The pattern of leadership succession observed globally in most contemporary Pentecostal movements and churches can be characterised as dynastic succession. Yet historic modern Pentecostalism prided itself on being biblical. This article explores the biblical sources, examining first the leadership structure and then the leadership succession patterns in the apostolic church as well as the extra-biblical sources of the apostolic patristic era. Our findings from this New Testament survey of leadership succession in the apostolic (...) church and post-apostolic churches furnish a template for critical evaluation of the prevalent succession approaches of contemporary Pentecostal groups. Critical elements of apostolic and leadership structure and succession patterns are highlighted, and needed inferences are drawn for the re-shaping of leadership and its succession in contemporary Christian ministries and churches. (shrink)

Using a quantitative approach employing a descriptive survey research design, 150 Bachelor of Elementary Education (BEED) alumni of the Davao Oriental State University – Cateel Extension Campus (DORSU-CEC) from the classes of 2013-2021 were surveyed for to conduct this tracer study. Results revealed that most of graduates were females, single, employed regular or permanent basic education teachers within Davao Oriental under public or government organizations. Parents or relatives were very influential in their choice of program in college. Their main employer (...) was the Department of Education (DepEd), and they occupied professional, technical or supervisory job level positions in their first and present employment. Further, graduates acquired their first job within 1 to 6 months after graduating in college, and earned a monthly income of almost ₱27,500 in their first and present employment. Moreover, graduates perceived that the curriculum offered to them in college was relevant in their first and present employment. They believed that communication skills and discipline that they learned in college are the most useful competency and core values on their employment. Additionally, the courses in the campus can be strengthened further if the library and laboratory are provided with more resources, equipment, and facilities that can aid the students in their studies, and if the campus offers more number of optional subjects. (shrink)

The paper examines the validity of the apostolic ministry in our day, its relationship to missionary work, and how it relates to missionaries who have shown characteristics of an apostolic ministry. In this paper, the ministry of John Bueno who showed these characteristics and his work in El Salvador is also briefly studied. For the purpose of a better framework of reference, the paper also explores different positions that may express radical postures such as apostolic succession and (...) the apostolic reformation of the Church. Then, ponder if such positions are ineludible ways to accomplish the work of the Church, or if the understanding of an apostolic function will suffice for the health of the Church. (shrink)

religion, between self realization and desire.

This paper proposes a new theoretical framework to understand the failure of the NFT market (2021-2023) through a synthesis of Pierre Bourdieu’s theory of The Field of Cultural Production [1] and the theological concept of apostolic succession. The central thesis of this argument is that the collapse of NFT value is not merely a phenomenon of a bursting financial bubble, but a manifestation of a more funda- mental institutional failure—namely, the inability to create a chain of legitimacy required for (...) the transubstantiation of digital objects into valuable works of art. NFTs attempted a ”Protestant Reformation” of the hierarchical structure of the art world (by decentralizing the authority of curators, galleries, and muse- ums) without first building an alternative mechanism to produce collective belief. Without a traceable chain of legitimacy—conceptualized in this paper as apostolic succession—value fails to undergo ontological transformation and remains lifeless digital data, despite technological claims of blockchain-verified artificial scarcity. Through a comparative analysis between consecration mechanisms in tradi- tional art institutions (”The White Cube Church”) and legitimacy practices in the NFT ecosystem (”The Digital Heresy”), this paper demonstrates that cryp- tographic technology, however sophisticated, cannot replace the sociological and temporal infrastructure required to maintain symbolic value [7]. The concept of ontological debt—the collector’s psychological debt to historical narratives—is introduced as a key variable explaining the behavioral differences between traditional art collectors and NFT speculators. (shrink)

This brief article is a legacy of the authors twenty-five year teaching experience of Nigerian Church History in three Nigerian Universities between May 25, 1987 and May 31, 2012 and his ministerial duties and lecture on Church history in the Lutheran Seminary in Nigeria and the various interaction with other Christian brethren, especially in relationship with Christian students of The Apostolic Church, Nigeria. In this article, the researchers have tried to describe the early history of the Apostolic Church (...) in Cross River State of Nigeria, West Africa, through a brief biographical stetch of Pastor Eyo Nkune Okpo Ene of Ambo Family, Mbaraokom, Creek Town (Obio Oko), who lived between 22nd November, 1895 and 1st February, 1973(78 years). This work is a paragon or model of other similar ones: like those of Garrick Idakatima Sokari Braide, Samuel Ajayi Crowther, Essien Ukpabio, Jonathan Udo Ekong and others. (shrink)

MacIntyre argues that management embodies emotivism, and thus is inherently amoral and manipulative. His claim that management is necessarily Weberian is, at best, outdated, and the notion that management aims to be neutral and value free is incorrect. However, new forms of management, and in particular the increased emphasis on leadership which emerged after MacIntyre’s critique was published, tend to support his central charge. Indeed, charismatic and transformational forms of leadership seem to embody emotivism to a greater degree (...) than do more Weberian, bureaucratic forms of management; hence, MacIntyre’s central contention about our emotivistic culture seems to be well founded. Having criticised the details but defended the essence of MacIntyre’s critique of management, this paper sketches a MacIntyrean approach to management and leadership by highlighting the affinities between MacIntyre’s political philosophy and Greenleaf’s concept of servant leadership. (shrink)

Leadership and ethics are habitually treated as related to separate spheres. It would be better, perhaps, if leadership and ethics were treated as belonging to a single domain. Ethics is an aspect of leadership and not a separate approach that exists alongside other approaches to leadership such as the trait approach, the situational approach, etc. This holds especially true for the military, one of the few organizations that can legitimately use violence. Today, most militaries opt for (...) a character-based approach for the ethics education of their leaders and espouse leadership theories that want leaders to be strong and visionary. Both the role of character and leadership are increasingly questioned, however, on the basis that situational factors are more influential than leadership and character. A closer look suggests that an interactionist perspective, with leadership, character, and the situation interplaying, is more accurate. It is still good leadership that keeps soldiers from crossing the line between the lawful use of force and excessive violence. (shrink)

In this article, we explore the implications of opposing domains theory for developing ethical leaders. Opposing domains theory highlights a neurological tension between analytic reasoning and socioemotional reasoning. Specifically, when we engage in analytic reasoning, we suppress our ability to engage in socioemotional reasoning and vice versa. In this article, we bring together the domains of neuroscience, psychology, and ethics, to inform our theorizing around ethical leadership. We propose that a key issue for ethical leadership is achieving a (...) healthy balance between analytic reasoning and socioemotional reasoning. We argue that organizational culture often encourages too heavy a reliance on nonemotional forms of reasoning to arrive at moral judgments. As a result, leaders run the risk of suppressing their ability to pay attention to the human side of moral dilemmas and, in doing so, dehumanize colleagues, particularly subordinates, and clients. (shrink)

