Abstract:The paper distinguishes between leaders and leadership on the one hand, and leader and leadership development on the other. It then explores a particular mode of leadership development, based upon membership of the UK Academy of Chief Executives (ACE). ). Semi-structured interviews, documentary analysis, and participant observation were used to study the experiences and obtain the views of members of the North East England branch of the ACE. It is argued that leadership development has often been equated with leader development, with the resulting focus upon the individual, as against attending to the social, political, collective and other contexts of action and meaning. Social capital theory, following Day (2000) is drawn upon in order to help conceptualise and apply leadership development in context, where the emphasis is upon understanding and building relationships and networks, coordinating activities, and developing commitments

Keywords:Leaders, leadership, leader development, leadership development, Academy of Chief Executives

Abstract:The problem and the solution. Most executives are aware of the negative consequences associated with an organizational crisis and focus on communications and public relations as a reactive strategy. However, many neglect the other leadership responsibilities associated with organizational crises.This may result from lack of formal training and on-the-job experiences that prepare executives to lead crises. Executive who enable their organizations to recover from a crisis exhibit a complex set of competencies in each of the five phases of a crisis—signal detection, preparation and prevention, damage control and containment, business recovery, and reflection and learning. In this article, through the use of qualitative research design and the analysis of firms in crises, we examine leadership competencies during each phase of a crisis. In addition, this article links the important role of human resource development to building organizational capabilities through crisis management activities.

Keywords:crisis management; leadership competencies; crisis leadership

Abstract:Organizational change is a constant phenomenon in the global competition. The organizations need to change their strategies accordingly to have competitive advantage in the ever changing environment. Many organizations are applying change management practices by focusing on leadership competencies. In response to complex and fast-moving marketplace realities, companies increasingly have no choice but to make changes, according to the environmental forces. Organizations must also address other changes, such as the appointment of new top leaders, the introduction of advanced technology, or revamped product lines. Change management must be spearheaded by leadership competencies and several crucial elements, including an awareness of the different roles and capabilities at all levels of the employees effective systems, processes, and an appropriate structure. The leaders have to play a role to define and measure success of the organization periodically and assess progress. This paper focuses on the role of leadership in change management process. The research is based on extensive review of literature, in order to find out the leadership competencies

Keywords:Competencies, Leadership, Change Management, and Strategies

Abstract:This paper is based on the assumption that leading and managing change is not a luxury; rather it is a necessity for the library and information professionals (LIPs) in the networked environment . If LIPs fail to take cognizance of the external and internal pressures on libraries to change, then they will suffer the destiny of dinosaurs. LIPs and libraries are at the crossroads. There is a fierce competition from other information providers and companies like Google. Information is available round the clock and unlike human beings; the Internet remains wide awake 24x7. The ascent information and communication technology (ICT), information and knowledge must be used for the ascent of man across globe. At this defining moment of history, LIPs are required to make critical analysis of the history of future. Otherwise, other stakeholders in the information chain will take the role away from them. LIPs must learn to lead and manage change to identify themselves with the end-users across frontiers. This paper highlights various leadership competencies needed to manage change in libraries, as well as underlines a few challenges and opportunities in the context of change management.

Keywords:Change management, Leadership competencies, Generational change, Adaptive Change, Conflict and resistance, Nature of change, Motivation and change

Abstract:The purpose of this research is to investigate the effect of leadership competencies on organizational citizenship behavior (OCB), and the moderating role of culture on the relationship between leadership competencies and OCB. Data were collected from managers and subordinates in 15 countries representing all major cultural regions of the world. Culture was measured using three dimensions of Schwartz (1999). Results show that the positive relationship between leadership competencies and individual OCB is stable across cultures. Also, results suggest that embeddedness and hierarchy moderate the relationship between leadership competencies and OCB. Implications for research on OCB, leadership competencies, and cross-cultural management are discussed.

