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This paper considers the impact of leadership on job satisfaction at an international organization with a mix of civilians and military staff, with their national and organizational cultural differences and remote work experiences. According to the sample of 12 staff members interviewed, leaders should have certain traits and values, be supportive of the organization's strategy, build trust, be inspirational, show integrity, promote team member skills and empowerment, avoid micromanagement, be consistent, and balance empathy and authority. The study focuses on military/civilian contrasts; cultural variance in leadership styles; organizational cultural differences between the staff members; their response to inconsistent leadership and to micromanagement; and the benefits and challenges staff members face in remote working. The paper concludes that there are many ways in which leadership could improve job satisfaction, related to cultural differences and conflicting needs, and highlights the contrasting perceptions of civilian and military staff working together. [ABSTRACT FROM AUTHOR]

An increasing number of helmsmen of organizations in different fields are issuing back-to-office mandates. The new "Inverted Office Power Pyramid" model presents the fundamental granular forces at work driving the seemingly unstoppable return-tooffice megacycle trend after an extended period of work from home (WFH). It covers the (1) organizational economic, (2) behavioral economic, (3) leadership and managerial, and (4) personal level. This paper focuses on the bottom two layers of the new analytical framework, that is, the leadership and managerial level and personal level. The dynamic impact exerted by the finely chiseled drivers at the four levels suggests that due to the presence of systemic and anthropological constants, smart meta-leaders are likely to ensure that the office will remain a pivotal gathering place--most likely in conjunction with some remote work whenever necessary. This means that the Great Reset vision proposed and promoted most forcefully by the leadership of the World Economic Forum (WEF) is not likely to materialize in full, at least in the short term. [ABSTRACT FROM AUTHOR]

Leadership is a process through which an individual influences other members of the group, with a view to achieving organizational or group goals. This paper aims to address the theme of inspirational leadership, innovation and entrepreneurship. The paper is divided into three points: the first point deals with inspirational leadership; the second focuses on the relationship between inspirational leadership and innovation; and finally, the third point addresses the existing relationship between inspirational leadership and entrepreneurship. The paper concludes that the link between inspirational leadership, innovation and entrepreneurship is fundamental for organizational growth and development, because that way organizations will be better able to face the challenges of their environment, taking into account the competitive dynamics that they are subject to at national and international levels resulting from globalization. [ABSTRACT FROM AUTHOR]

This paper reviews two concepts that have only recently been applied to effective leadership: Agency and Communion. Agency refers to behaviors and attitudes that are authoritative, demanding and self-advocating; Communion refers to behaviors and attitudes that are caring, other-serving, and participative. Men get rewarded for being agentic, women get punished for being both agentic and communal. In this paper, examples of both agentic and communal behaviors and attitudes are described. Since effective leadership includes both agency and communion, ways of integrating and combining them are also offered. [ABSTRACT FROM AUTHOR]

'Leadership' conjures up for many images of Military Officers issuing orders, commanding the troops, deploying resources and 'getting things done'. Unimpeded by doubt, challenge or debate, such idealized Super-Hero military models of leadership are reinforced in the media, on film and in popular fiction. They present however a romanticized portrayal of 'the Heroic Leader' which is somewhat different to the lived experiences of most executives in the workplace. Occupying a position of executive leadership does not presume unerring wisdom and judgment and omniscience; nor does it confer unrestricted decision-making authority. Executive behavior is 'bounded', and this paper considers how executives may respond when their freedom of action is constrained. [ABSTRACT FROM AUTHOR]

Leadership skills are critical in every kind of business as well as, generally speaking, in life. But what does this mean for leaders exactly? Will investing in more seminars and workshops be enough for individuals and corporations to develop their leaders? Eight leadership questions exist pertaining to good leadership, and these questions refer to leadership on scales as great as war heroes or famous politicians; anyone, in fact, can be a leader. This paper examines the personal reflections of various MBA students with mixed personal and professional backgrounds as well as varying degrees of formal and informal leadership experiences. Using these reflections, the argument that anyone, in fact, can be a leader if they wish to be, is made. One of the most important qualities of a good leader, however, is authenticity, and this is addressed through many examples throughout the paper. [ABSTRACT FROM AUTHOR]

