Traditional Leadership Models Research Articles

Leading Beyond Limits: A Conceptual Framework for Success in the Volatile World

This article presents a conceptual framework for leading beyond limits in today's volatile, uncertain, complex, and ambiguous (VUCA) business environment. It argues that traditional leadership models are insufficient and organizations must cultivate expansive thinking, adaptive problem solving, empowering leadership, and trust-based, agile cultures. Expansive thinking involves envisioning possibilities beyond norms through cognitive flexibility and creative problem solving. Adaptive problem solving enables agility through problem identification, solution generation, and implementation with openness to change. Empowering leadership develops trust, shares power, and recognizes grassroots contributions to problem solve autonomously. High-trust cultures lower coordination costs, boost innovation, and allow risk-taking without fear through psychological safety and continuous adaptation. The framework is grounded in research and practical examples, such as how Whole Foods, Ford, GitHub, and 3M demonstrated beyond-limits leadership amid crises. The author contends mastering these constructs will empower extraordinary results by unleashing human potential amid ongoing industry transformation.

Artificial Intelligence and Managerial Decision-Making in International Business

Management in the age of artificial intelligence (AI) presents unique challenges and opportunities, especially in the international landscape. The technology is constantly evolving, and managers need to adapt to the new landscape that is emerging to harness its potential while considering and anticipating the risks involved. AI can disrupt traditional leadership models by automating specific tasks and decision-making processes. This challenges managers to align with this new reality and use AI to drive innovation and productivity. In addition, managers must navigate and adapt to the evolving regulatory environment, understanding but also complying with regulations around AI, data protection, and privacy, while advocating for responsible and fair governance. While AI significantly impacts management processes, the academic literature on the subject is still emerging. This study aims to explore the challenges posed by AI and how international business managers can use this technology to drive decision-making and benefit their organizations. Ten interviews were conducted with senior executives from a range of industries to collect qualitative primary data. The findings show that AI can help with decision-making, automate many processes, and improve efficiency. Top managers can use AI tools to address many challenges more effectively, but they need to understand the ethical implications and concerns that continue to arise. The findings provide theoretical implications and practical recommendations for top managers using AI technologies. Senior executives should develop AI-focused strategies; as AI becomes more prevalent across industries, managers need to understand how to integrate AI technologies into their organizations successfully.

The enactment of distributed leadership in secondary schools in Aotearoa New Zealand

School leaders have a significant impact on student outcomes (Grissom et al., 2021; Leithwood et al., 2020); however, there has been a shift from viewing school leadership as the actions of an individual, to seeing leadership as a collaborative endeavour, including in New Zealand (Youngs, 2020). The traditional heroic model of leadership is making way for a new leadership paradigm which considers leadership as the actions of many rather than the few (Spillane 2005) and promotes the construct of distributed leadership. This research study, using an interpretive qualitative design, focused on the experiences of secondary school principals in their attempts to distribute leadership. Moreover, the study aimed to connect principal’s interpretations of distributed leadership with their practice of the construct. The findings highlight the challenges in defining and enacting distributed leadership. Nine recommendations for principals who are considering distributed leadership as a tool for effectively distributing leadership and improving student outcomes are presented. These are designed to provide principals with a starting point when considering distributed leadership and to stimulate further discussion on the topic.

Persinggungan Kepemimpinan Transformational Dengan Kepemimpinan Visioner Dan Situasional

