Successful Leadership Research Articles

Attitudes and Perceptions of Leadership on Succession Planning in the Indian Manufacturing Sector

This study explores the critical role of organisational leadership in the implementation of succession planning within Indian manufacturing organisations, given the increasing importance of seamless leadership transitions for maintaining operational stability and organisational resilience. The research investigates the attitudes and perceptions of senior leaders towards succession planning, focusing on how their views influence the execution of these strategies. Employing a mixed-methods approach with quantitative and qualitative interviews, the study gathers insights from a representative sample of organisational leaders. The main objectives are assessing leadership attitudes towards succession planning and understanding their perceptions of its implementation. Two key hypotheses are proposed: H01 asserts that leadership attitudes have no significant impact on succession planning, while H02 posits that leadership perceptions do not significantly influence its execution. Analysis of the collected data aims to reveal the extent to which leadership perspectives shape succession planning practices, providing valuable insights and recommendations for strengthening leadership approaches and succession frameworks. The findings are expected to contribute to a broader understanding of how effective leadership can foster a strong succession planning system, driving sustainable growth and resilience in the manufacturing sector.

Transformational Leadership (Magnetic Manager) and Organizational Success: Theoretical Perspective

The purpose of this study was to investigate theoretically the relationship between transformational leadership (the “Magnetic Manager) and organizational success. The transformational leadership and social exchange theories are the underpinning theories for this paper. The literature on the concept of transformational leadership, its forms, and organizational success was thoroughly reviewed. The paper found that a transformational leader is a critical success factor that can bring out changes in employees and the organization as a whole. The study concludes that there is a significant relationship between transformational leadership and organizational success. The study recommended that organisations celebrate successes. Transformational leaders should recognise and celebrate the successes of their followers. This helps to build morale and motivation, which can lead to success. Keywords: Transformational Leadership; Organizational Success; Charisma; Inspirational Motivation

Leader Emotional Capital Matters in The Automotive Manufacturing Industry

The ability of an organisation to adapt to constant change determines its long-term viability. Organisations that understand the value of excellent leadership in organisational performance will see growth and sustainable profitability. This research focused on the automotive industry in Isipingo, Durban, KwaZulu-Natal, South Africa. To thrive and remain competitive, the automotive sector must adapt to changing conditions, be efficient, and respond rapidly to external forces. Managers are frequently challenged with balancing the frustrations of different interest groups within the sector; becoming skilled and successful leaders; and steering the organisation in the appropriate direction. The emotional competency of employees is a valuable resource designated as emotional capital. The purpose of this study was to investigate whether the emotions of leadership influence employee performance in this Industry Therefore, the research question entailed, what is the role of leaders' emotions? Analysis of extant literature was related to aspects that impact leaders’ emotional capability. The main variables included emotional capital, leadership, emotions, and employee performance. This study was based on a quantitative approach. Primary data was collected through a survey which was analysed using Spearman’s rho correlation. The results highlighted how a leader's emotions affect employees and demonstrated a substantial association between employee performance and the leader's overall emotional state. It was determined that a leader's emotions can have both beneficial and negative effects on employee performance. The recommendations offered useful advice on how to choose tactics that would yield appropriate results for the organisation to be sustainable.

‘We listened and supported and depended on each other’: a qualitative study of how leadership influences implementation of QI interventions

BackgroundThere is growing recognition in the literature of the ‘Herculean’ efforts required to bring about change in healthcare processes and systems. Leadership is recognised as a critical lever for implementation...

