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Globally, the business organisations are experiencing a transformation due to the Fourth Industrial Revolution (4IR). The need for an effective 4IR leadership has placed new demands on organisations to develop and select leaders to effectively lead the organisations in the 4IR era. Hence, it becomes important to understand the attributes for an effective 4IR leadership. This study examines the relationships between leadership styles, leadership traits, leadership intelligence and effective 4IR leadership to empirically validate the effective 4IR leadership framework that was conceptualised. The hypothesised relationships from the framework were tested using a survey of 416 senior construction executives across the nine provinces of South Africa.

To achieve the study objectives, an online survey was sent to construction firms across the nine provinces of South Africa. “Construction”, for the purpose of this study comprised building and civil engineering firms listed on the construction industry development board (cidb) register of contractors in South Africa. The target group was the upper echelon executives, i.e. Chairman, CEOs, managing directors and chief operating officers, and the survey was directed to contact e-mail of the study samples. The professional service providers (architects, consultants and surveyors) were not part of the survey sample. The database of the organisational leaders was obtained from the cidb. The online survey was created on the 23rd of August 2019 and closed on the 23rd of April 2020, thereby making the duration of the survey eight months. The total number of respondents at the time of closure of the survey was four hundred and sixteen (416). Structural equation modeling (SEM) was used for the analysis of the results.

This study validates the effective 4IR leadership framework as proposed by Alade and Windapo (2019) by empirically examining relationships between leadership styles, leadership traits, leadership intelligence and effective 4IR leadership. The findings from this study have shown that effective 4IR leadership is positively associated with leadership styles, leadership traits and leadership intelligence. Hence, an effective 4IR leader must spread the knowledge and understanding of the 4IR opportunities and threats in the organisations. The leader must ensure that the executives in the construction organisation become change conversant and ensure that the employees acquire 4IR skills. Multiple leadership intelligence is essential to effective 4IR leadership. These multiple intelligence are the ability to adapt knowledge and skills to different situations, ability to handle interpersonal relationships judiciously, a high level of understanding, ability to process and analyse information and ability to utilise knowledge from many disciplinary boundaries.

This study is focused on construction business organisations in South Africa. As such, similar studies on 4IR leadership effectiveness can be carried out in other countries and across other organisations. Future studies should also consider using a case study approach specifically focused on organisations with high implementations of 4IR technologies. Interacting with the leaders of such organisations and their employees will give a broader perspective in understanding the reasons of their effectiveness.

The leadership of construction organisations must partner with the academia, industry players and team members in their efforts to implement 4IR in their organisations. Also, the existence of a positive association between leadership traits and effective 4IR leadership implies that to ensure a 4IR-driven work process in construction organisations, the leadership must embrace disruption and quickly respond to change. Further, it can be concluded from the findings of this study that appropriate leadership styles are required for effective 4IR leadership. The appropriate leadership style for effective 4IR leadership requires the leadership of construction organisations to delegate some of the 4IR function. The 4IR function must be performed based on the challenges that are associated with 4IR. The positive correlation between leadership intelligence and leadership styles makes it possible to conclude that the competencies of leadership of construction organisations in a 4IR-driven change depend on the level of leadership intelligence of the executives of construction organisations. It is evident that 4IR will change the business environment; hence, leadership intelligence is required to adapt construction organisations to the change dynamics. This study has provided information on what 4IR leadership entails in construction organisations. The study has contributed a framework for ensuring effective and smooth flow 4IR implementation in construction organisations through a purposeful leadership that combines leadership styles, leadership traits and leadership intelligence.

This research will be useful to government agencies and board members of construction organisations, in appointing leaders to see the construction industry and organisations perform better in the 4IR era. Young individuals who are also aspiring to take on leadership role in the industry will benefit from this study.

This study is a new and original research that seeks to investigate the need for an effective 4IR leadership in construction business organisations. Construction as an industry is usually criticised for her slow response to change. Since leadership is required to drive the change agenda, this study examines the relationships between leadership styles, leadership traits, leadership intelligence and effective 4IR leadership to empirically validate the effective 4IR leadership framework that was conceptualised.

This chapter seeks to increase our understanding of health care employees' perceptions of effective and ineffective leadership behavior within their organization.