The purpose of writing this article is to determine the intersection of transformational leadership with visionary and situational leadership. This research uses a type of library research. Library research is research carried out by reviewing various journals and related reference books. The results of his research show that the transformative leadership model is a leadership model that can be an alternative to be applied in the current organizational system with various organizational dynamics and changes in line with the increasingly high demands of society. This is in line with the need for leaders who are able to bring about change. Transformative leadership is a leadership model that is different from traditional leadership models which view the relationship between leaders and employees (leadership and followership) as based solely on reward and punishment. A visionary leader is also understood as a leader who has a clear vision and mission in the organization. He has the ability to predict future events and express them in a clear and measurable vision and mission. Visionary leaders are able to raise the enthusiasm of their members with their motivation and imagination, to make the organization more alive and growing. Another situational leadership model is known as the Situational Contingency leadership model which revises the behavioral approach which is considered unable to explain ideal leadership. This approach illustrates that the style developed depends on the leader himself, the support of his followers, and a conducive situation. By analyzing the basic motivations of their subordinates, leaders can place them in appropriate situations. Transformative, visionary and situational leadership models have several elements in common, both in terms of systems, processes and objectives of Islamic Education Management. From the system side, there are elements of education unit leaders, educators, education staff, and various other elements; It is hoped that they can synergize in a process that is conducive to achieving goals.

The unseen in the glass ceilings: examining women’s career advancement in higher education institutions through a multi-level institutional lens

ABSTRACT As women’s presence in higher education grows, their limited representation in academic leadership roles remains a critical concern. This study investigates the complex institutional barriers hindering women’s advancement into leadership positions. Drawing on in-depth interviews with 37 women in academia, our analysis reveals multifaceted challenges rooted in institutional, organisational, and individual factors. Institutionally, cultural and societal norms, including those influenced by religious traditions, profoundly influence gender dynamics within specific contexts. Organizational factors, such as a predominantly male workforce and entrenched practices, pose significant obstacles to women’s career progression in academic institutions. At a personal level, we introduce the concept of internalisation of subjugation, which captures women academics’ tendency to adopt more masculine practices, echoing observations from traditional leadership models. This research offers valuable insights into the nuanced barriers constraining women’s path to academic leadership. A comprehensive understanding of these challenges is essential for developing targeted strategies and policies to promote gender equality and inclusivity in higher education institutions.

Role‐Playing Games as a New Adventure for Leadership‐As‐Practice: Forming a Leadership Framework Around Collective Creativity and Development

The current paper explores a transformative approach to leadership that integrates with a view of analog role‐playing games (RPGs) as a system for human interaction, aiming to leverage these experiences and foster collective creative leadership. In the face of urgent global challenges, traditional leadership models prove inadequate, necessitating a shift in understanding leadership as a process of adaptive change among human groups. Drawing on phenomenology, relational sociology and constructivist perspectives, I advocate for a conceptualization of leadership as a socially constructed, meaning‐making endeavor mutually embedded within and generating cultural context. I emphasize the essential role of collective cultural approaches and propose a co‐creative education process that incorporates play and creativity for effective leadership development. Then, I delve further into the intersection of leadership and play, highlighting the potential of RPGs in facilitating transformative, collective creativity. The proposed model views RPGs as Leadership‐As‐Practice Development (LAPD) and explores how analog RPGs can be employed as dynamic platforms for leadership learning, identity development, team‐building, and symbolic storytelling processes.

Relationships between leaders, capital, and knowledge

Intellectual capital describes the knowledge resources that a company can use to reap advantages (Muslih, 2021). While human capital is frequently associated with organizational capital (Beltramino, 2020), it is also important to emphasize the role of humans in generating intellectual capital (Dessein& Pratt, 2022; Ozgun, 2022). Interactions between employees within the organization or between its employees and their larger context are crucial. Such relationships have been described as "relational capital" (Zhang, 2022). By one definition, leadership is the ability to influence people to achieve organizational goals (Daft, 2014). There is increasing recognition, however, that traditional leadership models are insufficient to face the challenges of a modern, turbulent world and must be transformed (Brennan, 2022). This article examines the intricate relationship between leaders, capital, and knowledge within a business environment. It uncovers how agile leaders foster a specific atmosphere of creativity and responsiveness while enabling organizations to seize opportunities and confidently tackle challenges. Lastly, it highlights the tangible benefits of an agile leadership approach.

