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This study was conducted to gain first-hand insight into the attitudes, beliefs, values, and experiences of the targeted managers regarding executive leadership succession planning and its implementation in Namibia’s commercial public enterprises. The primary data collection for this study was qualitative and quantitative. The total population of the study was 63 participants, derived from 22 commercial public enterprises. The study developed a succession management framework for Namibian organizations called the Muadinohamba succession development progression framework, a tool for planning leadership succession in Namibian companies. The framework’s elements include making succession planning a key performance metric, setting a mandated retirement age, educating managers on succession practices, and providing a structured succession process. This study suggests that, in addition to researching leadership, companies within a specific cultural context should research leadership succession plans and implementation processes due to existential differences. [ABSTRACT FROM AUTHOR]

Purpose: A leader who inspires, facilitates and leads people to outperform themselves and bring phenomenal changes on an individual and social canvas is recognized as a transformational leader (TL). TL focuses on innovative methods and processes to improve the efficiency of subordinates. Experts believe that transformational leadership management is more effective than pragmatic leadership. This study focuses on the traits of a TL. Mr. Dhirendra Kumar, Managing Director of Jharcraft, who set out on a mission to lead people to revive the lost art and craft in the state of Jharkhand, India. The case highlights how Kumar's leadership style aligns with the four components of transformational leadership suggested by Bass (1985), i.e. idealized influence, intellectual stimulation, inspirational motivation and individual considerations. Design/methodology/approach: The study employs a qualitative approach to comprehend the theory of transformational leadership. First of all, an in-depth analysis of transformational leadership theory was conducted using secondary data. The findings of several researchers on the basis of their contribution to the development of transformational leadership theory were analyzed. Based on this, the Bass transformational theory framework was selected. Primary data were collected by conducting interviews with Mr. Dhirendra Kumar, Managing Director of Jharcraft. Findings: Transformational leadership is a leadership style that can inspire positive changes in those who follow. TLs are generally energetic, enthusiastic and passionate. As per Bass's transformational leadership components, Kumar challenged the status quo and imbibed creativity and skill into local artisans. Artisans were imparted training by experts from the National Institute of Fashion and Technology and provided intellectual stimulation. Kumar offered support and encouragement to individual followers. In order to foster supportive relationships, Kumar articulated a clear vision to the followers. Kumar served as a role model for followers. Because followers trust and respect the leader, they emulate this individual and internalize the individual's ideals. Research limitations/implications: This study only considered the traits portrayed by Dhirendra Kumar during Kumar's tenure as the Managing Director of Warcraft, and the data were collected at one single point in time. Future research may consider Kumar's entire service journey and study factors that influenced his role as a TL. Practical implications: Students will be able to learn and understand how a TL can bring positive change at the grassroots level. Social implications: This case focuses on how a TL's efforts led to the societal upliftment of poor people and made them capable. Originality/value: Given the importance of transformational leadership in today's organizational context, this study builds a knowledge base to understand factors for transformational leadership and traits exhibited by TLs. [ABSTRACT FROM AUTHOR]

Background and Purpose: In today's unpredictable, uncertain, complex, ambiguous, and interconnected environment, businesses face various challenges and uncertainties that are anticipated will intensify and become more frequent in the future. In this harsh environment, maintaining sustainable competitiveness is difficult. Information Technology Capabilities (ITCs) are an important element that determines a company's success or failure as well as its Resilience (ER). Given the complexity and uncertainty of today's business world, businesses with good information collection, analysis, and use can anticipate changes and decrease delays. Enterprises should collect high-quality information to meet modern business settings. Business resilience depends on the ability to gather and process resources to handle environmental uncertainty. Enterprises should use information, knowledge, experiences, and other resources to build resilience. The leadership of top management is essential for ensuring the organisation's sustainability and attaining its objectives. This study applies the concept of dynamic capability to assess the impact of ITCs on Indonesian SOEs and their subsidiaries. Additionally, this study investigates leadership capabilities (LCs) as a mediator between ITCs and ER. Due to their vital role in the Indonesian economy and the paucity of research on State-Owned Enterprises (SOEs) resilience and dynamic capabilities, particularly in the emerging market, this research focuses on Indonesian SOEs and their subsidiaries. Methodology: The study examined 322 valid data from online surveys using questionnaires to Indonesia SOEs and their subsidiaries' board of directors and senior management. The data is analysed using SmartPLS 3. Findings: The research demonstrates that ITCs enhance ER. LCs improved the enterprise's resiliency. The relationship between ITCs and ER is mediated through LCs. Contributions: The findings may expand the scope of dynamic capability theory to include resilience. The findings extend the methodology by adopting a quantitative and online survey of SOEs in emerging countries and demonstrate to SOE management and regulators that ER can be fostered by strengthening dynamic capabilities and risk management practices. The findings recommend that policymakers develop a road map, scenario, and strategies to ensure the long-term viability of SOEs. [ABSTRACT FROM AUTHOR]

To implement the goals of the dynamic development of the Uzbekistan's domestic economy declared by the country's leadership in the context of significant foreign policy and internal economic contradictions, it is necessary that both the goals and objectives of the socioeconomic policy of the Republic of Uzbekistan correspond to the current relations of appropriation and alienation of property both within the country and in relation to other economic systems. At the same time, it is necessary to proceed from the understanding of property relations as, first of all, permanently changing social relations. The transformation of property relations occurs not only and not so much under the influence of external factors, but also primarily as a result of the implementation of its immanent internal logic, emanating from the historical dynamics of development. [ABSTRACT FROM AUTHOR]

