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Culture is vital to a company's success, but it's not easy for employers to develop, sustain, and grow it. Although organizational and managerial factors drive a company's competitiveness, corporate culture [...]

The theory of the managerial grid, a model of dimensions among styles of leadership, (Van De Vliert and Kabonoff, 1990; Asrar-ul-Haq and Anwar, 2018; Cai, Fink and Walker, 2019) was employed to measure the leadership styles of adjunct business faculty at an AACSB university in the State of Florida. Forty-five adjunct faculty members of business administration completed a survey measuring leadership style. Findings of this study indicate strong empirical support that gender had no effect on leadership style and that the more experience the adjunct faculty member had the higher the concern for people and concern for production. Gender, while not empirically investigated is only stated as a corollary of the group studied. Some universities have more women than men on their organizational chart and this is strongly encouraged. The university setting is moving toward more diversity, more equity, and more inclusion. We feel that is an important improvement for both organizations and universities as equality becomes a cultural, and important, norm. The paper concludes with a discussion of potential implications for management education. This paper may be of interest to administrators, adjunct faculty, and those interested in further study of management education and change., Introduction The number of adjunct-faculty has increased due to the proliferation of distance learning and adult-oriented undergraduate programs (O'Dell, 1998; Strasser, 2019; Burleigh, Steele and Gwitira. 2021). In 1993, 42 [...]

The article focuses on a teaching and learning model for management education, integrating transformational leadership. It emphasizes aligning teaching styles (e.g., expert, facilitator) with learning styles (e.g., active, reflective) for an engaging experience. The four dimensions of transformational leadership are explored including intellectual stimulation, individual consideration, inspirational motivation, and idealized influence.

Courageous leadership requires a true understanding of organizational structure and pressures. This article describes a study designed to examine the moderating and mediating variables of courage, leadership and ethics on leadership in contemporary organizations. It measures two key dimensions - courage as the ability to act and the fear factor involved with the action. Identifying the desired traits of courageous and ethical leadership that inspire trust can help organizations seek such qualities when searching for new leaders. [ABSTRACT FROM AUTHOR]

Executives across the globe have found that knowledge is critical to business success. However, knowledge in itself is not enough to satisfy the vast array of changes in today's organization. A new model is a necessary precursor to more effectively managing knowledge within the organization. This article is to help executives have a better understanding of this new knowledge management model in a world in transition. [ABSTRACT FROM AUTHOR]

This article explores redesigning the corporate structure for knowledge-based organizations to thrive globally. It highlights the importance of effective frameworks, diversity, and inclusion. Redesigning the structure can address communication issues, problem recognition, and resource optimization. Practical suggestions are provided to align diversity, equity, and inclusion with knowledge management strategies, focusing on organizational capabilities and decision-making.

The article offers information about the importance of implementing effective leadership succession plans to ensure the success and vitality of organizations in the future of work, which is being shaped by phenomena like remote work, the great resignation, and quiet quitting. The Magic Spark Model, which uses transformational leadership and systems management theories, is proposed as a way to enhance leadership succession planning and mentoring methods.

The article discusses an approach to developing and shaping corporate culture more effectively in a post-COVID-19 era which uses the dimensions of trust, learning and collaboration. Topics covered include the need to disseminate strategy, objectives and goals throughout the organization, the importance of not underestimating the vital role of middle managers and how culture has changed to a factor the requires the collective participation and responsibility of all members of the organization.

The article discusses the characteristics of an executive, aspiring leader or manager to achieve success and facilitate organizational change. It explains a group approach to leadership that mobilizes followers and enumerates essential skills needed for people management and building teamwork. It outlines guidance to influence organizational change plan, steps to become decision architects and measures for building resilience in the face of crisis.

The article reports that disruptive leadership can help businesses achieve a sustained change and eventually a higher degree of effectiveness. Topics include implement a successful change in order to adapt to uncertain business environment; and focus of disruptive leadership in the long term is accompanied by pain and authentic leadership.

