Purpose: The aim of the study was to assess the leadership styles and organizational resilience in times of crisis in Sudan. Methodology: This study adopted a desk methodology. A desk study research design is commonly known as secondary data collection. This is basically collecting data from existing resources preferably because of its low cost advantage as compared to a field research. Our current study looked into already published studies and reports as the data was easily accessed through online journals and libraries. Findings: Research on leadership styles and organizational resilience in times of crisis underscores the critical role of leadership in navigating turbulent environments. Studies suggest that transformational leadership, characterized by vision, inspiration, and individualized consideration, tends to foster organizational resilience by promoting adaptability, innovation, and employee commitment. Additionally, servant leadership, which prioritizes the needs of others and emphasizes empathy and humility, has been linked to enhanced organizational resilience through fostering trust, collaboration, and a sense of community. Implications to Theory, Practice and Policy: Contingency theory, social exchange theory and complexity leadership theory may be use to anchor future studies on assessing the leadership styles and organizational resilience in times of crisis in Sudan. Organizations, both public and private, should prioritize leadership development initiatives aimed at nurturing transformational leadership behaviors among their leaders. Policymakers should recognize the importance of leadership in promoting organizational resilience and incorporate leadership development initiatives into crisis management policies and strategies.
{"title":"Leadership Styles and Organizational Resilience in Times of Crisis in Sudan","authors":"Eddie Sharief","doi":"10.47672/ajlg.1859","DOIUrl":"https://doi.org/10.47672/ajlg.1859","url":null,"abstract":"Purpose: The aim of the study was to assess the leadership styles and organizational resilience in times of crisis in Sudan. \u0000Methodology: This study adopted a desk methodology. A desk study research design is commonly known as secondary data collection. This is basically collecting data from existing resources preferably because of its low cost advantage as compared to a field research. Our current study looked into already published studies and reports as the data was easily accessed through online journals and libraries. \u0000Findings: Research on leadership styles and organizational resilience in times of crisis underscores the critical role of leadership in navigating turbulent environments. Studies suggest that transformational leadership, characterized by vision, inspiration, and individualized consideration, tends to foster organizational resilience by promoting adaptability, innovation, and employee commitment. Additionally, servant leadership, which prioritizes the needs of others and emphasizes empathy and humility, has been linked to enhanced organizational resilience through fostering trust, collaboration, and a sense of community. \u0000Implications to Theory, Practice and Policy: Contingency theory, social exchange theory and complexity leadership theory may be use to anchor future studies on assessing the leadership styles and organizational resilience in times of crisis in Sudan. Organizations, both public and private, should prioritize leadership development initiatives aimed at nurturing transformational leadership behaviors among their leaders. Policymakers should recognize the importance of leadership in promoting organizational resilience and incorporate leadership development initiatives into crisis management policies and strategies.","PeriodicalId":443493,"journal":{"name":"American Journal of Leadership and Governance","volume":"8 3","pages":""},"PeriodicalIF":0.0,"publicationDate":"2024-03-11","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140255007","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Purpose: This paper looks at the concept of deadlines meeting challenges by leaders and how this problem affects performance and goal attainment in organizations. Deadlines may be defined as prescribed or expected timelines for task accomplishment and submission. It forms a framework within which a task or assignment should be performed so as to succeed in goal attainment. The paper focuses on why deadline meeting has become such a huge challenge to leaders in organizations and the challenges this problem poses to performance in work places. Materials and Methods: It was assumed in this presentation that there seems to be no proper connectivity and meaningful engagement between those who make task deadlines and those who are expected to carry out tasks and meet deadlines. Findings: The paper will then proceed to suggest best practices in dealing with deadlines so as to promote goal attainment. Implications to Theory, Practice and Policy: The paper concludes that lack of proper task accomplishment systems and implementation of best deadlines meeting practices are the major causes of failure to meet deadlines by most organizational leadership.
