Management Leadership Transition From Covid Period to New Normal

The purpose of this article is to find out the condition of the management leadership transition from the Covid period to the New Normal. The leadership model needed in times of crisis is a specific leadership model, because crisis conditions can separate effective leaders from ineffective leaders so that the handling of crisis conditions will also only be effectively carried out by leaders with a certain set of qualifications and characteristics. It takes expertise in management leadership so that it can survive in crisis conditions.

Balanced Leadership

This book describes balanced leadership in projects. Based on an award winning global program of research studies on leadership reality in projects, this book shows that leadership changes constantly and is not as static as existing literature may suggests. Instead, leadership in projects is dynamically shifted between project managers, individual team members, and subteams, all balanced in situational contingency. Their leadership may be exercised through a vertical, horizontal, shared, or distributed leadership approach. However, it is balanced leadership that ensures the best suitable leadership approach is used in any given situation. For that, the book presents a project-specific leadership approach called horizontal leadership, a theory of balanced leadership, and the five building blocks that enable balanced leadership. These are nomination of team members, identification of potential leaders, selection and empowerment of leaders, empowered leadership and its governance, as well as leadership transition. Emphasis is also given to the coordination of these building blocks through the socio-cognitive space, shared by project manager and team. The book finishes with three real-life case studies that exemplify how balanced leadership unfolds in projects.

Leadership Transition

This chapter addresses the transition of leadership authority. This event occurs after an empowered leader’s assignment comes to an end. Leadership transition starts with a reflection and decision on the compatibility of the role’s conditions with the empowered leader’s actual behavior. In addition, internal and external contingencies are taken into account to decide on the continuation, change, or termination of the empowered leader’s assignment. Finally, to improve future leader selection and empowerment, a decision is made to abandon, change, or continue the criteria for leader selection in similar situations. The chapter is framed through transition theory and uses the morphogenetic cycle to explain the decision-making processes. The chapter ends with a model on leadership transition in balanced leadership.

The Rise and Fading Away of Charisma. Leadership Transition and Managerial Ethics in the Post-Soviet Media Holdings

This paper examines post-communist managerial ethics during the emergence and transition of charismatic leadership in two privately owned media holdings in Russia and Kyrgyzstan. These media holdings were bootstrapped in the 1990s and 2000s by people without management experience and connections. This paper argues that Weberian charismatic leadership was a necessary leadership style to start a private business for people without links to elite networks. However, once firms establish themselves on the market, charisma fades and yields itself to a legal-rational leadership style. In particular, the paper compares and contrasts the managerial ethics issues arising from the loyalty-based leader–follower relations in the charismatic leadership phase and the legal-rational phase of a firm’s development and maturation. While the legal-rational phase brings positive changes to workload management and employees’ rights for vacation and p/maternity leave, task delegation remains an unsolved issue. Ambiguous career advancement criteria of the legal-rational phase replace rapid career progression of junior and middle managers during the charismatic phase. By examining the dynamics of managerial ethics transformation, this study adds to the literature on post-communist leadership, management and governance. Recommendations are provided for privately owned firms on how to advance managerial ethics to attract and retain qualified talent.

Transgenerational Succession and R&D Investment: A Myopic Loss Aversion Perspective

A transgenerational leadership transition is one of the most critical events in the life cycle of family firms. Drawing upon the myopic loss aversion (MLA) perspective, we argue that outgoing leaders and other company stakeholders tend to closely watch the later-generation successors immediately after a transgenerational succession, and thus the successors will focus on short-term developments and invest less in R&D activities. Employing the difference-in-differences approach, we find empirical support for our argument that transgenerational succession decreases R&D intensity. The negative effect of transgenerational succession is more pronounced when the later-generation successors suffer from a higher level of MLA.

PREPARING FOR TRANSITION: A STUDY OF NEW COLLEGE PRINCIPALS’ SITUATION IN GHANA

The importance of leadership transition in Colleges of Education in Ghana cannot be overemphasised due to its immense impact on quality teacher education and training. This requires that newly appointed principals prepare adequately for the transition. However, there is a seeming absence of research on the concept in the Ghanaian context. This qualitative study which employed the phenomenology approach, therefore, investigates how new college of education principals in Ghana prepare for the transition into their new role. The study purposively sampled ten (10) newly appointed principals of public colleges of education for the study. Interview protocol was used to collect the data for the study. The responses from participants were analysed using Colaizzi's phenomenological data analysis method. The result revealed that the newly appointed principals prepared for the transition by coping with the psychological, social and professional impacts of the new appointment to manage. Goal setting was also paramount for their tenure of office. The study recommended that preparation prior to assumption of duty is necessary as it helps to get oneself ready for the role and for that matter the transition.

The Impact of COVID-19 on the Corporations and Management Change

The purpose of this study is to analyze the impact of COVID-19 on different identities such as corporations, leadership, employees, human resources teams, customers, government bodies, and management change. Desk research based on secondary data analysis methodology was used for this study. Better crisis management plans can enable corporate to control and hybrid working environment to guide businesses to prepare and make strategies that can persist sustainably in a future crisis. It can be concluded that different corporations have faced the additional impact of the pandemic on their businesses. COVID-19 has changed the way businesses perform. Consequently, it can be inferred that leadership and leadership transition can lead to victory if leaders take the time to discover what works and what does not. This will allow the enterprise to change the next steps accordingly and save it from failure to pursue the outcomes.

Succession process and the impact of gender in Puerto Rican family businesses

This paper explores succession phenomena in four Puerto Rican businesses. The main conclusion is that there are differences between the succession pro-cess for daughters and sons because of a stereotypical concept of women’s role and leadership within businesses. Daughters appear to have full access to presidency only when the father dies. Before that, daughters exercise a periph-eral leadership within the organization to construct their leadership space and, at the same time, transmit the values of the business. Opposed to daughters, sons achieve full presidency power and leadership upon confrontation with the father. Main sources of resistance in leadership transition from father to daughters came from external constituencies.

Succession process and the impact of gender in Puerto Rican family businesses

This paper explores succession phenomena in four Puerto Rican businesses. The main conclusion is that there are differences between the succession pro-cess for daughters and sons because of a stereotypical concept of women’s role and leadership within businesses. Daughters appear to have full access to presidency only when the father dies. Before that, daughters exercise a periph-eral leadership within the organization to construct their leadership space and, at the same time, transmit the values of the business. Opposed to daughters, sons achieve full presidency power and leadership upon confrontation with the father. Main sources of resistance in leadership transition from father to daughters came from external constituencies.