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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]

This paper systematically examines human influence on M&A success, addressing a literature gap by proposing managerial, organizational and behavioral attributes (MOBA) framework. The study uses a systematic literature review and thematic analysis to investigate the impact of executives' traits on M&A success, analyzing 124 studies from 2017 to 2023. It identifies eight key themes: leadership styles, decision-making capabilities, managerial abilities, psychological biases, risk attitudes, stress management strategies, sociocultural factors, and language influences. The MOBA framework, a threedimensional model, is developed to understand the interplay between managerial attributes, behavioral attributes, and organizational factors in M&A success. The paper emphasizes the importance of non-financial metrics for a comprehensive post-merger performance evaluation. It provides insights into managerial capability's impact on performance, revealing connections between various managerial dimensions. The findings are particularly relevant to the banking sector and M&A-intensive industries, highlighting the need for assessing individual characteristics for strategic decision making. The paper suggests future research to refine our understanding of managerial ability in M&A contexts. It enriches our understanding of M&A by studying the interconnections between various managerial aspects, and offers a comprehensive framework for future studies. [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]

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]

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]

Gender diversity has been the most researched aspect of board diversity, which consists of other observable dimensions like age, ethnicity and unobservable dimensions like attitudes and backgrounds. The possibility of women breaking the proverbial 'glass ceiling' to occupy senior leadership roles is still considered low in countries around the world, the underlying reason being the larger issue of gender inequality. A large body of academic literature has examined the relationship between the presence of women directors on boards and its impact on financial performance of an entity or firm value. Many of these studies have reported positive associations, contrarily some studies have found evidence of no significant relationship or a negative gender diversity-firm performance relationship. Yet another stream of research focuses on theoretical perspectives and characteristics of women on corporate boards. The objective of this paper is to assess the 'business case for diversity' and to review significant studies related to this theme. It considers multiple perspectives on gender diversity along with global contemporary research. The paper also puts forth the varied legislative initiatives adopted by different countries to address the underrepresentation of women in business. Broadly, the literature reviewed appears to support the 'business case' which suggests that greater gender diversity has a positive impact on financial performance. However, a closer look reveals that the direction of the gender diversity-firm performance relationship is affected by methodological issues, mediating variables/processes and contextual factors. [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]

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]

The leadership explained in this paper is not an influence process to get the task done or to transform the employees. However, the leadership discussed in the paper is a journey of one (the leader) within oneself to develop inner consciousness in order to uplift one's mind from lower planes of consciousness functioning at sensuous state (i.e., sensual desire, evil passions, greed, lust, cruelty, etc.) to higher levels of consciousness (e.g., spiritual virtues, enlightening qualities, kindness, purity, love, and devotion). The leader, while practising self-discipline and self-control, will create a culture of self-organization within the organization for organizational excellence and employee wellbeing. This led to the development of Level-5 integral leadership which was examined at different times in different research settings. The objective of the paper is to validate the integral leadership scale based on the theoretical construct developed by the author. The Level-5 integral leadership is based on transcendence of mind and becomes very meaningful and relevant in the post-Covid-19 state of affairs. [ABSTRACT FROM AUTHOR]

Founded on the principles of life, liberty, and the pursuit of happiness, the American nation evolved as the land of limitless opportunities and has attracted hopeful wanderers and bold adventurers from all parts of the globe to make America their home. This paper examines and explores at length the trials and tribulations that the institution of democracy has gone through in the world's most powerful nation since America's Declaration of Independence came into existence on 4 July 1776 under the dynamic leadership and guidance of its founding fathers. Beginning with the democratic ideals observed, upheld, and celebrated by writers, poets, and public intellectuals, the paper takes into account the exemplary leadership qualities displayed by President Abraham Lincoln in keeping the Union together during the Civil War by upholding the tenets of democratic norms and behavior. Through a discussion centered on the role of Donald Trump in brazenly flouting the avowed democratic principles in recent times, leading to his second impeachment, the paper gently reminds the readers of the deeds of the likes of Huey P Long during the 1930s. It also lays emphasis on the role of intellectuals and informed citizens in preventing dictators and demagogues from usurping and consolidating positions of power. [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]

The paper examines the international relations of Africa from the integration perspective. In doing so, it is necessary to revisit the conceptual and historical issues behind the formation of the Organization of African Unity (OAU), noting the compromises involved. The emergence of the African Union (AU) and the target set between 2004 and 2030 as the year for full integration of African countries are also examined. The paper further discusses the obstacles to the realization of a United States of Africa government, and outlines why it is not working. Three different explanations are given against the backdrop of AU's inability to attain supranationalism. It is noted that the political economy cost of surrendering national sovereignty, absence of credible leadership, and poor timing are working against the timetable for 2030. [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]

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]

