful as soon as the middle managers begin to report positive results. This can sometimes happen even though most of the implementation is incomplete. However, there are also cases where the top leaders rule out certain implementation processes as failures when in fact they prove later on to be successful. A common problem in organizations is that leaders often inherit the task of implementing decisions that past leaders have made. In order to succeed with an implementation, leaders must understand the importance of the process. They must communicate their vision clearly, evaluate and monitor continuously, and allow interested parties to participate actively in the process. They should also understand that what at first may look like a failure, at a later stage may prove to be a success -/- . (shrink)

Managing a company or organization in today’s market is a challenge that each leader has to face. Companies have to adapt and embrace challenges, or they will be left behind by the competitors in the market. The leadership of a company has to be creative in order to fulfill the needs of the customers, the market, and its employees. The same rules apply for language teaching organizations, which have to follow the rapid changes in the field of education, technology (...) and marketing all the same. Therefore, the purpose of this paper is to acquire knowledge of key aspects of instructional leadership in private and public schools, to find the parameters that make an organization successful, and to compare key management decisions taken by organizations over the years. In focus of this paper is a case study with two primary schools in Kosovo, one public and one private, how they operate, how are they managed and the possible ways of further development. Interviews with the leaders of the schools have been conducted, and the findings have been compared and supported with contemporary literature review. The paper starts provides an introduction, the literature review, the framework used, an interpretation and critical discussion of the data collected, and it ends with the conclusion on instructional leadership. (shrink)

Although a number of studies have demonstrated that perceived ethical leadership engenders beneficial follower outcomes, there is a dearth of research on ethical leadership in the sales context. This is surprising given that salespersons constantly face ethical challenges in their work environment and ethical leadership could provide them with appropriate guidelines for navigating such challenges successfully. Focusing on the salesperson’s perspective and responding to calls for investigating underlying processes responsible for the effects of ethical leadership, this (...) study proposes that sales managers’ ethical leadership influences salespersons’ emulation intentions—i.e., their intentions to model or imitate the manager’s ethical behavior—which, in turn, influences both behavior and outcome performance. In addition, salespersons’ perceptions of the manager’s competence and gratitude toward the manager are examined as moderating mechanisms on the relationship between ethical leadership and salespersons’ emulation. Finally, three aspects of the ethical climate prevailing in the organization—ethical responsibility, peers’ unethical behavior, and unethical sales practices—are included as control variables. The proposed relationships are tested by using data from 290 business-to-business salespeople. Based on the findings, implications are offered for theory and practice. (shrink)

ABSTRACTThe problem addressed in this paper is the need for fresh resources for enhanced ethical leadership in South Africa and elsewhere in Africa. To respond to that problem the paper uses two valuable but insufficiently known sources from the culture of the Sesotho-speaking people of southern Africa, now found in Lesotho and much of South Africa's Free State province. The first one is a set of concepts that pertain to sound human relationships. The second one is Basotho history in (...) the persons of the founding monarch of the Basotho nation, King Moshoeshoe I and to a lesser extent his remarkable mentor, Chief Mohlomi. A final section of this paper draws these sources together into a set of contentions about successful leadership in which ethical quality is seen as paramount. (shrink)

One of the concepts with unclear definitions is teacher leadership. Teachers must be inclined to take various risks to become leaders. In fact, in practice, most teachers are not taught leadership skills in career preparation programs. Teachers' success in decision-making processes and school leadership efforts is sometimes limited. Teachers who achieve control in their classrooms have much more power to make suggestions to other adults in the school and can bring valuable qualities to the school as teacher (...) leaders. In addition to aiming to organize effective classroom activities, teacher leadership also requires taking part in school activities. This research was conducted to discuss the roles and strategies of principals and teachers in developing teacher leadership in Azerbaijan. To achieve the purpose of the research, the scanning method was followed and a theoretical analysis was made. Leadership is the ability to motivate a group, gather them around certain goals, and achieve these goals together. As an effective leader, the teacher has the responsibility of developing a vision, sharing his vision, and organizing learning experiences appropriate to the development and individual differences of all students. (shrink)