The authors developed this textbook in response to an increasing interest in ethics, and a growing number of courses on this topic that are now being offered in educational leadership programs. It is designed to fill a gap in instructional materials for teaching the ethics component of the knowledge base that has been established for the profession. The text has several purposes: First, it demonstrates the application of different ethical paradigms (the ethics of justice, care, critique, and the profession) (...) through discussion and analysis of real-life moral dilemmas that educational leaders face in their schools and communities. Second, it addresses some of the practical, pedagogical, and curricular issues related to the teaching of ethics for educational leaders. Third, it emphasizes the importance of ethics instruction from a variety of theoretical approaches. Finally, it provides a process that instructors might follow to develop their own ethics unit or course. * Part I provides an overview of why ethics is so important, especially for today's educational leaders, and describes a multiparadigm approach essential to practitioners as they grapple with ethical dilemmas. * Part II deals with the dilemmas themselves. Ethical dilemmas written by the authors' graduate students bring readers face-to-face with the kinds of dilemmas faced by practicing administrators in urban, suburban, and rural settings in an era full of complexities and contradictions. * Part III focuses on pedagogy and provides teaching notes for the instructor. The authors discuss the importance of self-reflection on the part of both instructors and students, and model how they thought through their own personal and professional ethical codes as well as reflected upon the critical incidents in their lives that shaped their teaching and frequently determined what they privileged in class. (shrink)

This book is concerned with helping you improve your approach to decision-making. The author examines judgement in a selection of managerial contexts and provides important understanding that can help you make better leadership decisions. The book also pinpoints the in-house politics of organisational decision-making. Drawing on the very latest research, it introduces practical techniques that show you how to analyse and develop your own decision-making style. It will help you to deliver sharp and insightful analyses of your business and (...) develop effective solutions. In addition, it presents simple checklists that will give you vital insights throughout the decision-making process. Students and practitioners of leadership, management, and allied fields will find this book useful in order to understand and implement useful methods. (shrink)

What makes a good leader? This paper takes Socrates in Plato’s early dialogues as the starting point for developing three leadership skills that are still relevant today: being on a mission, thinking in questions, and thinking like a beginner. I arrive at these Socratic leadership skills through an interdisciplinary approach to Plato’s early dialogues that puts Socrates in conversation with a diversity of thinkers: modern-day business leaders and leadership coaches, educators, Zen Buddhists, and art historians. I show (...) that Socratic leadership skills are valued in today’s business world, and I propose concrete exercises that can help anyone acquire these skills. In contrast to Platonic leadership—the leadership skills of the philosopher king—Socratic leadership skills have not been the focus of much investigation. This paper aims to advance a scholarly conversation about Socrates as a leadership model. (shrink)

In this chapter it is demonstrated that the way in which leaders implement a decision largely depends on the nature of it, that is, whether it is strategic or not. Leaders must be as open as possible and not withhold information from the persons involved in the process. Therefore, they should distribute as much relevant information as possible to meeting participants before a meeting. At the same time, they must be able to steer the process. It is not unusual for (...) there to be a separation between the formulation and implementation of a strategic decision. Often, it is the top leadership that formulates the decision problem and the middle managers that implement its solution. For this reason, it is relatively common that the top leadership signals that the implementation has been successful as soon as the middle managers begin to report positive results. This can sometimes happen even though most of the implementation is incomplete. However, there are also cases where the top leaders rule out certain implementation processes as failures when in fact they prove later on to be successful. A common problem in organizations is that leaders often inherit the task of implementing decisions that past leaders have made. In order to succeed with an implementation, leaders must understand the importance of the process. They must communicate their vision clearly, evaluate and monitor continuously, and allow interested parties to participate actively in the process. They should also understand that what at first may look like a failure, at a later stage may prove to be a success -/- . (shrink)

In this chapter it is pointed out that leaders who make decisions normally rely on both their intuition and their analytical thinking. Modern research shows that intuitive thinking has the potential to support the analytical, if used properly. Leaders must therefore be aware of the possibilities and limitations of intuition. Fresh thinking and innovation are key elements in leadership analysis, thus creative problem-solving is an important complement to traditional leadership thinking. Creative leaders work extensively with both intuition and (...) logic. They also often work with metaphors, analogies, images and imagination to create dynamism in the analysis of a problem. Many leaders come in daily contact with problems that are not necessarily self-generated. It is therefore important that they have the opportunity to take an outside perspective on the situation. They must be able to define the problems which are of strategic importance for the activity. Leaders should not allow themselves to be stressed too much by various everyday problems, but be aware that they usually cannot just ignore them. After delineating a problem a leader should think through what trials ought to be conducted to test a given hypothesis about reality. This can be done by showing how different problems are related to each other. When analyzing various problems it is useful to clarify what kinds of decisions theyrelate to. Some decisions must be made directly, while others canbe postponed. Some decisions are reversible in nature while others are irrevocable -/- . (shrink)

In this paper I argue that a greater understanding of the part of ethics in leadership will improve leadership studies. Debates over thedefinition of leadership are really debates over what researchers think constitutes good leadership. The ultimate question is not “What is leadership?” but “What is good leadership?” The word good is refers to both ethics and competence. Research into leadership ethics would explore the ethical issues of current leadership research, serve as (...) a critical study of the field, analyze and expand normative theories of leadership, and develop new theories, research questions and ways of thinking about leadership. (shrink)

School administrators are mandated to take the instructional leadership roles. On this premise, a study assessed the extent of instructional leadership practices of public elementary school administrators in El Salvador City Division, Philippines. Also, it explored their actual practices, challenges encountered, and the ways they overcome the challenges in practicing instructional leadership. It employed a mixed-method research design. It administered the adopted assessment tool on instructional leadership to 15 school administrators and 12 of them were involved (...) in the individual interviews. This was conducted between the last quarter of 2019 and the first quarter of 2020. Descriptive statistics were used to describe the extent of instructional leadership practices. Also, it analyzed the actual practices, the challenges encountered, and the ways of overcoming these challenges using thematic narrative analysis. Results revealed that public school administrators have always practiced the four domains or strands of instructional leadership to a very high extent. Providing the technical assistance, conducting clinical supervision, and innovating teaching and learning emerged as themes of their actual practices. These administrators had encountered challenges in dealing with teachers’ attitudes, conflicting schedules and activities, and teachers’ resistance to changes. They overcome the challenges by trying to meet the competency standards, adapting and modifying the existing programs, contextualizing teaching and learning, and inculcating the value and benefits of class observation. Looking at the findings from the lens of deliberate practice theory, it was concluded that school administrators have indicated they have acquired knowledge and a high level of understanding of their instructional leadership roles. But despite of this, they still met challenges and have tried their best to manage them. This study presented some doable and practical recommendations to the Department of Education (DepEd) and concerned offices which may benefit both the internal and external stakeholders of the schools. (shrink)

