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This paper challenges the traditional focus on mere competency and charisma in the ever-shifting terrain of leadership, arguing they hold limited power in navigating the complexities of modern environments. While proficiency in one's field and magnetic charm remain valuable, they fall short in fostering collaborative, equitable, and sustainable success. Delving into the limitations of both concepts, the paper unveils a broader tapestry of leadership requisites. Emotional intelligence, the cornerstone of building strong relationships and effectively managing team dynamics, takes center stage. Humility, embracing feedback and empowering others, fosters collaborative decision-making. Authenticity, radiating genuineness and trust, creates a foundation for shared commitment. Finally, ethical behavior, anchored in integrity and stakeholder wellbeing, ensures responsible and impactful leadership. Drawing upon scholarly insights and real-world experiences, the paper advocates for a holistic approach to leadership development, one that cultivates a diverse skillset and ethical behavior, enabling leaders to not only survive but also thrive in the demanding landscape of the 21st century. The paper emphasizes the need for a multifaceted leadership equipped to tackle the dynamic challenges of our time. [ABSTRACT FROM AUTHOR]

In organizational behavior analysis, it is instructive to understand the emotions in the organization in order to be aware of the impact of the organization’s culture, policy, and leadership style on the emotional wellbeing of employees. The paper reviews relevant literature and identifies the role of emotions in retail businesses. It examines the impact of emotional labor in such business organizations, the place of emotional intelligence of employees, and strategies for emotional regulation. The paper offers useful recommendations for ensuring the emotional wellbeing of employees of retail businesses. [ABSTRACT FROM AUTHOR]

Dissatisfaction with the quality of working relationship between leaders and their colleagues continues to be the primary reason for executive derailment, staff turnover, loss of trust in leadership, workplace dissatisfaction and low employee engagement. Research into such matters has tended to focus more on the 'Above-the-Line' observable and measurable facets of executive behavior and has (seemingly) neglected the emotionally-grounded workplace dynamics and phenomena. This paper seeks to draw attention to the 'Below-the-Line' phenomena as one way of rectifying this imbalance and seeming neglect. [ABSTRACT FROM AUTHOR]

In the rapidly changing organizational climate of today, agility is emerging as a core need for leaders, and ‘agile leadership’ has become a buzzword. This paper attempts to demystify the term by combing through definitions and approaches proposed by experts and distilling leadership agility into its core constituent characteristics. The paper identifies five basic attitudinal preferences that set agile leaders apart, namely, guidance over control, collaboration over hierarchy, cross-functionality over silos, adaptiveness over plan-centricity, and value creation over output. With an understanding of these attitudinal preferences, the paper turns its focus on how agile leadership can be developed, including by supporting individuals in imbibing these qualities. Creating an agile culture emerges as the key to scaling agility in organizations. The paper finds that, in essence, agile leaders foster more agile leadership. In the rapidly changing organizational climate of today, agility is emerging as a core need for leaders, and ‘agile leadership’ has become a buzzword. This paper attempts to demystify the term by combing through definitions and approaches proposed by experts and distilling leadership agility into its core constituent characteristics. The paper identifies five basic attitudinal preferences that set agile leaders apart, namely, guidance over control, collaboration over hierarchy, cross-functionality over silos, adaptiveness over plan-centricity, and value creation over output. With an understanding of these attitudinal preferences, the paper turns its focus on how agile leadership can be developed, including by supporting individuals in imbibing these qualities. Creating an agile culture emerges as the key to scaling agility in organizations. The paper finds that, in essence, agile leaders foster more agile leadership. [ABSTRACT FROM AUTHOR]

Much has been written on the virtues that a leader should possess. A leader should know the way and show the way. He must possess confidence, commitment and communication skill for leading properly. He should have right attitude and right mindset for dealing with people of varied temperament. There are many points in to-do list for aspiring leaders. This paper focuses on not-to do list for wannabe leaders. This not-to do list is more important than to-do list as it clearly points out negation part that is required. Sometimes, working on to-do list takes much time and toil. But focusing on what not to do makes the target achievable and smooth. The examples of literature have often been cited for leaders for showing them what exactly they need to follow. Some of the most important lessons of leadership surprisingly do not come from business but from literary works. The books on leadership and business magnates talk only about the work-lives of the leaders. But literature gives the way into the inner lives of its characters. We see characters in entirety. There are lots of fictions indicating the right path for the leaders. This paper enumerates some literary works which display the negative traits of leaders that have to be avoided. [ABSTRACT FROM AUTHOR]

Crisis leadership demands a specific constellation of psychological resources that defines the effectiveness of true leaders. Going beyond the commonly cited leadership styles, this paper draws upon the fundamental overt and covert behavioral processes that make a leader effective. The three intra-individual subsystems of cognition, affect and personality traits in the triangular-reciprocal nature determine the level to which a leader is successful in crisis management. In this cognitive-affective personality traits approach, the cognitive structures and processes, the affective dynamics and the constellation of personality traits are the differential variations that set apart an effective leader from an ineffective one. [ABSTRACT FROM AUTHOR]