Keywords:Leadership Competencies

Abstract:The modern companies normally face the issue how they can manage successfully a disaster as a consequence of faulty product, environmental & financial problem or due to personal scandals. It should be noted that the consequences of any disaster afflicting the businesses are significantly expensive and it takes lot of time to re-establish the reputation of the company. It is prime role of the leadership of the organization to judiciously deal with the situation and to act in the positive manner. Leaders’ tasks are to take up the stock of the existing situation and to take the necessary steps for the restoration of the position, image and reputation of the company. Moreover, leadership in managing crises in the organizations can reduce the harm caused by the catastrophic event. On the other hand, the lack of successful leadership deteriorates the impact. The Leaders in the companies should have necessary skills and competencies with the aim of successfully managing the crises. This paper deals with the essential leadership skills and competencies during the crises besetting the companies and how a good leader should act and take necessary steps to restore the companies’ images and standing.

Keywords:Crisis, Leadership, Competence, Management, Learning and Reflection

Abstract:What makes a good director? How does a librarian know she has the competencies needed to be an effective managerleader? How does the library board or community know what to look for in a director? What should the library profession look for in their rising mangers? There are not clear answers to these questions right now. But development of a set of research-based competencies will give answers to these questions, and will give a foundation for other research-based ideas to be developed to assist manager- leaders in the library. The research objective for this study is to refine a set of competencies, identified from the literature, through the opinions of current public library directors. The development of manger/leaders in the library world is too important to be left to chance. Using a research-based set of competencies as a foundation should help in the development of training opportunities for librarians who wish to be successful in their positions as directors.

Keywords:STUDY INSTRUMENT AND DATA COLLECTION

Abstract:The high profile of leadership studies throughout the 20th century has led to a vast and diverse global literature on the topic. Although leadership is frequently equated with power, influence and status, acts of leadership can be observed right across organisational structures. Flatter organisations, semi/autonomous teams and knowledge-based workers challenge the ‘traditional’ view of hierarchical leaders possessing formal authority. Furthermore, the very public collapse of several large Australian organisations throughout 2001 led critics to question the leadership ability of their CEOs and whether or not a different type of leadership may have led to more productive and effective organisational outcomes. At the beginning of the 21st century, it seems the time is right to question the traditional models of leadership and ask for alternate approaches. This paper outlines the themes covered by the papers in this special issue volume. The first paper takes an international overview of leadership, the next two investigate leadership competencies, followed by two papers focusing on different approaches to leadership analysis. The final three papers examine leadership in the context of 21st century organizations focusing on: post industrial organizational realities, leadership and knowledge management, and leadership and workplace trust.

Keywords:TRAIT THEORIES, VALUES, CORPORATE AND NATIONAL CULTURE

Abstract:There is a lot of research about academic library leadership. This research includes different sides of leaders’ activities, functions and characteristics. In most studies top leaders are examined. Only few studies have been done about middle managers. This study was designed to include both top and middle level leaders. The goal is to investigate the views and understanding of different level leaders on their own and the other level leaders’ activities and competencies, needed for accomplishing the role of the leader. The presumption of the study is that leaders of all levels constitute a team, and therefore need distinct understanding of the role of other team members in the library leadership process. The goal is to investigate different levels leaders’ views and understanding of their own and the other level leaders’ activities and competencies, needed for accomplishing the leader’s role. The presumption of the study is that leaders of all levels constitute a team, and therefore need distinct understanding of other team member’s role in the library leadership and management process. The additional research issue is the education of leaders. Is it important, that the academic library leader has a degree in library and information sciences or there is no need for professional educational? The research strategy used in this study is the grounded theory. The grounded theory is seldom used in academic library leadership studies. The grounded theory is a qualitative method of social research. It gives an opportunity to analyse and understand deeper the meaning that participants give to the role and competence of academic library leaders. Leaders at different levels have the role what includes specific competencies and all these roles and competencies have their purpose and place in the leadership and management process. The use of Grounded Theory in the pilot study of the research is described.

