The future of 3PLs

It is difficult to predict what will happen tomorrow, let alone predict the future of 3PLs in the coming decade. After all, in early 2020, who could have foreseen the upheaval the COVID-19 pandemic has brought to supply chains across the globe? Faced with so much uncertainty, one may want to take the approach of many futurists who think about time in a different way. Instead of thinking in linear terms and throwing darts several years into the future, they start with identifying more highly probable events in the short term and work outward (Webb, 2019). So, while we do not own a crystal ball, we are convinced that two currently emerging aspects, you could call them trends, will shape the foreseeable future of third-party logistics providers (3PLs). First, pronounced technological advancements pertaining to hardware and software increasingly impact the future of corporate supply chain management. Second, elements and events within supply chains are getting more difficult to predict. Looking at the next five to ten years, 3PLs will need to proactively address these trends because it directly influences the 3PLs success and because it influences the 3PLs' clients' success and their associated demand for logistics services. While both trends raise challenges, they also offer ample opportunities for 3PLs by enhancing their current services and developing new offerings. For this, 3PLs need to enhance their leadership and management skills. Moreover, 3PL need to emphasize establishing and managing collaborative relationships. © Springer Nature Switzerland AG 2023. All rights reserved.

Leveraging Incremental Online Learning with Leaderful Practices - A Perspective on Achieving Perfect Process Safety Competency

Online learning, commonly referred to as eLearning, is uniquely primed to train and deepen individual and organizational competency more efficiently than traditional training methods. The COVID-19 pandemic created a surge in organizations adopting online learning to substitute for traditional, in-classroom training. The question now becomes how this rapid shift to online learning will continue to change the future of education and training. What impact can we expect this to have long-term on continued process safety training and how we teach the next generation of leaders? This paper examines the role and impact of eLearning on the process safety community and why it can foster a stronger generation of new process safety leaders. Our experience suggests that this shift will facilitate a new model where process safety professionals are empowered by the ability to set their own pace and learn incrementally, accelerating competency levels individually and professionally. A learning management system (LMS) case study demonstrates how incremental online learning promotes competency and leaderful development to strengthen safety culture and performance. This approach complements the Vision 20/20 (as proposed by the Center for Chemical Process Safety (CCPS) in 2011) to reach perfect process safety. © 2022 AIChE Spring Meeting and 18th Global Congress on Process Safety, GCPS 2022. All rights reserved.

Peer Learning - An Interactive and Collaborative E-Learning Application for College Students

Since the start of the COVID-19 epidemic in 2020, the entire educational system has been challenging and Sri Lanka economic crisis, but this is especially effect for students who are now enrolled. This developmental milestone is reached when adolescents begin to assume responsibilities and acquire leadership skills through participation in a range of team activities. It is easiest to gain experience working in a group setting while still in school. Nevertheless, given the current stage of the Sri Lanka economic crisis, students will face a range of challenges. They are incapable of participating in group activities that are relevant to the subjects they teach, and, as previously indicated, enhancing their leadership skills, which is particularly problematic when working with students. The 'Peer Learning' solution is a web-based application that supports students in enhancing their collaborative learning skills. Through the system, students have the opportunity to study a variety of collaborative tasks, which improves their educational and interpersonal abilities. In addition, professors can share their knowledge with students by personalizing questions, posting films, and demonstrating figures. Students can easily comprehend the system's operation due to its user-friendly design, which enables advanced technological methods for monitoring and guiding students' activities simultaneously. © 2022 IEEE.

Gamification for the Acquisition of Leadership Skills and Formation of Efficient Work Teams: An Interactive Workshop Based on an Analysis of the Film "The Seven Samurai”

In this work, we present a teaching experience based on emerging pedagogies and gamification to improve leadership skills and achieve efficient teamwork in scientific-technical areas of Engineering Projects. We designed the contents of a workshop and a virtual tool to create emotional contexts that improved the acquisition of soft skills. The combination of multi-sensory pedagogical strategies and hybrid inductive-deductive methodologies based on tests and team games, inspired by the story line of the classic film "The Seven Samurai” (Kurosawa, 1954), allowed us both to carry out, over a period of two academic years, an "on-the-ground” workshop-game, and a virtual tool to interact in the workshop, while under the COVID-19 restrictions. Despite the different formats and gamification elements used over the two academic years, the metrics for evaluating the efficiency of acquiring these soft skills produced very positive results and, on the whole, did not show significant differences. The cinematographic language and empathy with the story and the characters led the students to identify with and internalize the elements of efficient teamwork and leadership. Movies can provide simple but effective narrative lines on which to build games. Here, we present the contents and details of both workshops as a transferable experience, as well as making the open virtual tool available for the educative community. © 2022, International Journal of Emerging Technologies in Learning. All Rights Reserved.