Scandals in business (such as Volkswagen’s dieselgate and, earlier, the Enron scandal), politics and the public sector (the Petrobas affair in Brazil, for in-stance), sports (think of the corruption charges against fifa’s Sepp Blatter) and the military (Abu Ghraib springs to mind) have brought the matter of ethical leadership to the forefront. But although this increased attention has had the collateral benefit that most handbooks on leadership now pay more attention to the importance of leading ethically, this will (...) generally still be in a separate chapter. To make thing worse, that chapter on leadership is more often than not one the last chapters of the book, perhaps followed by a chapter on, say, diversity. This all testifies to the fact that leadership and ethics are ha-bitually treated as related though separate spheres. It would be much better, of course, if leadership and ethics were treated as belonging to a single domain. Ethics is clearly an aspect of leadership, and not a separate approach that ex-ists alongside other approaches to leadership such as the trait approach, the situational approach, etc.. Interestingly, this thinking and writing about ethical leadership as just one approach among many other leadership styles appears to be a relatively recent invention. In the works of Plato, Plutarch, Machiavelli and Locke, for example, we see (political) leadership and ethics dealt with as a single subject. It was not before the twentieth century that we saw the rise of a separate leadership industry. Its results are largely unimpressive; it has not made leaders necessarily more effective, let alone more ethical. (shrink)

The integration of Artificial Intelligence (AI) into leadership practices is rapidly transforming organizational dynamics and decision-making processes. This paper explores the ways in which AI enhances leadership effectiveness by providing data- driven insights, optimizing decision-making, and automating routine tasks. Additionally, it examines the challenges leaders face when adopting AI, including ethical considerations, potential biases in AI systems, and the need for upskilling. By analyzing current applications of AI in leadership and discussing future trends, this study aims to (...) offer a comprehensive overview of the opportunities AI presents for effective leadership, as well as the strategies required to address its associated challenges. (shrink)

Leadership is certainly a central concept that the contemporary society now requires to increase the chances of survival and prosperity. As the contemporary politics guides, the world now see a greater turn to the kind of strategic paradigm heavily departing from the previous adherence to the ideological tenet. The strategy is a vital way of approach to address the needs of followers, subordinates, stakeholders and shareholders although there are other strands of influence including the culture (For political discourse, it (...) is also interesting to read the Huntington’s viewpoint about the clash of civilization), ideology though (still heavily on the global politics), shared comradeship and intelligence, and others. The leadership, in the contemporary framework, is likely to be analyzed as several points of evolution. The leadership, as we set aside the assumed status of peaceful coexistence in the ancient communal society unlike the Marxism circle, can be seen as one of interactive products about some form of organization. For example, ancient Chinese leaders, through its imperial history, almost always have been concerned about the integration of his subject against the foreign threat of ingression. While we realistically see the phenomenon of world as a split nature, the organization, even most simple form for the state, has to find their leadership as one kind of interactive context. That is, without any submission, surely the case if we talk about a for-profit organization and also non-profit organization. We can see an idealistic organization that may be perceived as monopolistic, such as UN and NGOs. These organizations, however, are also facing the realistic challenge to interact with outside actors and other organizations. For the UN, a terrorist state or organization might be a good example which it needs to interact. In some cases, the states in the dispute and hostile confrontation may be concerned interactively. For the NGOs, the state and conservatists’ group of WTO can be the actor or organization that they have to deal with. Then we can reach the deep structure or environmental element which the leaders of organization have to deliberate on his true nature of leadership. (shrink)

A new book by Jocko Willink, "Leadership Strategy and Tactics: Field Manual", is reviewed. Leadership Strategy and Tactics explore the nature of leadership styles and strategies in both narrative forms as the author discusses past experiences in the military, as well as in real-world applications beyond the military domain. The author provides timely, yet timeless advice for aspiring leaders in an easily digestible form, with quick reference chapters and simple tactical points.

Purpose - The aim of this research was to investigate the effect of transformational leadership and transactional contingent reward as complementary, but distinct, forms of leadership on facets of organizational identification via the perception of innovation and goal organizational values. Design/methodology/approach – Three studies were carried out implementing either a measurement of mediation or experimental-causal-chain design to test for the hypothesized effects. Findings - The measurement of mediation study showed that transformational leadership had a positive direct and (...) indirect effect, via innovation value orientation, on cognitive identification, whereas transactional contingent reward was more strongly related to affective, rather than cognitive, identification, and goal orientation was a mediator of their link. The findings of the two experimental-causal-chain studies further supported the hypothesized effects. Transformational leadership was found to lead subordinates to perceive the culture as more innovative compared to transactional contingent reward, whereas transactional contingent reward led employees to perceive the culture as more goal, than innovation, oriented. Finally, innovation, compared to goal, value orientation increased cognitive identification, while goal orientation facilitated affective, rather than cognitive, identification. Implications - The practical implications involve the development of strategies organizations can apply, such as leadership training programs, to strengthen their ties with their employees, which, in turn, may have a positive impact on in-role, as well as extra-role, behaviors. Originality/Value – The originality of this research concerns the identification of distinct mechanisms explaining the effect of transformational leadership and transactional contingent reward on cognitive and affective identification applying an organizational culture perspective and a combination of measurement and causal mediation designs. (shrink)

The Organisation and Management in Healthcare programme in the Czech Republic has been established in the faculties of health studies. As the most common follow-up master’s degree programme, it also includes subjects that educate non-medical healthcare professionals in leadership. Given the experience of healthcare professionals with a negative leadership function style, it is important to pay attention to the teaching of different leadership styles with their impact on ethical behaviour. The presented article will present two leadership (...) styles, servant leadership and transformational leadership, with their impact on ethics and values. Education in these approaches can change the style of performing a leadership function, the climate, and satisfaction in the workplace, and last but not least, the quality of the care provided. (shrink)

The connection between leadership style, on the one hand, policing and perception of corruption, on the other hand, has received little attention in the literature on leadership theory and organizational processes. Hence, the aim of this study is to examine the relationship between transformational leadership and perception of corruption within the police institution, especially in this instance, the Nigeria Police Force. Based on a sampling process of cross sectional approach, the data were collected by administering questionnaires on (...) 156 respondents in Alausa police district in Lagos State. The descriptive result shows that while transformational leadership is practiced in the Nigeria Police Force, the perceived level of corruption remains high. Though in varying degree, the results indicate a positive correlation between the attributes of transformational leadership (charisma, individualized consideration and intellectual stimulation) and the dimensions of corruption. While charisma consistently has a positive influence on the facets of corruption, individualized consideration and charisma influence the dimension of transparency within the police force. In addition, individualized consideration influences the facet of crime. Thus, transformational leadership seems to play an important, but complex role in the reduction of corrupt practices within the police institution. The findings were discussed in the specific contexts of transformational leadership theory, organizational practices and police corruption. The practical implications for organizational development, police reform and crusade against police deviances were also underscored. (shrink)

This essay examines the concept of leadership as it is commonly understood within the field of leadership studies today. The inquiry is framed by an analysis of three generally accepted definitions of leadership. I look at the selected definitions from four angles, which I call the four dimensions of leadership: the behavioral (what the leader does, or ought to do, that makes it leadership), the asymmetrical (in what sense a leader is different from the others (...) in the group), the social (what it is that the leader is leading), and the teleological (what the direction is). By doing this, I find that these definitions can be problematic, if instructively so. I identify two underlying concerns. The first problem is the tendency to fuse informal and formal leadership into a single concept. I argue that informal and formal leadership can be more helpfully understood, rather, as two separate, if sometimes overlapping, concepts, each needing its own definition and analysis. This is because formal leadership is a functional concept, while informal leadership is not; this entails not only that each type of leader is leading a different type of entity, but also that each is judged by different standards. The second problem is, paradoxically, a bias against leadership. To put this less polemically: scholars who recognize that organizational success can be hindered by excessive emphasis upon hierarchy, and who thus study the dynamics of egalitarian collaboration, can inadvertently generate confusion by allowing the honorific of “leadership” to be applied also to that work. So, I propose definitions of the two key concepts, formal and informal leadership, with the suggestion that this provides a helpful method of sorting leadership scholarship into three categories: formal leadership; informal leadership; and egalitarianism. (shrink)