Keywords:Leadership, Management, Academic libraries, Estonia, Grounded theory

Abstract:Purpose – The purpose of the paper is to conduct a global literature review and develop a viewpoint on the most critical success factors required to develop a global leadership mindset. Design/methodology/approach – The paper takes the form of a global literature review and the author's viewpoint. Findings – Global leadership development must be driven by an organization's global business strategy. Having “global” experiences at work does not guarantee effective global leadership. The acquisition of a true global mindset enables leadership effectiveness in a global capacity. As cultural and business complexity increase so does the demand for a global mindset, almost exponentially given the intersect of this complex environment. Practical implications – Methods for global leadership development include examination, education, experience and exposure

Keywords:The paper provides a fresh perspective

Abstract:Leaders are important resources in businesses, schools, society and nations. Therefore, the cultivation of leaders has received attention from governments, universities and businesses. The goal of this study is to help college students first understand the meaning of leadership and then discover the leadership potential that they can develop so that they can become first-rate leaders of society. The teaching of leadership competency includes six content areas: 1) basic principles of leadership, 2) sense of humor, optimism and leadership, 3) creativity and leadership, 4) planning ability and leadership, 5) character education, and 6) multiple intelligences. Participants were 126 students in the departments of Engineering, Finance and Applied Foreign Languages as well as 32 students in the Character Leadership Society. The students participated in six weeks of leadership competency education. Enrichment teaching and integrative teaching were the methods of instruction. This study aims to understand the relationship between leadership competency education and the development of leadership potential as well as offer recommendations to help college students develop their leadership potential and become leaders in a variety of fields.

Keywords:leadership education, leadership potential, college students, multiple intelligences, character education The Influence of Leadership Competency Education on the Development of Leadership Potential: Enrichment Courses for College Students.

Abstract:Analyzing data from a sample of 420 global leaders (matched with 221 supervisors), we found a combined effect of personality characteristics (extraversion, openness to experience, and lower neuroticism) and cross-cultural experiences (organization-initiated cross-cultural work experiences and non-work cross-cultural experiences) as predictors of dynamic crosscultural competencies (tolerance of ambiguity, cultural flexibility, and reduced ethnocentrism). These competencies, in turn, are predictors of supervisors’ ratings of global leadership effectiveness. Our study suggests that developmental cross-cultural experiences occur through both work-related and non-work activities. The results suggest that both selection and development are critical for building a pipeline of effective global leaders

Keywords:Dynamic cross-cultural competencies

Abstract:Many organizational leaders have a laissez faire attitude toward the possibility of a crisis happening in their firm, despite the high probability that every business leader and every organization will experience a crisis of some significance. Consequently, leaders are underprepared not only for “managing” crisis situations when they occur, but also—and more important—for leading organizations in turbulent times with a vision or expectation that they and their organizations can be positively transformed by the experience. This article proposes that there is, in fact, a difference between crisis management and crisis leadership, and that what differentiates firms that thrive following a crisis from those that do not is the leadership displayed throughout the crisismanagement process. Using years of prior research, we introduce six competencies for leading amidst crisis. Our framework of crisis-leadership competencies goes beyond managing corporate communication to highlighting the notion that the best crisis leaders are those who build a foundation of trust not only within their organization, but also throughout the supply chain. These leaders then use that foundation to prepare their organizations for difficult times, to contain crises when they occur, and to leverage crisis situations as a means for creating change and, ultimately, a better organization. The article’s concluding message describes a study that conveys the significant impact of crisis leadership

Keywords:DEFINING CRISIS

Abstract:A 36 question online survey was administered to family business owners in Wisconsin with the goal of developing a better understanding of how important various leadership competencies are during the family business succession process. P31ticipants were asked to identify the importance of 22 leadership competencies and to indicate when during the process they are considered to be crucial to successful succession. Descriptive quantitative analysis was used to describe the data; however, the research is inconclusive as there was too little data. Further research is needed to understand the importance of these competencies

