Global Business Leadership Development for the Fourth Industrial Revolution

2021 ◽  
Keyword(s):  
Leadership Development ◽  
Industrial Revolution ◽  
Global Business ◽  
Business Leadership ◽  
Fourth Industrial Revolution

Rethinking Education System for the Fourth Industrial Revolution

2020 ◽  
pp. 1-17
Author(s):  
Sulaiman Olusegun Atiku ◽  
Frank Boateng
Keyword(s):  
Education System ◽  
Industrial Revolution ◽  
Business Environment ◽  
Personal Observation ◽  
Global Business ◽  
Assessment Technique ◽  
Fourth Industrial Revolution ◽  
Training Needs Assessment ◽  
Potential Problems ◽  
Rethinking Education

The use of automation and artificial intelligence in recent times has created two options for stakeholders in the global business environment. The stakeholders are capable of becoming the agents or victims of inevitable transformation. This chapter explores a review of education system across the globe in building human capital to address the challenges and take advantage of the opportunities in the fourth industrial revolution. This chapter combines a literature review approach and personal observation in higher education institutions in advancing education system for the fourth industrial revolution. The use of chatbot as a training needs assessment technique is effective in collecting variety of information about needs, problems, potential problems, perceptions, attitudes, and opinions in the digital age. This chapter holds that teaching contents and techniques should be structured in line with the learners' objectives, students' needs, and skills in high demand by employers in the fourth industrial revolution.

THE FOURTH INDUSTRIAL REVOLUTION AND HIGHER EDUCATION

2018 ◽  
Author(s):  
Bryan Edward Penprase
Keyword(s):  
Industrial Revolution ◽  
Social Progress ◽  
World Economic Forum ◽  
Early Analysis ◽  
Business Leadership ◽  
Steam Power ◽  
Fourth Industrial Revolution ◽  
Evolution Of Technology ◽  
World Economic ◽  
Financial Arrangements

The Fourth Industrial Revolution (FIR) is a concept widely discussed at venues such as the World Economic Forum at Davos and within business leadership. The FIR as a phrase has its roots in early analysis of the evolution of technology where the First Industrial Revolution arose from harnessing water and steam power toward more systematic and efficient forms of manufacturing. Typical descriptions of the First Industrial Revolution include a mention of steam power, which when applied to the mining in Cornwall, and agriculture, brought about massive increases in scale of manufacturing. The origin of the term Industrial Revolution itself traces to an 1884 work by Arnold Toynbee entitled Lectures on the Industrial Revolution (Weightman 2007). Within Toynbee’s description of the Industrial Revolution, the expansion of power and mechanical production only became a revolution from its coupling with a “political culture which was receptive to change” which included shifts in financial arrangements as well as other social progress

Reflecting Emerging Digital Technologies in Leadership Models

2021 ◽  
pp. 26-64
Author(s):  
Tom Cockburn ◽  
Peter A.C. Smith
Keyword(s):  
Boards Of Directors ◽  
Industrial Revolution ◽  
Digital Technologies ◽  
Thinking Skills ◽  
Global Business ◽  
Dynamic Leadership ◽  
Complex Thinking ◽  
Fourth Industrial Revolution ◽  
Leadership Models ◽  
Business Complexity

In this chapter, Smith and Cockburn reaffirm their claim in a previous book that today's global business contexts are volatile, uncertain, complex, and ambiguous (VUCA), and leaders must focus more on complex thinking skills and mindsets than developing behavioral competencies. In so doing, leaders must be familiar with the benefits and drawbacks of emerging digital technologies and use these technologies appropriately. In the previous book, the authors defined flexible and dynamic leadership models that assure success in the above contexts and described learning related processes essential to mastering the ability to adapt at rates consistent with the business complexity leaders now face. In this chapter, they extend their previous research and review newly emerging factors contributing to global business complexity in the era of the Fourth Industrial Revolution (IR4.0) and explain how these elements may be applied by leaders, including CEOs and Boards of Directors, to augment the power of their recommended leadership models.

scholarly journals Local Public Leadership Development through Social Learning to Face the Fourth Industrial Revolution

2019 ◽  
Vol 54 (6) ◽  
Author(s):  
Wildan Taufik Raharja ◽  
Suryanto ◽  
Jusuf Irianto ◽  
Falih Suaedi ◽  
Dian Yulie Reindrawati
Keyword(s):  
Leadership Development ◽  
Public Sector ◽  
Social Learning ◽  
Industry 4.0 ◽  
Public Services ◽  
Industrial Revolution ◽  
Local Leadership ◽  
The Public ◽  
Public Leadership ◽  
Fourth Industrial Revolution

This research aims to give an alternative solution for leadership development in the public sector to face the Fourth Industrial Revolution (Industry 4.0). The development of global information technology has demanded public services to adjust to today’s technologies. The problem of this study isthe public sector leaders, who are in the majority consisting of baby boomers generation up to generation X. These generations are not too familiar with technology. Traditional training models cannot improve the competencies of leaders who are predominantly old; adult learning must be developed. They do not need competency development classes, but they need mentoring to learn directly. This is a challenge to the development of local leadership in the public sector against Industry 4.0, which is implicated in the increase of public services based on technology and network. This research uses a qualitative research approach with a case study perspective. The focus of this research is local leadership competencies in the public sector. The data aretaken from primary data by interview and secondary data from literatureanddocuments that are related to the research aims.The results of this study recommend the concept of leader-member exchange, where possible in the process of social learning, to develop public leadership in the era of Industry 4.0. Here, the challenge is the desire and ego of leaders to study with their subordinates.

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