Role of Talent Management in Business Continuity

Talent Management plays a crucial role to support the business continuity and empower the most important asset for the company - its people. The role that Talent Management has played was highlighted in different aspects across the organization, starting from developing competent HR team and HR department structure that can influence company culture by taking an active approach in this regard. The journey started by working with the executives and stakeholders across the business to evaluate the current company culture, assess potential gaps or opportunities, and create a strategic plan to align the organization's culture with its values and goals. Moreover, a deliberate building of core and supplementary HR systems serving the business strategy while respecting culture readiness has taken place. This started off with developing leadership development programs, conducting a competency management system for better training and skills development, relying on assessment tools in recruitment and using these tools in the on-boarding, knowledge sharing approach, creating a performance management culture and working on continuous development and improvement. The Leadership Development Program was achieved on 3 phases: Assessment phase, Development phase and re-assessment phase. One of the main objectives that we tried to focus on while implementing the leadership development program was to find employees who are potential leaders and nurture them early enough. In addition, it was crucial to identify a Leadership Competency Profile to have a clear, compelling vision of how the skills we were building in the leadership development program connect to the leadership road map in the company. In addition, and in the light of Covid-19 and the absence of Employee Training in 2020, the HR department came out with an initiative to carry out internal knowledge sharing workshops across the company. These workshops aimed at increasing employees' awareness with the different functions across the company in addition to increasing the level of engagement, communication, and presentation skills for employees. There is always a need to measure where we are and the progress done so far to know where we want to be and adjust the process accordingly. Therefore throughout all of these processes and programs, different feedback surveys were conducted to take necessary action plans. This helped in getting all employees onboard with us. Ultimately the alignment that was made between the Talent Management and the overall company's business strategy resulted in the company's ability to maintain a competitive advantage. A huge progress was made but the process continues to sustain this role. Copyright © 2023, Society of Petroleum Engineers.

VUCA environments before the recession caused by Covid-19: a systematic literature review

The acronym VUCA as a description of a Volatile, Uncertain, Complex and Ambiguous environment, has been gaining increasing relevance as a noun to describe a reality that is complex and turbulent. Besides the healthcare challenges, the COVID-19 pandemic has also caused drastic changes in the management world. Through a systematic literature review of 137 articles published before the beginning of the COVID-19 pandemic (between 2009 and March 2020), we develop a conceptual framework that integrates complementary branches of theoretical and empirical research, with the VUCA environment as the central unit of analysis. Our objectives are to unravel how the main theories in this field address essential aspects of management and future study trends, we also propose a conceptualisation of VUCA as an essential element of the current environment and its relationship with the different disciplines in the business world.

Establishing a Mindful Leadership Development Pilot Programs to Determine its Effectiveness in Reducing Employee Burnout and Improving Work Performance: A Case Study at Z&A Company, Myanmar

Purpose: In today's turbulent world, Organizations are under pressure to perform and adapt to an ever-changing environment, creating stress on the employees, translating to direct and indirect costs to the organization. Among the difficulties the leader of today are facing, those of adaptive challenges are especially difficult. Mindful leadership pointed out that seeing the positive potential of change honestly and assessing a situation and have prospects for the future make people more effective leaders. Mindful leadership skills, mindset and practice are recognized as an effective approach to managing stress, and has benefits of attention, well-being and improve work performance which long been major concerns in organization in Myanmar, in the region and around the world. Power Systems of Zeya and Associated Company Limited (Power Systems of Z&A Company) with 44 employees was selected as a focal company for action research. A total of 16 attributes of the 3 variables: Mindful Leadership, Workplace Burnout and Work Performance had been identified.Design/Methodology/Approach: This research applied action research method which is comprised of mixed-method approach combining both qualitative and quantitative research design. Action Research Model was employed in conducting this research which focused on studying the impact of ODI on Mindful Leadership Development to reduce Employee workplace Burnout and Improving Work Performance. Quantitative data collection has made used of survey questionnaires and qualitative data was collected through observation method. The respondents were chosen from the employees of Power System Z&A Company.Findings: This research study was focused on a mindful leadership development pilot program that can aim to reduce the employees' work burnout level to improve the work performance at Z&A Company. The analyzed data prove that mindful leadership was improved, workplace burnout level was reduced in Post ODI period and they proved that they can handle their stressful and burnout condition. And work performance also improved after ODI. Therefore organization development intervention was significantly impacted on work performance.Practical Implications: According to this research, the researcher suggested two research titles to Z&A Company for further research consider on "Changing organizational culture's effectiveness on work burnout and work performance” and "Motivation in work from home life to reduce work burnout and improve work performance”.Originality/Value: The research contributes the conceptual framework, theoretical framework and action research framework in order meet the objectives of the study as well as contributing the guidelines of the organization for the next level of action plans to overcome the challenges in the uncertainty situation and Covid-19 Pandemic.