An attempt has been made in this article to re-examine the inscriptions of Ashoka, an ancient Indian king, who was a great leader, well known in history, who had the courage, confidence, vision and will to provide an administration based purely on genuine human values. As evidenced in his inscriptions, 'effective leadership' depends not on preaching moral values but on practising them, and modifying life and leadership styles accordingly. Ashoka believed that the success of a true leader is (...) directly related to the maintenance of purity in public life and harmony in domestic affairs. (shrink)

In this book, Zach Kelehear offers readers a new perspective on an important, dynamic, and sometimes daunting issue: managing successful school-based leadership. The author uses an arts-based approach to weave together notions of research-based leadership skills for successful school-based management with standards of professional competence as represented by the Interstate School Leaders Licensure Consortium Standards for School Leaders.

Philosophies of leadership have tended to express and support idealistic or realistic approaches to leadership. Leadership elitism maintains essentially that successful leaders must know and do what is best for their followers, because their followers are not capable of knowing and doing what is best for themselves. This essay offers descriptions of the contrasting traits of leadership idealism and realism, both of which explain elitism as a common trait of idealism. These descriptions are exemplified with an (...) overview of some past and current leadership philosophies, and then with an in-depth analysis of the early twentieth-century views of the African-Americans thinkers W.E.B. Du Bois and Booker T. Washington. Some remarks on where leadership philosophy is and could be in the twenty-first century conclude the essay. (shrink)

This essay examines the concept of leadership as it is commonly understood within the field of leadership studies today. The inquiry is framed by an analysis of three generally accepted definitions of leadership. I look at the selected definitions from four angles, which I call the four dimensions of leadership: the behavioral (what the leader does, or ought to do, that makes it leadership), the asymmetrical (in what sense a leader is different from the others (...) in the group), the social (what it is that the leader is leading), and the teleological (what the direction is). By doing this, I find that these definitions can be problematic, if instructively so. I identify two underlying concerns. The first problem is the tendency to fuse informal and formal leadership into a single concept. I argue that informal and formal leadership can be more helpfully understood, rather, as two separate, if sometimes overlapping, concepts, each needing its own definition and analysis. This is because formal leadership is a functional concept, while informal leadership is not; this entails not only that each type of leader is leading a different type of entity, but also that each is judged by different standards. The second problem is, paradoxically, a bias against leadership. To put this less polemically: scholars who recognize that organizational success can be hindered by excessive emphasis upon hierarchy, and who thus study the dynamics of egalitarian collaboration, can inadvertently generate confusion by allowing the honorific of “leadership” to be applied also to that work. So, I propose definitions of the two key concepts, formal and informal leadership, with the suggestion that this provides a helpful method of sorting leadership scholarship into three categories: formal leadership; informal leadership; and egalitarianism. (shrink)

A number of studies have explored the underperformance of learners. However, there is a paucity of research in South Africa, which focuses primarily on how school leadership, commonly referred to as school management teams, accounts for the underperformance of learners and thus the underperformance of schools. To fill this gap, the current study, undertaken in two schools in a district in KwaZulu-Natal province, aimed to explore through a qualitative approach the opinions of SMTs regarding underperformance in the further education (...) and training phase. School management teams were interviewed using a semi-structured interview guide and in-depth face-to-face interviews. The interview guideline had a set of broad flexibly worded questions that allowed for in-depth discussion. Data were analysed using a thematic data analysis method. The school management team accounted for, and linked underperformance to a range of reasons. In this article, we present findings which emerged in relation to leadership weaknesses, particularly female leadership weaknesses, socio-economic challenges such as child-headed households and its consequences, teenage pregnancy, violence experienced by female learners, health of learners and educators and poverty. Systemic and structural societal challenges were flagged in the interviews as also impacting on the overall cognitive and psycho social development of learners. School management teams addressed the challenges by implementing a number of interventions that they reported were not successful. There is no simple answer to address the problem and we argue for a social compact which is inclusive of all stakeholders and suggest that intervening at the local level may not have a nation-wide impact but it would have an impact on a particular school. Sensitivity training, which includes gender sensitivity training, and leadership training and support is suggested as part of the interventions. Certain best practices could then be shared with other schools which face similar challenges. (shrink)

This article discusses the effects of executive leadership on fiscal policies and performance. I propose that executive leadership, as a political entrepreneur who provides collective goods for organization, has incentives to maintain fiscal discipline so that he or she can stay in office by developing his or her party's reputation and leading party legislators to electoral success. This article argues that executive leadership with stronger public support is more likely to restrain fiscal expenditure and maintain fiscal discipline. (...) I demonstrate this argument by showing that the prime minister who receives higher public support is more likely to restrain fiscal expenditure in Japan. (shrink)

This book provides a fresh perspective on what it takes to be a successful and effective leader in higher education.

