The Role of Responsive Leadership in Meeting Customers' Needs during Crises

This case study conducted to investigate the impact of a responsive leadership approach in meeting customers' needs in a higher education institution in the UAE during the COVID-19 pandemic. For this purpose, a mixed-method model has been used. The data has been collected from a convenient sample working and studying at Al Qasimia University Language Center, in fall 2020. This result indicates that the provided responsive leadership support during COVID-19 was effective and helped in motivating learners and customers to keep learning and making progress greater than what was shown before COVID-19, during the face-to-face teaching and physical assessment. Although the qualitative and quantitative results in this case study revealed a significant impact of responsive leadership approach on customers’ progress, there is still a need to conduct other researches to develop and validate a responsive leadership inventory to facilitate measuring of responsive leadership attributes in a large scale sample and/or population.

Change and Leadership: An Indian Perspective

In this article, Prabhu examines the ‘Indian way of leading and managing change’, particularly contextualising it to the Indian IT Industry. In doing so, he brings together the cultural, sociological and philosophical streams of thought embedded in Indian reality. He asserts that: 1. One, need to examine the contextual importance of understanding ‘Indianness’ and the Indian way of dealing with change. 2. Next, to leverage a style of leadership which draws on a deep understanding of the culture and context that drives Indianness. Prabhu draws on data from a quantitative survey he carried out to examine the perceived importance versus practice of various leadership attributes during times of change in organisations as also research from elsewhere. Prabhu looks at perceived gaps in leadership practice, and ways to address these by leveraging what can be defined as Indianness in leadership and management and offers a construct that seeks to integrate. Now more than ever before, it is all the more imminent that we bring focus to how Indian leaders manage and support in times of change.

Leadership Perception during COVID-19 Pandemic: The Critical Criticism on Surgical Leadership

Coronavirus disease 2019 (COVID-19) has altered the expectations of team leaders by team members while they seek clear and efficient decisions. We aim to assess the perception of leadership by the surgical team members and their perception of the most important quality of leadership. We conducted an online national cross-sectional survey among the surgical doctors working in the National Health Service United Kingdom, between 15th July 2020 till 31st August 2020. The questionnaire, based on rating scale items, focused on effects of changes in work-pattern, support and communication at workplace, the status of leadership and understanding of different leadership attributes. Out of two hundred and thirteen participants, majority of respondents were middle-grade registrars (n= 92, 43.7%). Most of the doctors (147,81.7%) were never re-deployed to the high-risk areas. 85(39.9 %) expressed that COVID-19 brought distress affecting their morale. 106(49.8%) thought that arrangement of Personal Protective Equipment (PPE) was the responsibility of the Head of Department. The majority, of those who fell ill, felt adequately supported by their seniors. Most participants identified departmental leadership as satisfactory (n=126, 59.2%). There was a mixed response to the importance of leadership attributes defined by the Faculty of Medical Leadership and Management. Stress at the workplace with reduced morale, during a crisis like COVID-19 pandemic, can significantly compromise leadership perception among team members. Understanding of basics of leadership by the team members can improve departmental efficiency and as a result improve patient care. Doi: 10.28991/SciMedJ-2021-0303-6 Full Text: PDF

Nurse Leader Expertise for Pandemic Management: Highlighting the Essentials

ABSTRACT The COVID-19 pandemic requires military nurse leaders in various patient care settings to engage in disaster response. Evidence supports essential leadership attributes for nurses that include skilled communication, organizational influence, and personnel management. Yet, nursing expertise that shapes nurse leader responsibilities during disaster management remains unclear. A description of how military nurse leaders contributed their nursing expertise during the COVID-19 pandemic response at one U.S. Military health care facility is provided to begin to delineate disaster management responsibilities.

Senior leadership succession and market share: An econometric case study on Native American casinos

Little is known on how turnover and senior leadership attributes affect the long-term performance of a casino resort. The ability to longitudinally measure the turnover effect on market share has been problematic due to most gaming markets exhibiting dynamic conditions with exogenous factors that provide competitive advantages. This study analyzed the effect the turnover rate and successor attributes of the CEO and Chairman of Tribal Council positions have on their casinos’ market share within a balanced oligopolistic market of Connecticut. Additionally, this study investigated which attributes amplify the sensitivity of the CEO tenure status to market share growth. The results suggest increased CEO turnover and CEO hires who already had prior CEO casino experience hinder long-term market share. Moreover, the tenures of more experienced CEOs were less susceptible to market share performance. The results can be leveraged for improved hiring practices at the senior levels of Native American casinos.