Transformative Leadership for Engineering in a Time of Complexity

Emison, Gerald Andrews

doi:10.1061/(asce)lm.1943-5630.0000108

Cited by 7 publications

(5 citation statements)

References 3 publications

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“…Therefore, ingenuity, specialization, innovation, creative design and thinking are likely to be the drivers of career success for tomorrow's intrapreneurs and entrepreneurs. The future will demand transformative leadership (Emison, 2011) and radical solutions for complex societal issues (De Villiers and Rigby, 2017). Achieving this will need business and soft-skill competencies, "extensive reflective practices, strong community advocacy" (Interviewee B ), the ability to forge mutually beneficial inter-agent collaborations and inspiration from futurefast employers/employees: Creative solutions, high in emotional and cognitive engagement with problems, will become commonplace at all levels of the organization.…”

Section: Seven Principles To Ensurementioning

confidence: 99%

Seven principles to ensure future-ready accounting graduates – a model for future research and practice

Villiers

2020

MEDAR

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Purpose The business environment is changing and education at university business schools does not appear to keep pace. This paper aims to identify principles to guide educators in preparing accounting students for automation and artificial intelligence and sets an agenda for future research. Design/methodology/approach The seven principles are derived from an extensive literature review and the analysis of qualitative data from focus groups, thought leader discussions, interviews and workshops. Findings The derived seven Cs model includes: critical, conceptual thinking and the spirit of enquiry; complicate, grapple and fail; create, innovate and experience; concise communication; collaboration; consciousness, respectfulness and ethical fibre; and curiosity, lifelong learning and specialized generalists. An inclusive list of future research topics related to the seven Cs model is provided to aid researchers’ agendas. Research limitations/implications Although every attempt was made to base this study purely on expert opinions, as reflected in journal articles, conference papers, interviews and focus groups, it is impossible to prevent author biases from slipping into the interpretation and reflection involved in creating the model. Readers will also find some overlap in terms of the accounting business competencies development model’s seven Cs, due to the inter-related nature of the concepts and because the various definitions of concepts have some habits of the mind and social competencies in common. Practical implications The seven principles will help business schools and higher education policymakers guide future education developments with a focus on new competencies and reframed skills, as opposed to new knowledge. The model ensures that scholars and graduates have insight into the essential knowledge, attributes and skills that apply to the diverse nature of accounting vocations and can adapt to unanticipated changes. Social implications This new model can be used by business schools to ensure that graduates can fully contribute to a society impacted by automation and artificial intelligence by entering the workplace with the requisite skills. It also responds to critics’ fears about the role of business schools in preparing graduates for the future of work. Originality/value The paper contributes in two ways. First, rather than focussing on particular issues or the shortcomings of current education, it identifies broad-based principles from a literature review, interviews, focus groups and workshops. Second, it sets an agenda for future research.

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Section: Seven Principles To Ensurementioning

confidence: 99%

Seven principles to ensure future-ready accounting graduates – a model for future research and practice

Villiers

2020

MEDAR

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“…Galluccio refers to the nature of Obama"s leadership as transformative in terms of speaking in inspiring ways and avoiding causing dangerous global economic and political imbalance (Galluccio, 2011). Emison suggests that transformative leadership is about pursuing excellence in complexity (chaos), connectedness of reality and contextualising solutions to find the best acceptable outcome (Emison, 2011). Watson and Rivera-McCuthen (2016) suggest that critical reflection is important for the engagement of transformative leadership practices (Watson and Rivera-McCutchen, 2016).…”

Section: Phenomenon Perspectivementioning

confidence: 99%

What Transformative Leaders do: Emerging Perspectives in the 21st Century

Bukusi¹

2020

Int. J. Sociol. Anthropol.

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This paper examines the call for transformative leadership in the 21st century. It explores recent published articles on the subject matter in order to establish the expectations of a transformative leader. The turn of the century heralded a call for the adoption of a transformative agenda on the African continent. Nonetheless, the turbulent political, dynamic economic shifts and disruptive global events, such as posed by COVID-19, call for a new form of leadership to tackle these unconventional challenges. As an emerging area of study, transformative leadership is described and interpreted differently by leaders all over the world. This author reviews articles published in 2010 and later, to collate current perspectives and theory to equip leaders with a one stop reference document on the subject matter. The author answers the all-important question of, what do transformative leaders do? According to this study, transformative leaders are expected to do four important things namely; renew institutional vision and performance, advocate for ethical social advancement, empower individuals to make meaningful contribution to corporate goals, and sacrificially commit to realize the interests of those they serve. The paper equips policy makers, institutional leaders and business managers with insights on transformative leadership ethos and its potency to secure the benefits of ethical transformation for the well-being of wider society.

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“…In very few cases, they draw upon other theories such as complexity theory to elaborate on the emerging challenges for engineering during complex transition (e.g. Emison, 2011); grounded theory [28] , from our experience in other fields, such as engineering studies, the field needs more and stronger theoretical contribution from scholars.…”

Section: Proc 2017 Canadian Engineering Education Association (Ceea1mentioning

confidence: 99%

Reviewing a decade of research on Engineering Leadership

Yousefdehi¹,

Alves²,

Caron³

et al. 2018

PCEEA

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– Academics, industry professionals, and policy makers across North America have shown increasing interest in the topic of engineering leadership. The demand from industries for engineers with diversified skills in a hypercompetitive market as well as the need to produce engineers attuned to the challenges of globalization are pushing universities to invest in engineering leadership education programs. In this context, this article engages with the following two questions: How have scholars addressed the concept of engineering leadership over the past decade? And how could the field of engineering leadership be constructively pursued in the future? The goal of this article is to map the structure of this nascent field by analyzing its scope, geography of application, methodology, relations, contradictions, gaps, and inconsistencies in the literature. By doing so, we explore reasons for the field’s structural particularities while also considering new avenues for future studies. We offer some tentative conclusions: articles predominantly presented the results of a pilot program or the outcomes of integration of leadership topics into current courses but in the process the concept of engineering leadership is seldom understood in a situated manner within wider shifts in economy and society. This points to a potential avenue for further research that incorporates a macro level of analysis that adopts a multi-dimensional view of leadership engineering.

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Transformative Leadership for Engineering in a Time of Complexity

Cited by 7 publications

References 3 publications

Seven principles to ensure future-ready accounting graduates – a model for future research and practice

Seven principles to ensure future-ready accounting graduates – a model for future research and practice

What Transformative Leaders do: Emerging Perspectives in the 21st Century

Reviewing a decade of research on Engineering Leadership

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