Keywords:Statement of the Problem

Abstract:This paper describes the Student Leadership Development Program in the University of Northern Philippines in Vigan City, Ilocos Sur, Philippines. The implementation of the program, leadership competencies of the student affairs practitioners and the students’ leadership qualities were assessed by 50 student leaders during the School Year 2012-2013. The study employed the descriptive-correlational research design with questionnaires, interviews, and documentary analysis as tools. Results show that the student leaders’ expectations on the program implementation were met. They agreed that the personnel demonstrated the leadership competencies defined by the American College Professional Association and the National Association of Student Personnel Administrators. The practitioners’ top three competencies are developing and promoting a shared vision that drives unit, divisional, and institutional short- and long-term planning and organizing of work; articulating the vision and mission of the primary work unit, the division and the institution; and leading, motivating, influencing, inspiring, and enabling others to contribute toward the effectiveness and success of the organization. Overall, the students rated the practitioners’ leadership competency level as high. The students’ best skills included performing tasks competently and effectively, accepting and utilizing suggestions to improve performance, and demonstrating positive leadership qualities. Regression analysis revealed that certain combinations of the practitioners’ competencies are good predictors of overall student leadership quality. Documentary analysis identified the outcomes in terms of the student leaders’ accomplishments along the university functions of instruction, research, extension and production. The students cited student governance as among the highlights of the program. The Student Leadership Development Program may be enhanced by retooling the practitioners, conducting regular training-workshops for both the seasoned and emerging student leaders, and expanding students’ involvement in various activities inside and outside the university.

Keywords:Student Leadership, Student Governance, Student Affairs’ Competencies

Abstract:This paper investigates how two important research streams, namely learning and leadership, might be related with one another. Responses on the Learning Tactics Inventory (Dalton, et.al., 1999) and Leadership Practices Inventory (Kouzes and Posner, 1997) are compared for a managerial sample (N = 312). Results indicate that more active and versatile learners subsequently consider themselves more frequently involved and engaged in leadership behaviors. Implications for transformational learning and leadership theories are explored, as well as

Keywords:Learning, Leadership, Leadership Development, Learning Tactics Inventory, Leadership Practices Inventory Transformational Learning

Abstract:The success and rewarding are mostly expressed in business performance at the end of the year. Transactional and transformational leadership as a new paradigm of quality effects on creation of roles and processes in the organization. From the leaders are expected to use leadership as a process of ensuring the long-term goals of the organization, especially in turbulent competitive environment. Therefore, this paper points out the impact of leadership competencies through transactional and transformational leadership, characteristics and processes that show different levels of participation of transformation and transactional leadership of organizations.

Keywords:leader, followers, changes, transactional and transformat leadership, organization

Abstract:From three aspects of literatures: Leadership style, project success factors, and the match of leadership type and project type, this paper studied the relationship between leadership style and project success, and found that although leadership or manager is rarely included in the project success factors, it infl uences the performance of project through various patterns, like the collaboration of teamwork, management of source, communication with both followers and clients.

Keywords:Leadership style, Project success, Project management

Abstract:The new understanding of diversity involves more than increasing the number of different identity groups on the payroll. An important pro-posal is that the experience of diversity in an organisation results from pervasive styles of management. This article dealt with the specific paradigms of diversity management and leadership style theory used to address the research problem in the empirical study, namely ÔIs diversity management experience related to leadership styles or competencies?Õ The models of diversity and inclusion indicators are used to examine the ex-perience of diversity management. The population of this study into the experience of diversity management is two thousand six hundred and sixty nine (2669) respondents. Leadership styles were obtained from four hundred and forty (440) leaders. The Cronbach alpha values were determined in order to indicate internal validity and reliability

Keywords:diversity management, engaging leadership style, experience, heroic leadership style, management, symbolic interactionism

Abstract:The global market has created needs for international corporations. Global leadership effectiveness has been a major issue in literature of world business, social issues, human resource management and development, just to name a few (Caligiuri & Tarique, 2012; Rockstuhl, Seiler, Ang, Dyne & Annen, 2011; Harteis, 2012). How to perform global leadership efficiently in the increasingly tough global market is vital to international business and workforce management.

Keywords:LEADERSHIP IN DIVERSE WORKPLACES