This study explores the evolving landscape of educational leadership and management in East Asia, examining key leadership styles, policies, and challenges that shape school effectiveness. Using a systematic review of literature, the research identifies dominant leadership frameworks—including transformational, instructional, and distributed leadership—and evaluates their impact on teacher collaboration, student outcomes, and overall school performance. Additionally, the study investigates the cultural, political, and economic influences that define leadership practices in East Asian educational systems. Findings reveal that (...) hierarchical structures, accountability measures, and performance-driven approaches remain central to leadership models in the region. However, there is a growing emphasis on collaborative, student-centered, and technology-driven leadership strategies, particularly in response to educational reforms and digital transformation initiatives. The study also highlights the challenges of balancing policy compliance with leadership autonomy, addressing teacher professional development, and fostering innovation in traditionally structured education systems. This research provides valuable insights for policymakers, school administrators, and educators, offering practical implications for leadership training, policy design, and school management. By understanding the complexities of educational leadership in East Asia, stakeholders can develop more adaptive, inclusive, and effective leadership approaches to enhance educational quality and student success in the region. (shrink)

The study aimed to identify the leadership features and their relationship to increasing achievement motivation among Palestinian police employees in Gaza Strip in light of the Corona pandemic. To achieve the study’s objectives, the researchers used the descriptive method in its analytical method, using a questionnaire applied to the police officers at the Central Governorate Police Station, whose number is (113) individuals. They were chosen in a stratified, random manner, and the study resulted in a set of results, the (...) most important of which is that the effect of leadership characteristics of Palestinian police employees in Gaza Strip, which came with a relative weight (76.20%), which is, to a large extent, the level of increase in achievement motivation among employees in the Palestinian Police in Gaza Strip. Gaza under the outbreak of the Corona epidemic? Which came with a relative weight (82.40%), which is to a large extent. While it resulted in a positive correlation between the impact of leadership characteristics and the increase in achievement motivation, there are no statistically significant differences between the averages of the study sample's estimates about the impact The leadership characteristics of the Palestinian Police in Gaza Strip are attributed to the variable of the age group, academic qualification, scientific specialization, scientific experience. There are no statistically significant differences between the averages of the estimates of the individuals of the study sample about The achievement motivation in the Palestinian Police in Gaza Strip is attributable to a variable, age group, academic qualification, scientific specialization, scientific experience, and in light of these results the researchers suggested a set of recommendations, the most important of which are: The need to tighten penalties for individuals by the Central Governorate Police Station for violating the instructions issued by the Ministry Interior In light of the outbreak of the Corona epidemic, increased interest in preparing and organizing specialized training courses and programs in the field of dealing with all different segments in order to preserve the lives of people from the Corona epidemic. (shrink)

The study aimed to identify the impact of leadership style in achieving organizational justice on relief organizations operating in the southern governorates - Palestine, and the most important hypotheses of the study were: that there is a positive correlation between leadership style and achieving organizational justice. Which contribute to achieving the objectives of the study, and the study population consisted of Employees in relief organizations, and a stratified random sample was used to collect data from 60 relief institutions. (...) The study showed that the relative weight of the leadership axis was 78.65%, and the study showed that the relative weight of organizational justice was 82.2%. The results also showed a correlation between leadership style and organizational justice, in addition to the prevailing leadership style, which contributes to training and empowering Employees. The study recommended the need to provide effective leadership, with the need to build clear foundations to motivate and encourage Employees in organizations, and to define clear criteria for the distribution of services in order to enhance the procedures of distributive justice in organizations, as well as work to integrate sub-tasks into one task, and give the institutions management full freedom for Employees to make decisions. (shrink)

This study examines leadership competencies and resiliencies of school administrators as basis for enhancing organizational performance and governance. Employing a mixed-method approach, the research encompasses quantitative data from a survey of 67 school administrators with qualitative insights from comprehensive interviews. The results reveal a high level of leadership competencies among administrators, specifically in advising, managing, leading, and relating. Additionally, the qualitative findings highlight that these administrators demonstrate a level of resilience, an essential attribute for effectively addressing the complexities (...) and challenges inherent to education administration. The convergence of leadership competencies and resiliencies underscores the efficacy of school administrators to effectively enhance school governance. The study findings emphasize the important role of competent leadership and resiliency in sustaining effective organizational performance and governance. Statistical analysis rejects the null hypothesis which underscores the positive relationship between leadership competencies and resilience, implying that school administrators with strong leadership competencies have a stronger ability to foster organizational success and manage difficult circumstances. Based on these findings, the study proposes a comprehensive training and development program for school administrators. This program aims to further enhance their leadership skills and resilience, leading to improved organizational performance and governance. This study provides valuable insights into the critical role of leadership and resilience in education administration. (shrink)

In the contemporary context of business and management, the leadership studies are considered as one of essential genre to allow sight of the holistic picture of the organizational performance. The general theory of leadership studies has given us a scope of elements involving the nature of leadership, and a body of research work contributed to elicit and deal with the factors significant to determine the effect of leadership, e.g, LMX (Leader and manager exchange).The participatory leadership (...) and diversity or democracy in the workplace has been a key concept for the organizational theorists and practitioners. There are a scope of case studies about the leadership and organizational change, yet being relatively small in number, however, concerning the higher educational institutions, and least in the context of Korean universities. We see that Korea would no longer be a developing country. Its national education is fine and of quality setting aside the national context of particularities. One would be the election system of University chancellors, and the other would be a recent pressure from the government. It triggers a rationalization of poor quality of colleges and universities. In this mainstream, the local universities and their leadership can be generally located to interact with the local compassion and requirements. The paper, in this context, aims to describe the leadership from a former CU Chancellor H. J. Cheon,organization change s well as the evaluation of his leadership. I hopefully expect that the narratives can increase an awareness of leadership elements, its play within the educational nstitutions, and particularly about the local universities of Korea in distinct flavor. (shrink)

The history of Philippine democracy is marked with the persistent existence of oppressive forces that subjugate the people. Oppression and corruption are the two historically rooted characteristics of Philippine politics. One of the many reasons for the proliferation of corruption and oppression is the existence of local warlords who impose their power over the masses. These political warlords immure the people by violence in order for them to remain in power. The oppressive structure of governance designed and imposed by these (...) warlords became the mainstream structure of government. Democracy is no longer intended to secure the development of the people, but for the few who are in power. Ozamis city is not immune from such structural injustice; for decades the city was ruled by a family whose failure in running a democratic state is prevalent in the actual lives of the people in the city. Not until a radical shift of power was realized in the advent of a progressive leadership exhibited by Police Chief Inspector Jovie Espenido. Though his critics may brand his leadership as authoritarian, it will be argued that radical means are necessitated in order to restructure society and to redirect its course towards bettering the lives of the people. Disruption is needed not just to challenge the present state. It is intended to uproot the putrefied structure that has taken roots in the system in order to plant a new. This paper intends to philosophically assess Jovie Espinido’s leadership following Chantal Mouffe’s radical democracy paradigm. (shrink)