On the meaning of meaning as shared meaning-Leadership development in turbulent times

"In a crisis character proves itself" (Helmut Schmidt)-and so does the culture of an organization. Is it of support also in difficult times? Does pressure amplify its positive aspects or rather the dysfunctional ones? This case report addresses a nursing division within a university hospital, particularly its leadership culture that was recently "stress tested" by the COVID-19 pandemic. To the relief of those involved, the situation revealed a solid foundation and the positive force of a division-wide culture of shared leadership. Our contribution to this special issue of the journal Gruppe. Interaktion. Organisation. (GIO) reflects upon a leadership development process of five years, which supported the emergence of an adaptive and community-oriented leadership practice capable of constructively coping with complexity, permanent change and various tensions. Core elements of this process were regular large group workshops that provided spaces for resonance, reflection and experimentation and fostered the building of trust and connectedness. We first recapitulate significant steps and contents of this process and then examine impact factors and determinants of success by drawing on interviews with participating leaders. This is followed by an engagement with theoretical perspectives on questions of meaning in relation to leadership and a consideration and discussion of the case example against this background. In that we focus on such approaches that look at meaning phenomena as transsubjective and collective and our article advocates against considering meaning detached from the communities in which it emerges. We conclude with a resume and outlook in view of a reorganization in the context of this case study. (PsycInfo Database Record (c) 2023 APA, all rights reserved) (German) In der Krise beweist sich der Charakter" (Helmut Schmidt) - und die Kultur einer Organisation. Tragt sie auch in schwierigen Zeiten? Kommt es unter Druck zu einer Verstarkung der positiven oder der dysfunktionalen Aspekte? Dieser Praxisbericht befasst sich mit einem Pflegebereich eines Universitatsklinikums und insbesondere seiner Fuhrungskultur, die jungst angesichts der COVID-19-Pandemie einem Stresstest" ausgesetzt war. Erleichternderweise trat hier ein solides Fundament zutage bzw. es zeigte sich die positive Kraft einer bereichsumfassenden Kultur der gemeinschaftlichen Fuhrung. Unser Beitrag zu diesem Themenheft der Zeitschrift Gruppe. Interaktion. Organisation. (GIO) reflektiert einen funfjahrigen Fuhrungsentwicklungsprozess, der die Herausbildung einer adaptiven und gemeinschaftsorientierten Fuhrungspraxis, welche Komplexitat, permanente Veranderung und multiple Spannungsfelder konstruktiv bewaltigen kann, unterstutzt hat. Kernelemente dieses Prozesses waren regelmasige Grosgruppenworkshops, die als Resonanz-, Reflexions- und Experimentierraume dienten sowie Vertrauen und Verbundenheit forderten. Wir rekapitulieren zunachst wesentliche Schritte und Inhalte des Prozesses und beleuchten dann auf Basis von Interviews mit beteiligten Fuhrungspersonen Wirkfaktoren und Gelingensvoraussetzungen der stattgefundenen Entwicklungen. Anschliesend erfolgt eine Auseinandersetzung mit theoretischen Perspektiven auf Sinnfragen in Zusammenhang mit Fuhrung und eine Einordnung und Diskussion des Fallbeispiels vor diesem Hintergrund. Dabei interessieren uns vor allem solche Ansatze, die Sinnphanomene als transsubjektiv und kollektiv betrachten und unser Beitrag pladiert dafur, Sinn nicht losgelost von den Gemeinschaften zu denken, in welchen er entsteht. Wir enden mit einem Resumee und Ausblick angesichts einer Reorganisation im Kontext des Fallbeispiels. (PsycInfo Database Record (c) 2023 APA, all rights reserved)

