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Relevant bibliographies by topics / Business leader

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Academic literature on the topic 'Business leader'

Author: Grafiati

Published: 4 June 2021

Last updated: 1 February 2022

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Journal articles on the topic "Business leader"

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Shehu, Blerim. "MANAGEMENT IN BUSINESS." Knowledge International Journal 28, no. 1 (December 10, 2018): 335–40. http://dx.doi.org/10.35120/kij2801335s.

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This topic describes the concept and role of leadership, discusses what happens when a leader shows more or less leadership than it is, and explores the power of leadership morality. Leaders are fucused in people and how to increase future profit rate for future projects. They often demand from others. Leadership is related to the risks that can be taken and the rewards that may come from them. Focusing on a broader aspect, leaders inspire others, give ideas and raise morals to others. Leadership is merely the exercise of authority to guide the work of others, so the leader is the one who encourages others to follow him to achieve the goals set out beforehand. So they have the interpersonal power as an ability to influence the behavior of other people. Leadership is raising the vision of people in the highest horizon, raising their performance at the highest standard, building their personality beyond normal limits. Leaders are like front captains who not only inspire their soldiers with physical presence, but also command a proper attack from supporting weapons and exhibit a high degree of bravery and are not afraid of attacking the enemy. The leader is transformed into worth of honesty, takes the calculated risk and worries workers and consumers.

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Орлова, Л., and Lyubov' Orlova. "Specific Features Leader in Small Business." Management of the Personnel and Intellectual Resources in Russia 7, no. 6 (December 26, 2018): 38–42. http://dx.doi.org/10.12737/article_5c176830191fd8.69502576.

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Success in all areas of business management depends on the development of specific tasks, but some small business managers perform better in the role of administrators, merchants, or inventors, rather than leaders. What distinguishes leadership from small business management is that in order to lead others, a leader must rely less on power, and more on authority. In business relations, authority usually originates from a number of sources: charisma, natural qualities, traditions, roles, functions, status, etc. In the process of analyzing leadership in a small business, one should take into account not only the leader, group, task and situation, but also the fact that changing any of these factors will affect all the others. Skillful leaders take into account individual needs in the group and the requirements for performing tasks.

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Punoševac, Zoran. "Leader and business excellence." Trendovi u poslovanju 1, no. 2 (2013): 17–22. http://dx.doi.org/10.5937/trendpos1302017p.

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Begolli, Gent. "LEADERSHIP IN THE BUSINESS PROCESSES." Knowledge International Journal 26, no. 6 (March 18, 2019): 1675–79. http://dx.doi.org/10.35120/kij26061675b.

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In the current competitive world, success is by no means easy. Things change very fast. Decisions are made timely. It is very important that every organization has a leader who is able to take care of things, make the right decisions in a timely manner, and put the right person in the right position. It's not an easy task. People change, change their priorities, the situation changes. Depending on the circumstances, a leader should be able to quickly make decisions that are effective. With the help of various studies, observations and research, students from various universities have come up with different leading styles. Keeping this in mind, a leader should get the most out of the employees and not ignore the situations around them. Situations play a very important role in the performance of team members. A leader plays an important role in motivating everyone's behavior in the organization. There are many definitions for the work leader. Leadership can be defined as the empowerment of individuals, a technique of influence on people and employees, helps everyone in the team to gain knowledge and make them develop individually and professionally. Leaders are responsible for identifying the goals the organization should achieve and also to set strategies for this purpose.

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Du, Yishan, Liguo Xu, You Min Xi, and Jing Ge. "Chinese leader-follower flexible interactions at varying leader distances." Chinese Management Studies 13, no. 1 (April 1, 2019): 191–213. http://dx.doi.org/10.1108/cms-03-2018-0461.

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Purpose The purpose of this paper is to explore the Chinese leader–follower interaction model in school cases considering followers’ effect at varying social distances. Design/methodology/approach This study uses a case study approach. Findings First, Chinese leader–follower interactions in school cases are flexible in practice. Second, within leader–follower flexible interactions, contradictory perceptions and field-of-work consciousness foster different behavior choices between leaders and followers. Third, perceptions concerning the proximity of leaders to followers are positively influenced in relation to hierarchical distinctions and negatively influenced owing to private connections. Finally, the perceived leader distance of leaders from followers further influences the contradictory perceptions and field-of-work consciousness of leaders and followers and positively influences the degree of flexible leader–follower interaction. Research limitations/implications This study examined a single institution; hence, results may have been influenced by school-specific features and conditions. Future research should study more organizations to explore whether their unique characteristics and contexts could affect leader–follower interactions, thus providing more generalized and universally applicable conclusions. Originality/value First, this study proposed a leader–follower flexible interaction model in school cases and the concepts of field-of-work consciousness and contradictory perceptions, exploring the active effects of followers in the leadership process to offer guidance toward better understanding the leadership process. Second, it was found that private connections between leaders and followers, as well as hierarchical differences, influenced the perceptions of both leaders and followers concerning leader distance in a Chinese context, and the influence of leader distance on leader–follower interactions was also analyzed.