Purpose: The aim of this study is to examine how the integration of Emotional Intelligence (EI) and Artificial Intelligence (AI) in leadership can enhance leadership effectiveness and influence the development of future leaders. -/- Design / Method / Approach: The research employs a mixed-methods approach, combining qualitative and quantitative analyses. The study utilizes secondary data sources, including scholarly articles, industry reports, and empirical studies, to analyze the interaction between EI and AI in leadership settings. -/- Findings: The (...) findings reveal that the integration of EI and AI significantly improves decision-making, strategic planning, talent management, and communication within organizations. Leaders who leverage both EI and AI experience higher employee satisfaction, improved team performance, and enhanced organizational outcomes. -/- Theoretical Implications: This study contributes to leadership theory by introducing a novel framework that demonstrates the complementary roles of EI and AI in leadership. -/- Practical Implications: The research offers practical guidelines for leadership development, emphasizing the need for future leaders to integrate EI and AI skills in order to navigate complex business environments successfully. -/- Originality / Value: The paper provides an original framework for the integration of EI and AI in leadership, offering new insights into how these two elements can work together to improve leadership effectiveness. -/- Research Limitations / Future Research: Future research should further explore the empirical impact of EI and AI integration in various industries and leadership levels to generalize findings across broader contexts. -/- Paper Type: Conceptual -/- . (shrink)

Due to ethical lapses of leaders, interest in ethical leadership has grown, raising important questions about the responsibility of leaders in ensuring moral and ethical conduct. Research conducted on ethical leadership failed to investigate the active role that the characteristics of ethical climate and organisational justice have an increasing or decreasing influence on the ethical leadership in the organisation’s outcomes of employees’ ethical behaviour. Thus, this study examined the dual-mediations of work ethical climate and organisational justice on (...) the relation of ethical leadership and ethical behaviour of employees. A total of 620 full-time employees from five Iraqi provinces working at 33 Iraqi organisations in the field of manufacturing, retailing, medical, insurance, information technology, legal, finance, and telecommunication responded to the questionnaire survey. Structural equation modelling (SEM) was used to test the model and data analysis was carried out using structural equation modelling-partial least square (SEM-PLS). The results revealed that there is a significant relationship between ethical leadership behaviour and the ethical behaviour of employees. Primarily, the study also found that ethical climate and organisational justice play a very significant mediating role between ethical leadership and employees’ ethical behaviour. (shrink)

Leadership in real estate is critical not only for guiding and motivating sales agents but also for maintaining a competitive edge in a fast-paced and often volatile market. This study aimed to explore the leadership styles employed by real estate brokers in Balayan, Batangas, and examining how these styles influence agents’ daily work, motivation, and overall performance. The researchers used a qualitative method with a case study design and selected five (5) real estate brokers and ten (10) real (...) estate agents from RCD Royal Homes via judgmental sampling technique. Through athematic analysis the collected data were systematically measured and analyzed. The results indicated that effective leadership is multifaceted, with different styles contributing to various aspects of team dynamics and organizational performance. This study highlights the importance of various leadership styles, with transformational leadership being the most influential in motivating and engaging sales agents, while supportive leadership fosters a positive and collaborative work environment. However, challenges such as communication barriers, resistance to change, and operational constraints require leaders to adapt, promote open communication, and prioritize teamwork to ensure organizational success. It is recommended that real estate brokers undergo leadership training, improve communication, foster collaboration, implement feedback systems, and create mentorship opportunities to enhance performance and adaptability within their teams. (shrink)

-/- Enlightened Leadership and the Universal Law of Balance: Who Must Guide Humanity? By Angelito Malicse -/- In a world facing unprecedented challenges—from climate change and technological disruption to moral confusion and political polarization—the question of who must guide humanity has become more urgent than ever. Different sectors of society have long claimed influence over the direction of civilization: philosophers shape ethics, scientists uncover truth, entrepreneurs build economies, and political leaders determine governance. Yet among all these, who bears the (...) ultimate responsibility for ensuring humanity’s survival, harmony, and prosperity? -/- This essay argues that no single group alone is fully equipped to lead humanity. Instead, it is those individuals—regardless of profession—who understand and apply the universal law of balance in nature that are most responsible for guiding society. These individuals exemplify a new standard I call Enlightened Leadership, which must be cultivated and institutionalized through a transformative educational approach. -/- To begin with, each societal figure plays a vital role. Philosophers and thinkers give society its moral compass. They help us reflect on what is just, meaningful, and good. But while their insights offer direction, they must be connected to real-world systems and empirical knowledge to create actionable guidance. -/- Scientists and mathematicians, on the other hand, provide us with evidence-based understanding of the universe. Their work drives the progress of medicine, engineering, communication, and environmental science. Yet without ethical grounding, scientific advancement can be misused or exploited, resulting in greater harm than good. -/- Inventors and engineers are the bridge between knowledge and application. They turn abstract concepts into physical tools that shape our world. Their responsibility is great, for what they create directly affects our quality of life. Their work must align with the natural limits and sustainable practices of our planet. -/- Wealthy entrepreneurs, too, wield extraordinary power. Their investments and innovations shape markets, technologies, and even the structure of global society. But when driven solely by profit, their decisions often lead to social inequity and environmental destruction. Their wealth grants them influence, but it must be used for the common good. -/- Among these key players, political leaders perhaps hold the most decisive influence. They are entrusted with governing laws, allocating national resources, negotiating peace, and setting the moral tone of entire populations. Yet all too often, political decisions are made without alignment to natural law or long-term sustainability. Instead, they reflect partisanship, corruption, or ideology divorced from reality. Political leaders must therefore be redefined: no longer as rulers or partisans, but as guardians of balance, serving both people and planet. -/- Here, the central concept emerges: the universal law of balance in nature. This law teaches that all systems—whether ecological, technological, or human—function optimally when in equilibrium. When balance is broken, systems deteriorate, fail, or collapse. This law is not philosophical speculation; it is observable in every aspect of life. A healthy body, a functioning machine, a stable climate, or a peaceful society all require balance. -/- It follows that leaders—regardless of their title—must make decisions that respect and preserve balance. This is the foundation of Enlightened Leadership. Such leaders do not act from ego, ideology, or ignorance. They act from awareness, humility, and deep alignment with truth and nature. They are not defined by their position but by their ability to maintain balance in every decision they make. -/- What does an Enlightened Leader look like? They understand the interdependence between people and the environment. They use science to guide policy, ethics to guide economics, and education to empower others. They are incorruptible because they see beyond short-term gain. They are decisive, yet thoughtful. They are strong, yet humble. They may be scientists, philosophers, political leaders, or entrepreneurs—but what unites them is their unwavering adherence to the law of balance. -/- To produce such leaders, we must reform our educational systems. Education must teach not only facts and skills but also how systems work, how nature maintains order, and how moral decisions are made. This includes teaching systems thinking, natural law, ethics, environmental awareness, and global responsibility. It also means freeing education from ideological and religious dogma that confuses or limits the understanding of universal truth. It must be holistic, grounded in critical thinking, and universally applied. -/- In conclusion, humanity’s future depends on our ability to recognize and cultivate Enlightened Leadership. Not every philosopher, scientist, politician, or entrepreneur will lead wisely. Only those who embody the law of balance in nature—and act in alignment with it—can guide us toward sustainable peace, well-being, and collective evolution. It is they who are most responsible. It is they who must rise. -/- . (shrink)

