Search results

This paper aims to review the leader of the twenty‐first century, the Awakened Leader. Based on information, collected from 11 leadership thinkers and practitioners, literature review, and the author's workplace observations, the article seeks to analyze some of the important experiences and skills that make awakened leaders so outstanding.

This study was conducted as a qualitative study of the phenomenological kind, enriched with literature review. Interviews were executed from a pre‐validated interview protocol. The approach to the topic is: definition of awakened leadership; review of the essence of awakened leadership; reasoning of the determination regarding this leader being born or made; and perspectives toward awakened leadership.

An interesting combination of qualities emerged for awakened leaders varying from morals and values, ethics, integrity, honesty and trust, to kindness, forgiveness, courage, love, and deep listening. As an interesting endnote the article explains why practicing awakened leadership is easy and difficult at the same time.

The studies reviewed, although in‐depth, applied to a small sample of leaders, which makes generalization riskier. Because leadership is such a broad and dynamic topic, literature review is never exhausted, and thus always relatively outdated.

Leaders may reconsider the skills required for themselves and their workforce to guarantee successful performance in an increasingly interconnected world. Leaders may engage in reflection and work toward stronger emphasis and development of skills in which they consider themselves weak. Leaders may reexamine their work environment and consider how to minimize the factors that complicate the practice of awakened leadership in their organization.

The phenomenon of awakened leadership as an all‐encompassing and multi‐applicable leadership trend is shown in the paper.

Introducing awakened leadership, a flexible, human‐oriented leadership style, based on ancient principles yet geared toward needs of today's working community.

The paper explains the concept of awakened leadership; discusses some globally known awakened leaders, and presents their common characteristics; reviews some contemporary awakened leaders; and presents the essential requirements for becoming an awakened leader. Methods used for research: literature review; interviews; observations of leaders. The topic is approached as a leadership style that anyone can develop. The subject scope is leadership as it is needed in the twenty‐first century.

Awakened leadership is a timeless concept: there have been awakened leaders since human existence. This age‐old leadership style is time transcending and still works best today. Anyone can work toward becoming an awakened leader.

The theory is presented as a viewpoint in this article, but based on longitudinal interview process of more than 100 leaders. Yet, most of the interviewed leaders were living and working in the US. This might cause a limitation in cultural perspective. It would benefit the study to also include perspectives from leaders in other cultures to further solidify the theory.

Awakened leaders are aware of changing circumstances and think broadly. Consequently, they will make a greatly positive difference in the way corporations are led in the future.

Awakened leaders nurture the mindset of mutually and togetherness. This will create greater overall understanding, greater collaboration, less resentment, and increased vision. The effect on social responsibility and environmental issues will be highly beneficial, while the quality of life of all workers, including the awakened leader, will improve.

The awakened leader as an attainable leadership style: comprehensive, yet simple – and universal. This paper is of high value to those who want to succeed while making a positive difference in the lives of others.

The purpose of this paper is to introduce a meta leadership style, awakened leadership (AL), as the most appropriate tool for leading organizations of every nature in the twenty‐first century.

The paper chooses as its subject organizational leadership. The study presents results form verbal interviews carried out on the topic. It also presents: a literature review on existing leadership theories; an explanation and definition of AL; the elements that make up for AL, including a figure for illustration purposes; an overview of the performance of awakened leaders; and important issues for awakened leaders, including verbatim statements of the three interviewed leaders.

The study finds that: AL enables a positive work environment; AL is primarily relationship oriented, and through that, goal oriented; and awakened leaders perceive profits as a logical consequence rather than an initial goal.

Limitations to the research are that the population used for data was limited, as it consisted of only three leaders who were all located in Southern California. The interview protocol had a limited number of questions, and could therefore have left important contradictions among these leaders out of the perspective. It is suggested that applying this study on broader populations would provide a greater foundation in findings.

There are some qualities that work in leadership all the time and everywhere, and leaders could use the pointers presented in this paper as an encouraging reflection onto their practices.

In these times when all leadership sources claim that successful leadership is as dispersed as the situations and natures of followers, this paper provides a refreshing viewpoint that there are unified qualities in existence that will enhance a leader's performance, regardless of the nature of the constituents.

The purpose of this paper is to present challenges in leadership performance today, as well as leadership styles that have potential, given the contemporary shifts in performance climate.

This paper is based on empirical research, obtained through methodological triangulation, partly through critical literature review, and partly through the author’s ongoing leadership studies during the past ten years, to be subdivided in three phenomenological studies, and 72 structured leadership interviews.

There is a multitude of factors that keep changing the leadership landscape, and there is a series of leadership skills that suffice well given the parameters of today’s work environments. Nine of these leadership styles are presented, including their main characteristics and contemporary usefulness.

The studies reviewed, although in-depth, applied to a limited set of options. Because leadership is such a broad and dynamic topic, neither literature review nor qualitative studies and interview series provide an entirely comprehensive overview, especially when conducted in one part of the world.

Leaders may reconsider the skills required for themselves and their workforce to guarantee successful performance in an increasingly interconnected world. Leaders may engage in reflection and work toward stronger emphasis and development of skills in which they consider themselves weak. Leaders may examine their work environment and consider how to apply the factors that could facilitate one or more of the presented leadership styles in their organization.