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Sims, Cynthia Mignonne, Tao Gong, and Claretha Hughes. "Linking leader and gender identities to authentic leadership in small businesses." Gender in Management: An International Journal 32, no. 5 (July 3, 2017): 318–29. http://dx.doi.org/10.1108/gm-06-2016-0121.

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PurposeWomen are starting businesses at unprecedented rates, yet little is known about the leadership of small business owners. Establishing new ventures may allow women to use their full abilities and benefit from a more level playing field. Business owners have the unique opportunity to lead and define their businesses based on their authentic selves, values and goals; therefore, they are more likely to be authentic leaders. Women in nontraditional industries may be challenged because the owner’s characteristics do not match those of the industry. When the enactment of one identity interferes with another identity, identity interference (II) occurs. Relational authenticity and role incongruity suggests that women founders must uniquely resolve II and find synergy among their gender and leader identities if they are to extend the boundaries of what it means to be a woman and an industry’s business leader. This research aims to determine whether gender and leader II was an antecedent or link to authentic leadership (AL). Design/methodology/approachStudy participants were from 63 businesses in the USA states of California, Ohio and Maryland. Three leader models were established to determine whether owner gender functioned as a moderator: all genders (n = 155), women only (n = 75) and men only (n = 65). The individual owners and their employees were the units of analysis and structural equation modeling was used. FindingsThe findings revealed that II was an antecedent to AL, owners were AL and owner gender moderated AL and II. Research limitations/implicationsThis study supports (Kernis, 2003; Gardner et al., 2005) the proposition that identity congruence is necessary for AL; the less interference found between gender and leader identities, the more authentic the leader. II functioned as an antecedent to AL. Moreover when the AL self’s subscales were examined relative to II, the components that were active varied dramatically based on leader gender. This suggests that addressing II and resolving the incongruence between what it mean to be a woman (or a man) and a leader contributes to the development of AL. Additionally, the AL boundary condition of relational authenticity was supported by this study; leader gender was related to the different amounts of AL (Eagly, 2005; Kernis, 2003). Support was found that AL was a dynamic process between leaders and employees. When authentic leadership questionnaire (ALQ) self (leader) and rater (employee) were compared, there was a significant amount of consistency between these ratings. For the all genders leader model, when ALQ self’s subscale was analyzed relative to the employees’ ratings, the leaders’ relational transparency was found to be active. The women only leader model revealed that AL was activated through internalized moral perspective suggesting they were able to tap into the hearts and minds of their employees. For the men only leaders, no relationship was revealed between ALQ self’s subcomponents and employee AL ratings. Relational authenticity suggests that this may be due to employees rating men owners more based on the experience and perceptions of men leaders in general and not these business owners in particular. Practical implicationsLeadership development professionals should address how II may help women examine who they are, how they work with others, and their values; decrease leader II by providing insight on how to manage potentially conflicting roles through examples of synergistic behaviors and benefits; and, build upon women owners’ ability to connect with their followers by sharing their goals and aspirations. Men owners may benefit by ensuring their employees know their business’ unique value proposition. Originality/valueThis research sought to link the identities of leader and gender to AL in the context of small businesses. It builds upon the AL theory of Avolio et al., (2004) and Jensen and Luthans (2006) who advocated using AL to study small businesses. This study determined whether business owners experienced interference between their gender and leader identities; II hindered the formation of AL and was an antecedent to AL; and the owner’s gender led to more or less AL and thus determined if leader gender moderated AL. The support for studying leader gender comes from role incongruity (Eagly and Diekman, 2005) and relational authenticity (Eagly, 2005; Kernis, 2003) which suggests that differences in how employees perceive AL may be a function of the owner’s gender. Added support comes from Jensen and Luthans (2006); they asked future studies to examine AL to determine the mechanisms behind gender differences in small businesses. Such research provides insight on the development of AL in theory and practice.

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Reutzel, Christopher R., Jamie D. Collins, and Carrie A. Belsito. "Leader gender and firm investment in innovation." Gender in Management: An International Journal 33, no. 6 (August 6, 2018): 430–50. http://dx.doi.org/10.1108/gm-05-2017-0066.

