Rise to Power

This chapter offers a reconstruction of Jovian’s rise to imperial power after Julian died in the Persian heartland. A few hours after Julian’s death, the army generals, the commanders of the legions and cavalry squadrons, as well as high civil officials assembled at the dawn of June 27, 363, to elect a successor. After the praetorian prefect Salutius had declined the emperorship and no agreement could be reached on a suitable candidate, the imperial guardsmen (protectores) put their commander (primicerius domesticorum) Jovian forward as the new emperor. He was soon accepted by the generals, high officials, and the complete army as their new ruler. Although sometimes argued otherwise, Jovian’s elevation to the throne was legitimate according to the primary sources. According to the Christian sources, Jovian initially refused to became emperor (recusatio imperii). Although Ammianus Marcellinus mentions that he was unfit for the emperorship, it is argued that Jovian’s background, his family connections (his own father Varronianus and his father-in-law Lucillianus), as well as his own military career, made him eligible for the emperorship. Nevertheless, Jovian was a compromise candidate and was made emperor not for his dynamic leadership, but in the expectation that he would work in collaboration with the senior staff (the men who had elected him) to get the army out of Persia and to lead the soldiers back to Roman territory.

Dynamics of leadership and teacher effectiveness in universities in north-central Nigeria

The study examined the dynamics of leadership and teacher effectiveness in Universities. The uninspired roles played by university leadership for societal development seem to implicate the qualities of teacher effectiveness in teaching, research and community service. Teachers’ performance appears lower than expected as personal observation has shown in most institutions in Nigeria. The study adopted a correlational survey design. The sample for the study consisted of one thousand six hundred and thirty-three (1, 633) academic staff members out of the population of eight thousand six hundred and thirty-four (8, 634) academic staff members working in the thirteen public Universities in North-central Nigeria as at April 2019. The data were collected through a structured questionnaire tagged: Dynamics of Leadership and Teachers’ Effectiveness Questionnaire (DLTEQ) confirmed to be of 0.86 reliability coefficient. The data collected were analysed using mean and standard deviation to answer the research questions, and the hypotheses were tested using the Pearson Product Moment Correlation Coefficient (Pearson r) at a 0.05 significance level. The major findings of the study revealed that the dynamics of leadership are largely lacking; teachers’ effectiveness in teaching and research are lower, and there is a significant relationship between dynamics of leadership and teachers’ effectiveness in universities. It is recommended among others that University leaders should ensure the use of quality dynamic leadership skills to have a sense of mission with good interpersonal relationships, monitor frequently, et cetera considering the situation of the work environment, and the National University Commission should set urgent dynamic leadership training for University leaders through seminars and workshops for teacher effectiveness.

Coaching and coaches in the COVID-19 situation. The Polish perspective

The purpose of this article is to share the situation faced by Polish tennis in relation to the COVID-19 pandemic. The beginning of the 2020 looked just like the next prosperous year to come. With a new and dynamic leadership, the Polish Tennis Association (PTA) have been looking forward into the future. The budget was growing and all programmes and activities, from performance sport to Tenis 10 were also growing. The different projects are presented and discussed.

The Impresario in British Cinema: Bernard Delfont at EMI

The article argues that Bernard Delfont played a significant role in the development of the British film industry in the 1970s as head of EMI's entertainment division that included film. In contradistinction to existing accounts, it is contended that Delfont provided dynamic leadership to the corporation's policies through the skills and knowledge he had developed as a highly successful theatrical impresario, even if he lacked a detailed understanding of the film industry. Delfont made a series of bold choices. The first was to appoint Bryan Forbes as Head of Film Production in an imaginative attempt to revitalise the British film industry using indigenous resources and talent. The commercial failure of this initiative occasioned Forbes's departure and a more cautious regime under the direction of Nat Cohen. Faced with a rapidly shrinking domestic market, Delfont decided that a thoroughgoing internationalism was the only way to sustain EMI's film business. He sidelined Cohen by appointing two young ‘buccaneers’, Michael Deeley and Barry Spikings in May 1976 to pursue a policy of investing in Hollywood films and producing ‘American’ films financed by British money. This radical strategy was controversial and reconfigured EMI as a ‘supranational’ rather than national film producer. This was intensified by Delfont's boldest move: establishing Associated Film Distributors (AFD) in July 1979, in partnership with his brother Lew Grade's Associated Communication Company, to distribute their companies' films and become a major Hollywood player. Its failure, after only 20 months, coupled with spectacular production losses effectively ended both companies as important film production units. Delfont's career demonstrates the wider significance of the risk-taking impresario in understanding British film as a business enterprise, the importance of the policies and tastes of studio heads and the need to reposition the film industry as part of wider entertainment and leisure provision.