The article looks at the different aspects of Level UP Leadership and depicts an applicable and reliable leadership model for executives. It describes the different styles of Level UP leadership including professional communication and authentic, decision-making, motivational, people management, core leadership, and change agents, visionaries and mission-driven. Several ways to fit leadership training sessions to the needs of followers are outlined.

The article explains how organizations can develop effective leadership in digital technologies. Topics discussed include relationship between market value and effective leadership in digital technologies, significance of investment, cost reduction and increasing profit, role of organizational design and information technology system in the growth of innovation by sharing ideas and communication, and advantage of using project management techniques and designing an organizational culture.

During the COVID-19 pandemic, transformational leadership, the use of informational technology and knowledge management have become focal points due to the increased use of remote platforms. After interviewing executives, we found these three pillars of success to be undeniably important. Developing a new and dynamic conception of transformational leadership within the information technology and knowledge management paradigms can propel leaders into the future post-pandemic world. [ABSTRACT FROM AUTHOR]

Also in this issue learning blueprint CAREER AND LEADERSHIP DEVELOPMENT Organization development consultants can position themselves as change agents, helping leaders address each business challenge that arises by using the level-up leadership model. Evidence of this core leadership trait is a leader letting an employee know what is expected of them. Results Effective top-level leaders clarify the need for training and development to help employees learn the leadership traits and implement them daily. [Extracted from the article]

The article explains the use of organizational resources in formulating a vision of knowledge management improvement for the COVID-19 pandemic recovery. It mentions the negative impact of excessive structure on knowledge management. Among the factors that affect the use of modern knowledge management techniques are the structure, culture, and strategic planning of an organization. Also noted is the lack of empirical support to measure the role of resources in knowledge management development.

The article explores the challenges of authentic leadership and its significance for organizational success. It distinguishes between leadership and management, emphasizing the value of education in developing effective leaders. The authentic leadership model is presented, highlighting its elements and benefits. However, the model faces criticism for its vagueness and lack of situational adaptability. Authentic leadership is valuable but may not be universally applicable.

The article offers suggestion for transformational leaders to manage a firm’s internal resources. It mentions the role of leaders in facilitating constructive changes at the organizational level and promoting knowledge management processes. It also mentions the focus of leaders on embedding knowledge in organizational members and uncovering tacit knowledge embedded within employees as a more important source of competitive advantage than explicit knowledge.

The article offers information on the transformational leaders contribute to knowledge management effectiveness by acting as effective change agents through better management of information technology. It mentions that transformational leaders enhance effectiveness when they blend technological communication to enhance their leadership roles; and also mentions that knowledge management can be successful if managed effectively by transformational leaders.

Our contribution to filling the gap in knowledge management literature lies in presenting an integrated framework that incorporates the organizational factors that impact knowledge management processes. We provide direct links among knowledge management, transformational leadership, structure, culture, strategy, intercompany social networks and stakeholder orientation. These links are depicted in an integrated framework as possible scenarios. Understanding these implications could provide a significant contribution in developing a new and dynamic conception of a company's characteristics within the knowledge management paradigm. [ABSTRACT FROM AUTHOR]

In this article the author talks about how the dimensions of transformational leadership are affected by various internal characteristics of companies such as their structure, culture, strategy, intercompany networks and stakeholder orientation. It mentions that Transformational leaders inspire followers to generate solutions and a better environment, and highly centralized structure has a negative impact on such leadership.

The article reports that Self-leadership is built upon the premise to lay a solid foundation filled with the tools needed to build a foundation for personal excellence to build a better leadership presence and authentic leadership. Topics include dealing and communicating with them will improve effectiveness when influencing behavior; and Dimension five is an interesting perspective as leaders are more engaged in electronic leadership.

The article discusses the use of artificial intelligence (AI) to empower business decisions. Solutions to guarantee data quality are data pre-processing or data cleansing, data as a service and explainable AI techniques. It suggests organizations to leverage cloud computing and distributed systems. Factors for implementing data quality funnel for decision-making are data and organizational culture, trust in machine learning and AI outcomes, and organizational technical resource capabilities.