leadership challenges
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2022 ◽  
pp. 1-23
Author(s):  
Giuditta Fontana ◽  
Ilaria Masiero

Abstract We explore whether including cultural reforms in an intra-state peace accord facilitates its success. We distinguish between accommodationist and integrationist cultural provisions and employ a mixed research method combining negative binomial regression on a data set of all intra-state political agreements concluded between 1989 and 2017, and an in-depth analysis of the 1998 Good Friday Agreement for Northern Ireland. We recognize the important reassuring effect of accommodationist cultural reforms in separatist conflicts. However, we also find that they have an important and hitherto overlooked reputational effect across all conflict types. By enhancing the reputation of negotiating leaders, accommodationist cultural provisions contribute to ending violence by preventing leadership challenges, rebel fragmentation and remobilization across all civil conflicts. By the same logic, and despite the overwhelming emphasis of peace agreements on integrationist cultural initiatives, integrationist cultural reforms problematize leaders' ability to commit to pacts and to ensure compliance among their rank and file.


2022 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Balvinder Shukla ◽  
Tahir Sufi ◽  
Manoj Joshi ◽  
R. Sujatha

PurposeThe COVID-19 crisis has affected almost all the global sectors. The hotel industry, however, was hit hardest challenging the leadership. This study, therefore, attempts to explore the challenges hospitality leadership in India face to navigate the crisis. The study additionally addresses how leaders manage the expectations of key stakeholders; communicate hard decisions with employees, pursue strategies for revival and explores the role of technology to survive the crisis.Design/methodology/approachThe study adopts a qualitative approach involving structured interviews with 16 senior hospitality leaders consisting of CEO, vice president, general managers, directors, entrepreneur and general managers from various organisations like hotels, restaurant chains, food services and facilities management services. Data were content analysed involving coding techniques.FindingsThe leadership challenges included making customers and employees feel safe, optimising operations, agility and resilience of leaders, maintaining a balance between stakeholders, managing employee stress and ensuring cash reserves. The study found that leaders manage the expectation of various stakeholders by maintaining balance, demonstrating empathy and agility. The hard decisions are communicated with the employees through involvement, empathy and alleviating stress.Research limitations/implicationsThe study contributes by identifying twelve themes from the participants' responses under five major themes-labelled as leadership challenges, managing stakeholders, communicating with the employees, the role of technology and best practices of surviving the crisis. Future research can be conducted on such sub-themes in different countries.Practical implicationsAs the tourism industry in India is recovering after the second wave, the governments along with all stakeholders, must launch special events for promoting the tourism sector. Safety measures like making vaccination certificates for all tourists and employees of the tourism sector should be made mandatory. Further, special certification following the COVID-19 protocol needs to be introduced for hotels and catering establishments. A fund generated from the sector's direct tax contribution needs to be established to support the employees.Social implicationsThe study has several social implications. The study results can unite all industry stakeholders to shape the post-pandemic era through collaboration. Empathetic leadership can take the industry out of chaos by balancing the interests of the various stakeholders of society. The pandemic has proven that we all are vulnerable to risks and challenges; leaders have a vital role in taking proactive steps to ensure that such uncertainties do not cause unprecedented damage.Originality/valueThis study expanded the research on the hospitality leadership challenges in managing crises in the backdrop of the crisis caused by COVID-19 pandemic. The conceptual model, variables, themes and sub-themes utilised are original contributions to the hospitality literature.


2022 ◽  
pp. 202-224
Author(s):  
Shannon Flumerfelt ◽  
Calandra Green

A midwestern university in the USA implemented a Lean Leadership Graduate Certification Program in the 2018-2019 academic year for current and emerging leaders seeking to extend, enrich, or establish leadership knowledge, skills, abilities in the workplace. The purpose of this chapter is to share the results of an evaluation on the effectiveness of this Lean Leadership Graduate Certificate Program. The results from this case study on the Lean Leadership Graduate Certification Program indicated a need to market to a larger group of emerging leaders. Leadership development findings suggest the need to further advance knowledge development in Lean students and consideration for program goals that include strategies having a significant impact on Lean student's emotional well-being in meeting leadership challenges. A continuous need to reinforce Lean Leadership competencies as a core dimension of the program resulted in the largest impact of the program with the Lean Leadership students.


2021 ◽  
Vol 13 ◽  
pp. 434-439
Author(s):  
Chang Wang ◽  
Mingyan Gu ◽  
PuayChin Ong ◽  
Qiuyu Luo ◽  
Yuanzhe Li

How to effectively bring leadership to bear in teamwork as a leader is something that requires constant reflection. This is also the case in the sports industry. Based on the author's understanding of leadership theory for the application of leadership, leadership is not a separate field, but requires a continuous integration of multiple disciplines. Or more precisely, leadership for sustainability – is not a separate school of leadership thought, but a particular blend of leadership characteristics applied within a definitive context. The Cambridge University Sustainability Leadership Institute offers a definition of sustainability leaders suggesting they are individuals who are compelled to make a difference by deepening their awareness of themselves in relation to the world around them. In doing so, they adopt new ways of seeing, thinking and interacting that result in innovative sustainable solutions. This would suggest that sustainability leadership is implicitly about creating change. The purpose of this study is to describe, critically analyse, two challenges faced by leaders in the sports business and management industry. The two greatest challenges for leaders in sports business and management, are that they are caught up with the risks of failure, rather than the requirements of success, Plus they are only concerned with getting rid of the things that bind them that they don't want. Instead of expanding what could be helpful for them. This study uses a case study approach to analyses and illustrate in detail the leadership challenges in the sports industry, ultimately using the sports industry as a small point to reflect in a diffuse manner that as a leader, one must be brave and positive when faced with challenges and constantly change to seize opportunities, thus demonstrating the continued significance and transformational appeal of sustainable leadership. This paper discusses in depth and ultimately concludes that for leaders facing challenges, they should not be afraid of them, but should seize them as an opportunity to improve themselves and make what may be a weak predicament into a strong strength in themselves. Turning weaknesses into strengths and developing yourself as a leader with advantages.