{"title":"Deadlines Meeting Challenge in Leaders","authors":"Zvina Taka","doi":"10.47672/ajlg.1701","DOIUrl":"https://doi.org/10.47672/ajlg.1701","url":null,"abstract":"Purpose: This paper looks at the concept of deadlines meeting challenges by leaders and how this problem affects performance and goal attainment in organizations. Deadlines may be defined as prescribed or expected timelines for task accomplishment and submission. It forms a framework within which a task or assignment should be performed so as to succeed in goal attainment. The paper focuses on why deadline meeting has become such a huge challenge to leaders in organizations and the challenges this problem poses to performance in work places. \u0000Materials and Methods: It was assumed in this presentation that there seems to be no proper connectivity and meaningful engagement between those who make task deadlines and those who are expected to carry out tasks and meet deadlines. \u0000Findings: The paper will then proceed to suggest best practices in dealing with deadlines so as to promote goal attainment. \u0000Implications to Theory, Practice and Policy: The paper concludes that lack of proper task accomplishment systems and implementation of best deadlines meeting practices are the major causes of failure to meet deadlines by most organizational leadership.","PeriodicalId":443493,"journal":{"name":"American Journal of Leadership and Governance","volume":"2 7","pages":""},"PeriodicalIF":0.0,"publicationDate":"2023-12-20","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"138956893","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Purpose: The presence of devolved administrative structures plays a critical role in safeguarding against the abuse of power and promoting political stability. Consequently, ensuring the effective operation of these structures in Kenya, especially given the introduction of devolution, is of paramount importance. The primary reason for the existing inadequacies in service delivery has been the suboptimal implementation of these devolved administrative entities, often stemming from ineffective managerial practices. To bridge this gap, this study had four specific objectives aimed at delineating the scope of strategic leadership practices within these devolved administrative structures: assessing the impact of resource allocation practices, evaluating the influence of public accountability practices, scrutinizing the effect of stakeholder involvement, and examining the moderating impact of legal factors on the relationship between strategic leadership practices and these administrative structures. The study incorporated three theoretical frameworks: the resource-based view theory, the transformational leadership theory and the institutional theory. Methodology: The study's target population encompassed 500 participants from Taveta and Makueni counties. Employing purposive and stratified random sampling techniques, a sample size of 223 was derived from the target population. The research design adopted was descriptive research, intended to provide insights into questions regarding what, where, and when. Quantitative and qualitative analytical methods were applied, with SPSS for data coding and STATA version 12 for analysis. Multiple linear regression analysis was conducted to examine the collective impacts of resource allocation practices, public accountability practices, and stakeholder involvement practices on devolved administrative structures. Findings: The study ascertained that strategic leadership practices have the potential to enhance the efficiency of decentralized administrative organizations and streamline the dissemination of information. Recommendations: The research recommends that county leaders articulate plans in a manner that encourages the development of devolved administrative structures, leading to sustainable transformation.
{"title":"Strategic Leadership Practices and Devolved Administrative Structures in Selected Semi-Arid Counties in Kenya","authors":"A. Jumanne, Dr. Jane Njoroge, Dr. Edna Jemutai","doi":"10.47672/ajlg.1656","DOIUrl":"https://doi.org/10.47672/ajlg.1656","url":null,"abstract":"Purpose: The presence of devolved administrative structures plays a critical role in safeguarding against the abuse of power and promoting political stability. Consequently, ensuring the effective operation of these structures in Kenya, especially given the introduction of devolution, is of paramount importance. The primary reason for the existing inadequacies in service delivery has been the suboptimal implementation of these devolved administrative entities, often stemming from ineffective managerial practices. To bridge this gap, this study had four specific objectives aimed at delineating the scope of strategic leadership practices within these devolved administrative structures: assessing the impact of resource allocation practices, evaluating the influence of public accountability practices, scrutinizing the effect of stakeholder involvement, and examining the moderating impact of legal factors on the relationship between strategic leadership practices and these administrative structures. The study incorporated three theoretical frameworks: the resource-based view theory, the transformational leadership theory and the institutional theory. Methodology: The study's target population encompassed 500 participants from Taveta and Makueni counties. Employing purposive and stratified random sampling techniques, a sample size of 223 was derived from the target population. The research design adopted was descriptive research, intended to provide insights into questions regarding what, where, and when. Quantitative and qualitative analytical methods were applied, with SPSS for data coding and STATA version 12 for analysis. Multiple linear regression analysis was conducted to examine the collective impacts of resource allocation practices, public accountability practices, and stakeholder involvement practices on devolved administrative structures. Findings: The study ascertained that strategic leadership practices have the potential to enhance the efficiency of decentralized administrative organizations and streamline the dissemination of information. Recommendations: The research recommends that county leaders articulate plans in a manner that encourages the development of devolved administrative structures, leading to sustainable transformation.","PeriodicalId":443493,"journal":{"name":"American Journal of Leadership and Governance","volume":"11 2","pages":""},"PeriodicalIF":0.0,"publicationDate":"2023-11-19","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139260329","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Nmesoma Nnamdi, Dr. O. A. Oniyinde, Dr. B. Abegunde