Reflecting Emerging Digital Technologies in Leadership Models

In this chapter, Smith and Cockburn reaffirm their claim in a previous book that today's global business contexts are volatile, uncertain, complex, and ambiguous (VUCA), and leaders must focus more on complex thinking skills and mindsets than developing behavioral competencies. In so doing, leaders must be familiar with the benefits and drawbacks of emerging digital technologies and use these technologies appropriately. In the previous book, the authors defined flexible and dynamic leadership models that assure success in the above contexts and described learning related processes essential to mastering the ability to adapt at rates consistent with the business complexity leaders now face. In this chapter, they extend their previous research and review newly emerging factors contributing to global business complexity in the era of the Fourth Industrial Revolution (IR4.0) and explain how these elements may be applied by leaders, including CEOs and Boards of Directors, to augment the power of their recommended leadership models.

Presentation of the Results of the Survey on the Importance of Leadership Competences in the Logistics Industry

The aim of the article is to present the most important, according to logistics practitioners, leadership competences in logistics. The competences examined come from the Dynamic Leadership Model of SGH Warsaw School of Economics, developed by the Institute of Human Capital under the guidance of Professor Tomasz Rostkowski. The research was conducted from September to November 2018 using an online survey addressed to managers and executives in the logistics industry. The paper presents the most important competences in logistics according to the respondents: business orientation, building relations and cooperation, sharing experience, creating changes and decision making.

The Challenges of the Post-Machine Years, 1976–1997

This chapter looks into the Democratic National Convention that returned to Chicago in 1996. It describes the Convention as the first presidential-nominating convention to be held in Chicago since the infamous and nationally televised 1968 Democratic National Convention. The chapter mentions Michael Bilandic, a shy, careful, competent, and hardworking lawyer, who succeeded Richard J. Daley as mayor of Chicago in 1976. It investigates how Bilandic kept Chicago on a straight course, even if he did not provide dynamic leadership. It also recounts Bilandic's undoing due to the fabled Blizzard of 1979, in which record-breaking snowstorms hit Chicago and caused a cold spell that kept the snow on the ground for fifty days.

Leadership in startup communities: how incubator leaders develop a regional entrepreneurial ecosystem

PurposeScholars are increasingly adopting an ecosystems perspective focused on the complex systems of factors that influence organizations. A type of ecosystem that is receiving significant academic and practitioner attention is the entrepreneurial ecosystem (EE): the interconnected system of actors and forces that supports or hinders entrepreneurship in a geographic area. However, the role that leaders play in ecosystem development, particularly in unmunificent contexts, has received little attention. The purpose of this study was to investigate EE leadership and development and induce a theory explaining how it unfolds.Design/methodology/approachAn inductive research design was combined with the case study methodology to analyze the leadership of an entrepreneurial support organization (an incubator) and its role in developing an entrepreneurial ecosystem.FindingsThe findings revealed that incubator leaders constructed a dynamic leadership model that evolved as the EE developed and was tailored to the region's strengths and weaknesses.Originality/valueThe study contributes to research at the nexus of leadership and entrepreneurship by introducing a new level of analysis (the meta-organization), focusing on an underexamined leader type (the support organization) and emphasizing the interplay between leadership and regional characteristics.