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The purpose of this paper is to identify the practical value and leadership applications of the 12 virtues of the Lakota (Sioux) nation and their importance for ethical leaders in the modern world.

This paper describes and briefly summarizes each of the 12 Lakota virtues and presents parallel insights from the leadership literature in summarizing the ethically-related nature of the Lakota virtues.

The paper demonstrates that scholars in leadership affirm that the Lakota virtues have parallel scholarly support as important factors in ethical leadership.

The paper affirms the importance of virtue-based leadership principles as a useful approach for modern leaders and demonstrates the wisdom and practical value of traditional Lakota perspectives. The opportunity to focus on the importance of virtue-based ethical leadership is reinforced.

Today’s current and would-be leaders can benefit by comparing their own perspectives about leadership with the 12 Lakota virtues. By examining their own behaviors and comparing them with the Lakota virtues, leaders and those who wish to lead can increase their understanding of the value of these virtues in the leader-follower relationship.

The Lakota (Sioux) nation represents a noble people who were feared and respected. As Native Americans, the virtues of the Lakota nation greatly influenced the culture of this once great community of people, and the virtues that guided them and that continue to influence them today have practical value for modern society.

Little has been written in the management literature about the practical application of Native American virtues and values and the opportunity to revisit the implications of the Lakota virtues adds to the leadership literature and provides insights about this people.

Recent years have seen an upsurge of interest in the study of emotions in organizations. Research, however, has been hampered by the ephemeral nature of emotions and a lack of an integrated multi-level model. This article therefore presents a five-level model of emotions in organizations. At the lowest level is within-person variation, defined in terms of affective events theory. Levels of the model then proceed through individual, dyadic relationship, group, and organization-wide perspectives. The article also outlines the neurophysiological processes that underlie the experience, perception, and communication of emotion; it concludes with a discussion of implications for research and practice.

Unethical tone at the top (UTAT) carries a lot of risks and unsolicited results for both the people and companies. The purpose of this paper is to uncover the systematic differences in managers’ perception of UTAT based on their demographic characteristics, and subsequently to specify some useful recommendations to inform how companies can assist in increasing managers’ sensitivity to the harmful top-down practices and thus support ethicality in the workplace.

Eight demographic factors that, based on prior findings from the literature, might play a role in varying perception of UTAT were examined on data from 772 management professionals working in diverse industries. The Kruskal-Wallis test statistics was utilised to infer significant differences in perceptions of UTAT among managers.

Findings suggest that male managers tended to perceive UTAT as significantly less harmful than did their female counterparts. Similarly, top managers inclined to perceive UTAT as less detrimental than the middle and line management levels. Managers with higher tenure (10+ years of managerial experience) perceived UTAT as more detrimental in contributing to unethical leadership decisions and workplace culture. Respondents who have studied business-oriented programs perceived UTAT to be less harmful for the company than the non-business students. Interestingly, age, level of education, span of control and even the ethics training received during career were all found to be not relevant in this respect.

Based on solid empirical findings this study fills the gap in literature on the tone at the top and helps in understanding what can be done in organisational practice to improve managers’ awareness of the damaging effects of UTAT and thus to minimise threats to an ethical workplace culture.

The purpose of this research paper is to explore soft leadership to achieve organizational excellence and effectiveness.

The paper elaborates with 11 Cs that constitute soft leadership – character, charisma, conscience, conviction, courage, communication, compassion, commitment, consistency, consideration and contribution. It differentiates between hard and soft leadership.

It concludes that exploring soft leadership helps greatly for the leaders to satisfy all stakeholders to achieve organizational excellence and effectiveness.

It unfolds that soft leadership can work for any company and country regardless of its size or budget.

The social implications of this research suggests that stakeholders of both profits and nonprofits must reap the rewards of soft leadership.

It emphasizes that soft leadership creates a resourceful environment to enhance employee engagement to achieve organizational productivity and performance.

The main intention of this paper is to understand humanistic leadership through an eminent leader representing the United Arab Emirates (UAE) culture. The authors identified a prominent humanistic leader of a well-known private university in Dubai as an example, analyzing his leadership approach from a humanistic lens and demonstrating humanistic leadership characteristics linked to the cultural roots.

This paper is designed as a single case to examine how humanistic leadership behaviors and practices are applied in an organization and how they are connected to the UAE culture. The leader and his seven followers are interviewed by using semi-structured forms, and inductive conventional content analysis was utilized to identify common themes and concepts related to humanistic leadership traits in the UAE.

The paper highlights ten themes named humility, respect, care, fairness, transparency, well-being orientation, generosity, family focus and will with humanistic determination. These themes coincide with the various well-accepted humanistic literature theories and are also aligned with salient Islamic values and the existing humanistic leadership theories. A humanistic leadership description is provided to show the implications to the UAE context.

This study only focuses on a single higher education institution, and further studies need to be conducted to reach a generalization.

The paper offers an alternative humanistic leadership for government departments, semi private and private companies to create an organizational culture where those values are flourished and creating an awareness in youth leadership programs to include humanistic leadership principles that will eventually increase social welfare.

This study provides an insight into humanistic leadership phenomenon by giving a contextual example from the UAE. As there has been no attempt to link humanistic leadership to the UAE culture, the findings of this paper will contribute to cross-cultural leadership research.

The effectiveness of Six Sigma programs has varied across different industries and organizations, and leadership styles have been identified as a critical success factor for the installation of Six Sigma initiatives. Therefore, this study aims to investigate the specific elements of leadership styles that are linked with the successful deployment of Six Sigma programs in the automobile industry.