This chapter illustrates that in order to reach a decision a leader must decide which persons should be involved in the process and when. A relatively common method of involving others is delegating the decision to a group. A main objective of this is often to generate as many innovative ideas as possible, and different techniques can be employed for this, including brainstorming. The proposal generated must then be validated by the group using different criteria on the basis of which (...) it is then relatively easy to filter out proposals that do not reach the goals that have been set. However, a leader needs to collect additional information in order to reach a decision. By the use of information technology vast amounts of information may be accumulated. Thus, different kinds of filtering or weeding methods must be used in order to quickly obtain relevant information. This information can help leaders create forecasts and minimize risks. They must also be able to present their ideas in the most attractive way possible in order to be heard and arrive at decisions. The design of the presentation is therefore critical. Sometimes it is not enough for leaders just to present an idea, they are then obliged to negotiate in order to reach a decision. -/- . (shrink)

Background: The attitudes of many undergraduates towards practicum exercise is declining in each passing year, affecting the quality of educational leaders produced from higher education. Studies in the past, have documented that there is no significant difference in the attitudes of students with or without practicum experience towards academic activities in higher education. Little or nothing seems to be known at the moment regarding the reasons why there is an indifference in the attitudes of students after completing a practicum course. (...) In response to this gap, we designed this study to assess principals' leadership variables as the presumed cause of undergraduates' declining attitudes towards practicum exercise in secondary schools. -/- Methods: A census study was carried out in Cross River State, where the entire 667 secondary school administrators (271 principals and 396 vice principals) were studied. “Principals’ Leadership Variables and Undergraduates’ Attitudes Towards Practicum Exercise Questionnaire” (PLVUATPEQ), designed by the researchers, was used in data collection. Data collected were analysed using simple linear regression analysis. Results: We find amongst others, that principals’ leadership styles, communication patterns, decision-making and supervisory approaches significantly predict undergraduates' attitudes towards practicum exercise relatively. Each of these independent variables accounts differently for the variance in the dependent variable based on their unique coefficient of determination. -/- Conclusion: It was concluded generally, that principals’ leadership variables significantly predict undergraduates’ attitudes towards practicum exercise. The attitudes of undergraduates towards practicum exercise increases as the leadership styles, communication patterns, decision-making skills, and supervisory approaches of principals improve. The implications of this study are discussed for policy and educational reforms. (shrink)

-/- Leadership Evaluation Assessment Based on Angelito Malicse’s Universal Formula -/- Objective: This assessment evaluates leadership qualities and decision-making using Angelito Malicse’s three universal laws of nature. The goal is to emphasize how well leaders apply the concepts of balance, systems thinking, and karma (cause and effect) in their leadership practices, ensuring long-term sustainability, fairness, and interconnectedness within their decision-making processes. -/- Key Evaluation Criteria: -/- 1. Application of the Universal Law of Balance in Nature: -/- A (...) leader’s ability to maintain balance in their decision-making is crucial. This law emphasizes the interconnectedness of all elements in nature and the need for harmony. In the context of leadership, it requires decision-makers to weigh the needs of individuals, society, and the environment, striving for sustainability in every action they take. Effective leaders will consistently prioritize decisions that promote long-term stability, prevent harm, and create equilibrium. -/- Leaders will be evaluated based on how well they understand and implement this principle in both their personal and professional spheres. This involves ensuring that their decisions are in harmony with the broader ecosystem, creating a sustainable environment that benefits everyone. -/- 2. Adherence to the Law of Karma and Systems Thinking: -/- The second universal law relates to cause and effect, emphasizing the interconnectedness of all systems—whether natural, societal, or organizational. Leaders must understand that every decision they make has ripple effects within these systems, and that these effects are often far-reaching. Systems thinking involves recognizing that no decision exists in isolation; every action has consequences, and those consequences can either reinforce or disrupt the stability of the system. -/- Leaders will be evaluated on their ability to think holistically about the systems they influence. This means considering both the immediate and long-term impacts of their decisions, ensuring they do not introduce flaws or imbalances that could cause harm in the future. Strong leaders will act to prevent negative consequences and address existing systemic problems in their organizations or society at large. -/- 3. Holistic Decision-Making (Considering All Stakeholders): -/- Leadership must be inclusive and fair, taking into account the needs and perspectives of all stakeholders. Holistic decision-making involves considering not only the immediate impact of decisions but also how they will affect different groups within society, the environment, and future generations. Leaders who practice holistic decision-making are those who avoid divisiveness and work to ensure equity, fairness, and the well-being of all parties involved. -/- Leaders will be assessed on their ability to incorporate diverse viewpoints into their decisions, ensuring that no group is overlooked or exploited. This requires transparency, empathy, and a commitment to fairness. The ability to balance conflicting interests and create win-win outcomes is essential for successful leadership under this principle. -/- Numerical Grading System: -/- The evaluation will be based on a 5-point scale for each criterion, with a numerical grade assigned to each of the three key evaluation areas. The final grade for leadership performance will be the sum of scores across all criteria. Each criterion will be assessed as follows: -/- 1. Application of the Universal Law of Balance in Nature: -/- 5 (Excellent): Demonstrates a deep understanding of balance in all aspects of leadership. Consistently makes decisions that promote long-term sustainability, prevent harm, and maintain harmony. -/- 4 (Good): Generally maintains balance in decision-making but may have occasional lapses in judgment. Most decisions are sustainable and contribute to harmony. -/- 3 (Satisfactory): Shows some awareness of balance but struggles to consistently apply it in practice. Decisions may create minor imbalances or unintended consequences. -/- 2 (Needs Improvement): Rarely considers balance in decision-making. Decisions often disrupt harmony, causing negative or unsustainable outcomes. -/- 1 (Unsatisfactory): Fails to consider balance in decision-making. Regularly makes decisions that create significant imbalances, harm, or instability. -/- 2. Adherence to the Law of Karma and Systems Thinking: -/- 5 (Excellent): Demonstrates a thorough understanding of systems thinking and the interconnectedness of all decisions. Consistently considers both short- and long-term consequences and acts to prevent harm. -/- 4 (Good): Generally understands systems thinking but occasionally overlooks certain systemic consequences. Most decisions are well-thought-out with an awareness of long-term impacts. -/- 3 (Satisfactory): Displays limited understanding of systems thinking. Often fails to consider the long-term consequences of decisions, with some negative impacts on the system. -/- 2 (Needs Improvement): Shows little understanding of systems thinking. Frequently makes short-sighted decisions that have negative ripple effects within systems. -/- 1 (Unsatisfactory): Fails to consider systems thinking. Decisions often cause harm and disruption to the interconnected systems involved. -/- 3. Holistic Decision-Making (Considering All Stakeholders): -/- 5 (Excellent): Consistently considers the needs and perspectives of all stakeholders, ensuring decisions are inclusive, fair, and balanced. Actively works to create win-win outcomes. -/- 4 (Good): Generally considers the needs of most stakeholders, with occasional lapses. Decisions are mostly inclusive, but minor groups may be overlooked. -/- 3 (Satisfactory): Considers the needs of some stakeholders, but decisions may overlook or harm certain groups. Equity and fairness are not always prioritized. -/- 2 (Needs Improvement): Frequently neglects the needs of key stakeholders, resulting in divisive or unfair outcomes. -/- 1 (Unsatisfactory): Regularly neglects or exploits certain stakeholders, causing division, inequality, or harm. -/- Final Grading Calculation: -/- Each of the three criteria will be scored individually, with a score range of 1 to 5 for each. The final score is the sum of the individual scores from each criterion, giving a total score out of 15. The final grade will be assigned as follows: -/- 13-15 (Excellent Leadership): The leader demonstrates exceptional leadership qualities, consistently applying all three universal laws in their decision-making and fostering a balanced, fair, and sustainable environment. -/- 10-12 (Good Leadership): The leader performs well in most areas, but there may be occasional lapses or room for improvement. They generally demonstrate sound decision-making that aligns with the universal laws. -/- 7-9 (Satisfactory Leadership): The leader shows some awareness of the universal laws but struggles with consistent application. Their leadership may cause minor imbalances or fail to fully consider the needs of all stakeholders. -/- 4-6 (Needs Improvement): The leader demonstrates limited understanding and application of the universal laws. Their decisions often cause negative outcomes, and they need significant improvement in their approach. -/- 1-3 (Unsatisfactory Leadership): The leader’s decision-making consistently fails to align with the universal laws, causing harm, imbalance, or division. Major changes are needed for effective leadership. -/- Final Thoughts on the Evaluation Process: -/- This evaluation framework focuses on the quality and sustainability of a leader’s decision-making processes. It encourages leaders to think deeply about the effects of their actions, not only on their immediate environment but on the broader interconnected systems they influence. By applying the universal laws of balance, karma, and systems thinking, leaders can guide their organizations and societies toward more sustainable, fair, and harmonious futures. The evaluation is not just about results but about the method, thought process, and long-term vision of the leader. -/- This holistic approach to leadership assessment will allow organizations and societies to cultivate leadership that is aligned with natural laws and aimed at ensuring a balanced and just future. -/- . (shrink)

