Reinventing Operating Models for Sustainable Organizational Performance

The main argument elaborated in this chapter is that companies, particularly start-ups, need to continuously work on their business leadership, human capital, and organizational change and persistence in order to survive and keep thriving even in uncertain times, such as the post-COVID-19 period. Additionally, the chapter argues that Pfeffer's seven principles for organizational success are still very relevant today and recommends to start-ups to use this framework. The chapter draws from the literature on human capital and management, organizational structure and perseverance, and responsible business leadership. The drawings from the literature are then applied to a single case study, the recruitment consultancy The Big Search. The findings confirm that Pfeffer's seven principles for organizational success are highly relevant today to companies that do want to invest in their performance and success. Moreover, the findings show the challenges and opportunities that start-ups, such as The Big Search, have gone through.

Business Leadership from a Gender Perspective and Its Impact on the Work Environment and Employee’s Well-Being in Companies in the Basque Country

If the workplace environment is good, the health and well-being of employees will be good too. This research aims to distinguish whether there are differences when it comes to being directed by a man or a woman and whether this affects employees. An ad hoc questionnaire was applied, collecting personal information and including the MLQ-6 S. It was sent by mail and answered by 549 employees of 16 companies in the Basque Country, Spain. A total of 277 (50.5%) men and 272 (49.5%) women participated, among whom there were 63 managers. The methodology shows a double perspective of how employees understand and perceive the differences between male and female business leaders and how managers see themselves exercising this leadership. No significant differences have been perceived. Both men and women believe they make their employees feel good about exercising leadership (M = 42.11%, W = 48.00%) quite often. Employed women consider it more challenging to become leaders and reconcile their work-life. Men do not think so. Communication is the tool that women managers know best how to handle and where men seem to fail more. Working on it could achieve more business success and better health in employees.

Applying Storytelling Approach to Analyze Kojima Jeans District Based on Slow Fashion Perspectives

This study conducted a case study of Kojima district in Japan, which underwent a rise and fall through the past booms, disruptive innovation, international politics, and changes in government policy. Today, the district has successfully regenerated, and the regeneration is linked to fashion localism. This study aimed to explore how the Kojima district sustained community-based fashion business and analyzed the factors that contributed to its regeneration from the slow fashion viewpoint. This study employed a case study analysis, using the storytelling approach, and established an analytical framework based on keywords derived from slow fashion, namely localism, quality, and value. The results indicate that the strategies of business leadership, improvement in quality, a willingness to address new challenges, success in authenticating strategies, clustering fashion business, path dependency, and maintaining workers and the fashion business community contributed to promoting a series of industrial structural adjustments in Kojima and sustaining the community-based fashion business.

Artificial Intelligence and Business Leadership Development: Applications and Solutions

Artificial intelligence (AI) is the promise of today and future businesses. Any leadership development model that ignores AI could miss out on modern business tools, technology, and resources. Though evaluations in developing business leaders present a positive relationship between AI and leadership development (Husain, 2017; Reese, 2018; Hosanagar, 2019), not many studies have been conducted in these areas. With Roomba Robots listening to social media and iRobot’s identifying customers and reaching out to them through private channels (Carr, 2011), a question arises: will AI be required to use business leadership practices in solving applicable challenges, or it will just be a marketing tool? Leadem (2017) quoted Colin Angle, iRobot’s founder, and CEO in an Entrepreneur Magazine, “I have been able to remain CEO, not because of the fact I was CEO yesterday, but because I've worked very hard to listen, learn and evolve in the seat." Developing business leaders could be rooted in AI knowledge, applicability, challenges, and solutions while paying attention to the three keywords of listening, learning, and evolving in leadership.

Practice Summary: A Multiobjective Assignment Model for Optimal Socially Distanced Classrooms for the Spears School of Business at Oklahoma State University

In response to Oklahoma State University’s goal to provide safe face-to-face course options for as many students as possible in fall 2020, the Spears School of Business leadership developed a strategy based on data analytics and multiobjective optimization that allowed the implementation of a smooth transition plan for classes in fall 2020. OpenSolver was used (within Excel) to create an effective and efficient tool that successfully implemented classroom assignments that maximized face-to-face offerings while minimizing disruptions to the schedule, faculty, and registrar’s office.