Existing studies lack comprehensive insights into the success and effectiveness of culturally responsive leadership (CRL) in higher education. To address this gap, a scoping review was conducted to provide an integrated framework of CRL and guide current and future school leaders in higher education who aspire to implement it. Initially, 47 literature sources were searched, screened, and 18 articles were selected for thematic analysis based on predefined criteria. The analysis revealed three key themes: culturally responsive school leadership in (...) higher education, the success of culturally responsive leadership, and effective practices of CRL which serve as an integrative framework. The findings underscore the importance of prioritizing culturally responsive school leadership in higher education to promote access, equity, and improvement. Furthermore, the review highlights the potential impact of embracing CRL in higher education settings and fills a gap in the existing literature by offering an integrative framework. It contributes to understanding the potential of CRL to enhance higher education institutions. The recommendations and implications discussed in the review provide valuable guidance for educational leaders seeking to implement culturally responsive practices. Overall, this review enhances our understanding of CRL in the context of higher education and emphasizes its potential benefits for educational institutions. (shrink)

Drawing on strategic choice theory, we investigate the influence of CEO leadership styles and personal attributes on the implementation of organizational diversity management practices. Specifically, we examined CEO transformational and transactional leadership in relation to organizational diversity practices and whether CEO social values and age may moderate these relationships. Our results suggest that transformational leadership is most strongly associated with the implementation of diversity practices. Transactional leadership is also related to the implementation of diversity management practices (...) when either CEO social values or age are relatively high. These findings extend previous work examining predictors of diversity management in organizations and highlight the central role that organizational leaders may play in the successful implementation of these practices. (shrink)

This article examines the existing confusion over the multiple leadership styles related to successful implementation of corporate social responsibility/sustainability in organisations. The researchers find that the problem is the complex nature of sustainability itself. We posit that organisations are complex adaptive systems operating within wider complex adaptive systems, making the problem of interpreting just in what way an organisation is to be sustainable, an extraordinary demand on leaders. Hence, leadership for sustainability requires leaders of extraordinary abilities. These are (...) leaders who can read and predict through complexity, think through complex problems, engage groups in dynamic adaptive organisational change and have the emotional intelligence to adaptively engage with their own emotions associated with complex problem solving. Leaders and leadership is a key interpreter of how sustainability of the organisation ‘links’ to the wider systems in which the organisation sits, and executing that link well requires unusual leaders and leadership systems. (shrink)

A new global leadership paradigm is gradually emerging, spiritual-based leadership. The article context-ualizes this development within a framework of scientific and economic rationality. In contrast to these, a spiritual approach to leadership is presented as integrating a leader's inner perspective on the purpose of life and leadership such that this inner perspective is the foundation for decisions and actions in the outer world of business. Empirical research is presented, based on interviews with 31 top leaders from (...) 15 countries in six continents. It demonstrates that leaders can obtain happiness, respect, peace of mind and success, while at the same time serving the needs of all those affected by their leadership when they lead from a spiritual basis. It also indicates that spirituality can serve as the foundation for leadership that considers ethics, social responsibility and concern for the environment not just as instruments to protect corporate reputation and income generation but as fundamental principles and values in their own right. (shrink)

Today’s organizations are operating in a highly competitive and changing environment that pushes them to continuously adapt their organizational structures to such environment. However, the success of change initiatives may face a barrier in the response of employees, especially when they lack readiness to change. While leadership can shape the culture of an organization and a culture of effectiveness can help increase employees’ readiness to change, ethical leaders, who serve as a guide and offer support, can also make a (...) difference by reducing uncertainty. Yet existing research on the role of ethical leadership in the enhancement of the employees’ readiness to change is practically non-existent. Far less is the research that analyses the mechanisms that ethical leadership can use to foster employees’ readiness to change. This study aims to investigate whether the ethical leadership of middle-lower echelons influences on employees’ readiness to change positively (H1) and if this relationship is mediated through shaping an organizational culture of effectiveness (H2). Using data from 270 direct reports of middle–lower managers in public foreign trade Egyptian companies, the findings reveal that ethical leadership enhances employees’ readiness to change and that this impact is partially mediated by an organizational culture of effectiveness. Thus, with these findings, new light is shed on the positive role of ethical leadership and the mechanisms it uses to enhance employees’ readiness to change. (shrink)