This paper explores participant leader experiences of mindfulness at the workplace and presents an inductive model that highlights the potential of the mindful individuals to transform their work world in the domains of productivity, relationality and power. The model highlights the resources and capacities built through practice and considers capacities developed as antidotes to the three Buddhist poisons of greed, hatred and delusion. Using a phenomenological approach and semi-structured interviews from 53 participant leaders working in a variety of organizational contexts, this paper explores how individuals trained in mindfulness applied and understood this capacity at work. Participant leaders had trained in one of the three different Mindfulness-Based Interventions (MBIs): Executive MBA (EMBA) Mindful Leadership Program, Mindfulness Teacher Training, and an eight-week Mindfulness-Based Stress Reduction (MBSR) program. The research distinguishes some key individual meta-capacities (awareness of the wandering mind, embodiment, equanimity and kindness) and individual capacities (resilience, sense of self, multiple perspectives and possibility) that develop. These individual capacities enhanced participant leaders' abilities to work with difficult emotions. The individual changes allowed for new behaviors and experiences in the areas of productivity, power and relationality. [ABSTRACT FROM AUTHOR]

This paper explores the role of a corporate board of directors in relation to excellence and innovation, and in confronting shared challenges and existential threats. It suggests issues and questions to consider in relation to board leadership, its exercise, focus and performance. Critical thinking, diversity and digital technologies can be enablers of innovation, which may be desirable if it addresses existential threats, supports required transition and transformation journeys, and delivers positive externalities. Boards are encouraged to reflect on the purpose of innovation and the focus of excellence, their application and their limits. Opportunities to create sustainable communities, cities and societies and less stressful and resource-intensive and simpler, healthier and more fulfilling lifestyles are legion. Many boardroom teams have an unprecedented opportunity to initiate, collaborate and make a difference. Whether or not an individual board and company is excellent and/or innovative may be less important for future survival than whether a community or society is, and whether individually and collectively boards have the will and drive to question, think and act in pursuit of responsible, inclusive and sustainable activities, lifestyles and outcomes for humanity and the natural world. [ABSTRACT FROM AUTHOR]

The consequences of unsustainable growth, lifestyles and business activities represent an existential threat. Critical thinking, lifestyle changes, transition and transformation are required. This paper looks at the social and environmental responsibilities of business leaders. Aspirations, expectations, purposes, priorities, goals and objectives need to be critiqued, reviewed and reset. Visions, values, assumptions, beliefs and the social and environmental responsibilities of businesses should be challenged. Critical thinking can tackle groupthink. It should be encouraged by board chairs during and between board meetings and by CEOs throughout organizations. Asking relevant and insightful questions is an important skill for directors and executives. Confident boards welcome feedback. Responsible leadership, innovation, enterprise and capitalism should be about creating new options for stakeholders to live sustainably and in harmony with the natural world. [ABSTRACT FROM AUTHOR]

Agile leadership is now a very commonly heard concept. Increasingly popular as a focus for organizations and now in hot demand, agility is especially needed in the constantly changing external environment. This paper looks at agile leaders' need to encourage self-managed and cross-functional teams and cut through layers of bureaucracy, integrate complex ideas through team-based cocreation, and deal with ambiguity. Here, the authors are concentrating on agile leadership in terms of managing teams in a changing external context-developing agile leaders in entrepreneurial businesses moving from startup to scale-up. However, many agile principles can be applied to mature organizations, especially in changing operational settings. [ABSTRACT FROM AUTHOR]

Inspirational leadership is being a positive influence, motivating others. The authors of this paper have identified seven attributes for would-be inspiration leaders. Commitment to values lies at the heart of truly effective inspirational leaders. Investment in personal development does not have to relate to education specifically, but can be learned through experience. Radiating authenticity involves showing vulnerability--we all make mistakes. Being a skillful communicator can include body language, eye contact or even a meaningful pause to make an impact. Encouraging unity suggests facilitating collaboration within the team. Being approachable and inclusive, based on listening rather than speaking, where diversity is valued, where respecting the differences in others is applauded--can be very inspirational. Finally, embracing vulnerability and risk and being willing to take steps and risks without having a guarantee of the outcomes being successful--can all add up to being an inspirational leader. [ABSTRACT FROM AUTHOR]

Workplace toxicity is prevalent in many organizations. The paper suggests that ‘Leadership Toxicity’ can be likened to a coronavirus-like virus—‘Covid-Tox’—and that this will be present within many, if not all, business organizations. At their heart organizations are cauldrons of conflicting emotions and tensions as people go about advancing their own ambitions and objectives. As such we should expect, plan for and guard against the harmful effects of such behavior especially from those in positions of executive power and responsibility. Three key factors are outlined which, when combined, seem likely to result in a ‘toxic mix’ and thus should be examined and monitored with considerable care and attention in order to reduce the likelihood of Covid-Tox overwhelming an organization. [ABSTRACT FROM AUTHOR]

