Leadership Consciousness Research Articles

The Market Disruption Path of Green-Oriented Trajectory-Transformed Technology Innovation: A Study of Consumer Lifestyles during the “Chasm” in China’s Electric Vehicle Market

Green-oriented trajectory-transformed technology (GTTT) innovation is a strategic path that leads simultaneously to a comprehensive green transformation of national economic and social development and a disruption of corporate competition. However, this type of innovation is nonmarket-oriented and naturally results in a deeper and wider “chasm” more than any market-oriented innovation between the early market and the mass market, which is difficult to bridge; this leads to theoretical and practical difficulties with respect to the formulation of market strategies. To bridge such a “chasm”, this paper explores the paths that facilitate a market launch strategy that is capable of bridging the market “chasm”. The paper identifies electric vehicles as an example of a GTTT product, based on the hierarchical characteristic model, investigates the impact of lifestyle on consumers’ purchase intention, examines the mediating effect of interpersonal influence susceptibilities, uses data collected via consumer questionnaires to test the research model, and thereby identifies the various consumer groups that are present during the “chasm” period and the characteristics they exhibit. The results show that fashion consciousness, leadership consciousness, environmental consciousness, and informational interpersonal influence are the market strategy paths that lead to market disruption, and fashion leaders and price-conscious environmentalists are the key consumer groups during the “chasm” period.

Researching reciprocal leadership

This article looks at the potential of using an online self-completing inventory that measures leadership consciousness awareness. The Consciousness Quotient inventory (CQ-i) has been developed to encourage leaders to be more conscious of their ability to be accountable and responsible for their leadership practice. The CQ-i as a method for researching leadership is piloted here between a university academic and a primary headteacher in the context of a school–university partnership. Pilot outcomes reveal that the inventory can be used as an evaluation of partnership work and ways of thinking about leadership on two levels: the personal and the partnership. The method is somewhat limited by a lack of distinctive criteria for personal domain statements and the absence of an overall profile outcome for the CQ score. Its strength lies in the way the outcomes of the inventory can be used as a starting point for personal reflection on leadership and as a vehicle for discussing a range of different ways of leadership working within different settings, such as school and university contexts.

Leadership Consciousness for 21st Century Infection Preventionists: From Vision to Action

Leadership Consciousness for 21st Century Infection Preventionists: From Vision to Action

Non-conventional Entrepreneurial Learning

Spirit connotes the life-breath that enlivens both individuals and organizations. The role of a leader is to unleash in followers this primal creative energy and guide it towards enlightened governance. Although learning organizations grow and evolve in knowledge, conflicts also arise between material knowledge and spiritual wisdom. Using insight from classical Indian wisdom, a more harmonious pursuit of both personal fulfilment and organizational enrichment will be addressed. This article will highlight the importance of exploring non-conventional methods of learning beyond cognition that may improve leadership clarity, decision making and relationship management. Discovering deeper levels of consciousness via meditation also strengthens personal mastery and purpose as well as system thinking and a sense of interconnectedness. The spirit of entrepreneurship draws deeply from such inner inspiration, finding expression in sustained commitment and high-energy performance. Such leaders must ignite a fire within themselves and their followers. Hence, the article begins with asking deep, uneasy questions for wisdom to emerge in leadership consciousness, charting a road map for future enlightenment in learning organizations, and concludes with examples of wisdom leadership from modern India.