TALENT MANAGEMENT STRATEGY FOR SUCCESSION PLANNING AT PT K INDONESIA

Objective: PT K, a leading company in the FMCG industry in Indonesia, faces significant risks due to its over-reliance on key leaders with specialized knowledge and skills, heightening organizational risk if these leaders depart unexpectedly. This dependency jeopardizes operational continuity due to inadequate internal regeneration and a low succession ratio over the past two years. Addressing these critical issues, this study aims to review and refine the talent management strategies of PT K in line with business goals and needs related to leader succession planning. Theoretical Framework: In this topic, the main concept and theoriy that underpin the research is integrated talent management model developed by Silzer and Dowell (2010). Method: The study carried out was applied research. The study utilizes primary data from interviews with the President Director, Head of Division Human Capital & General Affairs, and Head of People Development & Learning Center of PT K, alongside secondary data from internal documents. Interviews were conducted to find out business strategy direction, as well as PT K's talent management policies and needs. Apart from that, it was also to find out current talent management practices and the need for improvement. Meanwhile, the documents studied are documents about Long-Term Development Program at PT K for period of 2020 – 2025, which is used to determine PT K's HR management directions and policies. Results and Discussion: Based on the results of interviews and document studies, it was obtained: (1) talent management directions and policies according to business targets and strategies, as well as (2) findings of gaps in the four main activities of talent management practices at PT K. Based on these two things, a map, targets and actions to improve PT K's talent management strategy for the 2024-2026 period were determined. Research Implications: The study's implications suggest that addressing these gaps will enhance leadership continuity and organizational resilience, offering a model applicable to similar companies in the FMCG sector and providing valuable insights for both academic research and professional practice. Originality/Value: This is the first study related to talent management to be carried out empirically at PT K, which is one of the leaders in the FMCG industry in Indonesia. It is hoped that research findings and results will provide valuable input regarding current practices that will enrich the body of knowledge related to talent and HR management.

LEADERSHIP AND BUSINESS COMMUNICATIONS IN THE MINDS OF STRATEGIC MANAGEMENT

This article examines the key role of leadership in the formation and maintenance of effective business communications in organizations. The authors emphasize that in the conditions of constant changes in the business environment and growing competition, strategic management requires leaders not only to have managerial skills, but also to have high communication skills. The article analyzes how different leadership styles affect internal communication processes, determining how leaders can create an open and supportive communication environment. It emphasizes the importance of interaction between the leader and the team, as well as between management and external stakeholders such as customers, suppliers and partners. The authors also consider the challenges faced by leaders in the context of digitalization and globalization, and offer recommendations for developing communication skills. The article emphasizes the need to adapt communication strategies to changing market conditions, which allows organizations to be more flexible and competitive. In addition, the article provides examples of successful leadership practices that demonstrate how effective communication can be the key to the success of strategic initiatives. The authors argue that the integration of leadership and communications into an organization's strategy is a key factor in achieving long-term goals and improving the overall effectiveness of management processes. Contemporary challenges faced by leaders in the context of globalization and digital technologies, as well as their strategies for adapting to changes, are separately considered. The intercultural style of leadership in the context of any culture is considered, which provides an opportunity to analyze existing values ​​and approaches to leadership. It has been proven that further research is needed: cross-cultural barriers in communications; the influence of cultural norms on leadership styles; the role of emotional intelligence in leadership communications; strategies for adapting strategic management to different cultural contexts.

The Liberating Effects of Nigeria to African Continental Free Trade Area: Synoptic Perspectives

The purpose of this study was to investigate theoretically the relationship between transformational leadership (the “Magnetic Manager) and organizational success. The transformational leadership and social exchange theories are the underpinning theories for this paper. The literature on the concept of transformational leadership, its forms, and organizational success was thoroughly reviewed. The paper found that a transformational leader is a critical success factor that can bring out changes in employees and the organization as a whole. The study concludes that there is a significant relationship between transformational leadership and organizational success. The study recommended that organisations celebrate successes. Transformational leaders should recognise and celebrate the successes of their followers. This helps to build morale and motivation, which can lead to success. Keywords: Transformational Leadership; Organizational Success; Charisma; Inspirational Motivation

INTEGRATING ARTIFICIAL INTELLIGENCE INTO SUCCESSION PLANNING AND LEADERSHIP DEVELOPMENT IN HIGHER EDUCATION

This study evaluates and examines the use of artificial intelligence (AI) in succession planning and leadership development in higher education institutions. The primary focus is on how AI can enhance the effectiveness and efficiency in identifying and developing potential leadership candidates while addressing existing challenges. The review employs a comprehensive literature search strategy, involving four major databases: Scopus, Web of Science, ABI/INFORM Collection, and Google Scholar. Inclusion criteria ensure that relevant, up-to-date, and high-quality literature is gathered for analysis. The review findings indicate that the use of AI in succession planning and leadership development in higher education promises significant advancements. AI can enhance the effectiveness of succession planning by providing deeper analysis of talent and skills while addressing the digital transformation challenges faced by higher education institutions. The implementation of AI in this context has the potential not only to improve leadership quality but also to strengthen strong leadership continuity for the future. This review offers insights into best practices, challenges, and future potentials for AI usage in succession planning and leadership development in higher education institutions, along with recommendations for more effective implementation.