The paper aims to create a clearer understanding of the nature of sustainability leadership and how it can contribute to transformational change. It does this by locating sustainability within the leadership literature, defining the concept of sustainability leadership, and presenting a model of sustainability leadership in practice. The model was tested with a sample of senior business leaders and refined in line with their feedback. The model presents insights on sustainability leadership in three areas: context, individual characteristics, and actions. The model is illustrated using quotes from senior business leaders that are focused on sustainability in their organizations. [ABSTRACT FROM AUTHOR]

Leaders distinguish themselves by their actions, not by their titles, income, gender, race, size, or personality type. Leaders share certain actions in common. It is through their actions that they emerge as leaders. In this paper, we will focus on specific actions you can take to influence a group of people to achieve something truly remarkable. [ABSTRACT FROM AUTHOR]

This paper focuses on four traits that are frequently mentioned as the essential requisites for exemplary executive leadership: integrity, empathy, genuineness and humility. When all are present together in one person (but perhaps to varying degrees), the organization has a "wise" leader. Each is discussed with some examples and the ways in which one can work to make those traits robust in oneself. Wisdom, frequently conceptualized as the confluence of contradictory elements in decisions involving the contradictions between and among these elements, both undergirds these traits and produces them. Integrity is defined as "doing what is the right thing to do, not what you have the right to do". Empathy is defined as the ability to sense the subtleties of others' feelings, and place yourselves in their shoes. Genuineness is being authentic (as Stephen Covey opines, "seeking first to understand; then be understood"). Humility is understanding that your success always stands on the shoulders of others. Wisdom involves the application of these four traits and their continual cultivation. [ABSTRACT FROM AUTHOR]

This paper reviews the emerging research interest in toxic or destructive leadership. Much of the leadership writing has assumed that leaders are effective. There is data suggesting that about half of individuals in leadership roles are falling short in meeting their organizational objectives. Most employees say that the worst aspect of their job is their managers. Toxic leaders have been described using various labels: destructive, narcissistic, flawed, derailed, petty tyrants, dysfunctional, abusive, bullying, psychopathic, Machiavellian and stupid. In general, toxic leaders are associated with negative attitudes towards the leaders, poorer job performance, lower psychological health of employees, greater intentions to quit and more counterproductive job behavior by employees. In order to develop better leaders, toxic leaders need to be discussed in management development programs and at MBA level courses. Toxic leadership behaviors can be changed, though not easy. Assessment tools, 360 degree feedback, coaching and mentoring, and punishing toxic leaders can be helpful. [ABSTRACT FROM AUTHOR]

An unprecedented combination of various categories of interrelated global risks and existential threats represent a profound challenge for political, business and other leaders. Those who advise and support leaders may have limited understanding of them, while existing arrangements and institutions for addressing them are often inadequate. Many existential threats are the result of human activities. Effective responses to them require cooperation and collective action. While common interest in survival may encourage consensus on aims, subsequent commitments to act can vary. Vested interests and defensive lobbies abound. Balanced and objective advice and attention, and budgets and preparations for high impact but low probability threats may be difficult to obtain. Leaders should be collaborative unifiers who can quickly step up and bring people together. They should act as educators, advocates, and champions when required, for collective understanding of existential threats and their possible impacts, and what is required to respond to them as and when/where they arise. [ABSTRACT FROM AUTHOR]

This hermeneutic phenomenological study investigates the role of self-talk in the maturation process of leaders who faced various challenges. Through in-depth interviews with seven leaders from diverse professional backgrounds, the study aims to decipher how self-talk contributed to self-development and the overcoming of leadership obstacles. The study delves into the experiences of individuals, intertwining their stories with the personal (reflexive) journey of the principal researcher. The results underscore the multifaceted applications of self-talk in both personal development and leadership. The study reveals that while most self-talk was internal, leaders often supplemented it with reflective practices such as meditation, enhancing its efficacy. Central to leadership emergence is personal growth, often ignited by emotive responses to life's trials. The participants acknowledge that facing one's self-dialogue required courage, yet it is this very process that catalyzed personal evolution. The study's conclusions affirm the importance of self-talk in navigating emotional landscapes and altering behaviors crucial for effective leadership. [ABSTRACT FROM AUTHOR]

