Interpersonal Mindfulness in Leadership Development: A Delphi Study

Mindfulness is increasingly being used within leadership development to enhance managers’ wellbeing and leadership capability. Given the relational nature of leadership, we posit that an interpersonal form of mindfulness has the potential to offer benefits over and above those provided by personal or internal mindfulness. We therefore chose a Delphi research methodology to consult and achieve consensus among expert practitioners, exploring if and how interpersonal mindfulness, in the specific form of the Interpersonal Mindfulness Program (IMP), can contribute to leadership development. Our aims were, firstly, to identify the necessary components of an IMP-based leadership development program and, secondly, to create guidelines for practitioners. Through four phases of data-gathering and feedback, we achieved consensus among 39 experts on guidelines for how to develop a leadership development program based on the IMP, contextual factors that will act as facilitators or barriers, and selection and screening of participants. The intention is that the resulting guidelines will support the implementation of coherent, consistent IMP-based leadership development, sensitive both to its origins and to the context.

Early Life Leadership Dimensions of Sheikh Mujibur Rahman: An Exceptional Political Leadership Model

Sheikh Mujibur Rahman was an unparallel political leader of Bangladesh who gained leadership qualities from the early days of life. He is popularly known as Bangabandhu and was a great philanthropist. Mujib was the unique political personality and the creator or father of the nation of Bangladesh. His 'Historic 7 March Speech' of 1971 now is the documentary heritage in the Memory of the World Register of UNESCO-United Nations Educational, Scientific and Cultural Organization. By his captivating leadership, the people of Bangladesh snatched the country's independence. Sheikh Mujibur Rahman captured the ideals of life, education and learning of the love and sympathy to the people, communal harmony, securing the right of the 'have not' people since his boyhood. These leadership traits made Sheikh Mujibur Rahman an exception character ever since his early days, and peoples are knowledgeable about his trademarked political career and venerated his artisanship in crafting Bangladesh. However, the concept of childhood leadership that Mujib belonged merely came to light. This article aims to examine the significant small events of domestic surroundings, dynastic background and family education, schooling, right-based activities, and the gradual involvement in the country's politics of Sheikh Mujibur Rahman. These fundamental elements translated into charismatic and democratic political leadership and made him a tremendous humanitarian personality. As a method, analyzing the archival resources and related published literature as books and journal articles, this study has crafted a vivid picture of an unsophisticated but the foundation of moral learning of Bangabandhu Sheikh Mujibur Rahman from early life. The significant result of this study is that it would present an exceptional model of political leadership and fulfil the gap about the information over his early life leadership. Most importantly, the outcome will provide the leadership capability to achieve goals personally set by the Mujib through his distinguishing attributes and response to the social and environmental situation during early life that would contribute to the discourse of political leadership studies.

Digital Leadership in the Economies of the G20 Countries: A Secondary Research

Digitalization in leadership practice requires broader research. Today’s economic leaders must be in line with the global mindset in supporting a culture of innovation. The purpose of this study is to investigate the digital leadership capabilities of the G20 countries in terms of digital readiness, innovation, and competitiveness 4.0 and to determine the relationship between these variables. The global digital readiness index 2019 (Cisco 2020) was utilized to obtain data on digital readiness (X), the global innovation index (Cornell University et al. 2019) was applied for the data collection on innovation (Y1), and the global competitiveness 4.0 index (WEF 2019) was used to obtain data on competitiveness 4.0 (Y2). All data were cross-sectional for the year 2019. Digital readiness consists of basic needs, human resources, ease of doing business, business and government investment, start-up environment, technology infrastructure, and technology adoption. The components of innovation are institutions, human capital and research, infrastructure, market sophistication, business sophistication, knowledge and technology outputs, and creative outputs. Competitiveness 4.0 is about institutions, infrastructure, ICT adoption, macroeconomic stability, health, skills, product market, labor market, financial system, market size, business dynamism, and innovation capability. We found that G20 countries had the digital leadership capability in digital readiness, innovation, and competitiveness 4.0. The G20 countries were leaders in global digitalization. Some of them were consistent in digital readiness and innovation. Some were consistent in digital readiness and competitiveness 4.0, and some others were consistent in their 4.0 innovation and competitiveness 4.0. Digital readiness, innovation, and competitiveness 4.0 positively related to each other.

Does The Digital Marketing Capability of Indonesian Banks Align with Digital Leadership and Technology Capabilities on Company Performance?

Digital transformation is more than just providing online and mobile banking services. The banking and finance industry needs to innovate by combining digital technology with customer interactions. In this case, these new technology findings should make it easier and more convenient for users to access banking services. However, to understand the relationship between resources (capabilities) and performance, the empirical research is still very limited and rare to explain why some firms successfully use their capabilities while others do not. The aim of the research is to answer whether digital technology, digital leadership, and digital marketing have a significant influence on company performance. The research is a quantitative study using a survey method by distributing questionnaires to employees and leaders in banks. It obtains 100 respondents. The analytical method is the Structural Equation Model (SEM) approach using the Smart Partial Least Square (PLS) statistical software. There are several obtained results. First, digital technology capabilities have a positive and insignificant effect on company performance. Second, digital leadership capability significantly, positively affects digital technology capability and digital marketing capability. Third, digital marketing capability has a positive and significant effect on company performance. Finally, digital leadership capability only has a positive and significant effect on company performance after being mediated by digital marketing capabilities. However, the effect is not significant if it is mediated by digital technology capabilities.

Measuring transformational leadership style and its effectiveness on virtual work-teams in Mexico

Objective: To examine transformational leadership factors that promote effectiveness in virtual work-team performance, generating empirical basis theoretical knowledge in management of virtual environments in Mexico. Method: Design and development of a questionnaire to assess determinants of transformational leadership and its effectiveness in virtual work-team performance. Results: this instrument is supported by evidences according to several perspectives founded at the conducted literature review. Limitations: this questionnaire do not use statistical productivity nor quality indicators in organizations. Originality: there is no instrument that address these factors in Mexico. Conclusions: this study will contribute to administrative sciences by developing an instrument to assess leadership capability and its effectiveness on virtual work team as new key parameters and strategies to be used by those business environment stakeholders.