To conduct the study, the researchers utilized a Likert scale questionnaire with a rating system of 1–7 and a simple random sampling method. The survey was distributed to 2,325 potential participants, with 573 responses received, mostly from Germany, the United Kingdom and Sweden. Out of those responses, 260 completed questionnaires were received. The study utilized a mixed-methods research design and exploratory research approaches to investigate the implication of leadership style on the success of Six Sigma implementation. The research employed several analysis techniques, including Structural Equation Modeling (SEM), exploratory factor analysis (EFA), confirmatory factor analysis (CFA) and Survey methods.

Through various SEM methods, such as EFA and CFA, the study revealed two vital leadership elements: (1) the long-term success of Six Sigma depends on leadership’s support and recognition of it as an improvement strategy and (2) leadership must commit to the organization’s suppliers to ensure quality and the provision of defect-free products.

By incorporating the identified key elements of leadership into their strategies, organizations and researchers can ensure the sustainable implementation of Six Sigma.

This research presents a distinct contribution to the evaluation of leadership style components within the European automotive sector, utilizing a mixed-methods research design and incorporating a variety of descriptive statistics.

One of the most popular texts on his subject, Donald T. Phillips’ Lincoln on Leadership – Executive Strategies for Tough Times, offers a superb examination of the President’s views on how to lead an organization. The purpose of this paper is to outline Lincoln’s leadership principles (15 chapters, 126 principles), illustrated and supported by 14 stories that narrated by Lincoln himself. This analysis is based upon papers submitted by police managers who analyzed Lincoln on Leadership that considered his examples through the lenses of their personal and professional experiences in policing. These police managers attended the Administrative Officer’s Course at the Southern Police Institute at the University of Louisville. In their assignment, these students identified three principles and three stories they felt were most significant to police leadership.

The authors conducted a content analysis of police student responses to questions about Lincoln on Leadership.

These police leaders made specific reference to the following leadership methods as practiced by Lincoln. It is best to get out among the troops from time to time to show your support, make direct observations and get relevant information about conditions and experiences. Honesty and integrity are crucial foundations for leadership that are irreplaceable. Give credit where credit is due. It is one of the best ways to establish credibility and loyalty. Sometimes leaders must do things they would rather not do but it is best to handle things quickly before disaster results. Yet, it is also often best to avoid conflict and difficulties when you can so you do not create problems for yourself – if there is another acceptable way to get the job done. When something needs to be done, leaders do not wait for others to do it for them. They strike when the time is right and the situation demands it.

These respondents represent a non-random, convenience sample and may not represent the population of police managers. These officers are selected by their departments to attend the AOC. Thus, they are interested in career development and their views may not be typical of the population of police managers.

The research findings support leadership conclusions in the research literature on leadership in general and police leadership in particular.

The findings indicate that these police leaders are open to the use of methods that would be more acceptable to the community and members of the police organization.

The study provides a glimpse into the views of police leaders and the methods that they endorse.

Through three case studies, the authors aim to examine how Confucian humanistic philosophy can be applied to leadership practices and show how it is possible to practice humanistic leadership in the Chinese context.

The authors use case studies of three exemplary humanistic leaders and the companies they lead to describe their leadership practices and influence on others and their companies.

The authors identify three common elements that connect their observations to an emerging scholarly conceptualization of humanistic leadership and develop a framework of Confucian humanistic leadership consisting of five attributes. The cases the authors studied suggest that the five attributes should be understood as being mutually reinforcing and acting in concert, rather than each acting independently of the others. The authors found that there is inherent consistency and connection between the core values of Confucianism and humanistic leadership.

The research contributes to the leadership literature, specifically the emerging literature on humanistic leadership, by introducing a framework for Confucian humanistic leadership. While much of the extant literature on humanistic leadership has been conceptual, the study shows how it is possible to practice humanistic leadership in the Chinese context by drawing on the foundation provided by Confucian humanistic philosophy. The findings also contribute to humanistic leadership research by providing important insights into specific capabilities that can help put the principles of humanistic leadership into practice, but that have not been considered to date.

Leadership, organizational, and institutional theories provide competing explanations on the nature of leadership and role of leaders. Part of the problem is that each theory is often studied in isolation, leading to incomplete perspectives on the essence of leadership in value- driven contexts. A holistic paradigm that blends the three dominant models for understanding the work of the collective is warranted and necessary to optimize organizational outcomes. This article briefly highlights the contributions and limitations of each frame and provides an overview of complexity theory as a model for reconciling major differences. The paper provides specific perspectives, practices, and metaphors for navigating the collective to bring about desired outcomes.

This chapter overviews how neuroscience can provide a new lens to understand leadership processes in organizations. We describe how neurological scanning can be applied to leadership research, as well as its potential advantages over more traditional techniques, such as surveys. Research to date is summarized pertaining to how neuroscience can inform such conceptualizations as transformational, complex/adaptive, and ethical forms of leadership. Findings indicate that effective versus not-so-effective leaders can be distinguished neurologically, and such assessment can benefit the prediction of important leadership outcomes. We caution that context needs to be taken into account in that not only can neurological variables associated with leaders affect organizational behavior and outcomes, but it is equally important to understand how the context can affect neurological qualities of individuals. Finally, we describe how it may be possible to use neurofeedback techniques to help develop leadership qualities of people in industry and in education programs, such as those in business schools.