To create lasting strategic advantages, leaders need to consider how organizational identity, a more intangible and less mobile feature of the firm, may be used to create a sustainable competitive advantage.
Critics point to significant limitations including the magnification of our cognitive biases in the algorithms that run our smart machines.
While rivalry can encourage managers to increase organizational effort or output, it can also increase the likelihood of unethical behavior.
Living in a complex world and moving into the smart machine age, the need for good leadership is even greater; spiritual leadership provides a compass to navigate through difficult decisions.
Research and teaching in the field will help future managers and organization leaders cope with the stress and anxiety and sometimes rancor that organizations may be experiencing.
Jesus of Nazareth manifests character traits in His speech and actions that transcend time and culture and offer insights into leadership practices and priorities worth serious consideration.
This article examines the topic of spirituality and leadership using the example of the Apostle Paul as an exemplary leader for contemporary times.
Spiritual leadership has evolved from a concept of ministry to a model for leaders in business and management to use in addressing the challenges of running a business and making a profit.
Major shifts are required in leadership awareness and in how organizations are run and managed in order to solve the complex issues facing today’s business.
Creating a generative learning team is essential to organizational effectiveness and such a team depends on spiritual and knowledge-based resources to solve problems.
Resiliencing starts with adopting a mindset that emphasizes proactivity in looking for early signs of alarms and establishing and sustaining concrete practices.
Fostering a sense of high-involvement community strengthened by high-quality connections may be the recipe for competitive advantage in today’s marketplace.
Many organizations erroneously interchange the terms diversity and inclusion, obscuring the focus, therefore the effectiveness, of well-intentioned interventions.
In an competitive world, leaders must become students of human relations and recognize that managing by command and control rarely works in today’s economy.