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Purpose The purpose of this paper is to examine the influence of business leader gender on the pursuit of innovation opportunities. Extant research suggests that leader gender represents an important characteristic that shapes firm behavior in various ways. The authors build upon this research by relating business leader gender, perceptions of environmental munificence and distributive justice to firm investment in innovation. Design/methodology/approach This study examines the survey responses of 469 business leaders in India. These individuals were primarily responsible for their firms. Their responses to survey questions were analyzed using ordinary least squares regression. Findings The results of this study suggest that female-led firms exhibit less investment in innovation than male-led firms. Results also suggest that female business leaders perceive less environmental munificence as well as distributive justice. Finally, study results suggest that the effect of gender on firm investment in innovation is mediated by perceptions of distributive justice. Originality/value This study provides an empirical link between business leader gender and firm investment in innovation. In doing so, it acknowledges and provides insight into the gendered nature of the initiation of innovation processes and leadership. Finally, the finding that business leader perceptions of distributive justice mediate the relationship between business leader gender and investment in innovation extends current understanding of the mechanisms underlying the lower investment in innovation rates exhibited by female-led firms.

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Sehovic, Ajla. "Entrepreneur as a business leader." Ekonomski izazovi 3, no. 6 (2014): 154–65. http://dx.doi.org/10.5937/ekoizavov1406154s.

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SHEH, SEOW WAH. "ENTREPRENEURIAL LEADERS IN FAMILY BUSINESS ORGANISATIONS." Journal of Enterprising Culture 12, no. 01 (March 2004): 1–34. http://dx.doi.org/10.1142/s0218495804000026.

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This research reports the findings of an empirical study into the behavioural attributes of the Chinese transformational leader in Singapore. The literature review reveals that the current research on transformational leadership only focuses on Western organisations. This research design used both qualitative and quantitative approaches. The qualitative research used the case study strategy as a primary instrument. This case study approach was to search for new themes and patterns across eight Chinese Chief Executives of medium to large-scale business enterprises. In the quantitative part of the research, the subordinates of the selected leader were identified to participate in the questionnaire survey – to rate their leaders' based on the presence and intensity of practice of the identified behavioural attributes. The six factors rotated uncovered a common list of behavioural attributes of the Chinese transformational leader that will facilitate the transformation process. Implications of the findings are discussed.

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Beiko, Darren, Julian Barling, Anne-Marie Houle, Timothy O. Davies, and J. Stuart Oake. "Exploring the business of urology: Leadership." Canadian Urological Association Journal 10, no. 7-8 (August 16, 2016): 241. http://dx.doi.org/10.5489/cuaj.3951.

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What characteristics constitute an exemplary leader? Let’s take a moment and reflect on dynamic leaders we have observed during our careers. What is it about them that cause us to consider them exceptional? It may have been one or more significant acts they performed, or perhaps it was an impactful discussion that left an impression on us. Fig. 1 highlights 10 characteristics of strong leaders with positive influence.1 According to a recent leadership study that surveyed Canadian urology program directors and division/ department heads, high personal integrity, as well as excellence in patient care and teaching were identified as the most important attributes for successful leadership.2 Urologists often find themselves in leadership positions, as do many physicians. In addition to being a leader in the clinical setting, many urologists achieve leadership roles in administration, education, and research. Some examples of such roles are shown in Table 1. The main objectives of this article are to gain some background information on leadership competencies and styles, and to learn about opportunities for development of leadership skills.

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Dissertations / Theses on the topic "Business leader"

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Joanne, Pirie. "Human Being Leader." Licentiate thesis, Handelshögskolan i Stockholm, 2012. http://urn.kb.se/resolve?urn=urn:nbn:se:hhs:diva-2286.

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Brodie, Ernest Frank Jr. "The Leader as a Shepherd| A Case Study of Ecclesiastic, Business, and Education Leaders." Thesis, Grand Canyon University, 2016. http://pqdtopen.proquest.com/#viewpdf?dispub=10076305.

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The concept of shepherding others goes back thousands of years, yet the shepherding metaphor received limited review in academic circles. A study transpired in order to better understand what shepherding entails. It was not known how self-declared leaders from the ecclesiastic, business, and education fields, perceived, described, and practiced shepherd leadership in the greater New York metropolitan area. The purpose of this qualitative case study was to explore how 30 self-declared leaders from the ecclesiastic, business, and education fields, perceived, described, and practiced shepherd leadership. The researcher conducted a qualitative case study involving 30 experienced leaders from three Abrahamic faiths (Jewish, Christian, Islamic) and three fields (ecclesiastic, business, education). All 30 participants completed the Shepherd Leader Inventory and the Brodie Ranking of Shepherd Leadership Skills. Combining 13 open-ended interviews with the two surveys enabled the researcher to triangulate the data. When participants were asked to describe practices unique to shepherding, the leaders in the study mentioned that the shepherd leader cares about others, behaves in a professional manner, builds up others, thinks through actions, builds relationships, shares authority, develops others, shows flexibility, and provides guidance. The researcher discovered that shepherding consists of similar constructs as several positive leadership models. Shepherding proceeds from Theory Z where the leader maintains authority in times of crisis and shares authority in times of ease.