The paper provides a practitioner’s perspective on the compliance deficiencies in banks, which are deep-rooted in the cultural deficit and ethical vacuum. It delves into the behavioral dimensions and suggests ways to strengthen the efficacy of compliance through leadership, ethics, transparency, and cultural capital. It underlines that compliance deficiencies arise chiefly because of the gap between stated and realized organizational ethos, ethical vacuum, and leadership conundrums. Lack of the desired tone and action from the top, and weaknesses in the ethical foundation of organizational behavior lead to a deterioration in the effectiveness of compliance. It examines what it takes to achieve and nurture cultural capital and strengthen trust and finds that knowing the theory is not sufficient and one must have a strong ethical cultural capital and sound leadership. An organizational fabric built on integrity, inclusivity, independence, ethics and transparency, though difficult to put in place and sustain, once ingrained in the organization’s bloodstream, makes it natural and spontaneous to have an effective compliance and governance system. [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]

This paper describes the construction and empirical evaluation of a new scale for measuring educational leadership styles of principals/supervisors/coordinators as perceived by teachers in schools. The respondents of the study are 500 school teachers from the city of Bangalore. The data was subjected to various statistical procedures to establish the reliability and validity of the scale. Kaiser-Meyer-Olkin (KMO) measure of sampling adequacy (0.876) and Bartlett's Test (p=<0.001) suggested that PCA could be undertaken. PCA analysis extracted seven factors with a cumulative 63.149% variance. Cronbach's alpha of the 31 items scale was 0.906. Convergent validity, discriminant validity, nomological validity, Variance Extracted (VE) values, Average Variance Extracted (AVE) values and Squared Multiple Correlations (SMC) between the seven factors were examined and reported. The results show that the evidence for construct validity and reliability is favorable for the Educational Leadership Styles Scale (ELSS). Definitions for the factors of ELSS are offered in this paper. [ABSTRACT FROM AUTHOR]

People today are in quest of business leaders who can demonstrate leadership that is free from dishonesty or gross negligence and which can prevent their corporations from making front page news. The present paper is an attempt to understand integral leadership style in order to create an environment which facilitates virtue-based management practices in organizations. The paper examines the managers' leadership style in the Indian business context. It makes an attempt to analyze the leadership style (self) of managers according to the integral leadership style and explores the components of Virtue-Based Managerial Practices and its relationship with integral approach to leadership. [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]

To assume a leadership position in the market space, an organization will need to emphasize on the kind of programs they use to improvise performance and productivity and not just how much they simply spend on learning. Training needs identification, therefore it identifies the gap between what the job expects an employee to do, on the one hand, and what the employee is actually doing, on the other. The training needs analysis discovers whether there is a discrepancy between what an employee ought to be doing and what he or she can do. Learning is a continuous process, and even if employees are the best, they still need to refresh and renew themselves with the latest technologies and trends. After globalization and privatization, a lot of competition exists between banks--both in public and private sector--compelling quick and efficient services reinforced by innovative products and services. This development opened up the need for training to the bank employees to adapt to changes and contribute towards efficient service to customers. Banks also use training to improve the ability of their employees for customer satisfaction as a primary goal. Banks consider that giving emphasis on training is the best way to expand productivity. In connection with the above, the present paper aims to investigate the differential changes in public sector bank in their purposes of conducting training, basis for training needs identification and design and implementation of training programs. The study makes an effort to assess the training and development practices in a public sector bank (SBI) with special reference to its impact on employee effectiveness. [ABSTRACT FROM AUTHOR]

The purpose of this paper is to examine the communication styles of two leaders in managing the crisis they faced. The study gives an insight into and a perspective on the qualities leaders need in times of crisis. It is significant as it investigates how crisis communication was handled by the leaders of AirAsia and Malaysia Airlines. The study then discusses the main reasons why the communication by Tony Fernandes of AirAsia went on to become a perfect example of how to communicate during a crisis, and why the communication efforts of Malaysia Airlines’ Ahmad Jauhari Yahya did not meet the stakeholders’ expectations. [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]

Effective leadership is a predominant necessity for every organization to sustain in the global market. The increasing rate of change we face today triggers the importance of nurturing a new skill of leadership with a wide vision and practicality. This all new concept of leadership gives rise to a new phase in the world of leadership, i.e., "sustainable leadership". Sustainable practices are becoming compulsory day-by-day for every organization, which encourages the managers to start thinking widely and become a sustainable leader. Sustainability education plays a significant role in changing the leadership concept. Leadership for sustainability denotes a new and expanded understanding of the role of the leaders to deal with the sustainable challenges by creating an inclusive, collaborative and reflective leadership process leading towards sustainable competitive environment. Today's organizations not only focus on their profit but also maintain sustainable competitive advantage by taking into consideration the organization's internal resources along with economic, environmental and societal factors. It is viewed as a comprehensive set of policies and programs that are integrated into business operations, supply chains and decision-making processes throughout the company, providing a superior and long-term position over their competitors. This paper focuses on the empirical explanations on the literature of leadership, its effectiveness in creating a sustainable culture within an organization by encouraging sustainable leadership practices and how it fosters a change within and around Kolkata-based Indian IT organizations to gain sustainable competitive advantage. [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]