This paper reviews evidence on the relationship of employee wellbeing and individual and organizational performance and success. It considers the following content. First, there is a widespread belief that 'happy' workers are more productive. Second, there is research evidence that happy workers are in fact more productive in many important areas. Third, there is research evidence that companies having more happy employees are more productive and successful. Fourth, there are unfortunately more unhappy employees than happy employees in workplaces worldwide. Fifth, we know how to increase the levels of employee satisfaction and wellbeing. Thus, leaders making increasing employee satisfaction and wellbeing a strategic priority will yield benefits to both employees and workplaces. [ABSTRACT FROM AUTHOR]

Many emerging markets have reached a level of development that justifies calling them "high-growth markets". There is great upside potential, accompanied by tremendous challenges, though. After delineating the concept of strategic leadership, this paper reports the findings from interviews with 38 top managers working in corporate or regional headquarters in Asia and CIS/CEE and several case studies. The results show that to succeed, movers and shakers in these markets must excel in the art and science of strategic leadership, while also knowing when to focus on operational details. They can achieve this feat if they master all the elements of the SIT-Framework, which comprises: (a) strategic competence and discipline; (b) innovation excellence; and a (c) transformational execution platform. This model also enables organizations to define profiles of "ideal leaders" on these turfs and manage them effectively, resulting in the creation of considerable value for all constituents. [ABSTRACT FROM AUTHOR]

The relevance and value of coaching and other development support delivered, instigated or received by busy directors and boards can depend upon whether it reflects their requirements, priorities and distinct directorial responsibilities and accountabilities in the situations, circumstances and contexts in which they operate, and the challenges and opportunities that confront them. It should reflect their availability and preferences, the distinction between direction and management, the differing perspectives and involvements of executive and non-executive directors, changing requirements during transition and transformation journeys, and the need for adaptation, resilience, innovation, entrepreneurship, collaboration and collective responses to multiple challenges, existential threats and related opportunities. Directors and boards often find it difficult to identify potential sources of current, relevant and authoritative advice. The provision, relevance and potential value of coaching and other development support should reflect director and board agendas, ethical and other dilemmas they face, and issues and questions they and their leadership teams might or ought to consider. [ABSTRACT FROM AUTHOR]

A great deal has been written about leadership challenges during the pandemic, but very little on how CEOs of big companies responded to the pandemic and the questions they are now asking themselves of their own leadership in the postpandemic world. Our findings contradict what has been published so far. As we will explain, the published findings on how lower level managers responded to the pandemic do not provide reliable guidance for CEO leadership in the post-pandemic world. CEOs are learning to lead in new ways by asking key questions about their own leadership in addressing four key priorities: customers, talent, personal presence (self), and pulse of the organization (company). These questions have not been explored in depth and CEOs are looking for answers. [ABSTRACT FROM AUTHOR]

The leadership required to address the impact of human activity upon the environment and global warming raises questions for directors to consider about differing approaches to responsible corporate leadership for sustainability, innovation, combating climate change, issue monitoring, environmental governance, stakeholder relations, energy security, water and waste management, tackling pollution, collaboration and the circular economy. While values per se do not explicitly feature in most of the questions suggested, responsible board leadership should ensure that future business models and economic growth are more environmentfriendly and sustainable. When confronted with existential threats and addressing common environmental challenges, private and public sector responses suggest significant variation in the degree to which different companies, boards and governments are either value-driven or responsible, as evidenced by their behaviors. Irresponsible responses can lead to protest and boycotts and increase the risk of legal action. In contrast, business leadership behavior in pursuit of a laudable purpose, such as the widely shared goal of collective survival that is also perceived as responsible, can garner support and lead to reputational and other benefits. [ABSTRACT FROM AUTHOR]

This is a survey-based study to analyze the experiences of office workers in Germany in the second year of the pandemic. The study looked at working from home, work-life balance, perceived organizational support and perceived social support, and tried to understand more about the association between these employees' experiences with their levels of work motivation and their turnover intention or desire to quit their jobs. The study also found differences in relationships between groups, including age, marital status and whether they have dependent children. The practical recommendations and advice given here are based on the results of the study and current literature, aiming to help leaders and managers in navigating the HR issues of the future workplace. [ABSTRACT FROM AUTHOR]