Keywords: Leadership, Shepherd leadership, Shepherding, Servant leadership, Spiritual leadership, Positive leadership, Transformational leadership, Leader-member exchange, Agapao love, Ecclesiastic, Business, Education, Leadership theory, Spirituality

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Young, Tardif Kristin J. "Global Citizen Leader| Successful Maine Leaders Engaging in International Trade and Global Assignments." Thesis, The Chicago School of Professional Psychology, 2015. http://pqdtopen.proquest.com/#viewpdf?dispub=3716783.

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This study was in partnership with the Maine International Trade Center. The Maine International Trade Center was formed to help Maine businesses develop trade internationally and successfully network with international businesses, and connect with governmental and business professionals globally. Maine’s leaders have added resources to the Maine International Trade Center, feeling that it is crucial to Maine’s economic recovery. Maine’s International Trade Center and the Maine Legislature commissioned an extensive research study in 2013. The outcome from this study was the need for further research on global competencies, citizenship and leadership.

The global economies are more connected than any other time in history, consequently so is business. Businesses are competing globally; cost and performance pressures are relentless. Our societies are changing, some having more, and some having less. This study researched the phenomenon of the global citizen leader, and what the cognitive, metacognitive, attitudes and behaviors are for successful executive level business professionals, who are engaged in international trade and global assignments. By studying the dimensions of cultural intelligence, social responsibility, global competence and global civic engagement rich schemas of the complex construct of a global citizen leader came from the experience and stories of thirteen Maine leaders.

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Prigent, Anaïs. "The emergence of female leaders: becoming a female leader in modern organisations." Thesis, Linnéuniversitetet, Ekonomihögskolan, ELNU, 2011. http://urn.kb.se/resolve?urn=urn:nbn:se:lnu:diva-13113.

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Around the globe, many organisations are still dominated by male managerial models. In spite of the progress in the status of women in our society in the last decades, higher positions in organisations are still held by men, even though women have the capacity to occupy these positions. This work investigates many studies about the different arguments linked to organisations that researchers/authors have done on this subject. It uses narrative as a key focus to explore the under-representation of women in higher positions within national and multinational organisations. The theoretical part of this thesis enables a better understanding of aspects of leadership in organisations, and discusses the whole idea of gender labelling leadership as masculine or feminine, but also to present the principal hurdles encountered by women in organisations. Using the empirical method involves undertaking semi-structured interviews with women and men in high management positions, in order to construct a solid basis for analysis and discussion by putting forward solutions. I hope that my work will enable my readers to find some solutions, and that it can serve as a guideline for firms in order to encourage them to benefit. I will try to propose a solution for them to harness the under-utilised talent of their female employees and to pool and foster an environment of respect and equity based on merit rather than on gender.

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Obi, Oke. "Influence of Leader Communication on Employee Motivation." ScholarWorks, 2018. https://scholarworks.waldenu.edu/dissertations/5389.

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Ineffective communication is a chief contributor to business leaders' ineffective leadership. The purpose of this multiple case study was to explore the communication strategies that 4 business leaders in the retail industry used to improve employee motivation. The business leaders, including owners and senior leadership from 3 organizations in the retail industry in the Baltimore-Washington Metropolitan Area, were purposefully selected for study participation. Transformational leadership theory shaped the conceptual framework of this study. Transformational leaders use effective communication to influence employee motivation positively. Data were collected from semistructured interviews with the business leaders, public reports, organization documents, and text message correspondences. Data analysis involved identifying reoccurring phenomena and coding meaningful and common keywords, phrases, and statements to form themes. Data analysis also involved triangulating information. Through data analysis, 5 themes emerged, including the following: respectful communication, 2-way communication, and charismatic communication. Business leaders' practice of effective communication strategies could contribute to social change by enhancing the well-being of employees, which might promote the improvement of economic conditions of individuals, families, and communities.

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Coto, Linda Lou. "Why Leader-Member Exchange Is Important to Business Thinking." ScholarWorks, 2017. https://scholarworks.waldenu.edu/dissertations/3934.