Post-heroic heroism: Embedded masculinities in media framing of Australian business leadership

Over time, the relevance of heroic leadership to contemporary corporate environments has been questioned, with media coverage arguing there is a need for alternate, post-heroic forms of leadership. Using a multimodal media analysis, we show how two leading Australian business magazines frame leadership in response to this debate, identifying three distinct frames of leadership. The first frame emphasizes masculinized heroic leadership as normative which reinforces gendered assumptions through differential framing of men and women’s leadership. We then argue media (re)frames post-heroic leadership as a variation of heroic leadership through two further frames; by subsuming feminized attributes into the repertoire of heroic leadership as ‘softer masculinities’ and through the construction of a masculinized post-heroic hero, both applied exclusively to men’s leadership. This (re)framing of heroic leadership has significant implications for perceptions of credible contemporary business leadership.

Meningkatkan Kepemimpinan Dan Kualitas Sumber Daya Manusia Dalam Usaha Keripik Pisang Pada Member Galery UMKM Rangkasbitung Barat

Pengabdian Kepada Masyarakat yang berjudul “Meningkatkan Kepemimpinan dan Kualitas Sumber Daya Manusia Dalam Usaha Keripik Pisang Pada Member Galery UMKM Rangkasbitung”. Setiap usaha yang dilakukan selain dari tekad yang kuat dalam membentuk usaha, juga membutuhkan sikap dalam kepemimpinan untuk usahanya. Dengan jiwa kepemimpinan, maka usaha yang ditekuni akan lebih terarah dan mudah dalam menjalankan usahanya. Kepemimpinan perlu dibentuk dalam sebuah usaha. Dalam mengontrol, mengelola dan juga menentukan hasil usahanya akan lebih efisien dan efektif jika ada yang memimpin dalam usahanya tersebut. Manajemen sumber daya manusia adalah pendekatan terencana untuk mengelola orang secara efektif demi kinerja. MSDM sebagai metode mengintegrasikan dan memelihara pekerja dalam suatu organisasi sehingga organisasi dapat mencapai tujuan dan memenuhi tujuan yang didirikan. Hal ini bertujuan untuk membangun gaya manajemen yang lebih terbuka, fleksible dan peduli sehingga staf akan termotivasi, dikembangkan dan dikelola dengan cara yang dapat dan akan memberikan yang terbaik untuk mendukung misi organisasi. Kegiatan pelatihan atau konsultasi manajemen pengusaha keripik pisang sangat cocok dan relevan bagi pemeringkatan Galery UMKM, dan merupakan kegiatan bermanfaat yang dapat memperkuat kemampuan kelompok Galery UMKM untuk membentuk budaya kelompok yang lebih terbuka dan menjalankan usaha keripik pisang secara adil dan mandiri, dapat meningkatkan perekonomian masyarakat atau Kelompok Galery UMKM Karangsbitung.Kata Kunci: Kepemimpinan, Kualitas Sumber Daya Manusia, UMKM, Usaha Keripik PisangCommunity Service entitled "Improving Leadership and Quality of Human Resources in Banana Chips Business at Rangkasbitung UMKM Gallery Members". Every effort made apart from a strong determination in forming a business, also requires an attitude in leadership for the business. With the spirit of leadership, the business that is occupied will be more focused and easier to run its business. Leadership needs to be formed in a business. In controlling, managing and also determining the results of the business, it will be more efficient and effective if someone takes the lead in the business. Human resource management is a planned approach to managing people effectively for the sake of performance. HRM as a method of integrating and maintaining workers in an organization so that the organization can achieve its goals and meet its established goals. It aims to build a management style that is more open, flexible and caring so that staff will be motivated, developed and managed in a way that can and will give their best to support the mission of the organization. Training activities or management consultations for banana chip entrepreneurs are very suitable and relevant for rating UMKM galleries, and are useful activities that can strengthen the ability of UMKM gallery groups to form a group culture that is more open and run a banana chip business fairly and independently. Karangsbitung UMKM Gallery Group.Keywords: Leadership, Quality of Human Resources, UMKM, Banana Chips Business