The Role of Organizational Emotions in Strategic Leadership: A literature Review

Emotions are human things. When people consider emotions from a strategic leadership point of view, additional individual framing factors become unavoidable and play a role in an organization's management process. This research aimed to evaluate the existing literature on emotion and strategic leadership comprehensively. The study was a survey of the literature on emotion and strategic leadership. Because of the search and exclusion criteria applied, only 24 articles were relevant. The texts were studied using the grounded theory method to build a new theoretical model and identify essential characteristics of organizational emotion shifting. The model tried to demonstrate how the interaction of human and organizational elements and the task and problems faced by strategic leaders result in internal and external emotional shifts. This literature survey and theoretical integration provided a starting point for further research. The results show that the conceptualization of emotions in strategic leadership encompasses all five levels: positive emotions, negative emotions, emotional empowerment (internal emotion shaping), the establishment of external resources, and the use of power (external emotions shaping). The research revealed that emotion in organizational shaping was a key variable. This variable identified the numerous ways strategic leaders use emotion to shape organizations. It indicates that the concept can bring the person (strategic leader) and organizational levels together. In light of the limited literature, mainly focusing on strategic and emotional leadership, the model should be tested as a foundation for future research.

Should Russian Military Leaders Opt for Tactical Escalation in the Baltic States and Kaliningrad?1

Russia once again pushes its way to emerge as a major power in the international order after losing this status in the modern ‘time of troubles’ in the 1990s. Its political and military strategic leaders demonstrated willingness to employ all instruments of power as means of escalation to achieve this goal. Meanwhile, tactical military commanders are the ones in direct control of military escalation means and therefore their motivations, agility and rationality are also important factor in the Russian escalation processes towards the West. This research will look at these processes through lenses of game and decision-making theories.

The Spanish HbbTV service LOVEStv: When technology facilitates new strategies for survival

Behind the acronym of various technologies, media business strategies seek to survive the force of new entrants. From the perspective of the social construction of technology, the aim of this article is to analyze, in the context of an internationally growing trend of alliances, the cooperation between the Spanish public corporation, RTVE, and the two main private groups, Atresmedia and Mediaset, in the form of the HbbTV offer, LOVEStv. The idea behind LOVEStv is not only to protect traditional television from the incursion of other companies which distribute audiovisual content but also to offer functionalities previously unavailable in linear television. HbbTV is being used to bring “old” television even closer to the Internet environment for this ongoing process to be progressive and non-disruptive. In addition to the documentary analysis, the present study includes statements from the main strategic leaders of both RTVE and the private groups, the HbbTV Association, and the technological partner.

Editorial: The power of collaboration

Since Covid-19 appeared almost two years ago, strategic leaders and academics have offered their wisdom to leaders ‘in the field’ in terms of what worked for them during previous crises. Learning from others’ experiences may be helpful, but the unprecedented nature of the context in which we are living and working has called for innovation, creativity and collaboration, to ‘work things out’. A theme of positivity runs through literature, encouraging leaders to foster hope through being available, listening, responding and showing compassion at a time when there seemed little reason to be positive. Over the difficult period of the pandemic, though, there have been so many stories of close collaborations, person-centred ways of being, helpfulness and kindness, and collaboration is a central theme in this issue of the IPDJ. Over recent months, we have reviewed and refined the aim and scope of the journal, alongside our key stakeholders at the Foundation of Nursing Studies, the International Practice Development Collaborative (IPDC) and the Person-centred Practice International Community of Practice (PCP-ICoP).

Effect of strategic leadership capabilities on the development of organizational citizenship behavior

Committed employees always demonstrate their organizational citizenship behavior by offering services beyond their leaders’ expectations. They achieve their goals under the leadership of executives with the capabilities to guide the organization to the future. This study examines the impact of strategic leadership capabilities on organizational citizenship behavior in companies offering mobile services in Zimbabwe. To collect data, a survey research method is employed using a 5-point Likert scale questionnaire. Ninety-four questionnaires were randomly distributed to employees of three mobile service providers and a sector regulator in Harare province, Zimbabwe. Eighty-seven questionnaires were completed and returned. Data analysis follows a multiple regression method using the IBM SPSS v27 software to test hypotheses. The study also employs the Sobel test to investigate the mediation effect of organizational commitment on organizational citizenship behavior. Regression model results show that strategic leadership capabilities have a significant effect on organizational citizenship behavior. They further have a statistically significant effect on organizational citizenship behavior through organizational commitment. The results suggest that strategic leaders in the mobile phone sector in Zimbabwe should develop and strengthen strategic leadership capabilities to drive the commitment of their employees to encourage the development of organizational citizenship behavior. Committed employees will offer their services beyond their call of duty.