This study aims at contributing to gender equity research and strategies by investigating a primary research question: “What are the lived experiences of millennial women holding knowledge positions in South African metropolises that lead them to leave their organizations?” Stemming from this, this study also investigated what the experience of resigning felt like for the women, and the second secondary research question was: “Do different identities play a role in different experiences?” Finally, this study also intends to add value to organizations by identifying mechanisms that could be used to retain millennial women in their organizational structures. A hermeneutic phenomenology methodology in an interpretivist paradigm was employed, by making use of semi-structured interviews and written reflections from a purposive sample size of 25 English-speaking women who were working but had resigned from a knowledge position in the last five years, and resided in the metropolises of Gauteng or the Western Cape (two main economic hubs of South Africa). Six themes were identified: (1) toxic leadership and environment, (2) identity discrimination, (3) growth desires, (4) voice suppression, (5) inadequate rewards and recognition, and (6) unrealistic expectations to perform. [ABSTRACT FROM AUTHOR]

Mankind might be better placed to address shared and interrelated existential challenges and associated opportunities if more boards ensured corporate purpose and the formulation and execution of strategy were responsible and aligned. Some business leaders find it difficult to effectively respond to rapidly changing situations and circumstances. Doing so responsibly with current governance and organizational arrangements and practices poses questions to directors, boards and the capitalist system. The intractable nature of certain issues has implications for setting strategic direction and assessing firm performance. Intelligent steering rather than traditional planning and a broader and more strategic approach to CSR may be required. Many business leaders need to regain trust, engage with a wider range of interests and transition to more responsible enterprise, capitalism and leadership. Repurposing to address shared social and environmental challenges and pursue sustainable development goals may help to achieve this. [ABSTRACT FROM AUTHOR]

Inspirational leadership is one of many different forms of leadership. The Covid-19 pandemic provides an opportunity to assess its relevance in relation to other approaches in the context of decision making during this international public health crisis. The experience suggests the relevance of inspirational leadership may vary over the course of a pandemic and according to the nature of the society and culture concerned. The requirement may be for a competent contextual and situational form of leadership that is appropriate, relevant and supportive in the circumstances, rather than one which is consciously and/or noticeably inspirational. For many medical practitioners, health professionals and emergency workers who are inwardly motivated, whether or not leadership is authentic or inspirational may be less important than whether it is contextual and regarded as effective, timely, responsible and proportionate, messages from leaders are clear and unambiguous, and their decisions are thought to be balanced and fair and to reflect evidence and scientific advice. [ABSTRACT FROM AUTHOR]

The challenges of leading through the Covid-19 crisis have included not just remote staff members and customers but business coming to a standstill. Returning to the workplace has been fraught with restrictions, limitations and safety concerns. Leadership in the healthcare sector has been especially difficult, with pressures on already-limited resources, high infection-rates and death-rates, and increased need for total hygiene. One of our co-authors, experienced in the past as a leader of a large hospital and now advising international healthcare authorities, was facing another war zone. He had to listen to anyone with ideas of how to deal with the crisis; had considered unusual and new paths of action; had to act swiftly and with the conviction that any action was better than no action, with nearly everything based on improvisation, whilst surrounded by terrified patients and families and a lack of clarity from governments and the media. [ABSTRACT FROM AUTHOR]

Directors, boards and business leaders face the challenge of pressure to recover from a widespread and deep recession caused by the impact of Covid-19 and government and public responses to it without reverting to previous practices that damage the environment, reduce biodiversity and contribute to climate change, and a historic window of opportunity to seize the moment and review, repurpose, reboot and transition to more environment-friendly, inclusive, responsible and sustainable policies, practices and development models. Board leadership and program management have vital roles to play in creating the 'new normal' that emerges from the current situation and ensuring the future changes and initiatives address inclusion and environmental concerns and longer-term challenges such as climate change. Key skills for directors and corporate leaders include listening, visioning and communication; identifying relevant sources of objective advice; stakeholder consultation, engagement and involvement; understanding evolving stakeholder aspirations, preferences and priorities; and knowing what questions to ask in relation to climate change, issue monitoring and management, water and energy security issues, pollution prevention and waste management, the circular economy, collaboration and responding to environmental challenges and opportunities. [ABSTRACT FROM AUTHOR]

Throughout history, leaders have played a pivotal role in bringing about positive in-depth transformation in different walks of life. In contrast to the artful interventions of helmsmen in the past, nowadays, many executives facing increasing uncertainty and complexity in their external environments and inside their institutions are introducing ever more sophisticated guidelines. They thus hope to standardize behavior and reduce risks as a result. Those imperfect rigid codifications of past insights, crafted in the absence of complete knowledge, are bound to elicit wrong responses in rapidly changing environments with many unforeseen events happening. Given the key role of leadership for institutional and personal success and the current leadership void due to abdication in favor of rules, it is high time to reconnect to timeless wisdom and ensure that movers and shakers again take over the steering wheel to avoid implosion or explosion at various levels of aggregation. The new "7-C-Butterfly Bow Tie"? (BBT) model includes various components of leadership, making it possible for helmsmen to unleash seemingly unlimited individual and collective energy in the pursuit of noble objectives. [ABSTRACT FROM AUTHOR]

