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This study focuses on leadership in organizations where big data analytics (BDA) is an essential component of corporate strategy. While leadership researchers have conducted promising studies in the field of digital transformation, the impact of BDA on leadership is still unexplored.

This study is based on semi-structured interviews with 33 organizational leaders and subject-matter experts from various industries. Using a grounded theory approach, a framework is provided for the emergent field of BDA in leadership research.

The authors present a conceptual model comprising foundational competencies and higher order roles that are data analytical skills, data self-efficacy, problem spotter, influencer, knowledge facilitator, visionary and team leader.

This study focuses on BDA competency research emerging as an intersection between leadership research and information systems research. The authors encourage a longitudinal study to validate the findings.

The authors provide a competency framework for organizational leaders. It serves as a guideline for leaders to best support the BDA initiatives of the organization. The competency framework can support recruiting, selection and leader promotion.

This study provides a novel BDA leadership competency framework with a unique combination of competencies and higher order roles.

As the world of healthcare changes rapidly, healthcare leaders and managers must hone their leadership competencies in order to remain effective in their organizations. With changes such as the Affordable Care Act, increasing medical school costs, decreased graduation rates, and increased needs for care, how are current and future healthcare leaders adapting? In light of the large-scale changes in the healthcare field in recent years, the purpose of this study was to investigate which National Center for Healthcare Leadership (NCHL) competencies were referenced by exemplary healthcare leaders as most important for success in today’s changing healthcare environment. Interviews were conducted with 26 mid- and upper-level healthcare leaders identified by the C-level executives in their organizations as exemplary performers. Change leadership, self-development, talent development, and team leadership were the top four NCHL competencies most frequently referenced, with thematic analysis revealing additional underlying themes in the exemplary leaders’ dialogue.

This study examines the mediation effects of leaders' communication competency in the link between leadership styles (i.e. servant and transactional leadership) and employees' work engagement.

Cross-sectional survey data from 392 employees in 33 hotels in Bangladesh were collected. To analyze the data, structural equation modeling was adopted, and partial least squares (PLS) analysis was used.

Results of PLS analysis revealed that servant leaders and leaders' communication competency positively influence employees' work engagement. In boosting employees' work engagement, communication competency is an important tool for servant leadership but not for transactional leadership.

Hoteliers and managers may want to adopt a servant leadership style and develop effective leadership communication skills to increase employees' engagement at work.

This study introduces communication competency as a mediating mechanism between leadership styles and work engagement in the hospitality industry.

The present study investigates the predicting role of institutional leadership competencies (namely, achieving goals and outcomes, leadership and leading change, and integrity and justice) in influencing job performance. It also seeks to examine whether proactive personality moderates the purported relationship.

Data were collected from 103 institutional leaders in various higher education institutions in Malaysia. Partial least squares structural equation modeling (PLS-SEM) technique via Smart PLS 2.0 was used to analyze the data and test the hypotheses.

The findings indicate that competencies of leadership and leading change and integrity and justice significantly and positively influenced job performance. Proactive personality was found to significantly moderate the relationship between leadership and leading change dimension and job performance.

This study contributes to the literature by assessing leadership competencies as the predictors of job performance. The moderating role of proactive personality is also substantiated in the leadership and leading change dimension and job performance linkage.

The significant and positive impact of leadership and leading change as well as integrity and justice on job performance suggests the importance of these leadership competencies in promoting high level of job performance among institutional leaders. Furthermore, in ensuring high job performance among institutional leaders, proactive personality is a crucial attribute that is worth to be given attention by higher education institution (HEI) administrators.

This study aims to provide additional empirical evidence in the leadership competencies domain. The research framework of this study managed to substantiate empirical evidence in partial support on the importance of leadership competencies and proactive personality in predicting job performance.

The purpose of this paper is to review the existing literature on determinants that influence organizational performance and to develop a framework that could be beneficial for leaders.

This paper uses a systematic review of articles on the factors that influence organizational performance. The purpose of this systematic review is to collect and summarize all empirical evidence from literature that fits the context of this study.

The findings of the study have been weaved together in a proposed framework for the role of cognitive, emotional, and social competencies on leadership competencies that in turn influence both employee and organizational performance.

This paper is a literature review, a framework on the determinants of organizational performance has been proposed but has not yet been tested empirically.

Leaders can leverage the results of this study to enhance their leadership competencies for the purpose of improving the performance on both individual employee and organizational levels.

There are few research-based studies on the determinants of organizational performance. This paper has identified key variables that play a significant role in helping organizations perform effectively.

The main purpose of this paper is to test the relationship between leadership competencies and effectiveness, with constraints as a mediating variable, and to introduce the main assumptions of the Bounded Leadership Model (BLM).

The total sample included 242 leaders in a top managerial position. Data were collected directly from leaders via self-reports. In total, five hypotheses were formed which related to the relationship between leadership competencies and effectiveness and the role of constraints. Hypotheses were tested by analysing several regression models and mediation effects. Moreover, internal consistency and construct validity were assessed by calculating Cronbach’s alpha and assessing the intercorrelations between study variables.

