The Leadership Traits: Analysing the Role of Harpreet Singh Bedi in the Film Rocket Singh: Salesman of the Year

This descriptive and analytical paper on leader traits of Harpreet Singh Bedi, protagonist of the film Rocket Singh: Salesman of the Year aims to identify leader traits of Bedi and study its impact on organization, employees and customers. The paper comprises of extensive secondary literature on leaderships traits and critical analysis of the film in order to establish the link between positive leadership, organization and customer satisfaction. A highly motivated and positive leader influence and motivates his team, helps the business to grow, organization to flourish and customers to remain satisfied and loyal.

Leadership Through Influence: What Mechanisms Allow Leaders to Steer a Swarm?

Collective migration of cells and animals often relies on a specialised set of “leaders”, whose role is to steer a population of naive followers towards some target. We formulate a continuous model to understand the dynamics and structure of such groups, splitting a population into separate follower and leader types with distinct orientation responses. We incorporate leader influence via three principal mechanisms: a bias in the orientation of leaders towards the destination (orientation-bias), a faster movement of leaders when moving towards the target (speed-bias), and leaders making themselves more clear to followers when moving towards the target (conspicuousness-bias). Analysis and numerical computation are used to assess the extent to which the swarm is successfully shepherded towards the target. We find that successful leadership can occur for each of these three mechanisms across a broad region of parameter space, with conspicuousness-bias emerging as the most robust. However, outside this parameter space we also find various forms of unsuccessful leadership. Forms of excessive influence can result in either swarm-splitting, where the leaders break free and followers are left rudderless, or a loss of swarm cohesion that leads to its eventual dispersal. Forms of low influence, on the other hand, can even generate swarms that move away from the target direction. Leadership must therefore be carefully managed to steer the swarm correctly.

Leader Influence in Role Selection Choices: Fulfilling Role Theory's Potential for Foreign Policy Analysis

While it has been well-documented when and how leaders matter in foreign policy, there is still no clear roadmap on how to connect and investigate the different possibilities that leadership studies offer for the benefit of role theory development. Thus, this article lays the foundation for a dialogue between role theory and leader-based approaches to foreign policy. We approach this as a “glass half full” as leaders are present in role theory, but not properly integrated in terms of theorization and methods to study their influence on the overall selection of roles. We present a range of possible ways to study the beliefs and personal characteristics of leaders and other motivational approaches that inform and shape their role selection process. A better integration of the individual level can give foreign policy scholars and practitioners a more complete picture of why governments decide to prioritize certain roles over others. Introducing a way forward in establishing a more robust connection between leaders and the roles of the state also provides scholars with a more complete toolkit to analyze and unpack agent–structure relations in foreign policy.

Artistic quality and consensus decision-making: On reviewing panels in the performing arts

Although panel reviewing is frequently used in the allocation of public cultural funds, the internal functioning of artistic panels has received little attention in cultural and sociological studies. This article examines panel reviewing in the field of theatre. Based on in-depth interviews with panel experts, it analyses factors that are influential in terms of procedural and substantive aspects of decision-making. Our investigation deals with: (1) individual critical approaches of members and how they come into play in panel deliberations, (2) group composition and diversity, (3) group and leader influence on individual and collective decisions and (4) the meaning of consensus as a decision rule. The article sheds light on how collective judgements are formed, shared and constrained by the procedural (e.g. group diversity, decision rules), social (e.g. group pressure) and personal (e.g. individual approaches and tastes) aspects of group decision-making.