Assessing Impact of the Leadership Development Program during the COVID-19 Pandemic

The efficacy of leadership training on undergraduate engineering and technology students before and during the COVID-19 pandemic was examined. A leadership development program (LDP) at Southern Illinois University Carbondale (SIUC) emphasized active involvement and interpersonal relationship among participants to build a community of STEM leaders. The LDP recruited academically talented and economically disadvantaged STEM majors from partner community colleges and trained them as leaders. The directors framed the LPD within Social Interdependence Theory to promote and enable students to cooperatively learn to lead themselves, build leadership skills, and participate in leadership teams. The COVID-19 pandemic imposed extra challenges on implementing this model when teaching and learning switched to an online modality. Program organizers followed the program tenets and “Challenged the Process” to find innovative ways to maintain connections among and with students. Working together, students learned to apply their leadership training by organizing and completing service projects. Additionally, students practiced leadership skills within registered student organizations. Through dedication by students and coaches, the program exceeded expectations through the pandemic. The LDP continued with 100% graduation and 100% retention rates. Students in the LDP continued to show large, statistically significant gains in Leadership Self-efficacy, Motivation to Lead, and Grit compared to peers. This model of leadership development conceptually framed within the Social Interdependence Theory was effective. The LDP at SIUC is an exemplary program and could be a model for engineering leadership programs to follow. © American Society for Engineering Education, 2022.

Quintessential leadership of 21st century -- paving through the pandemic

Purpose: Organizational Leaders need to respond quickly to crises with their innovative ideas using the nascent technology. During times of crisis (Pandemic -- COVID 19), this is relatively challenging due to the situation's lack of knowledge and uncertainty. Design and Methodology: This article essentially focuses on a set of qualities that leaders should hold in today's day and age. We have considered the literature in leadership over past years, how it has evolved, the literature around the stages in a crisis, and what kind of skills are required to sail through each of these stages. We have collected information about how companies have reacted towards the Pandemic -- COVID 19 by interviewing the top management for our data. Findings: In the last stage, we have analyzed the data and presented the utmost skills, which will be sought after in a leadership candidate. Each of these skills has been associated with a particular Leadership style, which has a people orientation. We have introduced new terminology that is Quintessential Leadership. Originality: Findings of this research give a new model to the existing literature. [ FROM AUTHOR] Copyright of Cardiometry is the property of Cardiometry and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full . (Copyright applies to all s.)

Early evidence of leadership skills and strategies in managing the impact of COVID-19 pandemic in the hospitality industry

Purpose: Given the critical consequences of the current Coronavirus (COVID-19) crisis worldwide, displaying good leadership has been of utmost importance. Hospitality has been among the industries that have been hit the hardest by the pandemic, and it requires exceptional leadership skills unique to this crisis and sector. This multi-country study aims to contribute to the understanding of some of the most important skills and strategies that leaders in the hospitality industry may use to navigate the COVID-19 crisis effectively. Design/methodology/approach: This paper employs a qualitative study. Semi-structured interviews are conducted with managers of international hospitality groups or local hotel chains in seven different countries. Findings: The results show that positive thinking, decision-making, flexibility, divergent thinking, trust-building and communication skills have a positive impact on leadership effectiveness in the hospitality sector during the pandemic. Besides, saving payroll costs, elaborating contingency plans and leveraging from partners' strengths are highlighted as crucial strategies. Practical implications: This paper provides hospitality professionals across borders preliminary insights and recommendations to manage the COVID-19 crisis. Originality/value: Especially being one of the sectors that have been hit the hardest by the COVID-19 crisis worldwide, the dynamics and leadership requirements of the hospitality sector need further attention. The findings contribute to the literature by illustrating how managers have navigated the initial stages of the crisis in the under-researched hotel sector, and also by gathering evidence about the sector dynamics related to the early stages of this crisis. © 2022, Emerald Publishing Limited.

Adapting an NSF-Funded Professional Skills Curriculum to Train Engineers in Industry: A Case Study

This design-focused practice paper presents a case study describing how a training program developed for academic contexts was adapted for use with engineers working in industry. The underlying curriculum is from the NSF-funded CyberAmbassadors program, which developed training in communication, teamwork and leadership skills for participants from academic and research settings. For the case study described here, one module from the CyberAmbassadors project was adapted for engineers working in private industry: “Teaming Up: Effective Group and Meeting Management.” The key objectives were to increase knowledge and practical skills within the company's engineering organization, focusing specifically on time management as it relates to project and product delivery. We were also interested in examining the results of translating curricula designed for an academic setting into a corporate setting. Training participants were all from the dedicated engineering department of a US-based location of an international company that provides financial services. The original curriculum was designed for live, in-person training, but was adapted for virtual delivery after the company adopted a 100% remote workforce in response to the COVID-19 pandemic. The training was conducted in four phases: (1) train-the-trainer to create internal evangelists;(2) train management to build buy-in and provide sponsorship;(3) phased rollout of training to individual members of the engineering department, contemporaneous with (4) specific and intentional opportunities to apply the skills in normal business activities including Joint Architecture Design (JAD) sessions. Effectiveness was measured through surveys at the engineering management level (before, during, and after training), and through direct discussions with engineering teams who were tracked for four weeks after the training. A number of cultural shifts within the company were observed as direct and indirect outcomes of this training. These include the creation and standardization of a template for meeting agendas;a “grassroots” effort to spread the knowledge and best practices from trained individuals to untrained individuals through informal, peer-to-peer interactions;individuals at varying levels of company hierarchy publicly expressing that they would not attend meetings unless an appropriate agenda was provided in advance;and requests for additional training by management who wanted to increase performance in their employees. As a result of this adaptation from academic to industry training contexts, several key curricular innovations were added back to the original CyberAmbassadors corpus. Examples include a reinterpretation of the separate-but-equal leadership roles within meetings, and the elevation of timekeeper to a controlling leadership role within a meeting. This case study offers valuable lessons on translating training from academic/research settings to industry, including a description of how the “business case” was developed in order to gain approval for the training and sponsorship from management. Future work includes adapting additional material from the CyberAmbassadors program for applications in a business context, and the continued formal and informal propagation of the current material within the company. © American Society for Engineering Education, 2021

