Leadership Agility Research Articles

Leadership Agility and Accounting Casesin Leadership Capability

Leadership Agility and Accounting Casesin Leadership Capability

Leadership Agility and Digital Quotient Influence on Employee Engagement: between PT.X and PINRUMAH.COM

The research aimed to determine whether leadership (leadership agility) and digital intelligence (digital quotient) have an influence on employee engagement. The data collection method was conducted by distributing questionnaires to employees, which obtained a sample of 150 people in pharmaceutical companies and Pinrumah.com. The analysis method was multiple regression analysis using IBM SPSS Statistics 20 software as data processing. The results show that both leadership agility and digital quotient have significant effects on employee engagement.

Tax Literacy and Leadership Agility: Indigenous Peoples Awareness in Paying Taxes

This study aims to identify and explain tax literacy and leadership agility at the awareness of indigenous peoples in paying taxes. Based on the report, land and building taxes' income is still low for the indigenous peoples of "towani tolotang" South Sulawesi. The research method used is descriptive qualitative with the Nvivo-12 plus program's help by taking a sample of
 55 respondents of the traditional leader "uwwa" who spread to the community. Data collection
 techniques through in-depth interviews and documentation. The results showed that the level of tax literacy has a significant effect on the level of awareness of paying taxes. Its influence is strengthened by applying leadership agility in the form of sensitivity, leadership unity, and resource fluidity. The implication is that with a high level of tax literacy involving leadership agility, the level of awareness of paying taxes will also be higher. The importance of this research is to increase public awareness of paying taxes, although the limitations of this research are on indigenous peoples.

Service Innovation Strategic Consensus: A Lesson from the Islamic Banking Industry in Indonesia

This study aims to analyze the agreement of service innovation using contingency approach (manager personality, organizational structure) moderated by leadership agility. The study has been carried out on Islamic banking companies' managers in Indonesia, from East Java and Yogyakarta region using purposive sampling technique with questionnaire and interviews as the method of data collection. The total number of respondents in the sample is 184. This sample is then analyzed using Euclidience Distance Simple Regression and Simple Regression Moderation method. The results prove that: (1) there is a partial fit between incremental strategy with reactive personality and mechanical organizational structure, which increases the service performance; (2) there is a partial fit between radical strategy with proactive personality and organic organizational structure, which increases the service performance; (3) leadership agility is able to strengthen the fit of the relationship between incremental innovation strategy and reactive personality toward service performance; (4) leadership agility is able to strengthen the fit the relationship between radical innovation strategy and proactive personality toward service performance; (5) leadership agility is able to strengthen the fit of the relationship between incremental innovation strategy and mechanical organizational structure toward service performance; and (6) leadership agility is able to strengthen the fit of the relationship between radical innovation strategy and organic organizational structure toward service performance.

Achieving Agility and Dynamic Capabilities on Sustainable Performance: Evidence from the Upstream Oil and Gas Sector

Purpose: This paper aims to seize the understanding of the effect of TMT commitment (TMC), leadership agility development (LAD), field agile leader (FAL), and operational capabilities (OC) on the field unit performance (FUP) in Indonesia oil and gas sector. Design/methodology/approach: Research instruments were developed and distributed throughout field operation units in the Indonesian oil and gas sector, resulting in 175 data from field operation leaders across Indonesia's operating oil and gas companies. Structural equation modeling (SEM) LISREL were used to examine the developed hypotheses. Findings: This research finds that TMT commitment and leadership agility development on field agile leaders, directly and indirectly, play a significant role in the Indonesian oil and gas sector. Leadership agility development has a strong influence on the field of an agile leader. Furthermore, field agile leaders influence operational capabilities, which then affects unit performance significantly. Practical Implications: The findings have several implications for professionals in the oil and gas sector. The finding of this research also describes the pivotal role of leadership agility development to make the leader more resilient and agile. Originality/value: The proposed model will describe the input-process-output phases in creating value. This research also contributes to how leadership agility can be promoted and organizational agility and development.

Leadership Agility for Organizational Agility

Organizational agility has become an imperative for companies around the globe, who want to be competitive and add value in today’s business environment of hyper change and complexity. Yet, executives and academics alike agree that the current level of agility in the vast majority of companies is not nearly what it needs to be. To develop a level of organizational agility suited to turbulent environmental conditions, executives need to place an emphasis on three areas: strategic agility, operational agility (including culture as well as structures and systems), and leadership agility. This article highlights the central role that leadership agility plays in creating agile organizations, and it presents a framework for understanding and developing leadership agility.