Purpose: Artificial intelligence as a subfield of the Fourth Industrial Revolution has been a controversial concept since its inception. The reason for its controversy is that through it, incredible inventions and also inventions detrimental to the society have surfaced. A deep fake is an Artificial Intelligence technology that creates videos and images of persons and events that in fact did not happen. The aim of this paper is to evaluate the concept of deepfake, its positive impacts and threats posed to individuals, corporate institutions and nations. It further assesses the legal implications of and provisions against deep fakes. Methodology: The research methodology adopted in this study is doctrinal. Just like every Artificial Intelligence technology, it has benefits that cut across the marketing, fashion, and art industry among others. However, the issue for determination remains whether the positive impact of this AI technology supersedes the negative impacts. Findings: Findings revealed that it has a high tendency to deceive an average person and also create uncertainty about the authenticity of a piece of information. This can lead to the spread of fake news, fraud, blackmail, fabrication of evidence, and even national and global insecurity. Trust in the social media and the internet generally will face a great decline at the spread of deepfakes, this will then be a medium for denial of videos that are in fact true. Unique Contribution to Theory, Practice and Policy: The world is set to face a new and modified aspect of social engineering that will require an upgrade in cybersecurity techniques and strategies. By virtue of the sensitivity of the negative impacts of deepfake, this study concludes that it is necessary to promulgate legislations both at national and international levels to curb or regulate deepfakes.
{"title":"An Appraisal of the Implications of Deep Fakes: The Need for Urgent International Legislations","authors":"Nmesoma Nnamdi, Dr. O. A. Oniyinde, Dr. B. Abegunde","doi":"10.47672/ajlg.1540","DOIUrl":"https://doi.org/10.47672/ajlg.1540","url":null,"abstract":"Purpose: Artificial intelligence as a subfield of the Fourth Industrial Revolution has been a controversial concept since its inception. The reason for its controversy is that through it, incredible inventions and also inventions detrimental to the society have surfaced. A deep fake is an Artificial Intelligence technology that creates videos and images of persons and events that in fact did not happen. The aim of this paper is to evaluate the concept of deepfake, its positive impacts and threats posed to individuals, corporate institutions and nations. It further assesses the legal implications of and provisions against deep fakes. \u0000Methodology: The research methodology adopted in this study is doctrinal. Just like every Artificial Intelligence technology, it has benefits that cut across the marketing, fashion, and art industry among others. However, the issue for determination remains whether the positive impact of this AI technology supersedes the negative impacts. \u0000Findings: Findings revealed that it has a high tendency to deceive an average person and also create uncertainty about the authenticity of a piece of information. This can lead to the spread of fake news, fraud, blackmail, fabrication of evidence, and even national and global insecurity. Trust in the social media and the internet generally will face a great decline at the spread of deepfakes, this will then be a medium for denial of videos that are in fact true. \u0000Unique Contribution to Theory, Practice and Policy: The world is set to face a new and modified aspect of social engineering that will require an upgrade in cybersecurity techniques and strategies. By virtue of the sensitivity of the negative impacts of deepfake, this study concludes that it is necessary to promulgate legislations both at national and international levels to curb or regulate deepfakes.","PeriodicalId":443493,"journal":{"name":"American Journal of Leadership and Governance","volume":"97 25 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-07-23","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"128166966","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Purpose: The study sought to determine the mediating effect of intra-organizational social capital on the relationship between team leadership and collaborative value among Ashoka fellows’ organizations in Africa Methodology: The study applied pragmatism philosophy to offer several ways to bridge dichotomies in mixed methods approaches to social science. Explanatory sequential mixed-method research design consisting of two distinct phases, namely quantitative and qualitative, was adopted. Both qualitative and quantitative study methods were adopted. In the quantitative study, the target population constituted all the 154 Ashoka Fellows' Organizations working in 19 countries in Africa. Data was collected using a structured questionnaire administered online to the founders (Ashoka Fellows) or the Ashoka Fellows' Organizations' CEOs. One hundred responded by filling out the questionnaire, which translated to a 64.9% response rate. Additionally, qualitative data applied purposive sampling and selected six Ashoka regional team leaders in Africa for in-depth interviews. They all were available for the interviews translating to a 100% response rate. Data analysis techniques combined descriptive and inferential statistics. Statistical Package for Social Sciences and SmartPLS 3 software were used to analyze the collected data. Findings: Results revealed that Intra-organizational Social Capital (IOSC) mediates the relationship between team leadership and collaborative value. Before IOSC mediation, team leadership accounted for 34.1% of collaborative value, with an R2 = 0.341, chi-square X2 (10, N=100) = 99.274, p<.05, SRMR=0.096, Rms-theta = 0.227, and NFI=0.745. After IOSC mediation team leadership accounted for 37.1% of collaborative value, with an R2 = 0.371, chi-square X2 (10, N=100) = 152.934, p<.05, SRMR=0.100. Rms-theta = 0.207 and NFI= 0.707. The null hypothesis was rejected. Unique Contribution to Theory, Practice and Policy: Based on this finding, further research could be a study investigating how teams build their social capital and how intra-organizational social capital can be enhanced to improve teams’ performance. Another recommended study should empirically examine the link between team leadership and collaborative value in other sectors such as private sector organizations and public organizations as well as other regions like Europe or Asia.