Characteristics of Successful Leadership: Perspectives From Asian Nursing Leaders.

The development of nursing leaders is an important topic in changing healthcare environments. Successful nursing leadership is critical to the reconstruction, implementation, and evaluation of healthcare systems worldwide. However, the characteristics of successful nursing leadership remain unclear, especially in a global context. Furthermore, despite the growing importance of cultural intelligence, cross-cultural concepts of successful nursing leadership have been inadequately addressed in the literature. This study was designed to identify the characteristics of successful leadership in nursing from the perspective of Asian leaders in four countries (United States, Taiwan, Korea, and Japan) and to make recommendations for successful leadership in nursing in the future. A qualitative approach employing five strategies, including in-depth discussions through face-to-face and email discussions, an integrated literature review using multiple databases, responses to 10 topics related to nursing leadership, and written note summaries of the characteristics of successful leadership, was used in this study. A total of 10 nursing leaders from four countries were recruited as participants using snowball sampling. The collected qualitative data were analyzed using line-by-line coding and simple content analysis to extract the characteristics of successful leadership in nursing. The final sample included seven nursing leaders aged between 55 and 70 years. All of the participants were in nursing leadership positions at schools/colleges of nursing or professional organizations for at least two decades and had extensive leadership experience through their schools/colleges, professional organizations, and/or governments. Five key themes related to the characteristics of successful leadership were identified from the participants: (a) culturally and historically prescribed, (b) overcoming gendered experience, (c) equipped with good character, (d) guiding with a vision, and (e) with contextualized leadership. Five characteristics of successful leadership were identified from the perspective of Asian nursing leaders. All of the participants recommended that successful nursing leadership be based on contextual leadership and that successful nursing leadership help meet rapidly changing needs, enable mutual trust, and actively commit and complete necessary risks. Moreover, future successful leadership should have a clear vision and strongly guide the implementation of changes as well as be equipped with cultural intelligence. Finally, successful nursing leadership should be based on ethical, trustable, and humane behaviors while promptly and adequately responding to the changing needs of their institutions/organizations. Cross-regional research on successful nursing leadership is essential to enrich the global evidence and knowledge on developing the next generation of nursing leaders.

Playing the Game Differently: How Women Leaders in Academia Are Challenging Neopatriarchy

AbstractDespite Australian and New Zealand Universities pledging to address gender inequities, the patriarchal history of universities continues to impact the careers of women in academia. Under-representation of women in senior leadership and a culture of masculinity can lead to a lack of resources for feminist leadership and a devaluing of women’s work. We investigate how women in academic leadership are playing the game differently, making strategic moves to navigate leadership in the neoliberal neopatriarchal academy. We explored the experiences of 22 women in academic leadership through online qualitative surveys and reflexive thematic analysis of the data, taking inspiration from Bourdieu’s work on habitus and doxa. Although women leaders were able to successfully make strategic moves to advance their careers, these were shaped by parenting status, race, culture, and age. The women’s leadership approaches were counter to the masculine doxa of the academic field, leading instead relationally. We do not suggest that there is a specific ‘female’ style of academic leadership, but that successful authentic leadership can be founded on a feminist ethics of care in contrast to neopatriarchy. Adoption of such approaches across the academy might unshackle academics across genders from their positioning in academic leadership hierarchies.