Coaching to accelerate the development of learning agility

Learning agility is a metacompetency important to leadership success, particularly in turbulent times. The global coronavirus pandemic catapulted individuals, organizations, and societies into the harsh reality of our volatile, uncertain, complex, and ambiguous (VUCA) world. Coaches can play an important role in accelerating the development of learning agility, thereby expanding the leadership pipeline within organizations. The purpose of this article is to help coaches and consultants (a) understand the behaviors and strategies that undergird learning agility;(b) better assess coaching clients' level of learning agility as well as the organizational context;and (c) become more intentional about incorporating the development of learning agile behavior into their coaching practice. The article reviews the literature regarding what we know about the construct of learning agility and the role coaches can play in intentionally developing it. Suggestions are provided for assessing a leader's level of learning agility as well as the organizational context. Recommendations for practical coaching application are organized around the heuristic "Agile Learning Process and Behaviors Model." Although many coaches may already be helping clients develop learning agility, this article describes how coaches may do it more deliberately. (PsycInfo Database Record (c) 2022 APA, all rights reserved) Impact Statement What's It Mean? Implications for Consulting Psychology-Facilitating the development of learning agility may create a "double bottom line" for coaching by both increased leadership effectiveness and learning agility. Coaching for learning agility (a) supports the development of a greater capacity to deal with rapid, ongoing change;(b) builds independence and self-efficacy in learning;and (c) holds the promise of empowering more leaders to achieve success in leadership roles. (PsycInfo Database Record (c) 2022 APA, all rights reserved)

Burnout and leadership development among clinical staff administration: A qualitative descriptive study

Burnout represents a major and debilitating response to on-going job stress. Particularly with the pressures brought on by the COVID-19 pandemic, the medical profession has seen a dramatic critical rise in the level of stress and the frequency of burnout. A significant amount of research focusing on healthcare has been conducted over the last several years primarily directed to those members of the medical profession who provide direct services to patients. Unfortunately, hospital executives, administrators, and administrative teams have been largely excluded from this research. To rectify this problem, this study explores the way administrative team members describe their experiences with burnout in terms of educational growth and leadership development.The results of this study provide insights into three main areas: the perception of burnout as a health issue, the causes, sources, and effects of burnout among administrative healthcare administrators, and the effects of burnout on education and training. By better understanding the causes and consequences of burnout at the executive level and the training and leadership development interventions that can successfully address the sources of that burnout, healthcare leadership can be in a better position to guide and direct their organizations to provide the highest quality of care to their clients: the patients and their families who rely on the American health care system, often in life and death situations. (PsycInfo Database Record (c) 2022 APA, all rights reserved)

Interweaving resilience: leadership of continuous improvement partnerships and Mary Parker Follett's theory of relational process

Purpose: Follett's relational process theory illuminates key aspects of interdependence among organizations in the field of education that are essential to fostering capacities for interorganizational resilience. The article argues for the necessity of developing mutualism in systems of education as essential preparation for times of instability and crisis, as demonstrated through recent experiences with the COVID-19 pandemic. Design/methodology/approach: This article provides an introduction to the relational process theory of Mary Parker Follett, a foundational theorist of organizing and administration. This theoretical review uses worked examples drawn from a collaborative, continuous improvement partnership focused on educational leadership preparation and development. Findings: The author identifies four aspects of Follett's theory that connect most directly to collaborative, continuous improvement partnerships. These include mutualism as circular response, coactive power, embrace of difference through constructive conflict and integrating experience through learning. The article discusses how these offer an integrated framework of foundational concepts for nurturing and sustaining educational systems capable of adaptive change in the face of complex challenges. Originality/value: Follett's relational process theory offers a perspective on partnering as a dynamic and evolving constellation of interactions and activity. The implications of Follett's core ideas for education resonate beyond improvement partnerships and offer guidance at all levels of educational systems seeking to orient towards an evolutionary logic. © 2023, Emerald Publishing Limited.

Double jeopardy: the paradox and promise of coaching women leaders from a critical feminist perspective

PurposeThe purpose of this paper is to interrogate the "double-jeopardy” in widely adopted women's leadership development interventions aimed at "fixing” women, explore critical feminist coaching (CFC) perspectives and practices and offer more equitable and just alternatives for developing women leaders.Design/methodology/approachThis paper includes a literature review of post-feminist and critical feminist perspectives and a critical examination of coaching for women leaders from each perspective.FindingsPostfeminist approaches in organizations are little scrutinized because of the dominant postfeminist discourse that women's subordination and oppression have been "resolved” through neoliberal, individualistic interventions, such as postfeminist coaching programs. Infusing the message of "fixing women” through emphasizing "4 C's” – confidence, control, courage and competition – postfeminist coaching programs have been submitting women leaders to "double jeopardy.” The authors critique this postfeminist coaching paradox from a critical feminist perspective foregrounding "4 R's” – reflecting, reforming, raising and rebuilding – promising more equitable, just development.Originality/valueTo the best of the authors' knowledge, this is the first attempt to describe CFC and presentation of a conceptual and practical model of the process. The authors define postfeminist coaching as the disavowal of feminist values and failure to challenge gender hegemony in the coaching process. The authors propose a model of CFC defined as the explicit embrace of feminist values and challenge of gender hegemony in the coaching process. The authors offer alternatives for developing women leaders amid paradoxical, complex, capitalist systems, with a critical lens challenging postfeminism.