21st Century Emerging Leadership Competencies in Malaysian Higher Learning Institutions

This paper explores the 21st-century emerging leadership competencies in a Malaysian higher learning institution. As the forces of change are transforming the leadership landscape, new leadership capabilities are required for the 21st-century evolving globalized environment. Hence, research is needed to determine the key emerging leadership competencies in the higher learning institutions. The significance of the results were the relevance of the leadership competency concept in the context of higher learning institution, future leaders need competencies for effective leadership, and the core competencies of academic leaders are necessary. Additionally, besides the discussion on the emerging leadership competencies of visioning and strategic thinking, leadership agility, adaptability and change, relationship and collaboration, the new findings from the field data were corporate leadership and cross-cultural competence. Research limitations/implications: This qualitative case study focused on one higher learning institution. At the same time the research also provided the in-depth context-rich information. Practical implications: The knowledge and adoption of the emerging leadership competencies concept would enhance the development of progressive leadership. Originality/value: There is limited study on the emerging leadership competencies in the higher learning institutions. Hence, there is value in this research. The findings were original contributions to knowledge. Also, this study showed the link between the expected attributes of institutional leadership to the dimensions of transformational leadership and the key emerging leadership competencies.

Co-change-oriented communication: A collaborative approach to making sense of change

This article presents a new concept, “co-Change-orientated Communication” (co-COC), to address the need for theoretical developments beyond mainstream assumptions by drawing from contemporary, critical developments in strategic communication. A two-phased, qualitative methodological strategy was employed. Firstly, a thematic analysis of a sample of literature according to specific parameters and contextual bases was conducted. Secondly, to identify an exemplar for co-COC, a document analysis was done of selected 2016 Fortune “Change-the-World” organisations’ annual and sustainability reports. In congruence with the themes of the literature, the document analysis revealed that co-COC is a bottom-up concept and elicits the attributes of meaningful dialogue, employee engagement, collaboration and co-creation, and encourages dissent. To realise the implementation of co-COC, the document analysis indicated the antecedents of stakeholder engagement, organisational agility, leadership agility and a change-able culture. co-COC contributes to the body of knowledge on strategic and change communication and serves as a heuristic for future research. Furthermore, co- COC provides theoretical development beyond the conventional, which not only affirms the critical role of change communication in the successful management of change, but could also assist communication professionals to realise the need for the inclusion of contemporary developments in strategic communication.

СУЧАСНІ ТЕОРІЇ МЕНЕДЖМЕНТУ І СТАЛИЙ РОЗВИТОК: ТОЧКИ ПЕРЕТИНУ

СУЧАСНІ ТЕОРІЇ МЕНЕДЖМЕНТУ І СТАЛИЙ РОЗВИТОК: ТОЧКИ ПЕРЕТИНУ

The changing character of the conflicts

Launched in the wake of 9/11, the US-led interventions in Afghanistan and Iraq forced painful transformations in Western militaries. As successful regime-change operations gave way to prolonged insurgencies, these forces confronted wars whose character rapidly developed in unanticipated directions. The US and its allies repeatedly failed to align national ends, ways and means to achieve stabilisation, reconstruction and political progress in Afghanistan and Iraq, before rediscovering counter-insurgency principles established in previous conflicts. The lessons of the wars are likely to continue shaping Western states’ approach to intervention and warfare for years to come.This Adelphi book examines the military evolution of the conflicts, and their implications for the future character of war. It shows why combat remains the core military capability, and explains successful and unsuccessful adaptation by armed forces, especially the essential roles of leadership, culture and organisational agility in promoting ‘learning under fire’. Written by the author of the British Army’s report on post-conflict stabilisation in Iraq, the book is a valuable guide for policymakers, government officials, military officers and scholars seeking to understand the military legacy of a contentious and unpopular chapter in Western strategy.

