Civic Engagement and Strategic Leadership for Organizational Development

Community-based organizations (CBOs) are non-profit organizations established voluntarily by members in order to deliver specified services effectively. However, CBO development in Tanzania reported performing unsatisfactorily. This chapter highlights causal key problems and controversial and established solutions that can improve CBO development. Among the problems are financial dependency, weak managerial skills, low ICT coverage, gender inequality, poverty, and poor infrastructure. But the controversial issues are ineffective consultation between key actors and gender dominated by males. To achieve CBO development, the chapter notes the use of civic engagement, especially sensitization, awareness creation while strategic leadership focus on voluntary, sacrificial and compromising leaderships. The chapter concludes that CBO development in Tanzania is best to apply components of civic engagement and strategic leadership while the recommendation is to combine and integrate both civic engagement and strategic leadership with their essential sub-components.

Strategic Management of Higher Education Institutions in a European Context

This chapter explores the strategic management of European universities and aims to provide an overall picture of the focus of contemporary strategic research. Twenty-five articles are examined using the public sector strategic research framework. The review provides a fragmented and multidimensional picture of the strategic management and leadership of universities. It can be viewed from several different perspectives, and therefore, the emphases are also different. Additionally, this is a challenge for strategic leadership when considering strategic choices in the higher education sector. This literature review suggests that the changing environment of the higher education sector highlights the need for new processes and frameworks for universities. Despite comprehensive strategy work, higher education institutions have been unable to meet the challenges related to change. A more comprehensive understanding of strategic management theories, frameworks, and tools would give universities a stronger understanding of strategic leadership and its implications for future success.

Strategic leadership and management factors driving sustainability in health-care organizations in Thailand

Purpose This empirical study aims to identify the essential strategic leadership and management factors underlying sustainability in healthcare. It also examines which factors drive sustainability performance outcomes (SPO) in health-care organizations, an analysis lacking to date. It provides a strategic leadership and management perspective toward sustainable healthcare, responding to the United Nations Sustainable Development Goals.Design/methodology/approachThe investigation adopted Sustainable Leadership as its research framework. Using a cross-sectional survey, 543 employees working in health-care and pharmaceutical companies in Thailand voluntarily provided responses. Factor analyses and structural equation modeling were employed.Findings The results revealed an emergent research model and identified 20 unidimensional strategic leadership and management factors toward sustainability in healthcare. The findings indicate significant positive effects on SPO in health-care organizations. Significant factors include human resource management/development, ethics, quality, environment and social responsibility, and stakeholder considerations.Research limitations/implicationsThe study was conducted in one country. Future studies should examine these relationships in diverse contexts. In practice, health-care firms should foster significant strategic leadership and management practices to improve performance outcomes for sustainability in healthcare.Originality/value This paper is the first empirical, multidisciplinary study with a focus on strategic leadership, health-care management and organizational sustainability. It identifies a proxy for measuring the effects of essential strategic leadership and managerial factors for sustainability in pharmaceutical health-care companies. It advances our currently limited knowledge and provides managerial implications for improving performance outcomes toward sustainable healthcare.

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.