Executive presence: African American female executives' leadership experiences during America's racial awakening and COVID-19

This phenomenological study explored lived experiences of African American female executives in organizations during the racial awakening of May 2020 and the COVID-19 pandemic. The study used semi-structured interviews to describe experiences that defined the essence of African American female executives' unique challenges in navigating race and gender and their advice for senior executives. The sample size was eleven leaders at or above the Director (managing others) level leading in US organizations. The researcher classified codes into general themes to summarize findings. Findings include four themes identified after coding;amazing grace, do what your soul can handle, climbing glass cliff barriers to navigate their career, and comfort amid racial discomfort trauma. Each African American leader provided senior executives specific advice to advocate for and sponsor female leaders within their organization. This study is significant for a senior executive to obtain viewpoints from African American female executives' leadership experiences circumnavigated the past two years for organizational success. It provides insights for African American women with leadership aspirations. (PsycInfo Database Record (c) 2023 APA, all rights reserved)

Turning on a Dime during COVID: A Canadian healthcare coalition's process of integrating e-Learning into leadership development

This research examined the function and value of a coalition in identifying and mobilizing novel solutions to health organizations across Canada in an environment of forced disruption (i.e., COVID-19). More specifically, the study used a naturalistic inquiry methodology to understand the process of how the Canadian Health Leadership Network (CHLNet) coalition responded to the need to integrate e-Learning-an unfamiliar delivery practice for leadership development-into leadership development for its member partners and was hastened by the pandemic. The CHLNet case study results suggested that the coalition was a valuable setting upon which to identify and mobilize knowledge across Canada, despite the many challenges the pandemic brought. Further, the findings suggested that for CHLNet, key process elements contributed to their success that included using an adaptive leadership approach, taking advantage of an opportunity, selecting the right people to work on the project, actively managing the project, and allowing iterative journey processes that mirrored those of design thinking to emerge. Out of this study came three recommendations that address gaps in knowledge and suggest new lines of inquiry, namely: to look for patterns of successful project initiatives in coalitions;to explore a possible correlation between design thinking and coalition project initiatives;and to study the mindset, motivation, and empowerment of coalition project members. Overall, this study illustrated the significant value a coalition could have on identifying and mobilizing divergent practice knowledge on a national scale during a chaotic time of forced disruption across health organizations. (PsycInfo Database Record (c) 2022 APA, all rights reserved)

Elementary principal coach perceptions regarding the needs and strengths of first-year principals

To support first-year principals as they transition into their new leadership role, more and more school districts are enlisting principal coaches to help principals through this period in order to help them achieve greater success in their first year and beyond. The purpose of this study is to understand the perspectives of current principal coaches on the diverse needs of first-year principals. The overarching research question used to frame this study was: What are the perceptions of principal coaches about supporting the diverse needs of first-year principals? Research sub-questions were: How do principal coaches support first-year principals as they transition into their principalship? How do principal coaches describe the emerging needs of first-year principals? How do principal coaches determine the processes and tools needed to develop first-year principals as they acclimate to their new responsibilities and grow in principal proficiency? A qualitative multiple case study approach with cross-case analysis was used as the research method. Social constructivist theory of adult learning was used as the theoretical framework to sort, analyze, and interpret collected data. Research data was obtained through multiple sources, including participant interviews, and collected documents and audiovisual materials. Participants included three principal coaches and three first-year principals. Each coach was working with one of the principal participants during the time of this study. This study was conducted in a large south-central geographic metropolitan area of Texas. The findings produced four themes: complexity of principal coaching;diverse needs of first-year principals;progression of work with first-year principals;and coaching during the COVID-19 pandemic. Findings show that first-year principals truly have unique needs, and coaching greatly impacts the development of first-year principals based on their individual leadership circumstances. Additionally, coaching is a complex process with various layers involved in how principal coaches determine the processes and tools needed to develop first-year principals. Findings from this study can offer school districts and principal supervisors' insight into other possible supports that might be necessary to help develop first-year principal capacity. Additionally, various stakeholders can utilize this study's findings in thinking through developing novice principal coaching programs. (PsycInfo Database Record (c) 2023 APA, all rights reserved)

Developing a leadership programme for junior nurses.