Explicating collegiality and change management in neoliberalism during the dynamics of higher education institutions: : A Systematic Literature Review using PRISMA Checklist

Background This paper discusses the lack of references that comprehensively describe the changes in universities owing to the ideology of neoliberalism. This research also discusses how a university maintains its function and identity when the great wave of neoliberalism massively erodes collegiality as the original philosophy of the university through a case study of the neoliberalism ideology on higher education. This study also provides a comprehensive framework for higher education management and governance changes. Methods We selected all retrieved sources based on the keywords and analyzed all the documents we obtained. This study obtained data from Scopus retrieved on October 27, 2023, using the following keywords: (TITLE-ABS-KEY ("collegiality") OR TITLE-ABS-KEY ("change management") OR TITLE-ABS-KEY ("neolibelism")) AND TITLE-ABS-KEY ("higher education"). This study utilized bibliometric analysis to ensure a structured review of the literature on collegiality, change management, and neoliberalism in higher education. Results The findings show that organizational management, leadership, education, technology, curriculum, innovation, organizational change, decision-making, and human beings are significant trajectories of neoliberalism in higher education. Conclusions This study offers other constructs for accelerating leadership success in higher education. This relates to how change leadership can navigate changes resulting from neoliberal ideology.

NAKHE Leadership Mentor Program: An Opportunity for Inter-Institutional Exchange in Kinesiology

ABSTRACT College leadership in the 21st century is incredibly difficult, and leadership in Kinesiology can be rather complex in some departments. Mentoring is an important part of success in any leadership role, and individuals who receive mentoring typically outperform those who do not receive it. The National Association of Kinesiology in Higher Education (NAKHE) has an innovative and impactful initiative in place that focuses on mentoring for success in academic leadership: the Leadership Mentor Program. The Leadership Mentor Program is designed to build inter-institutional mentoring and networking between university Kinesiology departments and to increase aspiring administrator’s understanding of the job requirements of a Kinesiology administrator. Given the challenging environment in higher education today and the need to continue to examine exemplary models of leadership mentoring, the purpose of this paper is to: (a) outline contemporary challenges in academic leadership in general and Kinesiology specifically; (b) discuss some of the types and benefits of mentoring, with a focus on inter-institutional mentoring, (c) describe our experiences with the NAKHE Leadership Mentor Program from the perspective of the mentor and mentee; and (d) recommend possible future experiences for this program so as to guide individuals who are interested in pursuing this opportunity.

Knowing When to Step Down as a Leader

This article explores when it is appropriate for leaders to consider stepping down from their roles and passing the torch to new leadership. It examines signs that it may be time to transition based on research on leadership fatigue, stagnating vision, and succession planning. Specific factors discussed include declining health and enthusiasm from prolonged stress, an inability to drive innovative strategies, and having a capable successor prepared to take over. The article then outlines practical signs for leaders in industries like financial services, healthcare, technology, and non-profits that a transition should be considered. It provides examples of Microsoft CEO Satya Nadella and OWN founder Oprah Winfrey effectively navigating leadership successions. Finally, the article emphasizes the importance of succession planning, identifying the right time for an orderly transition, and ensuring the smooth handoff of leadership responsibilities to allow organizations to continue thriving under new vision and perspectives.

Diagnosing leadership – construction and validation of the leadership impact inventory

PurposeThe purpose is to examine the connection between leadership and its proximal and distal outcomes on employee, team and organization-level outcomes. As a more practical endeavor, a leadership measurement is constructed and validated.Design/methodology/approachThe study takes a quantitative approach, statistically analyzing 301 online survey responses to a survey of leader attributes and their organizational impacts.FindingsThis study shows that the impact of leadership is associated more with actionable behaviors than personality traits. More specifically, leader success leans on leader dependability, management mode, emotive skills and coaching style, which relate to organizational outcomes. Additionally, preventative conflict management belongs to immediate supervisory foci, whereas already escalated conflicts ought to be outsourced to e.g. HR. Further, the findings verify that management is even more about communication than previously understood. Interestingly, employee satisfaction does not predict willingness to stay and is therefore irrelevant as a predictor of employee retention. This verifies the role of satisfaction as a proximal outcome and a post-goal state. Finally, the role of psychological safety is incoherent and equivocal in relation to organizational outcomes.Practical implicationsAs a practical ramification, we devise an instrument, the Leadership Impact Inventory, for (1) diagnosing the quality and effect of organizational leadership in an easy-to-adopt, cost-effective and quick manner and (2) analyzing the influence of various leadership dimensions on satisfaction and goals on individual, team and organizational levels.Originality/valueThis study expands the earlier body of research on leader influence to factors promoting not only proximal outcomes that are typically post-goal states but also distal outcomes. Further, it examines outcomes on all organizational levels, as an extension to prior studies which are typically limited to the entire organization. Finally, the study does not explore leadership as a force or process separate from culture but rather appreciates their synergy through the inclusion of cultural features. This is achieved by monitoring leader success with such subjective aspects describing employee experience and organizational culture that are associated with follower performance.

