Purpose: This article discusses the key differences between leadership and management. It also examines the business organizational executive’s leadership styles of seven selected top executives: Donald Trump, Steve Jobs, Bill Gates, Mark Zuckerberg, Jeff Bezos, Jack Ma, and Tony Fernandez. Research methodology: The methodological approach of the study focuses on the review of published literature postulating on the differences in the characteristics and functions of leadership and management. Results: Findings from the literature review indicate evidence that shows the differences and similarities between these two concepts of leaders and managers or leadership and management. The study also reveals that these top business executives demonstrated the contemporary leadership paradigms of transformational, charismatic, and servant leadership. Limitations: One limitation is the review approach of the paper. The other is the analysis of leadership styles based on those top executives from the business sector. Contributions: The article provides insights into the understanding of the evolvement of organizational management and the preferred leadership styles of top business executives. The findings on the leadership styles of the top business leaders add to the significance of the study.

Purpose: This article seeks to highlight the significance of the understanding of the cultural dimensions, global leadership attributes, and leadership profiles of the home culture of Malaysia in comparison to the adopted host culture of Canada to incorporate the best cross-cultural leadership practices. It presents the preferred leadership portrait of successful cross-cultural leadership. Findings: Cross-cultural competence has become a considerable important research in the last two decades. Cross-cultural studies on cross-cultural differences in leadership interaction of the home and host cultures of leaders are needed. It is appropriate to consider the preferred leadership portrait that adapts to the cultural dimensions, global leadership attributes, and leadership profiles of the leader’s home and host cultures for effective cross-cultural leadership practice. Research limitations/implications: The findings of this conceptual review paper need further study to validate the application of the adaptation of the cultural dimensions, global leadership attributes, and leadership profiles of the related home and host countries based on the GLOBE study. Practical implications: There are values in the understanding of the application of cross-cultural principles based on cross-cultural research information for cross-cultural leadership adaptation and practices. The knowledge of the related leadership, cultural factors will facilitate cross-cultural understanding and interrelation. Leaders today are to develop the competencies to be effective in the globally connected societies as well. Originality/value: This paper on cross-cultural leadership used findings based on the GLOBE studies as the main text to understand the various cultural factors that have an impact on leadership. The information on the cultural dimensions, global leadership attributes, and leadership profiles of the home and adopted host countries were compared and contrasted to construct the best approach for cross-cultural leadership practices. The concept of the preferred leadership portrait is in congruent to the leadership, sustainability concept that promotes the long term view and progress of leaders, systems, and organizations. JEL Classification: M16

Purpose: This paper explores the 21st-century emerging leadership competencies in a Malaysian higher learning institution. As the forces of change are transforming the leadership landscape, new leadership capabilities are required for the 21st-century evolving globalized environment. Hence, research is needed to determine the key emerging leadership competencies in the higher learning institutions. Findings: The significance of the results were the relevance of the leadership competency concept in the context of higher learning institution, future leaders need competencies for effective leadership, and the core competencies of academic leaders are necessary. Additionally, besides the discussion on the emerging leadership competencies of visioning and strategic thinking, leadership agility, adaptability and change, relationship and collaboration, the new findings from the field data were corporate leadership and cross-cultural competence. Research limitations/implications: This qualitative case study focused on one higher learning institution. At the same time the research also provided the in-depth context-rich information. Practical implications: The knowledge and adoption of the emerging leadership competencies concept would enhance the development of progressive leadership. Originality/value: There is limited study on the emerging leadership competencies in the higher learning institutions. Hence, there is value in this research. The findings were original contributions to knowledge. Also, this study showed the link between the expected attributes of institutional leadership to the dimensions of transformational leadership and the key emerging leadership competencies. JEL Classification: L290