With the demographic shift from boomers to Generation X and Y to Generation Z, the entire business conditions are changing. And given the pace at which business is changing, it becomes extremely important that the companies are ready with a bank of individuals who are prepared to take up the ever-mounting challenges. Businesses demand people who can lead from the front and can take charge of key responsibility areas. However, the number of such people in an organization is limited, and it is difficult for organizations to fill in the top leadership spots. One of the main reasons for this gap is that when the students enter the field of work, they are unequipped with the necessary leadership skills. In the present paper, the authors, on the basis of extant literature, have summarized the role of professional educational institutions and work organizations in developing leadership among individuals. They opine that professional colleges will have to work continuously to groom students to become future leaders. Moreover, not just the professional colleges but the organizations where the students get placed, will also have to take the onus of developing future leaders. A united effort, both from the professional colleges and companies, can bridge the gap between the demand and supply of potential leaders. [ABSTRACT FROM AUTHOR]

Many theories and thinkers have attempted to explore what truly makes a person emerge as a leader. Successful leadership often surfaces when people become aware of critical personal experiences in their life, understand the driving forces, respond by rethinking about self, redirect their moves and reshape their actions. Stanford rates soft skill like self-awareness as one of the pillars of managerial capabilities that predicts managerial effectiveness and leadership success. It suggests that IQ and technical skills are far less important to leadership success than selfawareness. In a world of unprecedented business complexities, leaders, besides explicit knowledge, need an inner compass of self-awareness to walk the tight rope of leadership. The paper explores the concept selfawareness and traces the two essential components of self-awareness. The paper dwells on the reasons for self-ignorance arising out of individual's inability to exploit two components. It also underlines how self-awareness contributes to self-actualization and managerial effectiveness. [ABSTRACT FROM AUTHOR]

Persuasion is one of the commonest communicative activities in the contemporary business setup. It is in fact a very effective tool for managerial success. Persuasion demands understanding of the concerns, positions and objectives of the audience and is the process of finding meaningful benefits and creative solutions, keeping in view the needs of the audience. It is a vast science with well-defined theories and techniques. The paper attempts to study some of these techniques and theories, the knowledge of which can help achieve persuasive goals in everyday business. [ABSTRACT FROM AUTHOR]

Many organizations seem to conduct talent management and succession planning based on the assumption that star talent and solid leadership can be acquired as needed. Research into the portability of talent implies that it cannot be. This paper examines the research on the portability of talent and leadership skills and concludes that overreliance on recruiting outside stars can lead to disaster and that succession planning must be less reactionary and more integrated into the broader processes of developing the firm's strategy and determining the skills the top executives will need in order to execute that strategy. Strategies for leveraging this research are also presented. [ABSTRACT FROM AUTHOR]

The authors explicate that the terms spirituality and spiritual intelligence have no connection and have nothing to do with religion or belief systems. With spiritual intelligence happening at the workplace, the environment will be more favorable. A better working atmosphere relates to a higher level of output. The purpose of this paper is to emphasize on the significance of spiritual intelligence, the commitment to righteousness and ultimate wisdom at the workplace. The authors have attempted to show how by developing one's spiritual intelligence, one can develop skills such as intrapersonal and interpersonal relations, problem solving, goal attainment, motivation, commitment, responsibility, self-awareness, team spirit, stress management, time management, leadership and transformation, necessary for work and be successful at workplace. The paper provides a few suggestions on how to develop spiritual intelligence. The authors conclude by stating that spiritual intelligence need not be an inborn trait but can be developed, which results in making life and work more meaningful and enjoyable. [ABSTRACT FROM AUTHOR]

Executive presence is a key differentiator for successful leaders, embodying the ability to project confidence, clarity, and authenticity. It transcends traditional leadership metrics, combining appearance, communication skills and gravitas. This blend is crucial for leaders aiming to influence outcomes and lead effectively in today’s complex business environment. Executive presence is not just beneficial but essential for career progression, enabling individuals to bridge the gap between merit and recognition, and it significantly impacts leadership roles and opportunities for advancement. The core of executive presence, gravitas, involves displaying confidence, decisiveness, integrity, emotional intelligence, and resilience. Leaders who exhibit these traits command respect and inspire trust, navigating challenges with ease. Effective communication, another pillar, ensures leaders can articulate their vision, engage stakeholders, and foster innovation through clarity, active listening, emotional connection, and non-verbal cues. Although appearance is considered less crucial than gravitas and communication, it nevertheless plays a significant role in first impressions and establishing credibility. Cultivating executive presence is a continuous process that unlocks leadership potential and accelerates career growth. By enhancing gravitas, refining communication skills, and maintaining a professional appearance, aspiring leaders can build stronger connections, inspire confidence, and lead more effectively. [ABSTRACT FROM AUTHOR]