Emotional Intelligence and Workplace Spirituality in Predicting Career Success of High-Tech Leaders

In the highly competitive environment of the high-tech industry, leadership roles are often filled with numerous challenges and stressors. Success in the workforce requires a combination of high emotional intelligence and a connection to workplace spirituality. This study aimed to compare demographic differences among high-tech leaders regarding emotional intelligence, workplace spirituality, and career success. It also sought to examine the relationships and effects of emotional intelligence and workplace spirituality on career success, as well as the moderating role of workplace spirituality in these relationships. A survey was conducted with 139 leaders from various high-tech companies in Taiwan. The results showed that male leaders demonstrated higher levels of self-awareness and self-motivation in emotional intelligence, while leaders with higher education levels exhibited greater self-awareness and empathy. Additionally, both emotional intelligence and workplace spirituality were significant predictors of career success. Notably, workplace spirituality moderated the relationship between emotional intelligence and career success. The implications of this study highlight the importance of enhancing emotional intelligence and workplace spirituality to foster leaders’ career success and gain a competitive advantage in the high-tech industry.

Reshaping Educational Leadership Learning: Adding Politics to Practice

AbstractDuring a distinguished academic career, Professor Martin Thrupp alerted diverse audiences to the politics shaping educational practice in Aotearoa New Zealand and beyond. The focus of this commemorative article is on Martin’s teaching legacy, in particular, the re-design and enduring impact of a compulsory postgraduate leadership paper at Te Kura Toi Tangata, University of Waikato. Key themes include the three neoliberal policy technologies of markets, managerialism and performativity, and the contested notion of context. Qualitative data from this year’s online student cohort illustrate in representative ways the profound influence that adding politics to practice has had on their educational leadership thinking and practice. This attests to the ongoing importance of sociopolitical insight in informed, responsive and successful leadership praxis.

Who is the next leader? Understanding women leadership development and succession planning in Saudi Arabian higher educational institutions.

Leadership development and succession planning is a valuable strategy for closing the gender gap and providing an equal chance for males and females to be trained and involved in leadership roles. This strategy is an incredibly effective tool in higher education, where there is a significant disparity between male and female academic leaders. Despite its effectiveness, succession planning remained an overlooked component of the higher education system. Further research studies enhance our understanding of the current state of succession planning and the factors that affect the recruitment and selection of future academic leaders. Hence, this study aims to identify the current women's leadership development and succession planning practices in public and private universities in Saudi Arabia. A qualitative study was conducted in a Saudi Arabian higher education setting. The interest in Saudi Arabia stems from the fact that succession planning is less likely to be practiced since gender discrimination is apparent when assigning leadership positions. Results indicate that top powers typically select leaders since succession planning is absent in Saudi Arabia's higher education institutions. In this circumstance, networking and relationships play a significant role, as these institutions have no formalized succession planning process. In a highly gender-segregated society like Saudi Arabia, women are deprived of expanding their networks and showcasing capabilities to male decision-makers. The results of this study further identified the underlying components of the women's leadership and succession planning process in the Saudi Arabian setting. This study contributes to leadership and succession planning knowledge and its implications, which may extend opportunities for practitioners, consultants, and policymakers to include women in higher education succession planning.