Interviews were conducted with 59 employees working in a diversity of positions within the case study hospital. Interviewees were asked to cite behaviors of both an effective and an ineffective leader in their organization. They were also asked to clarify whether their example described the behavior of a formal or informal leader. Grounded theory data analysis techniques were used and findings were interpreting using existing leadership behavior theories.

(1) There was a consistent link between effective leadership and relationally oriented behaviors. (2) Employees identified both formal and informal leadership within their hospital. (3) There were both similarities and differences with respect to the types of behaviors attributed to informal versus formal leaders. (4) Informants cited a number of leadership behaviors not yet accounted for in the leadership behavior literature (e.g., ‘hands on’, ‘professional’, ‘knows organization’). (5) Ineffective leadership behavior is not simply the opposite of effective leadership.

Findings support the following ideas: (1) there may be a relationship between the type of job held by employees in health care organizations and their perceptions of leader behavior, and (2) leadership behavior theories are not yet comprehensive enough to account for the varieties of leadership behavior in a health care organization. This study is limited by the fact that it focused on only those leadership theories that considered leader behavior.

There are two practical implications for health care organizations: (1) leaders should recognize that the type of behavior an employee prefers from a leader may vary by follower job group (e.g., nurses may prefer relational behavior more than managerial staff do), and (2) organizations could improve leader development programs and evaluation tools by identifying ineffective leadership behaviors that they want to see reduced within their workplace.

Health care organizations could use these findings to identify informal leaders in their organization and invest in training and development for them in hopes that these individuals will have positive direct or indirect impacts on patient, staff, and organizational outcomes through their informal leadership role.

This study contributes to research and practice on leadership behavior in health care organizations by explicitly considering effective and ineffective leader behavior preferences across multiple job types in a health care organization. Such a study has not previously been done despite the multi-professional nature of health care organizations.

Leadership plays a key role ensuring the achievement of desired outcomes in both formal and informal groups. Insufficient leadership in policing can result in significant negative consequences for agencies and their personnel. Despite the importance of effective leadership within police organizations little is known about the process of developing effective leaders and leadership behaviors. The paper contributes to the limited available empirical knowledge using data collected from police supervisors. The intent is to assess supervisors' perceptions of how leadership abilities might best be developed and to identify the barriers inhibiting such efforts.

Open‐ended surveys are administered to students attending the FBI's National Academy, a career development program for mid‐career police supervisors. Respondents report their experiences with and perceptions of leadership development. The purposive sample of respondents provides insights from supervisors representing police agencies of various sizes and types from around the world.

Respondents indicate leadership skills are best developed through a combination of education, experience, and mentorship. Developing more effective leadership is dependent on the ability to overcome barriers, both within the profession and within individual officers. Finite resources, macro and local aspects of police culture, and failures of leadership by current executives are all viewed as working against the growth of effective leadership practices.

Given the dearth of empirical research considering dimensions of police leadership, myriad implications for future research are identified and discussed.

The findings provide important preliminary insights into the experiences and beliefs of police supervisors.

This issue is a selected bibliography covering the subject of leadership.

This paper seeks to examine gender‐ and management‐ level differences in perceptions of effective leadership within a framework of new leadership models that focus on the processes of influencing self and others rather than leadership based on hierarchy.

A self‐report questionnaire was distributed to a sample of council employees. The responses were analysed using thematic matrix displays.

Males and non‐management employees (when compared with female and management) perceived effective leadership as that which emphasises fairness, equality and honesty, develops staff, fosters workplace harmony, and is trustworthy. Female employees emphasised communication, decision‐making ability, and supporting the leader as being important to how a work unit could contribute to organizational leadership effectiveness. Employees at the management level underscored vision, supporting the leader, and integrity as being important to how a work unit could contribute to organizational leadership effectiveness. Female and non‐management employees highlighted employee development, contingent reward, communication and vision as being central to how organizational leadership could contribute to the effectiveness of the work unit.

Unlike the literature that differentiates between charismatic and transformational forms of leadership, this paper views these two constructs as both being components of transformational leadership.

This paper reports on a research study examining opportunities for and characteristics of effective leadership for whole university approaches to health, well-being and sustainability.

A multi-method qualitative approach was used: semi-structured interviews and focus groups were conducted with vice chancellors (n = 12) and UK Healthy Universities Network members (n = 10) and online questionnaires were completed by non-UK network coordinators (n = 6) and non-UK health promoting university coordinators (n = 10), supplemented with two interviews.