Responsible leadership involves acting responsibly towards an organization's stakeholders. Engaging and retaining talent can be a particular challenge. The people of an organization represent a key group of stakeholders. Acting responsibly towards them can involve ensuring they are properly supported and enabled to do what is expected of them, and in particular that they are helped to understand complex areas and undertake difficult and on occasion stressful tasks. Talent Management 2 involves providing practical, accessible, affordable and easy to use support that enables key workgroups to excel at key tasks and deliver multiple benefits for individuals, organizations and the environment. [ABSTRACT FROM AUTHOR]

The purpose of this research was to inductively understand the changing leadership styles practiced, and operating transformations needed, at a leading South African Wealth Management (SAWM) organization, with a substantial market share and more than $7 bn of Assets Under Management and Assets Under Advice. The research was conducted using a phenomenological approach, by gathering qualitative data through semi-structured interviews with 22 participants, after which the interviews were transcribed and coded, using open and axial coding. In the main, leadership styles during digital transformation resembled facets of existing leadership theories, while digital leaders demonstrated greater situational awareness and cognitive ability to set the strategic direction of the business. These leaders required emotional attentiveness to determine how best to rearrange their plans as the landscape changed and cultivated the right ethos to create inclusive products and services to ensure the SAWM can remain relevant in an ever-changing market. [ABSTRACT FROM AUTHOR]

This programmatic study makes three key contributions in terms of (1) discipline creation, (2) innovative cross-disciplinary method application and (3) novel and actionable leadership content. First, the pioneering discipline of "Archaeology of Leadership Thought and Knowledge" (ALTK) is invented, consisting of the two subdisciplines of "Archaeology of Leadership Thought (ALT)" and "Archaeology of Leadership Knowledge" (ALK). These new branches of knowledge aim at uncovering longhidden treasures that can help postmodern leaders to solve truly challenging problems. Second, the author proposes a distinctive methodological approach for these new disciplines, including the application of Qualitative Content Analysis to the field of classical philology. Third, a multifaceted holistic leadership model is created from Xenophon's Cyropaedia, which fictionally portrays the life of Cyrus the Great. The model includes new transformational concepts for movers and shakers, such as "proleptic leadership", "cordial leadership", "nano-leadership" and "radiant self-discipline", thus demonstrating the game-changing potential inherent in the "Archaeology of Leadership". [ABSTRACT FROM AUTHOR]

Multiple developments, including disruptive technologies and new business models, are leading to uncertainty and change. They also open up new possibilities for adaptation, innovation, reinvention and entrepreneurship. They are challenging organizational leaders. Coping with them may require review, refresh or reinvention and a transition from individual leadership to the collective leadership of a competent board. Directors and boards need to ask a variety of questions in a range of areas to ensure that creativity, innovation and entrepreneurship are helped rather than hindered and that they are focused, relevant and sustainable. There are contextual, performance, governance, stakeholder, sustainability, social responsibility and people and organizational factors to consider. Many directors may also need to change how they operate and raise their aspirations and expectations. [ABSTRACT FROM AUTHOR]

Managing healthcare, especially in transitional countries, is challenging. The firstnamed author was Managing Director of a leading Clinical Center in Sarajevo, facing the need for institutional and structural reform after the 1992-1995 war. Economic and sociopolitical transition has to also take into account major changes in the health of the population, linked to war, migration and overall demographic change. A different kind of leadership was needed in the context of falling industrial production, lack of investment, exclusion from global business, unemployment, poverty, corruption, dislocation of the infrastructure and catastrophic ecological conditions. Although the adjustment procedure has started, especially for the planned accession to European Union membership, the countries in the Balkans are lagging behind. In the context of hospitals, leaders and managers face a long-term uncontrolled increase in health protection expenditure, which has resulted in an increase of overall healthcare costs, with new pressures from the market economy. Accordingly, these countries have started comprehensive and deep reforms of health financing, which are now being implemented. Leaders in this area are struggling with a lack of practical experience and searching for benchmarks and comparisons with other countries which have already experienced these challenges and have now reached a higher level of stability. [ABSTRACT FROM AUTHOR]