Eğitim Yöneticilerinin Yeterlikleri ve Liderlik Özelliklerinin İncelenmesi

Leadership in the educational management process is the ability to gather individuals around a common goal and goal, to guide them to this goal, to motivate them, to guide them at all stages, to ensure compliance with the rules. The ability to make good decisions allows leaders to achieve success in difficult decisions. Even if these decisions are not perfect, the character of the leader forms the key element, and the value and quality of his leadership largely form this key element. Different definitions are made about leadership from the point of view of different people. So far, no clear framework has been drawn on the personality traits to which the concept of leadership is attributed, but it is obvious that the majority is in agreement on the point of situationality. There is no standard personality trait for every leader. Leaders have an important influence on the success of organizations. For this reason, the subject should be focused on with sensitivity. Interactionist and transformational leadership models, which have various styles in the leadership role, are leadership styles that are becoming increasingly important. In any case, just as there is no standard leadership, there are also leadership concepts that contain different components. It is a concept that contains four elements in leadership and concerns social sciences as well as business life. The elements of leadership include the following; the leadership process, which includes two-way communication, is an interactive process, leadership involves interaction and influence, leadership requires the presence of a group to achieve a common goal, there should be goals that are clearly and transparently set out. Within the framework of leadership styles, traditional leadership models have become insufficient over time, and this situation has led to the emergence of new leadership styles today instead. For example; in a leadership that recognizes full freedom, all authority is distributed to employees, subordinates can make and implement decisions in their own tasks. Employees are released by the leader, the leader supports his employees. Transformational leadership, on the other hand, is a leadership style that allows the organization to adapt to environmental changes as a visionary, sudden and effective, and reveals the competencies and skills of employees based on it. In this leadership approach, which supports the transformation and change of employees who follow the leader, the leader deals with the self and gives real responsibilities to his employees. While the leader directs the behavior with his own value, he also determines the values of the employees. Key Words: Educational Managers, Competencies and Leadership Characteristics

Charting the Journey of Young Leaders: A New Model of Transferability of Skills

Globally, adolescents and young adults are calling for action from governments on global humanitarian crises, taking on leadership roles that have contributed to redefining leadership in terms of behavior and action rather than qualities and status. However, there is a significant gap with regard to the conceptual and theoretical understanding of how adolescents and young adults experience leadership. In this paper, we present the results of two qualitative studies that examined the phenomenon of leadership among adolescents and young adults. Study 1 involved interviews with young adult leaders to analyze the fit between traditional leadership theories and their experience of leadership. Following this, Study 2 utilized the results from Study 1 to design a diary study of adolescents attending a leadership program. Both studies revealed that leadership is experienced as a pathway that involves three mechanisms of transferability: sensemaking, action and reflection. The findings of the studies are contrasted with traditional models of leadership that underrepresent the developmental nature of leadership and the transferability of leadership skills across different environments.

An examination of relational dynamics of power in the context of supported (assisted) decision-making with older people and those with disabilities in an acute healthcare setting.

Supported (assisted) healthcare decision-making (ADM) focuses attention on how people with disabilities, including cognitive impairments, can be best supported to make decisions about their health and social care on an equitable basis with others. Meaningful implementation of legal frameworks for ADM challenges long-held presumptions about who has access to valued decision-making resources, influenceand power within a particular socio-cultural setting. This study aims to explore the relational power dynamics around ADM with older people in acute care settings. This study adopts a critical hermeneutic approach to qualitatively explore the lived experience of ADM from the perspectives of Health and Social Care Professionals (N = 26). This is supported by an exploration of the experiences of older people (N = 4), older people with a diagnosis of dementia (N = 4)and family carers (N = 5). We present three themes of data analysis that represent three spaces where the relational aspects of power in ADM are manifested. The first space, centralising decision-making power within multidisciplinary teams identified the privileging of physicians in traditional hierarchical leadership models that may lead to the implicit exclusion of family carers and some Health and Social Care Professionals in the ADM process. Privileging cognitive and communication competence identified a tendency to attribute decision-making autonomy to those with cognitive and communication competency. The final space, balancing the duty of care and individual autonomy, recognises acute care settings as typically risk-averse cultures that limit autonomy for decisions that carry risk, especially for those with cognitive impairment. Findings indicate the need to address cultural sources of power operating through social norms premised on ageist and ableist ideologies. It is necessary to challenge institutional barriers to meaningful ADM including positional power that is associated with hierarchies of influence and protectionism. Finally, meaningful ADM requires resistance to the disempowerment created by structural, economicand social circumstances which limit choices for decision-making. A public and patient involvement panel of older people were consulted in the development of the grant application (HRB: APA-2016-1878). Representatives from Alzheimer's Society Ireland and Family Carers Ireland were steering committee members guiding design and strategy.