The leadership styles presented are multi-applicable and are mainly based on inter-human respect, so leaders may reflect and consider the style they feel most attracted to.

The article guides the process for each aspiring leader to develop his or her own unique approach to leading.

Executives and managers can deepen theirunderstanding of leadership by mining three sources: the burgeoning archives of contemporary leadership theory and practice, case histories of leaders and leadership and the classic writings of literature, history and philosophy.

More managers must learn to be leaders, and the best way to make it happen is to avoid the clichés, the leadership training marketing hype, the platitudes and the pseudo-scholarly research and take charge of your own leadership journey.

The core of the do-it-yourself approach is to learn to lead by doing. Mastering the role of a leader is a challenge that, like mastering any craft, requires continual practice.

The article is an antidote to leadership training marketing hype. Instead of buying dubious advice, potential leaders can seize the opportunity to be creative, to discover a personal approach to leading that fits the time and place and is compatible with their own persona, values and beliefs.

The purpose of this paper is to present the outcome of a business and management cohort's contemplations on leadership qualities that can be considered applicable under practically all circumstances.

The subject scope was organizational leadership. The methods used were written interviews. The topic was approached by: explaining the general disconformities of leadership qualities, depending on situations and followers; examining leadership students' perceptions on generally applicable leadership qualities; clustering the listed qualities; and presenting a model.

There are some leadership attributes that are generally applicable, regardless of situation and followers. The findings listed in this paper are not exhaustive but should rather be used as a pragmatic tool for further research on the topic.

The population used for data was limited, as it consisted of business and management students with a leadership emphasis. The themes to be collected were also limited, due to the pre‐set restriction for each student to list only one additional leadership quality. The findings were only gathered from one cohort, later enriched with additional interview findings, and might provide increased themes when extended over multiple courses in multiple semesters, or when applied in additional qualitative or quantitative studies on the topic. Applying this study on other populations for a greater foundation in findings.

There are some qualities that work in leadership all the time and everywhere, and leaders could use this list as an encouraging reflection onto their practices.

In these times when all leadership sources claim that successful leadership is as dispersed as the situations and natures of followers, this paper provides a refreshing viewpoint that there are qualities in existence that will enhance a leader's performance, regardless of the nature of the constituents.

The purpose of this paper is to underscore the changing perceptions of leadership as a whole, and more specifically, what is appreciated in contemporary leadership practices.

This is a reflective paper based on observations on leadership skills and how these are perceived and valued today.

Leadership today demands qualities that are not merely to be reflected on others or situations, but that have to, first and foremost, make sense to the leader internally. Qualities and skills discussed are authenticity, wakefulness, agility, kindness, equilibrium, neuroticism, and eagerness.

This paper aims to provide food for thought to those who consider themselves leaders or aspire to become leaders, whether in formal or informal settings.

The paper strives to instill deeper awareness in those who perform in leadership positions, toward treating themselves and others toward greater fulfillment and accomplishment.

The leadership qualities discussed in this paper demonstrate that leadership is not necessarily a practice in which followers and a situation have to be included. Each quality requires deep reflection and, first and foremost, pertains to self-leadership as a precursor to leadership onto others.

The purpose of this paper is to explore metaphors of human awakening in four recent futures works and propose a research agenda on the nature and future trajectories of awakening.

The paper reviews metaphors of awakening in Slaughter's The Biggest Wake‐up Call in History, the Great Transition Initiative, Gilding's The Great Disruption and Inayatullah's “Waking up to a new future”. It identifies seven characteristics of awakening and uses these to create an environmental scanning framework. It reports on a preliminary application of the framework and proposes a future research agenda.

The paper identifies seven signals of awakening: futures literacy, shifting values, activism, collective agency, engaged dialogue, distributed leadership and inspiring visions. While evidence for most of these signals can be found, it is often weak and dominated by other trends.

The environmental scanning framework needs to be expanded using additional literature and testing. The question of when confrontation with apocalyptic future images can deliver positive outcomes remains unresolved.

Perhaps the single most important thing that could be done to help rouse sleeping humanity is to begin to make connections between the diverse movements identified in the paper and to see them as pieces of the larger puzzle of how we wake up. Maybe an “awakening movement” could provide a common goal in the twenty‐first century.

The paper is an original exploration of the metaphor of awakening in four prominent works on sustainable futures. It will have value to foresight practitioners and change agents who are building movements for sustainable futures.

The paper aims to provide a practical, easily understandable protocol toward implementing spirituality in the workplace for business and non‐profit executives and the workforce.

Using the initial letters of the words “Spirituality at Work”, the paper outlines the main characteristics of the phenomenon that can bring individual and organizational benefits.

The paper describes, with organizational examples, how the protocol can promote elevated human satisfaction, increased return on investment and enhanced quality and quantity of output.

The paper advances the view that the protocol can be used for every work environment and at every level.

The paper argues, quoting Mahatma Gandhi, that people who live by the principles of spirituality at work can “be the change they want to see in the world”.