{"title":"The Mediating Effect of Intra-Organizational Social Capital on the Relationship between Team Leadership and Collaborative Value among Ashoka Fellows’ Organizations in Africa","authors":"Wamuyu Mahinda","doi":"10.47672/ajlg.1366","DOIUrl":"https://doi.org/10.47672/ajlg.1366","url":null,"abstract":"Purpose: The study sought to determine the mediating effect of intra-organizational social capital on the relationship between team leadership and collaborative value among Ashoka fellows’ organizations in Africa \u0000Methodology: The study applied pragmatism philosophy to offer several ways to bridge dichotomies in mixed methods approaches to social science. Explanatory sequential mixed-method research design consisting of two distinct phases, namely quantitative and qualitative, was adopted. Both qualitative and quantitative study methods were adopted. In the quantitative study, the target population constituted all the 154 Ashoka Fellows' Organizations working in 19 countries in Africa. Data was collected using a structured questionnaire administered online to the founders (Ashoka Fellows) or the Ashoka Fellows' Organizations' CEOs. One hundred responded by filling out the questionnaire, which translated to a 64.9% response rate. Additionally, qualitative data applied purposive sampling and selected six Ashoka regional team leaders in Africa for in-depth interviews. They all were available for the interviews translating to a 100% response rate. Data analysis techniques combined descriptive and inferential statistics. Statistical Package for Social Sciences and SmartPLS 3 software were used to analyze the collected data. \u0000Findings: Results revealed that Intra-organizational Social Capital (IOSC) mediates the relationship between team leadership and collaborative value. Before IOSC mediation, team leadership accounted for 34.1% of collaborative value, with an R2 = 0.341, chi-square X2 (10, N=100) = 99.274, p<.05, SRMR=0.096, Rms-theta = 0.227, and NFI=0.745. After IOSC mediation team leadership accounted for 37.1% of collaborative value, with an R2 = 0.371, chi-square X2 (10, N=100) = 152.934, p<.05, SRMR=0.100. Rms-theta = 0.207 and NFI= 0.707. The null hypothesis was rejected. \u0000Unique Contribution to Theory, Practice and Policy: Based on this finding, further research could be a study investigating how teams build their social capital and how intra-organizational social capital can be enhanced to improve teams’ performance. Another recommended study should empirically examine the link between team leadership and collaborative value in other sectors such as private sector organizations and public organizations as well as other regions like Europe or Asia.","PeriodicalId":443493,"journal":{"name":"American Journal of Leadership and Governance","volume":"39 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-03-10","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"127009663","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Purpose: The purpose of this study was to investigate the effectiveness of instructional school leadership in public secondary schools in Buea. Methodology: This study employed a non-experimental descriptive-correlation research design. The sample included 450 respondents (50 principals, vice principals and 400 teachers). Forty (40) teachers from each school were obtained using the stratified and simple random sampling methods, and the principals and vice principals of the sampled schools were automatically used as respondents. This research study utilized the Principal Instructional Management Rating Scale (PIMRS) survey for teachers to evaluate the public secondary school principal’s instructional leadership capacity. The data collected were analyzed by calculating the percentage, Mean and Pearson r Correlation. Findings: The study found a significant relationship between teacher’s perceptions of principals’ instructional leadership towards defining school mission (r-cal=3.444, p<0.05). There was significant relationship between teachers’ perception of principals instructional leadership towards managing instructional program (r -cal=3.321, p<0.05). There was a significant relationship between teachers’ perception of principals instructional leadership towards developing school-learning climate (r-cal=3.134, p<0.05). Recommendation: The study recommend that principals should develop a comprehensive mission that addresses every facet of the school if they are to perform an effective instructional leadership function.