Change does not disappear, nor does it dissipate. It has become almost a routine for most organizations in today's world. Mere identification that an organization requires change does not suffice. Change in the simplest of forms causes repercussions. Considering the complexity of organizations, change in organizations becomes a lot more complicated. Managing change in organizations is therefore essential for successful implementation of change. There are a number of models and theories that assist the organizations in doing the same. Some of these models like force field analysis, different change management perspectives and Kurt Lewin's threestage model, ADKAR model of change and Kotter's eight-step change model have been explained and applied to explain the change that Corus Strip Products (CSP), UK underwent till 2005. These models assist the management gauge the present situation of the organization (state of equilibrium) and the positive and negative forces that impact change, and gain a better understanding of the organization and the different ways in which change can be implemented in order to minimize resistance and increase the probability of successful implementation. The paper also sheds light on the importance of the role of leadership and the impact that different leadership styles have on the implementation of successful change. Effective change management leads to proper execution of the strategies formulated and implemented in the organization. This benefits not only the organization but also its various stakeholders. [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]

Educational institutions as learning organizations could be best explained through Senge's theoretical framework of schools as learning organizations. For Peter Senge, 'real learning gets to the heart of what it is to be human. We become able to recreate ourselves. This applies to both individuals and organizations. Thus, for a learning organization, it is not enough to survive, but to enhance capacity to create'. Educational leaders are individuals in schools, colleges, universities and educational institutions that have responsibilities and a decision-making role. These people are responsible for the successes and failures of their institutions. This paper discusses the potential of leadership styles in influencing a learning organization. It first explores the leadership styles most frequently engaged in schools and secondly identifies the dimensions of leadership style that influence a learning organization. The study was conducted across 80 schools in the city of Bangalore. Two tools were used in this study, namely, Learning Organization Profile (LOP) to measure learning organization and leadership styles scale to measure the leadership style most engaged in by the supervisors/principals/coordinators of schools. A total of 750 respondents' data was analyzed. The study has indicated that leadership styles play a significant role in building a learning organization. The paper concludes with a discussion of the implications. [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]

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]

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]

The paper examines the set of organizational factors that affect service delivery (job performances) in the hospitality industry. Descriptive research design was adopted for the study. A sample of 150 frontline hotel employees in Surat served as the study setting. Data was gathered through a self-administered questionnaire. Some of the tools used for analysis were Cronbach alpha, Mann-Whitney test, cross tabulation, and factor analysis. By reviewing literature, 22 constructs that affect service delivery in the organization were identified. Through factor analysis, the authors arrived at seven dimensions that affect service delivery, namely, organization personality, internal marketing activities, role demands and organizational leadership, employee empowerment, hygiene factors, organizational conflict and organization resources. Gender differences were found in the opinion related to dimensions such as job autonomy, empowerment, rewards, perceived organizational support, role conflict, role overload, and servant leadership. [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]

This study aims to identify the dynamic capability of sustainable companies in the Indian financial services industry. It uses a mixed-method approach. Based on a qualitative content analysis of sustainability reports of companies in the Nifty Financial Services Index between 2013 and 2018, and rating of the companies for sustainable business performance, the study identified HDFC Bank Ltd. as the most outstanding company in India's financial services industry. It further explored the publicly available information to delineate the dynamic capability of HDFC Bank. Sustainable leadership, under CEO Aditya Puri emerged as the dynamic capability, enabling HDFC Bank to positively impact society and the environment, while ensuring sustainable business performance. The study demonstrates the effectiveness of sustainable leadership as a dynamic capability. [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]

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]

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]

This explorative and non-experimental study investigates how the Principled Leadership Approach (PLA) impacts the creation of Learning Organization Culture (LOC). The study defined PLA as an institutional system anchoring on three critical aspects—compassion, integrity, and inclusivity—and how this aspect supports the basic structure of the learning organization’s culture—purposeful orientation, leadership support, and structure flexibility. This model was tested with the help of 604 sample data collected randomly from varied business professions in India between April 2020 and September 2021. The model for the study was tested using EFA and CFA. The study found that PLA’s dimension has a significant favorable influence on LOC’s dimension, indicating PLA builds a positive pathway to unfold the ideal of learning organization culture. [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]

Excellent management is often methodical and conservative. Therefore, effective leadership is always required to drive entrepreneurship sustainability. Leaders play primary and accessory roles. The primary roles include the leader's role as a visionary and planner, while the accessory roles include that of being a role model because of his position in the organization. A leader needs to guide the corporation on strategic goals and targets and be involved in short and long-term planning in the organization. There will always be the need to delegate duties where possible, and as far down the organizational hierarchy as practicable, consistent with ability and competence. Sustainability can thrive more through effective management education, training and development so as to create knowledge-based entrepreneurship culture as a foundation for a learning organization. Creating a learning organization is a global imperative because, ultimately, the leaders of the future require four important traits. They need to master internal markets and have a keen sense of external markets; they need to have a great relationship with people, a sound idea of ICTs, and a good understanding of how to perform exceptionally everywhere in the world. The study recommends that management succession planning driven by leadership must become a strategic game changer for global entrepreneurship sustainability. [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]