Building trust in teams is one of the key aspects of learning takeaway that every team building workshop delivers, be it indoor or outdoor, or outbound. The attitude and ability to trust one another in a team is considered one of the most critical elements that help team members bond with each other and work together seamlessly towards their common goals. As leaders of teams, every individual constantly looks for this trait in their teams. However, just a few practice activities like trust fall, obstacle path, etc. in a workshop or the knowledge that trust is essential may not be enough for a team to have and work with that trait. Apart from these intermittent activities, leaders also need to consistently do their bit, day in and day out, to ensure that trust gets built and stays in their teams. This paper introduces the concept of trust in individuals and teams, describes the various steps that leaders need to take, and the techniques that they can apply at different stages of their teams to develop and maintain trust within . [ABSTRACT FROM AUTHOR]

The objective of this paper is to understand the key aspects of good and effective communication, how to develop them, and the major challenges faced in the process. This task is accomplished by extensive literature review, and by interviewing experts and working professionals. The focus is on how effective communication is demonstrated and on the differentiating factors among good and not so good communicators. The study necessarily intends to go deeper and more technical than the myriad "how to be a good communicator" genre articles. [ABSTRACT FROM AUTHOR]

This paper is a study of the impact culture has on leadership. It gives a comprehensive review of cultural differences in leadership and emphasizes the importance of understanding cultural differences between countries by examining the work of Geert Hofstede and the GLOBE (Global Leadership Organizational Behavioral Effectiveness). In earlier studies, Bernard Bass (1990) pointed out the different units of analysis in the study of leadership and culture: within and among countries, organizations and groups. In addition, he underscored the importance of understanding cultural differences, between countries. Studies such as Hofstede's and the GLOBE project have shown that the success of the work of one nation's individual in another culture is dependent upon understanding cultural differences, including the variations among attitudes towards and the practice of leadership styles. This article is a summary of the study of leadership in different cultures. The globalization of many organizations and the increasing interdependence of nations make the understanding of culture and its influence on leadership increasingly important. [ABSTRACT FROM AUTHOR]

Organizations of all sizes, types across various industries are experiencing turbulent forces of change from the environment in the business world, both nationally and internationally. We are in an era of global business– a 'one world market'. The traditional orientation of companies working just within national boundaries is declining worldwide. The ability of business to respond to the newer challenges of globalization requires clarity of vision and understanding about the behavioral role of management and organizations in this constantly changing new world (Brake et al., 1995). It is up to the leaders and followers alike to position the organization to compete and win in the face of increasing external global market pressures. The expressed purpose of this paper is to add new insights and foresight to an existing body of knowledge on the role and impact of leaders to identify and implement the right organizational design(s) to fit the culture, strategy, people, and unique challenges facing each organization. Equally important this paper is intended to articulate the necessary prerequisites that must be in place to ensure that the design(s) is sustainable to achieve the desired outcomes for the organization. [ABSTRACT FROM AUTHOR]

This paper emphasizes the importance of right attitude for young and budding managers. The importance of right attitude must be realized and cultivated consciously by young managers. There is a possibility to nurture right attitude even by those who are deeply immersed in a hostile attitude. The step-by-step efforts, required to nurture right attitude, are presented in this paper. This paper delivers anecdotes and real life experiences of successful and miserably failed corporate leaders. Right attitude is something to be practiced and not to be understood alone. It is important for a person to be a master of right attitude. It is true that attitude determines altitude and to reach great career heights young managers must grab the right attitude. [ABSTRACT FROM AUTHOR]

Leadership effectiveness in higher education is found to be different on various counts because of the structural and functional dissimilarities in the organizational processes. This necessitates the need for a leadership model that is nontraditional. The new-genre leadership theories, viz., servant, ethical and spiritual, are blended in this study to formulate a new model of leadership that can prove to be effective in higher educational settings. This blended model of leadership draws upon the characteristics of the three leadership theories, applied differentially in organizational settings. The specific applications of each of these models are also discussed. [ABSTRACT FROM AUTHOR]

Communication plays a crucial role in the functioning of organizations. In fact, what an organization requires mainly is communication. It is an inseparable, essential and continuous process just like the circulatory system in the human body. As a result, communication effectiveness becomes a very vital factor in determining the efficiency with which an organization performs as a whole. The existence of an organization depends upon a number of things like unity of command, delegation of authority and responsibility, teamwork and leadership, each one of which entails a strong support of interpersonal communication. Interpersonal communication, therefore, becomes the lifeblood of an organization. Fundamentals of interpersonal communication are communicators, message, noise, response, background and channel. Decent interpersonal communication skills support intimate relationship, counselling, selling, management, conflict management, etc. The various hindrances to effective interpersonal communication like sentiments, filtering, message crammed with information, defensiveness, cultural difference and argot can be overcome by simplifying language, controlling sentiments, listening ardently and using feedback. The paper examines the vitality of interpersonal communication for the subsistence of an organization. [ABSTRACT FROM AUTHOR]