The utility of force in Afghanistan, Iraq and beyond

Launched in the wake of 9/11, the US-led interventions in Afghanistan and Iraq forced painful transformations in Western militaries. As successful regime-change operations gave way to prolonged insurgencies, these forces confronted wars whose character rapidly developed in unanticipated directions. The US and its allies repeatedly failed to align national ends, ways and means to achieve stabilisation, reconstruction and political progress in Afghanistan and Iraq, before rediscovering counter-insurgency principles established in previous conflicts. The lessons of the wars are likely to continue shaping Western states’ approach to intervention and warfare for years to come.This Adelphi book examines the military evolution of the conflicts, and their implications for the future character of war. It shows why combat remains the core military capability, and explains successful and unsuccessful adaptation by armed forces, especially the essential roles of leadership, culture and organisational agility in promoting ‘learning under fire’. Written by the author of the British Army’s report on post-conflict stabilisation in Iraq, the book is a valuable guide for policymakers, government officials, military officers and scholars seeking to understand the military legacy of a contentious and unpopular chapter in Western strategy.

Direction of operations

Launched in the wake of 9/11, the US-led interventions in Afghanistan and Iraq forced painful transformations in Western militaries. As successful regime-change operations gave way to prolonged insurgencies, these forces confronted wars whose character rapidly developed in unanticipated directions. The US and its allies repeatedly failed to align national ends, ways and means to achieve stabilisation, reconstruction and political progress in Afghanistan and Iraq, before rediscovering counter-insurgency principles established in previous conflicts. The lessons of the wars are likely to continue shaping Western states’ approach to intervention and warfare for years to come.This Adelphi book examines the military evolution of the conflicts, and their implications for the future character of war. It shows why combat remains the core military capability, and explains successful and unsuccessful adaptation by armed forces, especially the essential roles of leadership, culture and organisational agility in promoting ‘learning under fire’. Written by the author of the British Army’s report on post-conflict stabilisation in Iraq, the book is a valuable guide for policymakers, government officials, military officers and scholars seeking to understand the military legacy of a contentious and unpopular chapter in Western strategy.

Introduction

Launched in the wake of 9/11, the US-led interventions in Afghanistan and Iraq forced painful transformations in Western militaries. As successful regime-change operations gave way to prolonged insurgencies, these forces confronted wars whose character rapidly developed in unanticipated directions. The US and its allies repeatedly failed to align national ends, ways and means to achieve stabilisation, reconstruction and political progress in Afghanistan and Iraq, before rediscovering counter-insurgency principles established in previous conflicts. The lessons of the wars are likely to continue shaping Western states’ approach to intervention and warfare for years to come.This Adelphi book examines the military evolution of the conflicts, and their implications for the future character of war. It shows why combat remains the core military capability, and explains successful and unsuccessful adaptation by armed forces, especially the essential roles of leadership, culture and organisational agility in promoting ‘learning under fire’. Written by the author of the British Army’s report on post-conflict stabilisation in Iraq, the book is a valuable guide for policymakers, government officials, military officers and scholars seeking to understand the military legacy of a contentious and unpopular chapter in Western strategy.

Military capability, tactics and operations

Launched in the wake of 9/11, the US-led interventions in Afghanistan and Iraq forced painful transformations in Western militaries. As successful regime-change operations gave way to prolonged insurgencies, these forces confronted wars whose character rapidly developed in unanticipated directions. The US and its allies repeatedly failed to align national ends, ways and means to achieve stabilisation, reconstruction and political progress in Afghanistan and Iraq, before rediscovering counter-insurgency principles established in previous conflicts. The lessons of the wars are likely to continue shaping Western states’ approach to intervention and warfare for years to come.This Adelphi book examines the military evolution of the conflicts, and their implications for the future character of war. It shows why combat remains the core military capability, and explains successful and unsuccessful adaptation by armed forces, especially the essential roles of leadership, culture and organisational agility in promoting ‘learning under fire’. Written by the author of the British Army’s report on post-conflict stabilisation in Iraq, the book is a valuable guide for policymakers, government officials, military officers and scholars seeking to understand the military legacy of a contentious and unpopular chapter in Western strategy.