{"title":"Effectiveness of Instructional School Leadership in Public Secondary Schools in Buea","authors":"Emile Monono Mbua","doi":"10.47672/ajlg.1362","DOIUrl":"https://doi.org/10.47672/ajlg.1362","url":null,"abstract":"Purpose: The purpose of this study was to investigate the effectiveness of instructional school leadership in public secondary schools in Buea. \u0000Methodology: This study employed a non-experimental descriptive-correlation research design. The sample included 450 respondents (50 principals, vice principals and 400 teachers). Forty (40) teachers from each school were obtained using the stratified and simple random sampling methods, and the principals and vice principals of the sampled schools were automatically used as respondents. This research study utilized the Principal Instructional Management Rating Scale (PIMRS) survey for teachers to evaluate the public secondary school principal’s instructional leadership capacity. The data collected were analyzed by calculating the percentage, Mean and Pearson r Correlation. \u0000Findings: The study found a significant relationship between teacher’s perceptions of principals’ instructional leadership towards defining school mission (r-cal=3.444, p<0.05). There was significant relationship between teachers’ perception of principals instructional leadership towards managing instructional program (r -cal=3.321, p<0.05). There was a significant relationship between teachers’ perception of principals instructional leadership towards developing school-learning climate (r-cal=3.134, p<0.05). \u0000Recommendation: The study recommend that principals should develop a comprehensive mission that addresses every facet of the school if they are to perform an effective instructional leadership function.","PeriodicalId":443493,"journal":{"name":"American Journal of Leadership and Governance","volume":"2 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-03-04","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"122357196","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Purpose: Strategic leadership is capability of the leadership to keep on reinventing motives for the organization’s sustained presence. The leader must have the ability to focus on the organization’s operational activities and at the same time monitor the changes that affect the organization, both internally and externally. Such changes are bound to determine the existence of the organization in the future and they are prospects to grow the firm. The purpose of this study is to evaluate the influence of strategic leadership on financial sustainability of NGOs in Kenya. Methodology: A desktop literature review was used for this purpose. Relevant seminal references and journal articles for the study were identified using Google Scholar. The inclusion criteria entailed papers that were not over 10 years old. Findings: Strategic leadership requires expertise in managing both internal and external business environment and engage in a complex information processing. Strategic leadership is not only concerned with the possession of unique abilities that allows for the absorption and learning of new information and ideas, but having the adaptive capacity to appropriately respond to the dynamism and complexity of the external environment. Strategic leadership actions significantly influence performance. The study concludes that there is a positive relationship between the use of strategic planning and organizational performance in today’s corporate environment. Unique Contribution to Theory, Policy and Practice: The researcher recommended that balanced organizational controls should be effectively applied to realize good performance. The findings also recommended NGOs leaders should use the strategic leadership well since they are likely to improve their organizational performance significantly.