This case deals with the corporate response to a crisis and the successful evacuation of approximately 900 hotel guests, staff, and family members of staff whowere stranded in the Fairmont New Orleans hotel by Hurricane Katrina. This rescue effort, spearheaded by managers at the sister Fairmont hotel in Dallas, Texas, was completed shortly after 12 a.m. on Friday, September 2, 2005, when the last bus with evacuees pulled into the Dallas Fairmont after making a round trip of more than 1000 (...) miles — and about 64 hours after planning began. This case is particularly significant for lessons that may be derived about crisis management and leadership, and it also raises several interesting ethical issues. The case, which relies on field research plus secondary sources, is appropriate for business ethics and business strategy courses. (shrink)

The purpose of this paper is to examine the effect of ethical leadership on followers’ subjective and objective career success from a P-E fit perspective. Specifically, the mediating effects of demands-abilities fit, needs-supplies fit, and person-organization fit in the relationship between ethical leadership and employee subjective and objective career success were investigated. We collected two-wave data from 160 employees and used hierarchical regressions to test the hypotheses. The findings revealed that ethical leadership had a positive effect on (...) employee career satisfaction, mobility, and promotability. Moreover, employee demands-abilities fit mediated the relationship between ethical leadership and career mobility and promotability; needs-supplies fit and person-organization fit mediated the relationship between ethical leadership and employee career satisfaction. Theoretical and empirical implications were discussed. (shrink)

Project citizenship behavior has an important positive impact on project success. Researching how to promote PCB is an important issue in project management. Based on social learning theory and social cognitive theory, this paper adopted the method of questionnaire survey and hierarchical linear model to analyze the collected data derived from the sample of Chinese construction enterprises and verified this hypothesis. The results show that responsible leadership has a significant positive effect on PCB, moral identity mediates this relationship, and (...) collective moral sensitivity positively moderates this mediating effect. The findings of the study systematically and deeply reveal the intrinsic mechanism of the cross-level influence of responsible leadership on PCB, and provide new enlightenment for the practice of project management. (shrink)

The need for ethical leadership in navigating today’s complex, global and competitive organisations has been established. While research has confirmed the importance of ethical leaders in promoting positive organisational and employee outcomes, scant research has examined the antecedents of ethical leadership. Furthermore, there has been a call for further examination of leadership models, particularly indigenous leadership models. Responding to these issues, this study suggests Māori leaders’ values add insights into enhancing ethical leadership. Three studies confirm (...) the role of Māori values and ethical leadership. Study one, based on kaupapa Māori research methods, is an exploratory 22-interview study of Māori leaders and identifies five values, as common to successful indigenous leaders. In study two, 249 employees rate their leaders on these five dimensions in relation to their ethical leadership and exchange relationships. Structural equation modelling shows strong support for the distinct nature of the five values and their positive influence on ethical leadership perceptions and quality exchange relationships. Study three, on 122 employees, reinforces the findings of study two—and demonstrates that LMX predicts job outcomes both indirectly and directly, with humility and collectivism also directly predicting outcomes. Our findings suggest that indigenous leaders’ values enhance perceptions and outcomes of ethical leadership for employees. (shrink)

This book examines the well-covered subject of leadership from a unique perspective: history's vast catalogue of leadership successes and failures. Through a collection of highly compelling case studies spanning two millennia, it looks beyond the classic leadership parable of men in military or political crises and shows that successful leadership cannot be reduced to simplistic formulae. Written by experts in the field and based on rigorous research, each case provides a rich and compelling account that is (...) accessible to a wide audience, from students to managers. Rather than serving as a vehicle for advancing a particular theory of leadership, each case invites readers to reflect, debate and extract their own insights. (shrink)

