Leaders play a critical role in the success or failure of their organizations. Leaders can be effective in implementing changes, building their organization's capabilities, and improving its performance, or the opposite, they could be ineffective. In this systematic review, the authors aim to summarize the findings of previous quantitative research, published between the period from 2000 to 2018, to identify the effect of various leadership styles on organizational Knowledge management (KM) capabilities and activities. The authors reviewed 50 articles found in well-known databases included Emerald, ScienceDirect, Taylor and Francis, Ebsco, Google Scholar, and others, concerning the impact of leadership when implementing KM in business organizations. The review revealed that transformational, transactional, knowledge-oriented leadership, top executives, and strategic leadership have evidence of their constant and positive effect on the KM process. The authors encourage organizations to use a combination of those styles to maximize the effect of leadership on KM. The authors also recommend conducting further studies on the effect of the remaining leadership styles, such as the ethical and servant leadership styles on KM and the other specific KM activities.

Companies seek to adopt competitive strategies that achieve sustainability standards, not only in achieving economic success but also in serving society and preserving the environment at the same time. Pharmaceutical companies and their supply chains are facing increasing pressure to preserve the environment because of the problems caused by medical waste, and it is necessary to show their role through their strategies in preserving the environment and serving society as well. This study aims to investigate the relationship between sustainable supply chain strategies and supply chain collaboration and its effect on competitive priorities. The study investigates whether Jordanian Pharmaceutical companies incorporate the sustainability strategy into supply chain strategy, and whether that may impact its competitive priorities. The study population consists of (23) Jordanian Pharmaceutical companies. A structured questionnaire is designed and distributed among top managers in the surveyed companies. A Structural Equation Modeling technique is used to analysis the data and provide the results. Analysis proves the relationship between sustainable supply chain strategies and supply chain collaboration, where companies are interested in attaining some achievements in the area of social and environmental to gain some collaborative strategies with their partners in the supply chain. The study suggests that organizations may adopt the Triple Bottom Line (TBL) framework to evaluate their performance in a broader perspective and extend the collaboration with suppliers and customers through information sharing along the supply chain partners.

Transformational leadership is the leader's ability to communicate and behave in ways that elevate the interests of their followers and stir them to look beyond their self-interest for the benefit of the group. Transformational leaders achieve these results by having four characteristics, i.e., idealized influence, inspirational motivation, intellectual stimulation, and individualized consideration. This paper explores the transformational leadership of the UAE founders since 1971, mainly, Sheikh Zayed bin Sultan Al Nahyan and Sheikh Rashid bin Saeed Al Maktoum. The UAE leadership is the main success story of the transformation of the seven Arab Emirates from the sporadic emirates into one country from the last 50 years, the most developed and influencing country among Arab and the middle east countries. Also, the country achieved many initiatives at the global level, including becoming a global business hub. The UAE leaders set an efficient Arab leadership model for the Arab lands to rise to the global level. This leadership model is worth purring and evaluating for leadership values, lessons and being global with human concerns.

Purpose The manuscript reflects on the future of higher education from an emerging country perspective. The authors specifically answer how new education policies, ranking and accreditation are impacting the current state of Indian higher education institutions (IHEIs) and how IHEIs can cultivate their path towards positioning themselves internationally. This study aims to bring together existing scenarios and to serve as a springboard for future research and applications. Design/methodology/approach The manuscript is designed and executed as a conceptual study exploring the current state and prospects for IHEIs. The study synthesizes the concepts of positioning strategies in context to IHEIs. A conceptual diagram integrating existing concepts from marketing, total quality management and business education is created to understand the phenomenon among the IHEIs stakeholders. Findings The authors found that IHEIs started showing their international presence yet they are facing various challenges (government bureaucracy; international salary standards; global student population; and cultural sensitivity). The authors also found that the positioning problem is not a one-time attempt; the complexity of higher education is a “wicked problem” and, hence needs to be evaluated, changed and executed continuously. The manuscript offers relevant information to IHEIs leaders and stakeholders to improve on their international positioning strategies and proposes avenues for future research. Originality/value The study outlines future development and positioning strategic plans that IHEIs may consider and reflect in their strategic plan. The conceptual diagram on achieving successful international positioning and problem areas is expected to act as a guidebook for the key decision-makers. The focus is on distinguishing the imperatives, creating a key guide for meeting immediate requirements, allotting assets prudently to update their international presence. The study will provide IHEIs with a new lease of life in the future.

People have continuously tried to improve their lives in all aspects of life and leaders play a major role in guiding people effectively to achieve their dreams and ambitions effectively or ineffectively in critical times. In this paper, we aim to analyze the strategic leadership of Prophet Muhammad by breaking down his leadership behaviors in different situations to identify his leadership qualities and styles as an outcome of psychological, personal, and cultural system. Also, to provide an evidence for the effectiveness of his leadership and his deservedness of being one of the top leaders in the history by applying the leadership code of Dave Ulrich on him. So, from this discussion, we have recognized the unique result of the Prophet Muhammad leadership that included unique vision, mission, values, and leadership styles. Also, we have concluded that he met the 5 rules of the leadership code model that included his effectiveness to shape the future, get things done, manage others, invest in his followers, and demonstrate personal proficiency.