Many organizations and their supply chains are networks of relationships, but greater connectivity, additional connections and more intimate relationships can involve costs and risks as well as confer benefits, while inappropriate relationships can be harmful. Aspects of company law and regulation and contemporary corporate leadership and governance codes, priorities and practices favor some stakeholders over others and can hinder rather than help the building of relationships with a wider range of stakeholders. Directors and boards need to consider what changes are needed in priorities, practices and initiatives to accommodate disruptive technologies, new business models and the sharing economy; better understand the perspectives, aspirations and requirements of stakeholders; and involve, engage and motivate them in order to achieve more balanced, relevant, cost-effective and mutually beneficial relationships with them. Consideration is also required of whether such changes and a more socially responsible approach to business might help to establish and/or rebuild trust and encourage closer collaboration and more co-creation of value. [ABSTRACT FROM AUTHOR]

One of the dilemmas faced by directors and other corporate leaders is the need to be entrepreneurial in ensuring the future success of a company which involves risk, while at the same time retaining prudent control. Transitioning leadership suggests a process of adjustment, adaptation, transformation or metamorphosis from one condition, situation or state to another, depending upon the extent of the internal or external change required to continue to operate and cope. The process also involves risk and its management. Boards need to ensure that risk aversion and contemporary approaches to compliance and risk management do not stifle creativity, innovation and entrepreneurship. In many contexts, approaches to risk management and the risk management community may need to change if risk management is to be viewed more positively as an enabler of enterprise, transition, change and transformation rather than as an inhibitor and overhead cost. [ABSTRACT FROM AUTHOR]

Multitasking can have adverse consequences. It becomes more demanding when the imperatives of short-term problems have to be balanced against longer-term issues, tasks multiply and/or involve external parties and/or require collaborative responses. A scheme of delegation, the extent of empowerment, task routing and handling, and policies may need to be reviewed. Boards should take a holistic view of portfolios of tasks and look for patterns, trends, common drivers and underlying root causes. Individual tasks may be less important than their collective implications. A monthly board meeting alone may not provide strategic direction and oversight of a portfolio of climate change-related tasks, projects and initiatives of differing timescales. Sometimes, the failure of multitasking may trigger a change of direction. Effective collective responses to climate change can build bridges across belief, governance and political systems, but require boards that are positive, proactive, opportunity focused and collaborative. [ABSTRACT FROM AUTHOR]

Though frequently used, 'multitasking' is an unclear concept, with no clear distinction between the process of multitasking (its elements and facets) and those who do it successfully--multitaskers (what are the skills executives need?). At the conceptual level, there are facets such as foreground and background, noise, discernment/relevance schedule, cue recognition and channel switching. There is also an event flow as event-opportunities flow onto an agenda, remain on the agenda for a while, competing with other events, and then flow on (for good or ill!). In terms of skills, strategic decision making and task organizing are key. For the executive, leading and managing yourself (managing down, managing up and managing across) and leading and managing teams (internal, external, and internal/external ones) are essential to successful multitasking. Finally, there is the need to recognize micro, meso and macro levels of the organization as opportunity of intra management levels and inter management levels. These processes involve producing organizational integration and synchrony. [ABSTRACT FROM AUTHOR]

Presentations and discussion at the 16th Global Convention on Governance and Sustainability suggest a desire of the corporate leaders present to put a higher priority upon better addressing the requirements of stakeholders other than shareholders. Achieving this might require changes of corporate purpose, governance arrangements and leadership criteria. Recent investigations of adoptions of performance support suggest that it is possible to simultaneously deliver multiple objectives and deliver benefits to a wider range of stakeholders as well as furthering the interests of shareholders. Revised corporate ends could be matched by developments in the means to achieve them. This raises the possibility of businesses, regulators, governments and public bodies working more closely together to pursue shared aims and create economies and build companies that increasingly work for all rather than just the few. Such a shift of emphasis could help to dispel cynicism and reduce mistrust of business leaders and usher in a new era of collaborative capitalism. [ABSTRACT FROM AUTHOR]