Strategy in the era of “swans”: the role of strategic leadership under uncertainty and unpredictability

PurposeThe purpose of this conceptual paper is to explore the role of strategic leadership under conditions of uncertainty and unpredictability. The authors argue that highly improbable, but high-impact events require the upper echelons of management, traditionally the custodians of strategy formulation to offer a new kind of strategic leadership focused on new mindsets, organizational capabilities, more in tune with high uncertainty and unpredictability.Design/methodology/approachDrawing on strategic leadership, and complexity leadership theory, the authors review the literature and present a conceptual framework for exploring the nature of strategic leadership under uncertainty. The authors conceptualize organizations as complex adaptive systems and discuss the imperatives for developing new mental models for emergent leadership.FindingsStrategic leaders have a key role to play in preparing their organizations for episodic disruptions. These include developing their adaptive capabilities and building resilient organizations to ensure their organizations cannot only bounce back after a disruption but have the capacity for transformation to new fitness levels when necessary. Strategic leaders must engage with complexity leadership by seeing their organizations as complex adaptive systems, reconfigure their leadership approaches and organizations to build strategic adaptive capability.Research limitations/implicationsThis is a conceptual paper and the authors cannot make any claims of causality.Practical implicationsOrganizational leaders need to reconfigure their mental models and leadership approaches to reflect the new normal of uncertainty and unpredictability. Developing the strategic adaptive capability of organizations should prepare them for dealing with high impact events. To assure business continuity in the face of disruptions requires building flexible, adaptable business models.Originality/valueThe paper focuses on how managers can offer strategic leadership for a new normal that challenges some of our most cherished leadership and strategic management paradigms. The authors explore the new mental models and leadership models in an era of great uncertainty.

Innovation Law and Policy and Business Model

The objective of the research is twofold: a) to explore the law innovation and policy (ILP) in connection with the business model (BM) seeking to identify the main elements; b) to structure a set of key aspects based on the elements identified in the connections between ILP and BM. Next, we intend to apply the key aspects proposed in a Brazilian federal public university. The research is exploratory, qualitative, based on a case study. The findingss obtained point to six key aspects: value as a unit of analysis, value segment, systemic perspective, alignment among dimensions, balance between supply and demand and new configuration pattern. The findings obtained are innovative and contribute to fill the gap in the academic literature of ILP and BM. The findings have three practical implications, for strategic leaders of higher education institution (HEI), coordinators and professors of HEI and the federal government.

Strategic priorities of developing a communication strategy for a tourist brand

Global, regional, industrial and consumer trends have a determinative effect on creating tourist products and informing the target audience correctly about the basic values and offers. Due to this fact there is a growing significance of communicational strategy which leads to more effective positioning of tourist locations and building long-term relationship with consumers by means of creating brands of strategic leaders of the tourist industry. The aim is to determine the role of communicational strategy in achieving strategic objectives of the tourist industry. As a result, the study solves the following tasks: the authors study theoretical basis of developing communicational strategy, discover strategic interrelations between such categories as reputation, image and destination brand, analyze the influence of global strategic trends on the system of strategic communication, systematize the regional experience of introducing tourist marketing of the area and branding, conduct strategic analysis of strategic communication systems on the example of the key players of the tourist industry. The study is based on the general theory of strategy and strategizing methodology developed by Center for Strategic Studies of Institute of Complex Systems Mathematical Research, Lomonosov Moscow State University under the scientific guidance of Professor V.L. Kvint. The authors applied such methods as analysis and synthesis, comparison, systematization and generalization. The results of the study are as follows: the authors have developed a conceptual model of creating a unique commercial product in tourism which is based on the value approach. Since communicational strategy play a determinative role in achieving the objectives of a tourist destination and creating long-tern consumers’ associations development and realization of brand strategizing should be integrated with the strategic communication system of a tourist destination to achieve economic effectiveness.

The Influence of Spirituality in the Workplace and Perceived Organizational Support on Organizational Citizenship Behaviors for Strategic Success

In today's competitive organizational environment, strategic leaders depend upon employees with the capacity to continually change, innovate and improve, making highly engaged workers more valuable than ever (Norris, 2013). These changing conditions require the strategic cultivation of a workforce willing to contribute to the effective functioning of the organization through discretionary organizational citizenship behaviors (OCBs). Using the survey method, we obtained data from 232 working professionals from a large metropolitan area in the Midwest and tested the extent to which spirituality in the workplace and perceived organizational support influenced the exhibition of OCBs. Our findings show that spirituality in the workplace exerts influence on altruism, conscientiousness, and courtesy, which represent interpersonally directed OCBs, and perceived organizational support exerts influence on civic virtue, which is an organizationally directed OCB.