Human resources competencies: a key scale to assess HRCs, including items in knowledge business, functional expertise and managing change

Purpose The purpose was to produce a standardized tool in the form of a questionnaire to measure HR competencies Design/methodology/approach The authors collected data from 234 managers and experts in human resources of selected firms existing in the Yazd Industrial Town. A questionnaire was developed to assess HRCs. Findings The paper produced a key scale for assessing HRCs in three dimensions: knowledge business, functional expertise and managing change. Two items of the original 33 were dropped as they were found to be unreliable Originality/value The authors believed the developed questionnaire can be used as an appropriate scale for measuring HRCs in future research and also in organizations in Iran.

Leadership Lessons From Ratan N. Tata

Ratan Tata is an Indian industrialist and philanthropist. He is a visionary leader and managing change is second nature to him. His leadership exudes confidence in others and has inspired many to become leaders in his own company, and through his service-oriented nature, influenced several others outside of his organizational space. Tata's leadership commands respect throughout the world, which is highlighted by the numerous prestigious awards bestowed upon him. This chapter aims to present and explain his leadership practices through case scenarios. These lessons on leadership are transferable and may guide future leaders of tomorrow to lead our world with wisdom, dignity, humility, and authenticity.

Adopting Complexity Leadership in University Research and Innovation Management

The aim of this chapter is to provide an alternative perspective to managing universities' capacities for change through the lens of complexity leadership, more specifically in the realm of research management. It does so by developing and proposing a leadership framework underpinned by three dimensions: complexity leadership principle statements applicable to the university setting; the attributes, roles, and leadership functions of university agents to best support the needs of a complex context and organization; and general guidelines on how to activate the change process towards more collaborative, responsible, and sustainable research actions. The chapter's intended contributions are two-fold: to contribute to the growing yet underexplored literature on complex leadership in managing change in the university setting and to propose an actionable framework that can boost the contributions and sustainability of higher education institutions.

The future of leadership—How is leadership in small and medium-sized enterprises going to change?

This paper in the Journal Gruppe. Interaktion. Organisation. (GIO) addresses changes in leadership through digitalization and their consequences for leaders. For years, digitalization has been heralding changes such as increasing leadership at a distance or use of digital communication media. Small and medium-sized enterprises (SMEs) now face the task of coping with these changes and have to contend with major uncertainties: What are major determining trends for leaders in SMEs? Which changes will shape leadership and how will they change leadership tasks and success-critical behavior? In semi-structured interviews with seven experts from SMEs we have explored these questions. Trends expected by the experts describe changes in the organizational structures and in work within the company. Structurally, companies will become more agile and diverse, hierarchies will play a less strong role and companies will cooperate more closely with each other. Work will become more location-independent, more influenced by Big Data and many tasks will be made easier or taken over by technology. In relation to established models of leadership tasks and behavior, the experts see a clear shift in tasks in favor of managing human resources, including the development of employees through coaching and the transfer of responsibility. In addition to previous tasks, the experts see managing change as a new task area. This area consists of accompanying change, acting flexibly and agilely, communicating openly and transparently and allowing failure. With regard to changes in success-critical behavior, leaders have to show more strategy orientation, communicate clearly and be open to new ideas and further development.

Peran Kepemimpinan Pendidikan Islam dalam Manajemen Perubahan Pada Lingkungan Organisasi Islam Indonesia

The era of disruption has an impact on the stability of educational organizations. This study aims to discuss the change management model of Islamic education institutions. The form of adaptation to global developments is to make changes at the system and governance level. This type of research is qualitative with library methods. The data is taken from research results and reference book sources that are relevant to the conception of organizational change, organizational life cycle, innovation change and organizational effectiveness. The results show the strategy of Islamic education institutions in managing change. Change occurs through three stages, the system pioneer stage, the stability stage and the competition stage. The study also found a conceptual model that was specifically described in the form of an Islamic education organizational change model, the concept of the organizational environment, the synthesis of organizational uncertainty, the concept of organizational change and change management, and the typology of Islamic organizational change.

Change and Leadership: An Indian Perspective

In this article, Prabhu examines the ‘Indian way of leading and managing change’, particularly contextualising it to the Indian IT Industry. In doing so, he brings together the cultural, sociological and philosophical streams of thought embedded in Indian reality. He asserts that: 1. One, need to examine the contextual importance of understanding ‘Indianness’ and the Indian way of dealing with change. 2. Next, to leverage a style of leadership which draws on a deep understanding of the culture and context that drives Indianness. Prabhu draws on data from a quantitative survey he carried out to examine the perceived importance versus practice of various leadership attributes during times of change in organisations as also research from elsewhere. Prabhu looks at perceived gaps in leadership practice, and ways to address these by leveraging what can be defined as Indianness in leadership and management and offers a construct that seeks to integrate. Now more than ever before, it is all the more imminent that we bring focus to how Indian leaders manage and support in times of change.