Consensus process in the decision-making of a North American alternative brass band

ABSTRACT Consensus decision-making has become increasingly popular in social movements and other community projects, ideally amplifying feelings of investment and ownership in a project and its goals. While use of consensus has been notable in amateur musical spaces, this article examines the consensus process of a professionally oriented alternative brass band in the United States, exploring whether consensus can be effective, efficient, and just in a group that requires frequent executive decisions to function. Based on my seven years of participation in the band and an examination of the advantages and disadvantages identified by members, I contribute to an emerging interest in ensemble governance and argue that despite the many benefits of consensus, the process can also fail to build full solidarity and equality between members. I suggest that those seeking to decolonise or horizontalise traditional hierarchical leadership models must engage with the many pitfalls that unconventional governance structures can create.

“Like the Ark of Nuh”: Sayyids in the Leadership of the Huthi Movement

The article examines the phenomenon of overrepresentation of sayyids (descendants of the Prophet Muhammad) in the Huthi movement in the 2000s. It is shown that though sayyids’ total share among the population of the northwestern Yemen was about 5 % they occupied most of the top positions in the movement and constituted about half of its military command. The trajectories of sayyid Abd al-Malik al-Huthi’s ascent to power and shaykh Abdullah al-Razzami’s descent from it are tracked down. It is demonstrated that such a prominent role of sayyids is consistent with a traditional local model of leadership, which can be traced back to the 1st millennium AD, and in which (quasi)state entities are managed either by tribesmen who have renounced their tribal identity, or by non-tribal sayyids. Other reasons of the overrepresentation of sayyids in the Movement’s leadership are considered: 1) family ties of some leaders with Hussayn al-Huthi; 2) authority and experience acquired by many of sayyids in the 1980s–1990s through active work undertaken in order to protect Zaydism from Salafi threat and state pressure; 3) reluctance of shaykhs who were affiliated with the government and/or received Saudi subsidies to support the anti-government and anti-Salafi sentiment of their fellow tribesmen, which prompted the latter to seek support from the sayyids. It is suggested that the presence of a large number of potential leaders of sayyid origin in the Huthi movement was one of the key factors that facilitated its transformation from a small group into a significant national actor in the 2000s.

A Conceptual Model of Developing an Agile Work Environment

This study has highlighted the need for an agile work environment to enhance companies’ performance, growth, and sustainability. In today’s rapidly changing business world, the goal of every individual and team in a company should be to deliver value to customers. The paper highlights theoretical and empirical evidence on the importance of an agile work environment and its positive effect on company performance. In addition, the paper provides insights into the important concept of developing an agile work environment and offers a conceptual model with five selected constructs, which can be leveraged to build an agile mindset in companies. Moving away from traditional leadership models, this paper highlights the significant role that agile leadership can play in enhancing effectiveness and performance, even in long-established large companies. The empirical research was based on 468 randomly selected medium and large Slovenian companies. Structural equation modelling (SEM) was used to test the model. The empirical results show that changing and adaptive agile companies are the ones that thrive more easily in an environment that is unpredictable and characterized by rapid change.

