Search results

In 2023, the Leadership Pulse project will have been running for two decades. Since the inception of the program, we have engaged thousands of leaders around the world to quickly learn from them via short pulse surveys conducted multiple times per year. This chapter is the first overall discussion of what we learned during the last 20 years about leader energy, energy flow, predictors of energy, and outcomes of energy, which have been focused on individual and firm-level performance. Over the years, we learned that leaders are not immune to personal energy challenges; in fact, we find that their energy is continually tested by extreme demands within and outside their organizations. Also, we learned that there are solutions for helping leaders manage their energy better, and these do not have to be expensive, outsourced programs. In this chapter, we review key findings from the data and hope to help leaders continue learning to help themselves, their employees, customers, and the organizations they work in overall. I also will review three different interventions that we found to help leaders and employees work and stay at their best and enhance overall organizational goals and outcomes.

This chapter investigates a new human-centric perspective oriented to consider society as a whole, by following a systemic vision, where social well-being is important: Industry 5.0. The analysis is based on the great advantages for the ecosystem, going beyond the custom of affirming technological development and managerial views, favoring the dialog between the actors of the system, the adaptation of technologies to the context in which one operates, choosing the most appropriate business strategies, sustaining smart, sustainable and inclusive solutions in the innovation process. In this sense, big data, internet of things, augmented realities, or robotics are all technologies to increase productivity and improve working conditions but, at the same time, they have to improve social life. To overcome the main related challenges and support the transition, new insights to design innovative strategies urge. Our research aims to explore the scientific literature about Industry 5.0 and its development in the European Union. We carried out a systematic review and a bibliometric analysis of the scientific production through the Web of Science (WoS) and SCOPUS databases. In addition, our study analyzes how the proposed topic has evolved over time by collecting contributions from different countries and authors. We adopted an innovative tool that goes beyond the traditional statistical methods generally used in bibliometric research, and it allowed us to obtain more advanced results. Our software permitted us to join the findings of two databases simultaneously, such as WoS and SCOPUS, to generate a bibliometric analysis and identify new paradigm trends.

The consideration of alternative sources of material for construction is imperative to reduce the environmental impacts as two-fifths of the carbon footprint of materials is attributed to the construction industry. One alternative material with improved biodegradable attributes which can contribute to carbon offset is bamboo. The commercialisation of bamboo in modern infrastructures has significant potential to address few of the Sustainable Development Goals (SDGs) itemised by the United Nations, namely SDG 9 about industry, innovation and infrastructure. Other SDGs covering sustainable cities and communities, responsible consumption and production and climate action are also indirectly addressed when utilising sustainable construction materials. Being a natural material however, the full commercialisation of materials such as bamboo is constrained by a lack of durability. Besides fracture mechanisms arising from load-induced cracks and thermal modification, the durability of bamboo material is greatly impaired by biotic and abiotic factors, which equally affect its natural rate of degradation, hence fracture behaviour. In first instance, this chapter outlines the various factors leading to the durability limitations in bamboo material due to load-induced cracks and natural degradation based on recent findings in this field from the author's own work and from past literature. Secondly, part of this chapter is devoted to a new approach of processing the surge of information about the varied aspects of bamboo durability by considering the powerful technique of artificial intelligence (AI), specifically the artificial neural network (ANN) for prediction modelling. Further use of AI-enabled technologies could have an impactful outcome on the life cycle assessment of bamboo-based structures to address the growing challenges outlined by the United Nations.

This chapter presents results from initial studies on personal certifications of innovation management professionals, drawing from a Swedish context. The results capture motivations for, as well as effects from, the certification process. They are discussed from the perspective of how this is relevant for developing and enhancing innovation leadership competencies. Increased knowledge, enhanced professional communication, and strengthened self-confidence related to innovation management were identified as outcomes for individuals pursuing the certifications. Further, this laid the ground for increased visibility, expanded network, and thus more opportunities to influence innovation work. An overarching theme appearing in the study is how a certification can contribute to strengthening the legitimacy of working with innovation management, and thus serve as an enabler for innovation management practice and subsequently innovation leadership. Effects from the certification that may be beneficial for successful innovation leadership include the opportunity for practitioners to articulate their own experiences and competencies, in addition to improving the impact of their efforts utilising innovation terminology. For organisations, knowledge of personal certification can be used both for recruitment and for development of existing personnel and their innovation leadership. Through a longer perspective, it can also contribute to decreasing the dependence on a few specific individuals and instead strengthen the long-term organisational innovation capabilities.