Ethical Leadership at the Speed of VUCA

Elkington, Rob

doi:10.1108/978-1-78714-242-820171001

Cited by 8 publications

(7 citation statements)

References 47 publications

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“…It is a problem with systematizing such a model of accurate competences that will strictly correspond to VUCA while being a challenge when it comes to departing from old patterns and schemes, and focusing on reorganization and eliminating constantly repeating mistakes. This is confirmed by the research of R. Elkington [41].…”

supporting

confidence: 77%

The Impact of the VUCA Environment on the Digital Competences of Managers in the Power Industry

Nowacka

Rzemieniak

2021

Energies

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The article presents the scope of issues related to the impact of the VUCA (volatility, uncertainty, complexity, ambiguity) environment on digital competences of management staff in power companies. Each company has to deal with its own individual and personalized VUCA world typical for the power industry. Unfortunately, some organizations are not aware of its existence, and therefore they do not identify the signals coming from the external environment while still working according to the developed patterns. The VUCA approach requires changing the competency model in enterprises and focusing on its strengths. On this basis, the research problem regarding power enterprises was formulated. The problem discussed in the article below concerns the undefined and undefined influence of the VUCA environment on the emerging digital competences of managers. In connection with the identification of the research problem in this area, an attempt was made to define the aim of the study, which is to determine the impact of the connections of the VUCA world with digital competences of managers in the energy sector. To solve the research problem, quantitative research was carried out on a randomly selected sample of managers. It has been shown that leaders are more or less aware of the existence of the VUCA world. As key competences, they mention the ability to develop and adapt digital technologies to the needs of the organization or the ability to flexibly switch thinking between various problems. The novelty of the work is the identification of the connections between the VUCA world and competences and the provision also through the prism of artificial intelligence. The existence of links between the VUCA environment and digital competences was indicated, and the use of VUCA as a determinant of the impact on changing the perception of employees was analyzed.

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supporting

confidence: 77%

The Impact of the VUCA Environment on the Digital Competences of Managers in the Power Industry

Nowacka

Rzemieniak

2021

Energies

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“…Do we want old and outdated experience passed on to new leadership emerging into new contexts (Grint, 2007)? This is where systems coaching (Elkington et al , 2017) becomes useful because it starts with the top leadership team and works its way through the organization with a view to transformation throughout the leadership processes in the organization with special reference to the contextual variables of the organization.…”

Section: Discussionmentioning

confidence: 99%

Global leaders’ perceptions of elements required for effective leadership development in the twenty-first century

Elkington

Pearse

Moss

et al. 2017

LODJ

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Purpose The purpose of this paper is to develop a clear answer to the question “how is leadership developed?” This research utilized the knowledge of leadership development experts and their collective expertise to identify the critical elements required for a high-quality leadership development program. Design/methodology/approach The Lockean Inquiring System approach to the Delphi technique was used to solicit the views of experts in leadership and leadership development from around the world. Experts for Round 1 of the Delphi were drawn from a random sampling of 100 people, comprising leadership researchers, coaches, and organizational leaders, not personally known to the lead researcher of this project, but in his LinkedIn network. A response rate of 13 percent (n=13) yielded a rich range of qualitative data. Responses from the first round of the Delphi were analyzed using open coding and categorized into four themes, representing four sets of competencies required of leaders. Findings The four themes were labeled as contextual, human capital, social capital, and structural capital, all of which were seen by participants as being central to the development of collective leadership. Based on these themes, this paper identifies a useful list of key leadership development tactics from which those wishing to develop a leadership program can work. Research limitations/implications As the first round of a Delphi study, the authors are limited to presenting only the key elementary empirical judgments. Subsequent study with an expanded sample size and a refined set of questions rooted in the current data will contribute further to the development of factual propositions related to leadership development for the twenty-first century. The Delphi survey is a “snapshot” approach and presents a holographic-type image of the complex whole. The authors plan to triangulate the data by significantly expanding the pool of Delphi experts and conducting the Round 1 survey a second time with a larger international group of respondents that fit the criteria of expert. Practical implications This paper presents four dimensions of an effective leadership development strategy. Originality/value Core elements of the best methods for leadership development have been identified by leadership development experts, which serve as a basis for developing leadership as a collective, and for further research.

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“…The fourth step is to conduct negotiations with benchmarking partners to reach an agreement on benchmarking research. Novelty research shows a correlation between quality improvement and culture according to Engkington, Gunasekaran and Antasari (Antasari, 2021;Elkington et al, 2017;Gunasekaran, 2021).…”

Section: Discussionmentioning

confidence: 99%

School Effectiveness: Institutional Benchmarking for Vocational High School Management

Prasetyo,

Salabi

2023

j. penelit. dan pengemb. pendidik.

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The disruption era presents a challenge for schools in the form of educational graduate standards in comparison to industry and the workforce. The government responded by instituting a policy of vocational schools to produce superior human resources. The adaptive strategy implemented is one of long-term quality improvement through the measurement of organizational performance using benchmarking models. The study aims to analyze the effectiveness of benchmarking techniques in improving educational services in Public Vocational High School. The research is qualitative in nature, employing case study techniques. The veracity of the data is checked using sources of principals, school public relation, and senior teacher. Data triangulation techniques and peer discussion were used to examining the data. The study's findings demonstrate technical benchmarking implementation through planning, analysis, integration, implementation, and maturity is known as institutionalist benchmarking. Benchmarking strategies for sustainable organizations are implemented concurrently through vision adaptation, mission and objectives toward strategic environments; benchmarking targeting focus determination, and goal determination through the fabric of school superior partnerships. Adaptation of the benchmarking outcomes program results in actualizing educational information system management, peer tutoring techniques, optimization of research activities, and strengthening internal supervision. In addition, interviews are the only method used to collect data for this study. Therefore, future research will investigate the school institution of others in Indonesia, particularly the development of vocational schools that have already integrated science and skill competencies.

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Ethical Leadership at the Speed of VUCA

Cited by 8 publications

References 47 publications

The Impact of the VUCA Environment on the Digital Competences of Managers in the Power Industry

The Impact of the VUCA Environment on the Digital Competences of Managers in the Power Industry

Global leaders’ perceptions of elements required for effective leadership development in the twenty-first century

School Effectiveness: Institutional Benchmarking for Vocational High School Management

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