Niccolo Machiavelli, one of the eminent minds of the Italian Renaissance, spent much of a long and active lifetime trying to determine and understand what exceptional qualities of human character-- and what surrounding elements of fortune, luck, and timing-- made great men great leaders successful in war and peace. In perhaps the liveliest book on Machiavelli in years, Michael A. Ledeen measures contemporary movers and doers against the timeless standards established by the great Renaissance writer. Titans of statecraft (Margaret Thatcher, (...) Francois Mitterrand, Pope John Paul II, Ronald Reagan, and Bill Clinton) business and finance (Bill Gates) Wall Street and investing (Warren Buffett) the military (Colin Powell), and sports (Michael Jordan) are judged by Machiavelli's precepts on leadership and the proper use of power. The result is a wide-ranging and scintillating study that illuminates the thoughts of the Renaissance master and the actions of today's truly towering figures as well as the character-challenged pretenders to greatness. Here is an exceptional book on Machiavelli and his ultra-realistic exploration of human nature-- then and now. (shrink)

Total Quality Management (TQM) is an overall management philosophy that includes a set of principles whose application is increasing. In fact, the business world and public institutions, such as hospitals, universities or city councils, are implementing quality programs. However, despite the wide diffusion of TQM, the success rate of this type of initiative is limited and the results, heterogeneous. Academics and professionals are therefore trying to identify the keys that explain the success or failure of this kind of initiative. Different (...) explanations have been given, but most of the literature agrees that managerial commitment, implication and leadership are indispensable elements in a successful implementation of TQM. Nevertheless, a study on the specialised literature shows a terminological confusion between managerial commitment and managerial leadership. Is it the same to have a committed manager in the implementation process as to have a leader of the implementation process? The author of this paper defends the thesis that "commitment" and "leadership" are not synonymous, and states that only managerial leadership is able to promote and sustain profound organisational changes. The paper will show that, to understand the previous distinction, it is necessary to consider the ethical dimension of leadership. While committed managers may lead the process by using exclusively their power (with the necessary resource assignment), those who are leaders need authority. Authority goes further than power by generating a kind of confidence (trust) that is able to influence the members of the organisation and bring about profound changes, more than power alone can do. (shrink)

After briefly describing the philosophy of personalism this article assesses each of three normative leadership paradigms (transformational leadership, postmodern or postindustrial leadership, and servant leadership) in terms of five major themes of this phenomenological philosophy. Servant leadership appears to be closest to personalism. The critical ingredient for servant leadership is also personalism’s starting point, i.e. the dignity of each human person. A genuine servant leader works with his followers in building a community of participation (...) and solidarity. However, some claim that servant leaders are subject to manipulation by their followers. If so, and if transformational leaders, when too successful, gain too much power or manipulate using bogus empowerment, a superior approach might be provided by a combination in which a morally tough servant leader adopts certain transforming behaviors of Bass’s altruistic transformational leader. The leader and the followers would focus on a jointly formulated and refined vision, avoiding manipulation by any party through a mutual commitment to participation, solidarity of community, and respect for each person. (shrink)

It is widely accepted that the success of rural nongovernmental organizations depends heavily on leadership and the organizational abilities of individual leaders. Drawing on the recent history of the cotton farmers' movement in Mali, this article identifies critical issues related to the development and sustainability of rural leadership. Special attention is given to how both heroic and post-heroic approaches to leadership might be joined in order to help nongovernmental organizations contribute to both political democratization and economic development.

After briefly describing the philosophy of personalism this article assesses each of three normative leadership paradigms in terms of five major themes of this phenomenological philosophy. Servant leadership appears to be closest to personalism. The critical ingredient for servant leadership is also personalism’s starting point, i.e. the dignity of each human person. A genuine servant leader works with his followers in building a community of participation and solidarity. However, some claim that servant leaders are subject to manipulation (...) by their followers. If so, and if transformational leaders, when too successful, gain too much power or manipulate using bogus empowerment, a superior approach might be provided by a combination in which a morally tough servant leader adopts certain transforming behaviors of Bass’s altruistic transformational leader. The leader and the followers would focus on a jointly formulated and refined vision, avoiding manipulation by any party through a mutual commitment to participation, solidarity of community, and respect for each person. (shrink)