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Leadership style affects the workforce and is one of many vital elements in business operations. Prior research suggests that leadership style can affect production outcomes and employee turnover ratios, yet scant evidence suggests the effect of leadership style on business thinking. This qualitative grounded theory study investigated the extent to which a leadership style known as LMX theory drives business thinking. The information gained from this study, including the effect on business thinking, may enhance how companies coach their leaders to interact with subordinates and improve production outcomes. Participants came from either private and public-sector companies or agencies. The sample consisted of 26 participants who were asked about their supervisor's leadership style and its effect on their business thinking. Business thinking for this study was thinking derived from business processes, meetings, and interactions between subordinates and managers. Constant comparison allowed for the development of codes about employee attitude and leadership. What emerged was a grounded theory, suggesting that leadership style can challenge business thinking, specifically, that leadership style may trigger subordinates to change their business thinking when exposed to adverse direction. Divergent responses showed that collaborative leaders had subordinates who were progressive and interactive due to nonjudgmental focus. Positive social change can occur from this study through its use by public and private sector supervisors. Supervisors can incorporate the use of leadership style to develop improved business thinking among employee populations.

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Haglund, Rebecka. "Ledare och efterföljare i organisationen : -En studie baserad på Relations‐ oriented leader behavior och Leader ‐ member exchange theory." Thesis, Mittuniversitetet, Institutionen för samhällsvetenskap, 2011. http://urn.kb.se/resolve?urn=urn:nbn:se:miun:diva-14104.

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Burch, Gerald. "INTERACTIVE EMPATHY AND LEADER EFFECTIVENESS: AN EVALUATION OF HOW SENSING EMOTION AND RESPONDING WITH EMPATHY INFLUENCE CORPORATE LEADER EFFECTIVENESS." VCU Scholars Compass, 2013. http://scholarscompass.vcu.edu/etd/540.

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Empathy has been shown to be a very powerful social and work ability. This study surveyed 754 employees of a privately held eastern United States company, and incorporated annual performance evaluations to empirically link interactive empathy to leader performance of 102 leaders. Data was collected from the leader’s followers, peers, and supervisors and from self-report personality evaluations. The results of this study show that leaders that are willing to engage their followers with empathic displays are seen as better leaders from their supervisors and have more engaged employees. Other contributions of this study include validation of the interactive empathy scale in a corporate environment and empirical support to show how interactive empathy adds incremental explanatory power of leader’s performance above and beyond that explained by personality. Directions for future research and practical implications of these results are also offered.

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Arbogast, Matthew Stephen. "Leader Behavior Portfolios." Scholar Commons, 2016. http://scholarcommons.usf.edu/etd/6458.

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Existing leadership theories and applied resources contain bountiful lists of recommended behaviors for leaders to employ, yet an integrated model that produces the most efficient set of leader behaviors does not currently exist. A standard, quantitative method to compare and contrast leader behaviors is needed to siphon utility from each resource, leading to an integrated and diversified set of optimal behaviors for leaders to consider. Leaders have limited time and need a reliable method to make informed behavioral decisions that consistently produce the most positive effects on the desired outcome. Unfortunately, leaders do not have the time to sift through the plethora of literary resources to uncover an optimal list of behavioral options. Leaders need to know what behavior to employ, when to employ it, the expected outcome, and the potential risk. Interestingly, these behavioral variables are also common to investors in the financial arena, where the principles of Modern Portfolio Theory (MPT) are often used to decipher the most optimal portfolio from a daunting list of investment options. The primary purpose of this study was to adopt some of the basic principles behind MPT in order to propose a similar quantitative Leader Behavior Portfolio Model, which determines an integrated and optimal set of effective leader behaviors. During this research, the proposed model was populated with archival performance data on over 5,000 cadets at the United States Military Academy. The outputs were then used to construct and administer surveys to 255 ROTC cadets in order to validate the model. The results of the survey response data were consistent with the outputs from the Leader Behavior Portfolio Model, showing strong support for adopting the principles of MPT to create an optimal set of leader behaviors.

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Rohm, Fredric W. Jr. "Servant Leader Development at Southeastern University." Thesis, Regent University, 2014. http://pqdtopen.proquest.com/#viewpdf?dispub=3578596.