A total of two overarching themes emerged: opportunities to secure and sustain effective senior-level leadership and characteristics of effective senior-level leadership. Sub-themes under “Opportunities” included aligning work with core business so that health and well-being becomes a strategic priority, harnessing the personal qualities and values of senior-level advocates and using charters and policy drivers as levers to engage and catalyse action. Sub-themes under “Characteristics” included commitment to whole university/whole system working; an understanding that health underpins core business and is a strategic priority; enabling effective coordination through appropriate resourcing; balancing top-down and distributed leadership models and complementing strategic leadership with cultural change.

This study is one of the first to explore leadership in relation to health promoting universities. Drawing on the findings, it presents a guide to developing and securing effective leadership for health promoting universities – of value to researchers, practitioners and policymakers worldwide.

This exploratory study describes the images of effective leadership and successful organizational advancement held by women in numerous positions in the health care fields.

Surveys of 140 women in the health care field were quantitatively and qualitatively analyzed.

Differences were found between the characteristics of effective leadership and the characteristics contributing to successful advancement. Women in health care predominantly portray effective leadership in other‐oriented (team or organizationally focused) and stereotypically feminine or gender‐neutral terms. In contrast, successful advancement in organizations was predominantly and almost exclusively described in self‐focused and stereotypically masculine terms. Similarities and differences in the perspectives on leadership effectiveness, career advancement, satisfaction, and development strategies were examined among physicians, nurses, administrators, faculty, and others (scientists and researchers).

Implications of the disparate perspectives held by women in health care are discussed and future directions for research are proposed.

Since women overwhelmingly dominate employment in the health care field, to explicate their unique perspectives of leadership and career advancement.

Aims to examine effective and ineffective leader behaviors from direct participant observations in several cases of a large multiyear cross‐industry international research project to prove the hypothesis that effective team performance management requires strong transformational leadership.

Transformational and charismatic leadership theories are briefly discussed from management science to explain how their principles can apply to and be analyzed in the project domain and other fields. Several popular and proven group leader behavior measurement constructs are discussed to show how they can be applied for assessing group leader behavior in any field. Two flexible taxonomies are built for assisting in quantitatively and qualitatively explaining stakeholder perceptions of group leader behaviors and team performance. Four theoretically sampled case studies are analyzed. The taxonomies are analyzed quantitatively and the results are qualitatively evaluated.

The structured research illuminated that both effective and absent transformational leadership behaviors were practiced (idealized influence, inspirational motivation, individualized consideration, intellectual stimulation), which can go unnoticed and un‐reflected in the everyday pandemonium of busy project schedules, competing values, and organizational crises, yet in retrospect, these results show that passive or absent leadership is noticed by the team members and sponsors; moreover it negatively impacts on both project effectiveness and stakeholder satisfaction!

Leaders, team members, stakeholders, and managers benefit from understanding transformational leadership, since it supports better human relations and organizational change. These cases show that effective team performance can result in minimal application of transformational leadership behaviors as long as they are not absent when required, and positive (not negative such as micro‐management).

This research suggests that leader behavior is complex since it is situational, supported by multiple and concurrent leadership and trait theories, as well as partly driven by dominant personality.

The purpose of this study was to compare the perceptions of Mexican and US employees about effective and ineffective managerial behaviour.

A qualitative multiple cross-case comparative analysis of findings obtained from two past emic replication studies of observed effective and ineffective managerial behaviour carried out in Mexico and the USA respectively was conducted.

Notwithstanding the significant cultural variances between Mexico and the USA underlined by various cross-cultural studies, the findings suggest that Mexican and US employees perceive effective and ineffective managerial behaviour in a very similar manner.

While the results of the study suggest that culture may not play a significant role in the way people perceive managerial and leadership effectiveness, the authors suggest that more replication studies with larger and more balanced gender samples using different methods need to be performed in both countries.

The findings of the study may be relevant for human resource development professionals in both countries when providing training to expatriates for international assignments. Reinforcing the set of managerial practices that are perceived as effective in these two countries and emphasizing those practices that may be particular to Mexico and the USA respectively, could lead to an improvement in the performance of Mexican executives managing in the USA and US executives managing in Mexico.

This paper compares managerial behavioural effectiveness between Mexico and the USA.