The captain of a merchant ship has a unique leadership role based on his or her responsibility for the safety of the ship and cargoes, navigation, the security and welfare of the crew and passengers, the need to comply with the latest maritime regulations, and the objective of maximizing the shipowner's profits. The level of accountability is high, as the captain's discretion can override all prevalent rules and regulations to save the ship and crew, and the responsibility is 24/7. The captain must balance the interests of several stakeholders: not only the shipowner, crew and passengers, but the charterer, the shipper, the consignee, port authorities, and local and international administrative bodies. Issues faced by the captain include not only possible financial and reputational loss, but exposure to unethical practices, emergency situations like fire, explosion, foundering, injury, safety, and dealing with security threats, such as maritime piracy. Hope of rescue of ships being attacked can be far away; before help can arrive from outside, the captain has to protect the ship, crew and passengers, without arms and ammunition. The captain's job includes preventing such external threats, but this can create dilemmas in balancing stakeholders' interests, such as the need for constantly reducing costs. [ABSTRACT FROM AUTHOR]

This study intends to throw light on the difference in gender bias in corporate leadership among Indian and global firms. The research finds that the corporate leadership role of women in global companies is far higher than that of Indian companies. There is no role of women in many sectors like consumer goods, automobile, media, metals, finance and constructions in India. Service sector gets more number of women heads than manufacturing sector in India, among which banking sector occupies more. Gender inequalities in Indian corporate leadership reveals that India has yet to come out of the belief of females are circumstantially inferior to males. [ABSTRACT FROM AUTHOR]

Huge and unrealistic expectations are placed on leaders, often resulting in disappointment. This in turn can lead to the perception that, as in Yeats’ poem, “the center cannot hold”; trust in leadership is lost and people doubt or cannot even clearly hear the leaders’ messages. Unity falls apart, cooperation diminishes or vanishes. Even where clear strategies are communicated, there may be no agreement or fully effective implementation. Great leaders realize they cannot lead in isolation. They surround themselves with good people who support them and each other and bring different ideas and backgrounds. They have a transformational, or coaching, style and look to keep growing themselves as well as actively seeking new ideas and innovation for their firm. Their unified and dynamic leadership group provides a center that does hold and enables a firm to face the exciting and sometimes daunting challenges of our time. [ABSTRACT FROM AUTHOR]

Management of empty containers is an integral task of the global shipping industry. So, the cost involved in transporting empty containers is included in a company's expenditure total, and thus it burdens the overall profit margin. The challenge is to achieve cost-effectiveness in empty container transportation and therefore the industry leaders need to identify the best possible solution under the prevalent circumstances. So far, this industry leadership could not frame the long-term solutions, mostly due to the fragmentation of the industry, lack of coordination and avoidance of long-term thinking. [ABSTRACT FROM AUTHOR]

For many people, the term 'corporate leadership' may conjure up images of Chief Executive Officers (CEOs) and senior management teams, boards of directors and corporate governance arrangements. It might also suggest the existence of a corporate organization. Yet a new enterprise may begin as an idea that eventually finds expression in the form of a startup venture involving one or more founding entrepreneurs, operating on their own at home with the goodwill and support of family and friends and who are looking for customers and sources of income. In time, more leaders may move between established and startup businesses where the priority is to articulate a vision or cause and operate more sustainably in order to reach and engage others, especially younger people. Those who fail to adapt and embrace the requirements for effective 'new leadership' will fall by the wayside. [ABSTRACT FROM AUTHOR]

The face of corporate leadership is changing. There are several reasons why organizational leaders today look different from those of several decades ago. Given the changes in country demographics, business conditions, and the business environment globally, it is inevitable that the face of leadership has changed and will continue to change. The face of leadership is changing in all sectors, and faster in some sectors than the others. There will be "blips" along the way as these new faces realize their potential through making significant leadership accomplishments. [ABSTRACT FROM AUTHOR]

In a democracy, if growth and development are not perceived as sustainable, mutually beneficial to stakeholders, fair and inclusive, businesses and the market itself may face much greater questioning and challenge. The benefits of greater government intervention could be problematic given the skill, experience and other barriers to the effective implementation of public policy. In contrast, innovative, responsible and sustainable responses from business leaders could lead to less intervention, greater reliance upon market mechanisms and closer and more productive public-private collaboration as each better understands and appreciates the contribution of the other. [ABSTRACT FROM AUTHOR]

Leaders who take the time to teach, coach, mentor and analyze, can structure strategies and have the right people to get there with productivity and ethics in a world that does not believe in organizations but believes in individualism. Developing people is a stronger way for handling change management, knowledge management and flexibility better than any other organizational initiative. This ability--developing people--is arguably the most relevant competency for surviving in a dynamic business environment. Strategy is at best only a short-term plan these days. The leaders who can structure and believe in the right training, based on real people, real organizations, real sectors and national and international necessities can change strategy and operational goals if they have overcome the challenges of seeing human resources as a barrier rather than an asset. [ABSTRACT FROM AUTHOR]