Lifelong learning is an expectation of all nurses and nursing associates. However, after preceptorship there is limited guidance on how junior nurses can progress in their careers. Formal training programmes were limited by pressures associated with the coronavirus disease 2019 (COVID-19) pandemic, as well as long-term financial and resource restrictions across the NHS. Nurses' expectations of professional development and well-being have also been affected by their experiences during the pandemic. This article explores how nurses in management positions can create professional development opportunities for nurses, particularly in leadership. The author identifies how leaders can support their staff to broaden their skills and knowledge despite pressures on staffing and resources.

School Leadership During COVID-19: Implications for School Leadership Preparation Programs

In one university-based school leadership preparation program, aspiring school principals were asked to intern virtually with principals during the COVID-19 school closures. During this internship experience, they interviewed principals about leading during a pandemic and wrote reflective responses explaining what they learned about leading during the pandemic. This case study examines the reflections and lessons learned of leading schools during COVID-19 from 27 aspiring principals in two cohorts of a university-based school leadership preparation program. The researchers employed an abductive qualitative analysis for each aspiring principals' reflection using both deductive and inductive coding methods. Findings revealed fourth themes: (1) the need for structure and organization, (2) attending humanistic needs, (3) struggling to respond to policy changes;and (4) finding meaning and uplifting morale. This study can be used to help inform and guide educational leadership preparation and development programs on how to redirect coursework and field-based experiences to better prepare aspiring school principals to lead during school closures © 2022,Journal of School Administration Research and Developmen.All Rights Reserved.

Mindfulness–based positive transformative leadership development for health organisations

Purpose>Positive transformative leadership development practices in health care are perhaps the most important pathway that, collectively, can be pursued while heading towards a post-corona virus disease 2019 world, and race towards 2030. As a practitioner paper, based on front line and leadership experience, this study aims to argue that we need transformational leaders who will go beyond knowing to practice and implementation. While the findings from research is presented from different organisations and companies, they all have something in common – people. Hence, important lessons can be extrapolated to health-related organisations in the future.Design/methodology/approach>The approach is based on practical research findings based on the literature. The approach uses real practical examples from companies and organisations to demonstrate the need for a new, radical way forward.Findings>The findings from the literature clearly indicate that mindfulness-based transformative leadership development program is a worthwhile investment for decision-makers and organisations. A new transformative leader for the future of health care needs to be developed with care with investment in that development.Research limitations/implications>Implications of this paper show that health-care organisations need to begin this journey. There is a paucity in the literature to demonstrate the implementation of mindfulness-based transformative leadership development programs.Practical implications>Organisations of the future face even greater challenges brought about by intelligent technology, new pandemics and even tighter government regulation. The time to prepare for such eventualities is now. This is not a choice but an imperative for organisations to know what to do rather than react with regret.Originality/value>There is a paucity in the health-care literature that tracks, measures, and reports on the long-term results of a mindfulness-based transformative leadership development program. This needs to be addressed, and health care should be a leader in the field of mindfulness and transformative leadership of the future.

Turning on a Dime during COVID: A Canadian healthcare coalition's process of integrating e-Learning into leadership development

This research examined the function and value of a coalition in identifying and mobilizing novel solutions to health organizations across Canada in an environment of forced disruption (i.e., COVID-19). More specifically, the study used a naturalistic inquiry methodology to understand the process of how the Canadian Health Leadership Network (CHLNet) coalition responded to the need to integrate e-Learning-an unfamiliar delivery practice for leadership development-into leadership development for its member partners and was hastened by the pandemic. The CHLNet case study results suggested that the coalition was a valuable setting upon which to identify and mobilize knowledge across Canada, despite the many challenges the pandemic brought. Further, the findings suggested that for CHLNet, key process elements contributed to their success that included using an adaptive leadership approach, taking advantage of an opportunity, selecting the right people to work on the project, actively managing the project, and allowing iterative journey processes that mirrored those of design thinking to emerge. Out of this study came three recommendations that address gaps in knowledge and suggest new lines of inquiry, namely: to look for patterns of successful project initiatives in coalitions;to explore a possible correlation between design thinking and coalition project initiatives;and to study the mindset, motivation, and empowerment of coalition project members. Overall, this study illustrated the significant value a coalition could have on identifying and mobilizing divergent practice knowledge on a national scale during a chaotic time of forced disruption across health organizations. (PsycInfo Database Record (c) 2022 APA, all rights reserved)