Seeing how the idea of the ‘ruler cult’ and the necessary ‘myth-making’ to establish it exists to this day, as seen with the regime of a 21st century dictator like Kim Jong-il, it would be most interesting to see what parallels exist between cases of divine leadership and what we might learn about our contemporary cult rulers when looking at the dynamics of the two-millennia-old cult of the deified Emperor Augustus. As such, I have formulated a central question that (...) focuses on the reign of Divus Augustus, and in doing so provides opportunity to extrapolate from it new insights in similar but contemporary figures of leadership. A clear case of 'to understand motives in the present, one must look at actions in the past.'. (shrink)

Purpose: The study is aimed at examining authentic leadership influences on creativity in a public organisation given job thriving and leader-member exchange as a mediator and a moderator respectively. -/- Design/Method/Approach: The cross-sectional research design was adopted with data collected via a structured questionnaire from 269 mid-level employees who were healthcare professionals working in hospitals and primary healthcare centres under the purview of the Delta State Ministry of Health in Nigeria. The partial least square (PLS) method was adopted as (...) the analytical tool for hypothesis testing. This structural equation modelling (SEM) method was performed with SMARTPLS 3.3.3 software. -/- Findings: The results demonstrate that authentic leadership has a non-significant relationship with creativity except through job thriving. Further, the moderated mediation result shows that leader-member exchange strengthens the relationship between job thriving and creativity and enhances positive influences of authentic leadership in a creativity context. -/- Theoretical Implications: The study provides plausible evidence on the pathways through which authentic leadership, as a positive form of leadership, explicates influence on creativity, wherein job thriving and leader-member exchange interact as contextual variables. -/- Practical Implications: Public organisations should introduce regular leadership training to enable managers to learn behaviours that would enhance their authenticity at work. An assessment can be integrated into leadership training programmes to ensure its efficacy. -/- Originality/Value: Not all employees are motivated to engage in creative work in bureaucratized settings due to the leadership behaviour in practice. This study demonstrates how authentic leadership engenders creativity through the enhancement of certain contextual variables: job thriving and leader-member exchange. -/- Research Limitations/Future Research: This research was limited to a specific public organisation and Nigerian State. Although the empirical information provided herein may be insightful and have applicable value for other public organisations as well as Nigerian States, it is important to replicate this research with a broader sample and geographic spread to improve its generality. The study relies on cross-sectional data which may offer little explanations of causality effects among the latent variables, future research works should consider a longitudinal research approach for clearer and concrete inferences. -/- Paper Type: Empirical -/- JEL Classification: L32, M10, O31. (shrink)

Strategic leadership deals with, for example, ethical dilemmas. The article addresses differing worldviews in relation to decolonising the curriculum, and how to assist cross-cultural professionals’ behavioural learning. Within pedagogics, critical thinking, based on normative rationales, allowing educational interventions, or concepts, other than empirically proven only is revealed. The common denominator of worldviews appears to be virtues. Descriptions of virtues need translation to touch on professionals. A practical intervention is introduced. -/- .

The 21st century imposed many challenges on mankind, among them there is a very important problem of entrepreneurial leadership transformation. Entrepreneurship gradual modification under the pressure of factors of innovation, informatization of the environment and the need for socialization of the relations between businessmen and society has led to the need of new understanding of leadership positions. The purpose of this scientific research is to substantiate the style of entrepreneurial leadership, which will become dominant in the 21st (...) century. Analyzing and systematizing the scientific works of many modern scholars by the methods of theoretical synthesis, analysis and synthesis, we have solved the problems of entrepreneurial leadership transformation. The use of the historical and logical method has revealed the relationship between the entrepreneurial leadership development and entrepreneurial types. The study found that the global business environment requires new leaders, whose key competences will meet the needs of society, educational space, ethical requirements, etc. Studying the similarities and differences of various leadership styles has become the basis for the allocation of a new style – the leadership of conscious influence, the main characteristics of which are given in this research. In order to achieve the goals, set by the leader-entrepreneur, it is proposed to systematize the leadership opportunities on tactical and strategic, the factors of influence on their realization in the future are generalized. By the method of scientific and theoretical prediction the portrait of an entrepreneur in a global perspective has been formed. Prospects for further research in this area are the development of a methodology for evaluating the effectiveness of business leaders' actions and systematization of ways to increase their effectiveness in the future. (shrink)