3S-LEADERSHIP MODEL AS A TOOL OF USING DESIGN THINKING IN THE SYSTEM OF PUBLIC GOVERNANCE

The problem of integrated implementation of technology and techniques of design thinking, design management and design leadership into public administration should be considered a priority, as this area is the institutional component that determines the level of either innovative development of a society or its stagnation and decline. The dynamic changes in the intellect, mentality, experience, life values and orientations of modern people set new requirements for leaders in the age of intellectual economy, therefore traditional theories and models of leadership no longer meet the needs of group design-thinking. The purpose of this study is to determine a leadership model most adequate to the principles and criteria of design thinking so as to adapt it to the priority use in the processes and procedures of public administration. The tasks of the study are to analyze the expediency of changes in traditional leadership models and tools oriented to new requirements for design leaders; to outline the conditions for the effective management in the “leader-follower” pair in order to substantiate the role of a leader in design-thinking process and identify the leader’s influence on the group’s performance depending on the level of his/her mastery of using design thinking methodology; to assess the level of adequacy of the 3S leadership model to the criteria and methods of design thinking. To reach the objectives of the article the method of comparative analysis was used. The results of the analysis of the known models of design thinking processes revealed that this process is a fundamental condition and basis for leaders to create an atmosphere of effective use of their own intellect and the intellect of their followers in “leader-follower” pair for joint creativity and innovation. The conclusions of the study draw attention to the feasibility of and conditions for integrating the intellect of “leader-follower” pair and using for this purpose a model of 3S-leadership, based on common behavioral phenomena of synarchy, syntelect and synergy of its members. The main condition for the group to use design thinking technology efficiently has been defined as the mastery of design thinking methodology by its leader with the simultaneous use of the 3S-leadership model to influence followers, which will allow all group members to re-orient to the criteria of the 3S-model, their intellectual activity to be organized according to the recommendations of design thinking, and the leader to transform into a real design-leader who ensures a collective synergistic effect, i.e. a joint innovative product. Authors believe that the results of this study will contribute to the development of programs for training design-thinking leaders for the national system of public administration.

Tensions in Shared Leadership in Elite Women’s Cricket: Implications for Coaching

Many sports are shifting to shared leadership models, but cricket remains somewhat wedded to traditional models of leadership. Female cricket especially might challenge this traditional model. Understanding how players and coaches have similar, or differing, views can inform how to implement contemporary leadership models into cricket and extend conceptions of athlete leadership. Therefore, this study examined how the coach and players have similar or differing understandings of shared athlete leadership in their cricket team. An interpretative phenomenological analysis approach was adopted. Semistructured interviews were conducted with three female cricket players and their male coach. Results suggest that the coach and players value the social leadership skills of the captain more than the task leadership skills, whereas informal athlete leaders are relied on by the captain to provide tactical guidance. Nonetheless, there were different expectations regarding the role of athlete leaders. While the coach expected athlete leaders to deliver his message to the rest of the team, players wanted athlete leaders who maintained lines of communication among the players, and with the coach. Therefore, this study offers another perspective on leadership that is fluid and promotes collaboration to appoint and develop appropriate leaders who are accepted by all team members.

Inclusive leadership to guide nursing's response to improving health equity

The purpose of this manuscript is to examine traditional models of leadership in nursing, and to provide a roadmap and specific recommendations for nurses at all levels to lead our profession through the next decade in achieving health equity. We examine current leadership frameworks in nursing and discuss ways to contemporize these frameworks to more explicitly center the expertise of clinicians and communities from historically marginalized backgrounds. Next, we examine the racial, gender, and able-bodied biases that impact nurses, and call upon nurses to examine and dismantle these biases. We discuss the roles of health systems and academic organizations in developing inclusive leaders, including through community engagement and true service-learning partnerships. Finally, we provide a set of recommendations for all nursing leaders across career stages to embrace inclusivity as they work to improve health equity.