This study explored the impact of transformational leadership style on employee turnover intentions in state-owned enterprises in Ghana. The study participants were 300 full-time employees in ten departments. Structural equation modeling analysis revealed that transformational leadership inversely relate to employee turnover intention. All the commitment constructs partially mediate transformational leadership style and employee turnover intentions. However, organizational commitment significantly relates to transformational leadership and employee turnover intentions. Transformational leadership style is the most significant predictor of employee turnover intentions in state-owned enterprises. The study concludes that building confidence and trust among employees would reduce turnover intentions in public sector organizations. [ABSTRACT FROM AUTHOR]

Leading through a crisis and volatile environment requires very different and unique leadership traits. This research sought to understand if the leaders at a state-owned (SoE) utility in South Africa, Eskom, are equipped with the required traits to succeed in a volatile, uncertain, complex, ambiguous (VUCA) induced crisis environment like the Covid-19 pandemic and if there is an alignment between how leaders perceive how well they can perform their tasks with their employees' perceptions of their ability to do the task in this environment. Ineffective leadership response to such an environment and crisis due to leaders lacking the essential traits can cost the SoE direly in financial terms, market value, service delivery, brand equity, and employee attrition. Thus, establishing the key leadership traits that leaders at Eskom lack for leading in VUCA and crisis environments would assist Eskom in identifying the appropriate upskilling for their leaders. Using a quantitative research design, the study surveyed a total of 65 senior managers and 45 employees at Eskom, an SoE in South Africa, using an online survey platform. The study found that the senior managers at Eskom are equipped to some degree with the appropriate traits required to succeed in a VUCA environment. They could not perform all 32 tasks well as per the SCAILES framework but do display key traits that align to 6 constructs of the framework: strategic, complex, adaptive, learning, emergence, and systems. [ABSTRACT FROM AUTHOR]

This paper explores the experiences of middle managers during a leadership succession within public enterprises in Uganda. Using a descriptive phenomenological approach involving in-depth interviews of middle managers across 5 public enterprises, the study found that middle managers sensed impending change, grappled with the rationale for change, exhibited a variety of emotions and experienced altered relationships with supervisors and subordinates. Basically, the findings indicated that middle managers are impacted by CEO succession in an African context and this situation has implications for organizational performance. Whereas middle managers who went through a smooth CEO succession were motivated, engaged and committed to the organization, it was the opposite in difficult CEO transitions where the supervisory role of the middle managers also declined. It is therefore important that the government, board and senior management in public enterprises involve middle managers in key processes of CEO succession. [ABSTRACT FROM AUTHOR]

Although a coaching leadership style has an inherent advantage in predicting the subordinates’ career success, there is still little known about the linkage and the specific process by which coaching leadership influences career success. We examined the relationship between coaching leadership and subordinates’ career success, especially the mediating role of leader–member exchange (LMX), through a survey conducted with 301 supervisor–subordinate pairs of a large state-owned enterprise in Shanghai, China. Using Hayes’ PROCESS macro, we conducted a Sobel test and bootstrapping to test our hypotheses. As predicted, we found that coaching leadership was positively related to both subjective and objective career success of subordinates. In addition, LMX mediated the influence of coaching leadership on career success of subordinates. Our findings provide a new theoretical perspective for explaining the impact of coaching leadership. [ABSTRACT FROM AUTHOR]

In recent years, both public sector agencies or private enterprises and even non-profit organizations, in violation of integrity and even illegal events endless. So, a genuine and honest leader is an important success factor in maintaining organizational running, and the authentic leadership is regarded as the foundation of business success. An authentic leadership use positive moral values to lead employees, and they through high moral standards and values of behavior and languages be the paradigm. This study thought that if organizations' leaders are able to lead the employees through the authentic leadership, it should be able to effectively influence the first-line employees and executives that to transform their mental capital and knowledge-sharing willingness, and even improve the organization's operational performance. In this study, we used multiple regression to examine hypothesis and there were 428 valid questionnaires collected from staffs of state-owned enterprises in China. The results show: authentic leadership has a significant correlation to psychological capital, and psychological capital has significant correlation with knowledge sharing; authentic leadership has a significant relevance to knowledge sharing. Finally, psychological capital appears mediating effects between authentic leadership and knowledge sharing. In the end, this study is to explore whether the organization's authentic leadership can use the psychological capital to make the employee willing to have the knowledge sharing behavior. [ABSTRACT FROM AUTHOR]

Injustice is said to be the cornerstone of collective action, but why is it so important, and how does the way in which it is framed for mobilisation affect the outcomes? This paper compares two lengthy disputes in the Australian electricity industry which demonstrate that a sense of injustice and a history of successful industrial action do not guarantee that a dispute will be resolved to employees’ satisfaction when the wider context is unfavourable. Although leaders of both disputes expressed confidence in success predicated on the outcomes of previous industrial activity, there were specific factors within the industrial, economic and political context which provoked determined employer and government counter mobilisation leading to unsuccessful outcomes for the workers in dispute. The reasons for the poor outcomes are discussed within the context of the framing of the injustice by leaders and the effect of the response of a determined government. [ABSTRACT FROM AUTHOR]

The article presents the perspectives of managers as part of the Romanian organisational elite on the communist regime and on the transition period, and the values and principles that informed their behaviour as managers in each period. For the first decade after the end of communist rule, managers were drawn mainly from the second level of management of the state-owned enterprises of communist times. As a group they had been selected and formed in late communism. Among the main advantages of this social group were that they demonstrated considerable survival capacity, ideological neutrality and an ability to manoeuvre in a turbulent environment. On the other hand they had to adapt to their new environment drawing on the skills and mentality they had developed under the old regime. The research employed a qualitative method based on the interpretation of conversations between managers and students. [ABSTRACT FROM PUBLISHER]