{"title":"Influence of Strategic Leadership on Financial Sustainability of NGOs in Kenya","authors":"Cpa John Kimani","doi":"10.47672/ajlg.1304","DOIUrl":"https://doi.org/10.47672/ajlg.1304","url":null,"abstract":"Purpose: Strategic leadership is capability of the leadership to keep on reinventing motives for the organization’s sustained presence. The leader must have the ability to focus on the organization’s operational activities and at the same time monitor the changes that affect the organization, both internally and externally. Such changes are bound to determine the existence of the organization in the future and they are prospects to grow the firm. The purpose of this study is to evaluate the influence of strategic leadership on financial sustainability of NGOs in Kenya. \u0000Methodology: A desktop literature review was used for this purpose. Relevant seminal references and journal articles for the study were identified using Google Scholar. The inclusion criteria entailed papers that were not over 10 years old. \u0000Findings: Strategic leadership requires expertise in managing both internal and external business environment and engage in a complex information processing. Strategic leadership is not only concerned with the possession of unique abilities that allows for the absorption and learning of new information and ideas, but having the adaptive capacity to appropriately respond to the dynamism and complexity of the external environment. Strategic leadership actions significantly influence performance. The study concludes that there is a positive relationship between the use of strategic planning and organizational performance in today’s corporate environment. \u0000Unique Contribution to Theory, Policy and Practice: The researcher recommended that balanced organizational controls should be effectively applied to realize good performance. The findings also recommended NGOs leaders should use the strategic leadership well since they are likely to improve their organizational performance significantly.","PeriodicalId":443493,"journal":{"name":"American Journal of Leadership and Governance","volume":"1 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2022-12-13","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"130088879","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Purpose: The study aimed to determine effect of succession management practices on performance of insurance firms. Methodology: A desk-study method was adopted. Findings: A deliberate and methodical effort made by an organization to maintain leadership continuity in important positions, preserve and cultivate intellectual and knowledge capital for the future, and stimulate individual progress is what we mean when we talk about succession planning. Despite the fact that research has demonstrated the significance of carrying out appropriate succession planning, a significant number of businesses continue to function without a defined succession plan. Our research aims to determine whether or not there is a correlation between the use of succession management methods and the level of performance achieved by insurance companies. Even though succession planning is critical to the success of a company, many businesses still don't make the effort to prepare for leadership transitions, which can have devastating effects on the business. In order to adequately prepare for executive changes, succession planning is strongly suggested for insurance businesses due to the features of these companies. Unique contribution of theory, practice and policy: The research suggests that organizations should implement replacement planning as well as succession planning since these two types of planning, when combined, can reduce the likelihood of a company failing to meet its financial obligations. It is critical for organizations to develop succession strategies that are robust and fully vested. It is important for companies to pay attention to the standard of education provided to employees who may fill future leadership roles.
{"title":"EFFECT OF SUCCESSION MANAGEMENT PRACTICES ON PERFORMANCE OF INSURANCE FIRMS","authors":"Ben Kajwang","doi":"10.47672/ajlg.1141","DOIUrl":"https://doi.org/10.47672/ajlg.1141","url":null,"abstract":"Purpose: The study aimed to determine effect of succession management practices on performance of insurance firms. \u0000Methodology: A desk-study method was adopted. \u0000Findings: A deliberate and methodical effort made by an organization to maintain leadership continuity in important positions, preserve and cultivate intellectual and knowledge capital for the future, and stimulate individual progress is what we mean when we talk about succession planning. Despite the fact that research has demonstrated the significance of carrying out appropriate succession planning, a significant number of businesses continue to function without a defined succession plan. Our research aims to determine whether or not there is a correlation between the use of succession management methods and the level of performance achieved by insurance companies. Even though succession planning is critical to the success of a company, many businesses still don't make the effort to prepare for leadership transitions, which can have devastating effects on the business. In order to adequately prepare for executive changes, succession planning is strongly suggested for insurance businesses due to the features of these companies. \u0000Unique contribution of theory, practice and policy: The research suggests that organizations should implement replacement planning as well as succession planning since these two types of planning, when combined, can reduce the likelihood of a company failing to meet its financial obligations. It is critical for organizations to develop succession strategies that are robust and fully vested. It is important for companies to pay attention to the standard of education provided to employees who may fill future leadership roles.","PeriodicalId":443493,"journal":{"name":"American Journal of Leadership and Governance","volume":"43 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2022-08-03","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"131852298","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Purpose: Population, ethnicity, clientelism and political representation in the federal executive and legislative arms of government, a comparative analysis is a study of the evaluation of what the concepts are and the roles they play in the federal and legislative arms of government with the objective of using comparative analysis in assessing their impacts. Methodology: The qualitative methodology with descriptive and historical research designs was used to collect secondary sources of data. Findings: The findings showed that population, ethnicity, clientelism and political representation can either lead to stability or instability depending on how they are handled in the legislative and executive arms of government with the executive playing a more critical role. Political representation which is either elected or appointed if well handled in the optimum balancing of all vested interests will lead to stability in the executive and legislative systems of a federal government which will enable the society to make progress. This study found out that population, ethnicity, clientelism and political representation have tremendous positive or negative impacts on both federal executive and legislative arms of government as the population of a nation determines the size of its government and the level of infrastructural provisions; Geo-political and the king makers influences are also impactful. Recommendation: It is recommended that there should be mass participation of the citizens in governance in their demand for true representation in governance and the use of the ballot to act as checks and balances to vote out non-performing leadership.