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Servant leadership as envisioned by Robert Greenleaf (1970) is a philosophy whereby leaders put the interests and growth of the follower ahead of themselves. Though the concept has been around since antiquity, scholars and practitioners in organizations began to embrace and expand the idea since the early 1990s. There are currently 20 models of servant leadership with 16 associated survey instruments. Colleges and universities may want to instill servant leadership in their students. This study used Wong and Page’s (2003) model and their Revised Servant Leadership Profile instrument along with interviews to conduct a mixed-method, concurrent triangulation phenomenology consisting of both qualitative and quantitative analysis. It proposed eight research questions to see if there are any relationships between eight independent variables and the seven dimensions of servant leadership in Wong and Page’s model: (a) developing and empowering others; (b) vulnerability and humility; (c) authentic leadership; (d) open, participatory leadership; (e) inspiring leadership; (f) visionary leadership; and (g) courageous leadership. Specifically, the study examined whether exposure to servant leadership concepts at Southeastern University (SEU) make a difference in students’ self-perception of servant leadership. The eight independent variables are (a) gender, (b) ethnicity and nationality, (c) age, (d) academic college, (e) leadership-related courses taken at SEU, (f) SEU Leadership Forum attendance, (g) leadership positions held at SEU, and (h) number of years at SEU. The findings showed that gender, ethnicity, attending the SEU Leadership Forum, and taking leadership-related courses at SEU were not statistically significantly related to any of the seven servant leadership dimensions. A student’s college was related to vulnerability and humility. Years at SEU was related to developing and empowering others. Age was related to developing and empowering others, inspiring leadership, visionary leadership, and courageous leadership. Holding a student leadership position at SEU was related to developing and empowering others, inspiring leadership, and visionary leadership. The study concluded with the implication of the findings, areas for future research, and advice on encouraging servant leadership development.

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Books on the topic "Business leader"

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Hesselbein, Frances. Leader to leader 2: Enduring insights on leadership from the Leader to Leader Institute's award-winning journal. Edited by Leader to Leader Institute. San Francisco: Jossey-Bass, 2008.

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Brown, J. Frank. The Global Business Leader. London: Palgrave Macmillan UK, 2007. http://dx.doi.org/10.1057/9780230579453.

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Frances, Hesselbein, and Johnston Rob 1961-, eds. On leading change: A leader to leader guide. San Francisco: Jossey-Bass, 2002.

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Shenkman, Michael H. Leader mentoring: Find, inspire, and cultivate great leaders. Franklin Lakes, NJ: Career Press, 2008.

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Kaplan, Robert E. The Versatile Leader. New York: John Wiley & Sons, Ltd., 2006.

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Frances, Hesselbein, and Johnston Rob 1961-, eds. On high performance organizations: A leader to leader guide. San Francisco, CA: Jossey-Bass, 2002.

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Rogers, J. Market leader. Elementary business English. Harlow: Longman, 2004.

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Johnson, Ch. Market leader: Elementary business English. Harlow: Longman, 2004.

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Good leader. Sŏul-si: Han'guk Lidŏsŭ P'orŏm, 2013.

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Baum, Herb. The Transparent Leader. New York: HarperCollins, 2009.

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Book chapters on the topic "Business leader"

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Val, Gokenbach. "The Phoenix Leader." In Phoenix Leadership for Business, 17–24. 1 Edition. | New York : Taylor & Francis, [2019]: Productivity Press, 2018. http://dx.doi.org/10.4324/9781351008327-2.

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Wasylyshyn, Karol M. "The Remarkable Business Leader." In Behind the Executive Door, 25–37. New York, NY: Springer New York, 2011. http://dx.doi.org/10.1007/978-1-4614-0376-0_2.

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Wasylyshyn, Karol M. "The Perilous Business Leader." In Behind the Executive Door, 39–51. New York, NY: Springer New York, 2011. http://dx.doi.org/10.1007/978-1-4614-0376-0_3.

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Wasylyshyn, Karol M. "The Toxic Business Leader." In Behind the Executive Door, 53–66. New York, NY: Springer New York, 2011. http://dx.doi.org/10.1007/978-1-4614-0376-0_4.

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Boshyk, Yury. "Business-Driven Action Learning." In Experience-Driven Leader Development, 413–21. San Francisco: John Wiley & Sons, Inc., 2014. http://dx.doi.org/10.1002/9781118918838.ch63.

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Val, Gokenbach. "Becoming a Phoenix Leader." In Phoenix Leadership for Business, 163–74. 1 Edition. | New York : Taylor & Francis, [2019]: Productivity Press, 2018. http://dx.doi.org/10.4324/9781351008327-10.

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Burns, Paul. "From entrepreneur to leader." In Entrepreneurship and Small Business, 431–68. London: Macmillan Education UK, 2011. http://dx.doi.org/10.1007/978-0-230-20848-3_17.

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Tang, Keow Ngang. "Communication Skills of Business Leader." In Leadership and Change Management, 63–68. Singapore: Springer Singapore, 2019. http://dx.doi.org/10.1007/978-981-13-8902-3_7.

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Brown, J. Frank. "What’s a Transcultural Leader Anyway?" In The Global Business Leader, 3–9. London: Palgrave Macmillan UK, 2007. http://dx.doi.org/10.1057/9780230579453_1.

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Brown, J. Frank. "Leading into Change and Innovation." In The Global Business Leader, 83–95. London: Palgrave Macmillan UK, 2007. http://dx.doi.org/10.1057/9780230579453_10.