Learning under fire: military adaptation

Launched in the wake of 9/11, the US-led interventions in Afghanistan and Iraq forced painful transformations in Western militaries. As successful regime-change operations gave way to prolonged insurgencies, these forces confronted wars whose character rapidly developed in unanticipated directions. The US and its allies repeatedly failed to align national ends, ways and means to achieve stabilisation, reconstruction and political progress in Afghanistan and Iraq, before rediscovering counter-insurgency principles established in previous conflicts. The lessons of the wars are likely to continue shaping Western states’ approach to intervention and warfare for years to come.This Adelphi book examines the military evolution of the conflicts, and their implications for the future character of war. It shows why combat remains the core military capability, and explains successful and unsuccessful adaptation by armed forces, especially the essential roles of leadership, culture and organisational agility in promoting ‘learning under fire’. Written by the author of the British Army’s report on post-conflict stabilisation in Iraq, the book is a valuable guide for policymakers, government officials, military officers and scholars seeking to understand the military legacy of a contentious and unpopular chapter in Western strategy.

Versatile leadership as a determinant of employee engagement. DHL EXPRESS (Poland) sp. z o.o. example

Background: The changes which are taking place today, forces c ompanies to ask themselves about the quality of leadership in the organization and wheth er the existing work in this area supports the succ ess of the company. In the global environment, both social structure an d political are changing. Demographic changes irrev ocable impact on the market more than ever before. For company it is necessary to introduce new paradigms of leadership to have a chance to succeed in this new environment. The aim of researches was to recognize methods, which allow to improve the quality of management of tr ansprot companies. Methods: Researches were conducted based on literature revie w and questionnaires sent by employees. Cocnlusions: Leadership agility model seems to be the answer to the question of how to survive in the new world. Concept of leadership agility draws attention to a s mooth transition between the different management styles as well as the end of the heroic leadership, (focused on only one leader) and the beginning of the post heroic le adership, where the contribution of the whole team count. In the new en vironment, a significant part of the company's succ ess will depend on the commitment of its employees, and hence the added value of their work. Model of leadership agility is used in DHL Express daily and build the base for achieving exce llent results not only business but also those rela ted to human capital.

Learning to lead the knowledgeable organization: developing leadership agility

PurposeThis paper seeks to identify how leadership can positively influence knowledge work and to explore which leadership practices need to be developed to support organisational learning and agility in the face of continuous change.Design/methodology/approachThe thinking combines a long history of leadership and change management advice and 12 years of knowledge management research with the insights from a collaborative research project involving 14 large organisations that are members of the Henley KM Forum.FindingsThe result is a framework of 12 leadership agility practices specifically focused on creating conducive conditions for knowledge sharing, learning, engagement and collaboration.Practical implicationsThose responsible for leadership development in the knowledgeable organisation could use this as a well‐grounded starting point for designing learning programs. Leaders in key roles can use it as a gauge for self‐assessment to identify development needs or reflect on how to change their approach when things are not working.Originality/valueThe 12 practices are complementary and mutually supportive. They focus on remedying potential causes of “dis‐ease” in learning and change, caused by the most frequently occurring conflicts and tensions in organisational life.

Leadership Agility: Five Levels of Mastery

Leadership Agility: Five Levels of Mastery

Leadership Agility: Five Levels of Mastery

Leadership Agility: Five Levels of Mastery

Developing agile leaders

PurposeWith mounting complexity and interdependence and the increasing pace of change in organizational environments, leadership agility has become a much‐needed competency. This article aims to report research findings that appear in a new publication.Design/methodology/approachThe study on which this article is based included a total of 604 subjects. Of these, 384 were participants in previous research studies that identified each manager's “stage of ego development” as measured by the Washington University Sentence Completion Test (SCT). The other 220 managers, who provided in‐depth case studies, were clients, interviewees, or evening MBA students, whose stage of ego development was also assessed.FindingsThis study identified five levels of leadership agility, each of which corresponds to a stage of adult ego development. It also resulted in the discovery of four leadership agility competencies (context‐setting, stakeholder, creative, and self‐leadership agility) and eight underlying capacities that evolve as managers develop from one level of leadership agility to another.Research limitations/implicationsFruitful areas for future research include: expanding knowledge about how leaders develop from one level of agility to another, identifying the competencies and capacities associated with the level beyond synergist, and better understanding the stages or levels of organizational development that parallel the levels of leadership agility.Practical implicationsThis research has significant implications for an “integral” approach to leadership development that places emphasis both on professional skills needed in complex, rapidly changing environments and on the mental and emotional capacities that underlie these skills.Originality/valueManagers and leadership development professionals both can benefit from the fresh perspective presented in this article.