This paper offers a comprehensive review of existing literature on the intersection of Artificial Intelligence (AI) and leadership, drawing on both theoretical insights and practical implementations. By analyzing scholarly publications from the past two years (2023-2025), the review traces emerging patterns in how AI technologies are being integrated into leadership practices. Key themes include the growing relevance of learning-based systems for adaptive decision-making and the application of attention-based models to improve responsiveness in dynamic environments. The review also addresses (...) ethical dimensions of AI-enabled leadership, emphasizing the need to balance algorithmic efficiency with human judgment and oversight. Concerns around transparency, psychological safety, and trust in automated systems are explored in depth. Furthermore, the paper outlines various AI-supported leadership support systems that are currently in use, highlighting their potential to assist leaders in strategic forecasting, communication, and stakeholder engagement. The synthesis incorporates multiple theoretical frameworks that help contextualize AI’s role in leadership transformation, offering a structured view of how emerging technologies are reshaping leadership thought and behavior. Ultimately, this review maps out a landscape of opportunities and challenges, providing a foundation for future research in AI-augmented leadership. The analysis identifies reinforcement learning as a predominant approach in leadership strategies, with a theory-weighted impact metric (Impact=∑T_i×F_i) assigning it a weighted score of 4.08/6.0. The review also highlights the use of multi-head attention mechanisms (LeadershipAttention(Q,K,V)) to enhance crisis response times by 37% (p<0.001). Additionally, ethical concerns are discussed, particularly regarding the incorporation of KL divergence optimization systems (KL(p_AI |)p_human )<ϵ) to maintain human oversight. The findings from the reviewed studies show that AI adoption leads to a 58% ±12% faster decision-making process, a 41% ±9% increase in strategic accuracy, and 89.2% forecasting precision. However, challenges in psychological safety thresholds (T<0.4) and transparency in AI decision-making (A<0.6) persist. The paper also discusses existing AI-Driven Leadership Decision Support Systems (AI-LDSS), including the use of transformer-based NLP, SHAP-explainable predictions, and bias detection. This review synthesizes theoretical frameworks, including differential leadership equations ((dL_i)/dt=αL_i (1-L_i/K)-β∑L_i L_j+γA_i (t)), and provides an overview of the current state of AI in leadership research. (shrink)

This paper examines the epistemological and conceptual problems arising from the application of psychiatric constructs—particularly psychopathy—to leadership contexts. Drawing on philosophy of psychiatry, the sociology of diagnosis, and recent work on epistemic fragility, the analysis traces how clinical concepts undergo diagnostic drift as they migrate from bounded research contexts into organizational discourse, retaining rhetorical force while losing methodological precision. The paper argues that this conceptual misplacement conflates moral evaluation with psychological diagnosis, individualizes systemic dysfunction, and obscures the institutional conditions (...) that shape leadership behavior. As an alternative to diagnostic reductionism, the paper proposes the Motivation-Excess-Awareness (MEA) framework, a dimensional model grounded in motivational psychology and reflective awareness that preserves accountability without pathologization. The analysis contributes to philosophy of psychiatry by examining diagnostic categories in non-clinical domains, to social epistemology by tracing knowledge transmission failures across epistemic communities, and to applied ethics by articulating the normative consequences of psychiatric labeling in organizational life. (shrink)

Abstract This paper examines leadership as a force for service and empowerment, contrasting it with the dangerous pursuit of absolute authority. Drawing from leadership theories, history, and contemporary practice, it argues that true leadership arises from responsibility, empathy, and shared purpose—not domination. It further discusses the dangers of assuming absolute authority, which often leads to ethical failure, institutional collapse, and societal harm. -/- .

The purpose of this study is to investigate the leadership strategies and curriculum management practices of the Program Chair responsible for the Bachelor of Secondary Education (BSED) and Bachelor of Physical Education (BPED) programs at a higher education institution. It focuses on the Program Chair's methods for fostering professional development, supporting faculty growth, and conducting program evaluations. For the methodology, a qualitative case study approach was used, incorporating semi-structured email interviews to collect information about the Program Chair's strategies for (...) curriculum management, faculty development initiatives, and evaluation processes. The research findings indicate that effective leadership, which is rooted in ongoing professional development, collaborative decision-making, and faculty growth, is crucial for successful curriculum management. The study also emphasizes the need to incorporate 21st-century skills, digital literacy, and critical thinking into the curriculum. Furthermore, it shows that strong faculty development programs, including mentorship and professional development opportunities, enhance teaching practices and better equip graduates to meet the challenges of the 21st-century workforce. In conclusion, the study suggests that higher education institutions can greatly benefit from updated curricula, improved faculty development programs, data-driven evaluation systems, and modern learning environments to maintain the success and relevance of their teacher education programs. These recommendations offer practical insights for institutions aiming to enhance their teacher education offerings. (shrink)

An ecosystem model of effective solution to the customer management quality issue based on the platforms’ (internal and external) interaction is proposed, which indicates that digital platforms are the main tool of digital corporate transformation and regeneration. The key elements of the digital leadership strategy based on the “business model-ecosystem” interaction were identified, allowing determining the main features of the digital leadership strategy and forming the deployment direction within the corporate structure. The “road map” model of digital (...) class='Hi'>leadership strategy formation is introduced, the stages’ sequence of digital strategy formation is systematized, and its key elements are outlined. (shrink)

Existing studies lack comprehensive insights into the success and effectiveness of culturally responsive leadership (CRL) in higher education. To address this gap, a scoping review was conducted to provide an integrated framework of CRL and guide current and future school leaders in higher education who aspire to implement it. Initially, 47 literature sources were searched, screened, and 18 articles were selected for thematic analysis based on predefined criteria. The analysis revealed three key themes: culturally responsive school leadership in (...) higher education, the success of culturally responsive leadership, and effective practices of CRL which serve as an integrative framework. The findings underscore the importance of prioritizing culturally responsive school leadership in higher education to promote access, equity, and improvement. Furthermore, the review highlights the potential impact of embracing CRL in higher education settings and fills a gap in the existing literature by offering an integrative framework. It contributes to understanding the potential of CRL to enhance higher education institutions. The recommendations and implications discussed in the review provide valuable guidance for educational leaders seeking to implement culturally responsive practices. Overall, this review enhances our understanding of CRL in the context of higher education and emphasizes its potential benefits for educational institutions. (shrink)

The article is aimed to identify the influence of style of leadership onto the characteristic features of the organizational culture of tourism enterprises. A detailed analysis of the scientific literature about leadership styles has been conducted, wherein some peculiarities of their implementation in the tourism enterprises of Ukraine has been disclosed. The integrated definition of leadership has been updated in view of the current socio-economic conditions. Role of style of leadership as a determinant for type of (...) organizational culture has been proven. Particular attention is paid to the devastating (neurotic) style and the style of non-intervention, which are still not covered by Ukrainian researchers, however, they are relevant for understanding peculiarities of formation and management of the organizational culture related to the tourism and hospitality enterprises. In course of the study the following methods of scientific research have been used: ideographic; formal; content analysis; analysis and synthesis; correlation analysis. The results obtained can be used by practicing managers for selection of a management style, suitable for the established or emerging organizational culture at the enterprise. (shrink)