Burnout and leadership development among clinical staff administration: A qualitative descriptive study

Burnout represents a major and debilitating response to on-going job stress. Particularly with the pressures brought on by the COVID-19 pandemic, the medical profession has seen a dramatic critical rise in the level of stress and the frequency of burnout. A significant amount of research focusing on healthcare has been conducted over the last several years primarily directed to those members of the medical profession who provide direct services to patients. Unfortunately, hospital executives, administrators, and administrative teams have been largely excluded from this research. To rectify this problem, this study explores the way administrative team members describe their experiences with burnout in terms of educational growth and leadership development.The results of this study provide insights into three main areas: the perception of burnout as a health issue, the causes, sources, and effects of burnout among administrative healthcare administrators, and the effects of burnout on education and training. By better understanding the causes and consequences of burnout at the executive level and the training and leadership development interventions that can successfully address the sources of that burnout, healthcare leadership can be in a better position to guide and direct their organizations to provide the highest quality of care to their clients: the patients and their families who rely on the American health care system, often in life and death situations. (PsycInfo Database Record (c) 2022 APA, all rights reserved)

Coaching to accelerate the development of learning agility

Learning agility is a metacompetency important to leadership success, particularly in turbulent times. The global coronavirus pandemic catapulted individuals, organizations, and societies into the harsh reality of our volatile, uncertain, complex, and ambiguous (VUCA) world. Coaches can play an important role in accelerating the development of learning agility, thereby expanding the leadership pipeline within organizations. The purpose of this article is to help coaches and consultants (a) understand the behaviors and strategies that undergird learning agility;(b) better assess coaching clients' level of learning agility as well as the organizational context;and (c) become more intentional about incorporating the development of learning agile behavior into their coaching practice. The article reviews the literature regarding what we know about the construct of learning agility and the role coaches can play in intentionally developing it. Suggestions are provided for assessing a leader's level of learning agility as well as the organizational context. Recommendations for practical coaching application are organized around the heuristic "Agile Learning Process and Behaviors Model." Although many coaches may already be helping clients develop learning agility, this article describes how coaches may do it more deliberately. (PsycInfo Database Record (c) 2022 APA, all rights reserved) Impact Statement What's It Mean? Implications for Consulting Psychology-Facilitating the development of learning agility may create a "double bottom line" for coaching by both increased leadership effectiveness and learning agility. Coaching for learning agility (a) supports the development of a greater capacity to deal with rapid, ongoing change;(b) builds independence and self-efficacy in learning;and (c) holds the promise of empowering more leaders to achieve success in leadership roles. (PsycInfo Database Record (c) 2022 APA, all rights reserved)

Mindfulness–based positive transformative leadership development for health organisations

Purpose: Positive transformative leadership development practices in health care are perhaps the most important pathway that, collectively, can be pursued while heading towards a post-corona virus disease 2019 world, and race towards 2030. As a practitioner paper, based on front line and leadership experience, this study aims to argue that we need transformational leaders who will go beyond knowing to practice and implementation. While the findings from research is presented from different organisations and companies, they all have something in common – people. Hence, important lessons can be extrapolated to health-related organisations in the future. Design/methodology/approach: The approach is based on practical research findings based on the literature. The approach uses real practical examples from companies and organisations to demonstrate the need for a new, radical way forward. Findings: The findings from the literature clearly indicate that mindfulness-based transformative leadership development program is a worthwhile investment for decision-makers and organisations. A new transformative leader for the future of health care needs to be developed with care with investment in that development. Research limitations/implications: Implications of this paper show that health-care organisations need to begin this journey. There is a paucity in the literature to demonstrate the implementation of mindfulness-based transformative leadership development programs. Practical implications: Organisations of the future face even greater challenges brought about by intelligent technology, new pandemics and even tighter government regulation. The time to prepare for such eventualities is now. This is not a choice but an imperative for organisations to know what to do rather than react with regret. Originality/value: There is a paucity in the health-care literature that tracks, measures, and reports on the long-term results of a mindfulness-based transformative leadership development program. This needs to be addressed, and health care should be a leader in the field of mindfulness and transformative leadership of the future. © 2022, Emerald Publishing Limited.

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.)