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Conference papers on the topic "Business leader"

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Suyanto, AMA, and Suwignyo Widagdo. "Political Marketing Model for District Leader Election." In 2nd Global Conference on Business, Management, and Entrepreneurship. SCITEPRESS - Science and Technology Publications, 2017. http://dx.doi.org/10.5220/0007118202600262.

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Patkós, Csaba. "LEADER rural development action groups in Central-Eastern Europe." In University for Business and Technology International Conference. Pristina, Kosovo: University for Business and Technology, 2018. http://dx.doi.org/10.33107/ubt-ic.2018.17.

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Sumiyati, Sumiyati, Masharyono Masharyono, Syamsul Hadi Senen, and P. Rahmawati. "The Influence of Leader-member Exchange to Employee Voice." In 2nd Global Conference on Business, Management, and Entrepreneurship. SCITEPRESS - Science and Technology Publications, 2017. http://dx.doi.org/10.5220/0007115501060109.

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Genoveva, Buzamat, and Silvia Patruica. "ETHICS OF THE LEADER – AN ESSENTIAL CONDITION FOR BUSINESS SUCCESS." In 3rd International Scientific Conference on Economics and Management. Association of Economists and Managers of the Balkans, Belgrade; Faculty of Management Koper; Doba Business School - Maribor; Integrated Business Faculty - Skopje; Faculty of Management - Zajecar, 2019. http://dx.doi.org/10.31410/eman.2019.307.

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Alekseev-Apraksin, Anatoliy, Ekaterina Surova, and Boris Sokolov. "Smart reality of a contemporary leader." In Proceedings of the 4th International Conference on Social, Business, and Academic Leadership (ICSBAL 2019). Paris, France: Atlantis Press, 2019. http://dx.doi.org/10.2991/icsbal-19.2019.10.

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Haiying, Ma, and Cai Ning. "Controllability Synthesis of Compartmental Networks with Single Leader." In 2012 International Conference on Business Computing and Global Informatization (BCGIN). IEEE, 2012. http://dx.doi.org/10.1109/bcgin.2012.169.

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Novcic, Branka, Maja Levi Maja, and Vinka Filipovic. "How to become a leader in higher education." In 2013 International Conference on Information, Business and Education Technology (ICIBET-2013). Paris, France: Atlantis Press, 2013. http://dx.doi.org/10.2991/icibet.2013.123.

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Lan, Jun, Sizong Wu, and Chaofeng Yang. "Diffusion of Innovations: The Leader-Imitator Combined Structure Model." In 2009 International Conference on Electronic Commerce and Business Intelligence, ECBI. IEEE, 2009. http://dx.doi.org/10.1109/ecbi.2009.50.

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Kusumastuti, Dyah, and Sri Astuti Pramaningsih. "Indonesian Higher Education - Building Leader Competencies towards World Class Quality." In 1st International Conference on Islamic Ecnomics, Business and Philanthropy. SCITEPRESS - Science and Technology Publications, 2017. http://dx.doi.org/10.5220/0007084304730477.

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Wang, Pengcheng. "Thoughts on Leader and Cadre Training in Overseas Oil and Gas Business." In 2013 Sixth International Conference on Business Intelligence and Financial Engineering (BIFE). IEEE, 2013. http://dx.doi.org/10.1109/bife.2013.104.

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Reports on the topic "Business leader"

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Smith, Roland, Michael Campbell, Sunil Puri, Anand Chandrasekar, and Sophia Zhao. Developing Next-Generation Indian Business Leaders: The Keys to Success. Center for Creative Leadership, 2017. http://dx.doi.org/10.35613/ccl.2017.2050.

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"When you ask chief learning officers to list their biggest challenges, “developing next-generation leaders” almost always shows up in the Top 3. The need for a strong cadre of next-generation leaders is further accentuated in India because of hectic economic activity in recent years — activity that has presented large and diverse yet complex business opportunities. The next-generation leader therefore becomes a critical link, not only to fulfill local and global aspirations of Indian companies, but also to help global organizations better understand the Indian market opportunity."

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Bendixen, Shannon, Michael Campbell, Corey Criswell, and Roland Smith. Change-Capable Leadership The Real Power Propelling Successful Change. Center for Creative Leadership, 2017. http://dx.doi.org/10.35613/ccl.2017.2049.

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If you could ask 275 senior executive leaders about how to lead change, what would they have to say? What if they talked about the most important factors for success, what you should do more of, do less of, or avoid all together? What if their experiences could help you lead change in your organization and provide an early warning system to avoid failure? Do we have your attention? If you are a leader facing complex business challenges in your organization that require changes in the way people have always done things, we offer the following insights from the senior executives we asked about their experiences in leading change: 1. Change yourself. Leading change successfully means spending time outside of your comfort zone. As the individual leading an initiative you must change your mindset, actions, and behaviors. 2. Don’t go it alone. Leading change is a team activity. People come together driven by a compelling, and frequently communicated, message about why we are changing. 3. Know the signs . Recognize the early warning signs that indicate an initiative is starting to derail.

