Navigating Leadership Challenges in Modern Organizations through Ancient Indian Values

2021 ◽  
Vol 1 (1) ◽  
pp. 1
Author(s):  
Kirti Rajhans ◽  
Rushikesh Pawar ◽  
Payal Bibve
Keyword(s):  
Leadership Challenges ◽  
Indian Values

The CEO’s route to the top: The South African experience

2019 ◽  
Vol 38 (2) ◽  
pp. 103-120
Author(s):  
Chris Van Melle Kamp ◽  
Karl Hofmeyr ◽  
Mandla Adonisi
Keyword(s):  
South Africa ◽  
South African ◽  
Chief Executive ◽  
Senior Management ◽  
Childhood And Adolescence ◽  
Next Generation ◽  
Chief Executives ◽  
Leadership Challenges ◽  
African Experience ◽  
Depth Interviews

In this study we draw on a series of in-depth interviews with chief executives of some of South Africa’s most prominent businesses, to investigate how their careers unfolded as they rose to the top of their organisations.Twenty-seven CEOs of South Africa’s top companies were interviewed. Eleven of these companies are listed among the top 50 South African companies.We trace the evolution of leadership, from its embryonic beginnings in childhood and adolescence, through the different stages of a developing career to the crucial transformation of an operational mindset into a strategic one.We examine the circumstances that led to these CEOs being appointed and describe the difficulties of transitioning from a senior management role into that of chief executive. We look at the competencies and experience necessary to be effective as the leader of an organisation, as well as the role played by motivation and self-belief. Finally, we identify the unique leadership challenges faced by chief executives in South Africa and pass on their advice to the country’s next generation of leaders.

scholarly journals COVID-19 leadership challenges in knowledge work

2021 ◽  
pp. 1-8
Author(s):  
Kathrin Kirchner ◽  
Christine Ipsen ◽  
John Paulin Hansen
Keyword(s):  
Knowledge Work ◽  
Leadership Challenges

Focus on management and leadership in language centres: The needs and challenges of a language centre director

2019 ◽  
Vol 9 (2) ◽  
pp. 351-370
Author(s):  
Heidi Rontu ◽  
Ulla-Kristiina Tuomi ◽  
Petra Gekeler ◽  
Cristina Pérez Guillot ◽  
Sabina Schaffner
Keyword(s):  
Staff Development ◽  
Focus Group ◽  
Well Being ◽  
Leadership Challenges ◽  
Collegial Support ◽  
Professional Network ◽  
Threshold Network ◽  
Challenging Situation ◽  
Mentoring System ◽  
Management And Leadership

Abstract The organisational status and the main tasks of a university language centre are given different interpretations in different universities. Some language centres find themselves in a challenging situation where the centre’s existence seems to be at stake, whereas others prosper and find positively encouraging opportunities for the future. All this is reflected in the work of language centre directors across Europe. To discuss these challenges and to further develop the cooperation of directors, a Focus Group on Management and Leadership has been established by CercleS. The aim of the focus group is to create a low threshold-network for directors for sharing challenges and questions and by doing this to provide collegial support in management and leadership issues. The focus group conducted a survey in 2015 to learn more about the management and leadership challenges and the support needs of directors. In this paper, we will discuss the results of the focus group survey. The target is to discern common themes and develop recommendations for directors’ future professional cooperation. There will be a particular focus on sharing experiences and ideas for strategy work, staff development and funding, by creating a supportive professional network. Such a network includes a coaching and mentoring system for directors within the CercleS member language centres. The common theme is empowerment: supporting directors in a collegial framework to share experiences, develop their centres further, and increase their own personal well-being at work.

Navigating Leadership Challenges in a Polycentric World

2021 ◽  
pp. 026537882110303
Author(s):  
Mary T. Lederleitner
Keyword(s):  
Leadership Challenges ◽  
Global Missions ◽  
The World ◽  
God's Mission ◽  
God's Work

Polycentric leadership is a growing issue in the global missions movement. The focus of this article is to help readers understand polycentrism broadly and examine what it means for those seeking to lead fruitfully in God’s mission. Examples will be provided to illustrate what polycentric leadership can look like. Biblical and theological convictions that shape leaders who work out of this paradigm will be examined. The reality of tension points experienced by people who desire to lead from this paradigm will be explored, as well as practical strategies and insights for those who have to navigate these tensions in their missional journeys. Through bringing together these different threads, the goal is for this article is to provide both academic insights and practical assistance for anyone who cares deeply about God’s work around the world and desires to lead fruitfully in a polycentric mission context.

Assistant principal leadership development: a narrative capture study

2014 ◽  
Vol 52 (2) ◽  
pp. 173-192 ◽  
Author(s):  
Lisa Petrides ◽  
Cynthia Jimes ◽  
Anastasia Karaglani
Keyword(s):  
Leadership Development ◽  
School Leadership ◽  
Principal Leadership ◽  
Assistant Principals ◽  
Teaching And Learning ◽  
Assistant Principal ◽  
Leadership Roles ◽  
Content Type ◽  
Leadership Challenges ◽  
Teacher Professional

Purpose – The purpose of this paper is to contribute to the knowledge base on the ways in which assistant principals view their roles, and on the potential challenges involved in a distributed leadership model. Design/methodology/approach – The study employed a narrative capture method, in which assistant principals from two large urban school districts were asked to relate and self-interpret two leadership stories through a web-based narrative capture form. A total of 90 stories were collected from 45 assistant principals. Participants rated their stories based on a set of leadership indicators (including method of decision making and type of teacher interaction present in the story, among others); the results were analyzed statistically. Findings – Overall, participants tended to view their roles in terms of instructionally focussed leadership. However, leadership challenges emerged in several areas of leadership practice, including operational management and teacher professional development (PD). Demographic factors were found to influence leadership perceptions and practices. Research limitations/implications – This study begins to fill the empirical gap on assistant principal leadership roles, practices, and perceptions. Further research, using other methods (e.g. observation), is needed to collect evidence of in situ leadership practices of assistant principals, and how those practices impact and relate to school objectives for teaching and learning. Practical implications – The study sheds light on the leadership development needs of assistant principals and on the importance of ongoing, tailored PD, based on factors including where leaders are in their careers and how they envision their roles. Originality/value – This paper contributes to nascent scholarship regarding assistant principal school leadership.

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