Influence of Leadership Styles on Performance of Local Government Agencies: Case of Central Equatoria State Local Government in South Sudan

An organization's success depends on successful leadership and good organizational culture. This study investigates the influence of various leadership styles on the performance of local government agencies in Central Equatoria State, Juba, South Sudan. It explores how transformational, transactional, and laissez-faire leadership styles influence the performance of the central Equatoria state local government. The general objective of the study was to examine the influence of various leadership styles under the long-range leadership model on the performance of the central Equatoria state local government. The specific objectives of the study include the following: To assess the influence of transformational leadership style on performance of the central Equatoria state Local Government, to establish the influence of transactional leadership style on performance of the Central Equatoria state Local Government and to examine influence of laisses-faire leadership style on performance of the Central Equatoria state Local Government. The research employed a descriptive design, targeting 791 individuals, including local government officers and leaders from public institutions. A sample of 138 respondents was selected through stratified random sampling, and data was collected via questionnaires, interviews, and document analysis. To ensure validity of the finding, the researcher performed a pilot study on the data collection and analysis instruments in Juba County. This was done to guarantee the instrument's content coverage and authenticity by enhancing problems, the format, and the measuring scales. the researcher ensured protection of the research process to ensure reduction of anomalies, inaccuracy and scoring in the measurements to guarantee reliability of the data obtained. This research was focused on both primary and secondary data. Questionnaires was used as the main tool of data collection supported by both physical and telephone interview. Analysis of reports published on newspapers and internet was as well done. The study utilized the full range leadership model by James MacGregor Burns (1985) and Bernard M. Bass (1985), which encompasses transformational, transactional, and laissez-faire leadership styles. The findings revealed that both transformational and transactional leadership styles are not widely practiced by the CESLG Leaders and had limited impact on performance of the central Equatoria state local government while laissez-faire leadership being the most practiced style, significantly influenced poor performance outcomes of the central Equatoria state local government and it’s one of the reasons for the poor performance of the CESLG institutions. As such the researcher recommend among others, the following to both the CESLG leaders and other stake holders for implementation; The CESLG leaders need to consider recruiting young and well-educated local government officer as the study revealed that majority 48.8% of the local government officials are aged between 51 to 60 years whose performance are average , the local government leaders need to consider initiating executive training and development Programme for local government officers, The CESLG leadership is advised to conduct regular performance review for its institutions and staff. the CESLG leaders and other stakeholders/institutions are encouraged to adopt modern leadership styles such as transformational and transactional in their management styles.

Leadership in Technical Fields Through a Gender Lens

Although women have fought for labor rights for many years, they continue to be underrepresented at almost all levels of decision-making. The present study aims to provide insights into female leadership in technical fields both in the EU and in Russia. The article examines the principal leadership aspects of women’s status and career experiences. To identify the ingredients of successful leadership, the Multifactor Leadership Questionnaire and interviews were administrated to a sample of 200 mining students and 40 senior executives. The research data were processed by means of correlative, regressive, and autocorrelation analyses. To track the consistency of the identified leadership factors, female heads of enterprise divisions and university departments shared their views on career progress. The Mann–Whitney U test was employed to analyze the leadership factors. Studies indicate that the more senior the position is, the fewer women there are in leadership roles. Women’s progress in technical careers is hindered both by their own uncertainty and judgments made by others about their abilities. To rectify this situation, practices for encouraging young women to pursue technical careers are recommended along with approaches for maintaining them within the career structure. The research findings also indicate a positive emerging global trend towards increased gender diversity in technical fields.

More is not always merrier: does leader-team perceptual distance on context influence leadership training transfer?

ABSTRACT Although the organizational context has been identified as an important factor contributing to the success or failure of leadership training initiatives, exploration of the interaction between differing contextual perceptions in relation to the transfer of leadership training is lacking. Building on Oc’s framework on context and leadership, we examine how the degree of perceptual alignment of leader and teams on two contextual factors, formalization and employee orientation, were related to followers’ ratings of transformational leadership after a leadership training in the forest industry (n = 37 leaders). Polynomial regression with response surface analysis revealed that agreement between leaders and their teams on formalization and employee orientation predicted improvements in transformational leadership but only up to a certain point. At high levels of formalization agreement negatively impacted leaders’ development of transformational leadership, and at high levels of employee orientation the positive impact of agreement flattened out. Leaders who rated formalization and employee orientation higher than their teams increased their transformational leadership to a lesser extent as rated by their followers. Our findings extend the framework developed by Oc and offer a new perspective on the complex interplay between leader, follower, and contextual factors that all matter for successful leadership training transfer.