The study results demonstrate that leader’s competencies are positively related to leadership effectiveness. The authors also found an indirect effect of leadership competencies on effectiveness via constraints. Overall, it can be concluded that the scales included in the BLM have satisfactory reliability and validity indicators.

The paper examined the relationship between leadership competencies and effectiveness with constraints as a mediator. Moreover, it introduces the BLM which takes a broader view on leadership and includes variables that seem to play an important role in leaders’ adjustment and success. These findings can be applied in different training processes and also in assessment and development centres to serve as a facilitator in the process of enhancing leadership competencies and effectiveness and in overcoming leadership constraints.

The study overcomes previous research limitations because it offers a selection of leadership competencies that play an important role in leadership effectiveness, as well as may serve as a potential facilitator in the process of overcoming individual constraints. This knowledge can be used for future research and practical purposes.

It is argued that while service requirements are pervasive in organisational contexts, when leading their followers, service has not typically been expected of leaders. The purpose of this paper is to propose how the service of followers should be constructed as a competency of leaders.

This is a conceptual paper, which evaluates and builds theory in the form of a framework of service as a leadership competency. This framework is based upon the application of social exchange and leadership-member exchange theories and the use of scholarly sources.

The paper defines service as a leadership competency and proposes that it has at least five requisite and interconnected attributes, namely, individualised consideration, compassion, a motivation to serve, humility and integrative thinking to resolve competing stakeholder interests for the greater good. It further argues that when leaders exercise this competency and its associated attributes, it creates social relations with followers, rather than economic ones.

This conceptual paper contains no empirical data.

The paper develops service as a leadership competency and proposes that social dyadic relations between leader and follower may be advanced through its development.

The paper proposes five attributes which would differentiate service as a competency from other leader competencies. It also provides an explanation of the process through which competencies can realise relational outcomes.

The purpose of this paper is twofold: to test existing Authentic Leadership (AL) instruments simultaneously in the same environment, and based on these, to propose an extended instrument for the assessment of AL intrapersonal and interpersonal competencies.

Three existing instruments of AL – Authentic Leadership Questionnaire (ALQ) (Walumbwa et al., 2008), Authentic Leadership Inventory (ALI) (Neider and Schriesheim, 2011) and the Three Pillar Model (TPM) (Beddoes-Jones and Swailes, 2015) – were tested, and an extended instrument was proposed based on the results. Two different samples were used – a homogeneous sample (N = 1021) from the military and a heterogeneous sample (N = 547) from retail, catering, public services and logistics industries. Construct validity for the instruments was assessed using a confirmatory factor analysis, and the internal consistency of the factors was analysed using Cronbach’s alpha.

From existing instruments, two out of three indicate issues with internal factor consistency and model fit. The internal consistency of factors and model fit of the extended instrument developed here is satisfactory and suitable for assessing authentic leadership competencies in a single organisation or industry.

This paper sees AL as the behaviour of leaders affected by leadership competencies. Three existing AL instruments were tested alongside a proposed extended instrument to assess AL intrapersonal and interpersonal competencies in the same context.

In this chapter we question whether current conceptualizations of global leadership competencies adequately address the dynamic and complex nature of the multinational team (MNT) context. We report findings from a study that incorporated the perspectives of MNT leaders as well as members on MNT leadership. We asked MNT leaders and their team members to identify the competencies that they believe are needed for effectively managing MNTs. The findings from this study promise to enhance our understanding about the specific nature of the MNT context, as viewed by the two parties that are at the frontline of multinational teamwork: team members and leaders. We use this dual perspective to clarify global competencies that MNT leaders may need to develop in themselves, and to propose a framework that may assist multinational organizations in identifying, rewarding, and developing MNT leaders.

This paper aims to identify which top leaders’ behavioral emotional intelligence (EI)-competencies affect firm performance when considering the overall organization orientation toward efficiency, human resources and adaptability to the external environment as an interface (i.e. a filter) between the individual leader and firm outcomes.

The research was conducted on a sample of Italian top leaders. The authors used a cross-level analysis that distinguishes individual characteristics, mid-level performance determinants and organizational results. The authors used a variety of methods of assessment: behavioral event interviews for top leaders’ EI-competencies; subject matter experts’ evaluations for organizational orientation; a non-parametric statistical analysis for distinctive competencies; objective financial data for firm financial performance. To identify which competencies impact on financial performance, factor and regression analysis was used.

In firms oriented toward efficiency, human resources and adaptability to the external environment, top leaders’ people management EI-competencies are the most frequent distinctive abilities. These distinctive competencies can be further distinguished into task, relationship and change-oriented behaviors, although only the first two appear to be related to firm performance.

To foster firm performance, top leaders should leverage certain EI-related competencies, especially those that are task and relationship oriented. Leaders should not only see the organization as an extension of themselves but also be aware that the organization might obstacle their individual impact.

This original empirical study uses different data sources and methodologies, it assesses a multi-level model and is conducted in Italy. No previous empirical study has considered the organization as a filter – and not an enhancer – between the top leader and firm performance.