Advancing a cultural change agenda in higher education: issues and values related to reimagining academic leadership

Traditional models of academic leadership are based largely on managerial and transactional approaches. Such efforts frequently support status quo individual success rather than values-based leadership based on collective institutional or sustainability-centered pursuits. Evolved reward systems and leaderships modes that support collective and institution-level effort and innovations prioritizing community and sustainability require new leadership models. Innovative leadership models that transcend traditional gatekeeping are needed and four leadership modes to support innovation and collective efforts are discussed, including shared leadership that draws on distributed contributions of multiple individuals; creative or innovative leadership that requires risk-taking, experimentation, and experiential learning; qualitative leadership that is data-driven and includes evidence-based innovation; and, dynamic leadership based on demonstrated agility and ability to traverse different spaces using diverse modes of doing and thinking. Progressive leaders can move in and out of these modes in response to ecosystem needs, demands, and changes through the use of design thinking and initiatives to support innovation and sustainability in higher education. Success in evolved leadership approaches, including centering sustainability goals that impact institutions themselves and communities in which they exist, require aligning reformed leadership goals and practices with funding models and reward systems, as well as policies and institutional change strategies.

An Examination of New Apostolic Movement Terminology: Correlating the Five-Fold Ministry and the Bureaucratic Management Model

There is a new understanding within the Pentecostal- Charismatic tradition of the five-fold ministry role as a concept for deploying effective leadership. The so-called New Apostolic Reformation (NAR) movement establishes an alternative approach within today’s Christianity, one that is noticeably different from the traditional leadership models in Protestantism, Roman Catholicism, and the evangelical traditions. The model argues that churches and Christian ministries need effective leadership models that are theologically grounded in the doctrine of the offices of apostle and the five-fold ministry as described in the New Testament. The NAR model is a church governance concept that claims to be suitable for practical use. However, to date, there are no valuable, concrete, detailed case studies in the academic literature about the new movement’s actual leadership practice. Therefore, this article promotes an interdisciplinary dialogue and uses a method of correlating the NAR’s polity with organizational theory in the business environment.

A new era of health leadership.

Traditional models of health leadership are characterized by top-down structures dependent on hierarchy – which emerged historically from military models. With supporting evidence, many of today’s leaders are now working hard to shift their organizations to models of empowered teams and servant leadership with the hopes of inciting a broader cultural shift. The concern is that these early signs of progress could unravel due to the many challenges now exacerbated by COVID-19 and its implications. One such example is fostering respect and civility (i.e. the pillars of empowerment and servant leadership) which is placed at risk during times of change and crisis – more so during a pandemic when command-and-control structures are deemed necessary. The evolution of modern health leadership must be implemented with plans for mitigating related risks. Ultimately, the behaviours that are tolerated during times of stress are what become the value system of any organization.

Leading learning and innovation in organizations: a distributed leadership perspective

PurposeThis paper explores the role of distributed leadership for learning and innovation in organizations. Learning and innovation being collective interactive processes, individual leadership is not the most effective way to drive them. This paper discusses how developing a distributed approach to leadership can be useful in enhancing the effectiveness of these processes, particularly in the current context of dispersed and remote working spurred by the pandemic.Design/methodology/approachThis paper draws on literature from the domains of leadership and learning to discuss how effectiveness of learning and innovation can be enhanced through the application of appropriate leadership models.FindingsThis paper brings out the importance of developing a distributed leadership approach to enhance learning and innovation in organizations. It provides actionable suggestions that can be used by organizations to develop shared leadership capabilities.Originality/valueMoving away from traditional leadership models, this paper highlights the significant role that distributed leadership can play to enhance the effectiveness of collective processes such as learning and innovation. The approach is even more relevant in the current pandemic context where organizations are operating in a distributed setup with flexible work from home arrangements. Learning and innovation in such virtual, asynchronous work arrangements is a challenge. Development of distributed leadership mindset and approach can enable organizations to operate more effectively in the new normal.