Work in Progress: Review of Teaching Strategies towards Development of a Framework for Online Teamwork

Teamwork and leadership (T&L) skills are highly valued skills in industries all over the world. These graduate attributes significantly influence student employability and improve chances of early career growth. Coronavirus (COVID 19) pandemic has pushed the higher education sector to convert teaching delivery from face to face (f2f) to online abruptly. Teamwork activities are traditionally associated with f2f engagement between students, peers, and faculty. Hence, cultivating teamwork and leadership skills in an online environment where poor engagement and isolation are common problems need diligence in course design to resolve. The research question is “How to design an online course that leads to an improvement in teamwork and leadership skills of the students?” This review paper provides the blueprint for an “Online T&L framework” that assists in design of a course that utilizes T&L teaching pedagogies to improve T&L skills in students. The current version of the Online Teamwork and Leadership (OTL) framework is grounded in systematic literature review and critical analysis of the existing teamwork teaching methods, models and online learning theories like constructivism and cognitivism. It is built upon three major pillars: Community of Inquiry Framework, Tuckman's Model of Teamwork, and assessment methodologies. The idea is to simulate an industrial experience in a modular approach by introducing a structured weekly meeting to support the T&L pedagogy used and to accomplish this without sacrificing the technical content in the course. Furthermore, these modules include team building exercises along with a special leadership role that rotates weekly. A plan for implementation is discussed in this paper. Overall, the proposed OLT framework focusses on emulating an industrial teamwork environment in the university setting to add to student experience. It can be used by the wider academic community as a guide for designing engaging online courses comprising of teamwork and leadership skills as learning outcomes. © American Society for Engineering Education, 2021

Role of emotional intelligence in effective nurse leadership.

Emotionally intelligent leaders demonstrate a sensitivity to their own and other people's psychological health and well-being, directing others towards common goals while developing effective personal relationships with their colleagues and team members. Emotional intelligence is particularly relevant in the context of the coronavirus disease 2019 pandemic, where nurse leaders need to demonstrate this skill when supporting their teams to manage high levels of stress, exhaustion and the risk of moral injury. This article explores emotional intelligence, discusses its importance as a characteristic of effective nurse leaders and managers, and suggests practical activities that leaders can undertake to develop their emotional intelligence skills.

Understanding effective nurse leadership styles during the COVID-19 pandemic.

Leadership is central to effective nursing practice and is considered to be particularly important during crises such as the coronavirus disease 2019 (COVID-19) pandemic. This article examines several leadership styles that are commonly used in healthcare - namely the transactional, transformational and laissez-faire leadership styles - and considers their advantages and disadvantages in the context of the COVID-19 pandemic. It also explains the potential benefits of compassionate leadership in supporting the nursing workforce during this highly challenging and stressful period.

Effective nurse leadership in times of crisis.

The emergence of coronavirus disease 2019 (COVID-19) has meant that nurse leaders need to respond rapidly and decisively to the demands and challenges of a pandemic in a context of increased staff shortages and limited resources. This article suggests essential leadership skills and characteristics that nurses can use to underpin effective leadership in a crisis, emphasising the importance of decision-making and emotional intelligence. It also addresses two important questions: 'what do leaders in a crisis need to do that differs from any other time?' and 'what does effective leadership look like in a crisis?'

What the COVID-19 pandemic tells us about the need to develop resilience in the nursing workforce.

Most research on resilience in healthcare systems such as the NHS is based on organisational crises, such as nurse shortages, an ageing workforce and financial restrictions. However, nursing can learn lessons from the past to consider how to become more resilient, particularly considering the 2020 COVID-19 pandemic. This article briefly looks at previous pandemics and disasters that have affected healthcare systems, as well as the 2020 COVID-19 pandemic, and considers how nurse leaders can support staff and show organisational resilience during such emergencies. The article also discusses how nurse leaders can develop their own resilience.