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Eyzaguirre, J. Managing climate risks: highlights for business leaders. Natural Resources Canada/ESS/Scientific and Technical Publishing Services, 2016. http://dx.doi.org/10.4095/327590.

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Anderson, Merrill, Candice Frankovelgia, and Gina Hernez-Broome. Creating coaching cultures: What business leaders expect and strategies to get there. Center for Creative Leadership, 2009. http://dx.doi.org/10.35613/ccl.2009.1002.

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Krawchuk, Fred. Multi-Stakeholder Collaboration: How Government, Business, and Non-Governmental Leaders Transform Complex Challenges into New Possibilities. One Earth Future Foundation, November 2013. http://dx.doi.org/10.18289/oef.2013.001.

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Liu, Chuanlan, Jennifer Galster, and Lisa McRoberts. Understanding Opinion Leaders in Social Media: An Exploratory Case Study on a Local Apparel Business Facebook Fan-page. Ames: Iowa State University, Digital Repository, 2013. http://dx.doi.org/10.31274/itaa_proceedings-180814-659.

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McCall, Jamie, Khaliid Scott, and Urmi Bhatt. Small Business Stories: Surviving and Thriving Amidst the Pandemic. Carolina Small Business Development Fund, August 2021. http://dx.doi.org/10.46712/covid.stories.

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The COVID-19 pandemic will leave an enduring mark on North Carolina’s small business community. Using a phenomenological framework, we conducted a series of in-depth semi-structured interviews with small business owners about how they addressed the pandemic’s challenges. Four central themes emerged that illustrate the complexity and nuance of small business resiliency. Our data suggest that to survive and thrive, entrepreneurs had to: (1) be adaptable and willing to pivot, (2) have an entrepreneurial spirit, (3) leverage their social capital, and (4) have the knowledge and ability to apply for aid programs.

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Gorman, Clare. Exposing the Worst Forms of Child Labour in Bangladesh’s Leather Sector. Institute of Development Studies (IDS), February 2021. http://dx.doi.org/10.19088/clarissa.2021.001.

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As one of the country’s biggest employers and its second largest exporter, the leather sector is big business in Bangladesh. But it is also in crisis. A dramatic decrease in the global demand for leather since COVID-19 has led to the collapse of the supply chain with workers, especially children, bearing the worst of the brunt. As cracks in the industry’s surface widen, new research from the Child Labour: Action-Research-Innovation in South and South-Eastern Asia (CLARISSA) programme shines a light into its hidden corners, revealing examples of the worst forms of child labour (WFCL) at almost every turn.

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Aked, Jody. Supply Chains, the Informal Economy, and the Worst Forms of Child Labour. Institute of Development Studies (IDS), July 2021. http://dx.doi.org/10.19088/clarissa.2021.006.

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As a cohort of people, ‘children in work’ have become critical to the everyday functioning of diverse supply chain systems. This Working Paper considers diverse commodity chains (leather, waste, recycling and sex) to explore the business realities that generate child labour in its worst forms. A review of the literature finds that occurrence of the worst forms of child labour (WFCL) in supply chain systems is contingent on the organising logics and strategies adopted by actors in both the formal and informal economies. Piecing together the available evidence, the paper hypothesises that a supply chain system is sensitive to the use of WFCL when downward pressure to take on business risk cannot be matched by the economic resilience to absorb that risk. Emergencies and persistent stressors may increase risk and reduce resilience, shifting norms and behaviour. There is a need for further work to learn from business owners and workers in the informal economy.

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Crespi, Gustavo, Lucas Figal Garone, Alessandro Maffioli, and Ernesto H. Stein. Research Insights: Does R&D Activity Stimulated by Chile’s FONDEF and FONTEC Programs Lead to Knowlege Spillovers? Inter-American Development Bank, August 2020. http://dx.doi.org/10.18235/0002928.

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Chile's FONDEF and FONTEC R&D grant programs both boost the productivity of direct beneficiaries, increasing total factor productivity (TFP) by around 4.2 percent. However, spillover effects are contingent on program design. Only FONDEF funded projects (requiring collaboration between firms and research centers) generate positive spillovers. FONTEC projects, which fund R&D within the firm, do not. Spillover effects are nonlinear according to the share of firms within a sectorregion receiving subsidies. Positive knowledge spillovers dominate when the share of treated firms is small. However, if the program supports a large share of a firms rivals, spillovers decline as a result of a business-stealing effect.

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