2021 ◽  
pp. 243-260
Author(s):  
Kevin A. Fenton

This chapter explores the concepts of leadership relevant to and as applied in public health practice. It looks at various concepts of leadership, frameworks for developing public health leaders, leadership development, and explores how one’s leadership practice and values evolve across their career and life course. It draws upon examples and case studies of public health leadership at global, national, and local levels; in a variety of organizations; and in various contexts to illustrate the diversity of leadership challenges, approaches, and applications. As with other public health skills, effective leadership may be taught, evaluated, and developed, with an individual’s comfort and competence with their preferred and alternative leadership styles evolving over time. This is however highly dependent upon one’s professional ambition, engagement, experience, environment, opportunities, and challenges, both in professional and private spheres. The chapter ends by exploring the principles of authentic leadership, reinforcing the importance of practitioners, at whatever phase in their career, understanding their core values, life purpose, and aligning with their day-to-day practices and the organization’s priorities. While not everyone will currently or ever be in a senior executive leadership role, many aspire to do so at some stage in their career, and everyone working in public health will be called upon to lead an activity at some stage—whether a project, administrative task, strategy, or analysis. So, leadership is ultimately everyone’s business, and the time to prepare by laying strong foundations is now. Leadership is a craft that can be learnt, nurtured, and shared, but it will be for the individual to decide when, where and how they are being called to do so, and ultimately what their answer will be.


2021 ◽  
Vol 29 ◽  
pp. 137
Author(s):  
Anisah Dickson ◽  
Laura Perry ◽  
Susan Ledger

Policy makers in the US and several other countries are recommending that more schools offer an International Baccalaureate (IB) programme. However, little is known about the challenges that IB programmes present for teaching and learning particularly those meeting national curriculum.  In this study, we examined the challenges of the IB’s Middle Years Programme (MYP), the least understood and researched of the IB programmes. Using a qualitative case study design, we conducted in-depth and semi-structured interviews with school leaders (n=7) and teachers (n=10) from three schools in Australia that previously offered the MYP. We used thematic analysis to generate the findings and the IB’s Standards and Practice framework to organize the reporting of findings. Participants shared perceived challenges related to philosophical factors, organizational dilemmas and complexities with integrating the MYP with Australia’s national curriculum. Understanding the organizational and leadership challenges that schools may face when offering the MYP can help policy makers promote the necessary conditions for successful program implementation.  


2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Patricia Wolf ◽  
Surabhi Verma ◽  
Pierre-Yves Kocher ◽  
Maximilian Joseph Bernhart ◽  
Jens O. Meissner

PurposeThe interrelationship between organizational learning (OL) and organizational culture (OC) is often assumed at an abstract theoretical level, but there is yet no systematization of scholarly knowledge allowing to conceptualize and understand its precise nature. In this article, we therefore ask “How can we, based on the insights from the dispersed research studying OC and OL, conceptualize the interrelationship between the two concepts?” Our purpose is to create an overview on the past development path and the current status of research interrelating OL and OC, to use it as basis for the conceptualization of this interrelationship and to identify avenues for future research.Design/methodology/approachThis article utilized a systematic literature review methodology by combining bibliometric and content analysis using relevant articles identified from the Scopus database. A two-stage literature review research approach was employed: (1) Bibliometric analysis was used to identify 416 relevant contributions and to present a comprehensive contextual picture of the interrelations between OL and OC research by analyzing the 162 most relevant articles. (2) A subsequent qualitative content analysis of the 45 most relevant academic contributions detailed and solidified the insights.FindingsWe identify four weakly linked thematic clusters on the interrelationship of OC and OL. Based on that, our analysis confirms the theorized bidirectional relationship between OC and OL: OC acts as antecedent, driver and result of OL processes, and OL processes are constrained by and alter OC. We moreover develop three propositions that put knowledge at the center of scholarly attention for understanding this interrelationship in more depth and develop avenues for future research.Practical implicationsOur research has important implications for managers as it shows that mastering leadership challenges is central for the success of OL processes and OC change. We moreover specify the leadership challenges that relate to particular types of OL processes. Managers need to take this interrelationship into account when setting out for OL or OC change processes, and carefully reflect on whether or not the decided OL measures fit the given OC, and the other way round.Originality/valueOur contribution to existing research is threefold: It first lies in analytically mapping out the research field, second in conceptualizing the interrelationship between OC and OL and third in identifying open research questions and topics.


2021 ◽  
pp. 003232172110492
Author(s):  
Thomas G Fleming

Incumbent prime ministers who win re-election often reshuffle their cabinet ministers. These post-election cabinet reshuffles have important implications for policymaking and present a puzzle: why would prime ministers alter the ‘winning team’ that has just received an electoral mandate? Existing literature has largely overlooked post-election reshuffles, so offers few compelling answers. At most, a plausible but under-theorised and untested conventional wisdom suggests that electoral success increases prime ministers’ authority over their ministers. This article thus provides the first systematic study of post-election cabinet reshuffles in single-party governments. It argues that re-elected prime ministers use a temporary increase in their authority to pre-empt future leadership challenges by moving or sacking cabinet rivals. Larger election victories should thus produce larger reshuffles. However, analysis of post-election cabinet reshuffles in four ‘Westminster’ democracies since 1945 shows no support for this expectation, suggesting that further work is needed to understand these important political events.


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