{"title":"Population, Ethnicity, Clientelism and Political Representation in the Federal Executive and Legislative Arm of Government: A Comparative Analysis","authors":"Akie Opuene Hart","doi":"10.47672/ajlg.1124","DOIUrl":"https://doi.org/10.47672/ajlg.1124","url":null,"abstract":"Purpose: Population, ethnicity, clientelism and political representation in the federal executive and legislative arms of government, a comparative analysis is a study of the evaluation of what the concepts are and the roles they play in the federal and legislative arms of government with the objective of using comparative analysis in assessing their impacts. \u0000Methodology: The qualitative methodology with descriptive and historical research designs was used to collect secondary sources of data. \u0000Findings: The findings showed that population, ethnicity, clientelism and political representation can either lead to stability or instability depending on how they are handled in the legislative and executive arms of government with the executive playing a more critical role. Political representation which is either elected or appointed if well handled in the optimum balancing of all vested interests will lead to stability in the executive and legislative systems of a federal government which will enable the society to make progress. This study found out that population, ethnicity, clientelism and political representation have tremendous positive or negative impacts on both federal executive and legislative arms of government as the population of a nation determines the size of its government and the level of infrastructural provisions; Geo-political and the king makers influences are also impactful. \u0000Recommendation: It is recommended that there should be mass participation of the citizens in governance in their demand for true representation in governance and the use of the ballot to act as checks and balances to vote out non-performing leadership.","PeriodicalId":443493,"journal":{"name":"American Journal of Leadership and Governance","volume":"1 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2022-07-16","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"128131322","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Purpose: Interpersonal relationships are seen to play a vital part in the success and/or failure of many organizations. In managing human resource, the aspect of interpersonal relationships is a concern as it may or may not border on the work performance of the organization. This study aims to find out the role that corporate leaders play in enhancing interpersonal relationships within the organization. Methodology: The study adopted a descriptive research design. In conducting this study, literature on subject was reviewed as secondary data and primary data was collected through the use of self-administered questionnaires, focus group discussions and interview guides. The data collection instruments consisted of both close-ended and open-ended questions. The target population for the study comprised of all the 55 employees, management inclusive, of FastLearn Technologies Ltd who were part of the study. The data collected was entered into a Microsoft Excel sheet for analysis and interpretation and provision of recommendations thereafter. Findings: This research has revealed that interpersonal relationships within the organization actually do have an impact on the organization’s productivity. The impact can either be negative or positive depending on the role that corporate leaders play to encourage or discourage interpersonal relations. Unique contribution to theory, practice and policy: The study advocates for management and corporate leaders to encourage employees to engage in team activities. It further advocates for them to develop conflict resolution strategies and policies that would provide a win- win situation for both the employee and the employer.
{"title":"The Role of Corporate Leaders in Enhancing Interpersonal Relationships within an Organization: A Case Study of FastLearn Technologies Ltd","authors":"Maureen Mulozi, C. Odoyo","doi":"10.47672/ajlg.1047","DOIUrl":"https://doi.org/10.47672/ajlg.1047","url":null,"abstract":" Purpose: Interpersonal relationships are seen to play a vital part in the success and/or failure of many organizations. In managing human resource, the aspect of interpersonal relationships is a concern as it may or may not border on the work performance of the organization. This study aims to find out the role that corporate leaders play in enhancing interpersonal relationships within the organization.\u0000Methodology: The study adopted a descriptive research design. In conducting this study, literature on subject was reviewed as secondary data and primary data was collected through the use of self-administered questionnaires, focus group discussions and interview guides. The data collection instruments consisted of both close-ended and open-ended questions. The target population for the study comprised of all the 55 employees, management inclusive, of FastLearn Technologies Ltd who were part of the study. The data collected was entered into a Microsoft Excel sheet for analysis and interpretation and provision of recommendations thereafter.\u0000Findings: This research has revealed that interpersonal relationships within the organization actually do have an impact on the organization’s productivity. The impact can either be negative or positive depending on the role that corporate leaders play to encourage or discourage interpersonal relations.\u0000Unique contribution to theory, practice and policy: The study advocates for management and corporate leaders to encourage employees to engage in team activities. It further advocates for them to develop conflict resolution strategies and policies that would provide a win- win situation for both the employee and the employer.","PeriodicalId":443493,"journal":{"name":"American Journal of Leadership and Governance","volume":"1 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2022-05-31","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"129250537","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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