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The absence of intelligence leadership may lead to a failure to motivate employees within universities, which leads to adverse effects on organizational excellence, primarily if the prevailing organizational culture does not support the processes of development and success. Thus, organizational culture is expected to play an essential role in enhancing the leadership’s ability to use its intelligence to achieve organizational excellence. Accordingly, the study aims to identify the mediating role of organizational culture in the impact of leadership intelligence on achieving organizational excellence in Jordanian universities. Qualitative data were collected and quantitatively analyzed. A questionnaire was designed using a leadership intelligence scale and distributed to a sample of 371 faculty members in 33 Jordanian universities. The sample size was chosen according to the statistical tables, and this sample is considered statistically acceptable. The data were processed using structural equations using SPSS and AMOS software. The study concluded that there is an effect of intelligence leadership on organizational excellence. It was also found that organizational culture mediates the relationship between intelligence leadership and organizational excellence. Therefore, the study recommends that the decision makers in Jordanian universities strengthen intelligence leadership, with the need to establish clear foundations in the selection of university leaders, ensuring intelligence leaders’ existence.

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Recognizing the inherent strengths and weaknesses of human agents and organizations, as well as changing characteristics and behavior of the interacting agents is the key fundamental to better adaptation, leadership, governance, resilience and sustainability. In all human organizations, the agents are human beings each embedded with an intrinsic intense intelligence source that could easily transform their behavioral schemata. Thus, contradictory to the Newtonian/design paradigm, the group/organizational dynamic of human agents is complex, nonlinear, constantly/continuously changing, and can be unpredictable. In addition, complexity in the human world can be relativistic. Consequently, human agent/organization may perceive certain spaces of complexity as spaces of relativistic order -- relativistic complexity. In particular, due the presence of the intense mental dimension in humanity -- complexity is in the mind of the beholder. In human existence, leadership and governance are spontaneously emerging key requirements' a primary trait for collective survival. Currently, with more knowledge-intensive and participative new agents (self-powered intrinsic leadership) who possess modified beliefs, values, norms, and expectations that are dissimilar from the older generations, governance and leadership need deeper analysis and redefinition. Traditional governance systems in all categories of organization are manifesting their constraint, vulnerability, and incompetency, in particular, incoherency due to new values and cultural pressure, and their associated selforganizing networks -- especially informal networks that demand change, a more commonly observed worldwide phenomenon. In this respect, special attend has to be focus on the highly nonlinear relational parameter is beneficial. This study adopts the intelligence mindset that concurrently focuses on intelligence/consciousness-centricity, complexitycentricity, and network-centricity as the new strategic path towards better adaptive governance and the new leadership. It concentrates on the self-powered agents that are also intrinsic leaders/actors. The new intelligence leadership focal point include nurturing intense collective intelligence (more actors), the critical ability of self-organizing communications, immersion of leadership nodes in networks/clusters (including e-governance), increasing coherency of complex networks (interdependency of network of networks, network management), exploiting selected spaces of complexity (complexity management), and intelligence-driven self-transcending constructions that better facilitates emergence through 'multi-lateral' dynamics (minimizing 'direct' governance). This intelligence governance strategy emphasizes that mass lateral collectivity rather than selective enforced hierarchical empowerment is the more effective approach in the present contact. Fundamentally, optimizing the 'everybody is in charge' phenomenon frequently is a more viable option. [ABSTRACT FROM AUTHOR]

This article analyses the factors bearing upon achieving organizational change in the world of secret intelligence in the US and the UK, identifying for success the need for a convincing narrative, adequate budgetary control and understanding of the special psycho-dynamics to be expected in secret organizations. The article examines in that light the different paths of development of the concept of a single national intelligence community in the US and in the UK, and identifies common reasons for renewed pressure in the light of the experiences of international terrorism and the pre-war failures of intelligence over Iraqi weapons of mass destruction. Both US and UK intelligence communities, for different reasons, are seen to be some way short of where they need to be to face the challenges of future intelligence work against global threats that span the domestic and overseas spaces. [ABSTRACT FROM AUTHOR]