Overview of Leadership Approaches

Leadership is the backbone of organizational success, and it is evident from the fact that leadership has been researched for more than 50 years. In literature, leadership has been discussed based on different schools of thoughts. This chapter articulates different leadership approaches in order to provide a clear understanding of leadership development with the passage of time. It describes trait approach, behavioral approach, and contingency approach to leadership. Furthermore, it also explains full range leadership model and some emerging leadership styles in the organizational context.

COVID 19 Conflicts and Emerging Leadership Characteristics: A Qualitative Study

COVID-19 has resulted to global changes that have continued to instigate conflict in the hotel industry. This single exploratory qualitative case study purpose was to examined COVID 19 conflicts and emerging leadership characteristics during COVID 19 period at the Safari Park Hotel and Casino in Kenya. The target population of 20 departmental managers and sections from where a sample of seven participants was purposively drawn. In-depth interviews were conducted with participants from all departments and the data analyzed thematically. The findings revealed that conflicts were evident at individual, departmental, organizational, and externally with stakeholders. Finding further indicated that COVID 19 conflicts revolved around loss of income, employee relations, customer complaints and constrained resources. It was also found that leadership characteristic such as authentic, collaboration, innovation, and perseverance are critical during conflict. Unique contribution to theory, practice and policy is leadership development programs to incorporate conflict management, open and candid communication across the business, business leaders to balance between business needs and staff welfare as well as leaders to be provided with in service support that can complement their competencies in these critical leadership roles.

Affect-driven impact of paradoxical leadership on employee organizational citizenship behaviour

Paradoxical leadership is an emerging leadership style which describes leadership behaviours that are ostensibly contradictory but in reality are interrelated and address workplace demands simultaneously and over time. The present study is based on affective events theory (AET), which states that occurrences or events at work result in prompt positive or negative affect in employees. The purpose of the study is to examine the mediating role of positive affect on the relationship between paradoxical leadership and employee organizational citizenship behaviour (OCB). We also examine the moderating role of procedural fairness on the relationship between employee positive affect and OCB. Data collected in two phases in small- and medium-sized Chinese companies indicate that positive affect fully mediates the relationship between paradoxical leadership and employee OCB, and this relationship was found to be stronger when procedural fairness was higher rather than lower. We provide theoretical and practical implications of these findings.

Education and the Household in the Pastoral Epistles

The article examines the convergence of studies on the Pastoral Epistles, with greater attention to the theme of education as a key to the purpose of the documents. The close association between the household and education is considered in an effort to shed light on the presentations of Timothy and Titus, emerging leadership roles, intergenerational instruction, and constructions of gender.

Do We Need a New Leadership Paradigm Due to Covid-19?

Explores whether the changing context of COVID-19 requires new leadership skills in organizations and, perhaps even, a new context-specific leadership theory. Fourteen professional blogs and reports related to leadership skills and practices in response to COVID-19, published in the professional online literature during the height of the pandemic (March 16 - December 20, 2020) were reviewed in terms of suggested new leadership style dimensions and contrasted with the tenets of existing academic leadership theories. The proponents of an emerging leadership style advocate that in dealing with the pandemic, leaders must be able to manage their organizations in turbulent times, lead a distributed workforce of individuals and teams, and become a resilient leader themselves. Synthesis: The analysis suggests the leadership dimensions called for during the pandemic were already present in transformational leadership theories (e.g., authentic, shared feminine, servant and crisis leadership theories) but that the pandemic provided the structural break accelerating the existing transformational leadership paradigm. COVID-19 also confirmed leadership matters and the command-and-control leadership style—still prevalent in many of our top-down bureaucratic organizations—is outdated.

Developing Leadership Talent for Success in the Fourth Industrial Revolution

Digital disruption brought by the Fourth Industrial Revolution (4IR) technologies has a major impact on cultures, strategies, structures, and processes of organizations. This change also requires a shift in leadership mindset to respond to opportunities, challenges, and dilemmas in the implementation of Industry 4.0 (I4.0). Moreover, effective leadership in the digital age requires developing a wide variety of core components of leadership. Therefore, improving the essential characteristics, capabilities, and skills of leaders plays a pivotal role in accelerating the path to success in the I4.0. In this regard, this chapter provides an in-depth discussion on leadership aspects of I4.0. The purpose of this chapter is to first present emerging leadership styles in I4.0. The chapter also explores what leadership roles have become more relevant in the age of I4.0 and what kind of fundamental leadership skills they need to possess in order to succeed.

Innovative Methods for Researching Leadership Emergence

There is a growing understanding, internationally, that effective leadership has an influence on the quality of early childhood education programs. The leadership research agenda has expanded accordingly but despite this expansion there is little empirical research on the emergence and development of leadership in early childhood education. The article focuses primarily on the methodological challenge of studying the phenomena of emerging and developing leadership. We describe the innovative methods for data generation that were used to address these challenges for an Australian study of leading within early childhood education sites. We explain in detail two of the methods—a field observation tool and the Dialogic Café. Some findings, that serve to highlight the benefits of the method, are shared. We conclude by advocating for the use of innovative methods to understand the phenomenon of emerging leadership and development in early childhood education sites.

Emerging Leadership and Giving Back

Chapter 8 focuses how on adolescents described their futures with special attention to adolescent perspectives on leadership. The reader is introduced to three interweaving and interdependent themes, namely, (1) embracing compassion and care for others, (2) giving back to communities, and (3) reaching out to change the world. Susan Komives’s relational leadership model is presented as a framework for building adolescent leaders. Discussion topics include fostering purpose, valuing difference, empowering ownership, and valuing work with others. The chapter highlights the significance of hope and the importance of educators in building up critical hope in students. The chapter ends with a discussion of adolescent exploration and access.