This case study analyses the leadership approach and practices of the New Zealand government, led by Prime Minister Jacinda Ardern, in the response thus far to the COVID-19 pandemic. It reports on ...

https://journals.sagepub.com/doi/pdf/10.1177/1742715020929151

Pandemic leadership: Lessons from New Zealand’s approach to COVID-19

Climate change, extreme events, and related disasters pose significant challenges not only for the poorest and most vulnerable populations, but also for leaders in disaster and emergency management. Effective leadership entails preparing for and responding to increasing intensities and frequencies of extreme natural hazard events while managing and justifying suffering and loss that communities and individuals experience in case of failed protection. Insight is provided into this double challenge and how it is compounded by the concomitant ways modern societies engage with risk and construct vulnerability and resilience. A conceptual framework is used to show how the rise of modernity, today's risk society, neoliberalism, and governmentality as found in many western democracies, converge to constrain disaster leadership and management, illustrating how interpretations of responsibility and potential loss and suffering have shifted from organizations to individual actors, exacerbating the leadership dilemma in managing hazard‐driven crises. This includes ways that neoliberal governmentality warp understandings of vulnerability and resilience by understating one and overstating the other. Through a heuristic, we explain mounting leadership challenges with increasing levels of disaster intensity and consequence, drawing upon natural hazard examples from Australia. Although recent literature on ethical and responsible leadership in disasters points toward tangible ways to overcome aspects of the leadership dilemma, preparing for and responding to increasing disaster intensity require additional leadership qualities. This review ends by outlining relevant aspects from relational leadership ethics, feminist care ethics, and the philosophy and ethics of compassion to advance knowledge toward an ethics of disaster leadership. This article is categorized under: Policy and Governance > Private Governance of Climate Change Climate, Nature, and Ethics > Ethics and Climate Change

Climate change and disasters: The ethics of leadership

Complementary evidence from narrative literature reviews and meta-analyses leads to the conclusion that much research suffers from a lack of attention to the context in which leadership occurs. Several possible reasons for this context deficit are refuted, including notions that context is unimportant for leaders, contextualized research is less scientific than decontextualized research, and useful contextual descriptors are lacking. Rather, it is argued that the context deficit is a negative manifestation of the romance of leadership. Advantages of enhanced attention to context include reduction of omitted variable bias, improved understanding of anomalous research results, differentiation and integration of research findings, and enhanced teaching and practice of leadership. Improved contextual appreciation can be facilitated by consulting contextual success stories, embracing an interdisciplinary perspective, focusing on events, behavior, and change, employing experience sampling, conducting more qualitative research, using a configural approach, studying how leaders construe and process contextual cues, adopting context-specific leadership measures, and improving writing, editing, and review practices concerning context. 

The context deficit in leadership research

This study identifies the main competencies required for an entrepreneurial leadership style in the digital age and for effectiveness in innovative organisations. A total of 119 leaders in the technology sector were surveyed. Seven latent variables that give meaning to a new style are identified through a factor analysis. The results show that Teamwork, Motivation and Risk-taking have a direct and significant impact. They are the most developed competencies and, therefore, the ones that have the greatest impact on the Kinder Leadership style (that is, one based more on kindness, caring, gentleness, and graciousness towards colleagues). Creativity and Caring for Others had the least effect. A number of tools are offered for improving the competences with the lowest impact and pushing towards kind entrepreneurship. An entrepreneurial attitude improves the quality of the entrepreneurial ecosystem for business management. 

Towards an entrepreneurial leadership based on kindness in a digital age

It can be argued that a humanistic enlightenment approach to leadership emerged as a counter to the historical prevalence of totalitarian elitism where leaders were often autocratic and authoritari...

https://radar.brookes.ac.uk/radar/file/e79c9711-cc13-4727-9f47-2f37312ced3d/1/Challenging humanist leadership - 2021 - Knights.pdf

Challenging humanist leadership: Toward an embodied, ethical, and effective neo-humanist, enlightenment approach:

Revitalising leadership connects leadership theory and practice with context. It argues that the universal prescriptions favoured by most leadership scholars ignore the reality that context always matters in leadership practice – and so it should matter in leadership theorizing too. Addressing this gap, the book offers a novel framework that enables the development of context-sensitive leadership theory and practice. This framework directs theoretical and practical attention to the key challenges for leadership in different organizational contexts. It involves developing a specific purpose for leadership in a given context, as well as formulating the values, norms and domains of action which should guide leadership efforts in that context. Determining these various matters then informs the role, responsibilities, rights, behaviours and attributes relevant to leaders and followers for that context, and the focus, purpose and boundaries of the leader-follower relationship. Deploying this framework, six in-depth illustrative theorisations are provided, showing how leadership practice might best take shape in the contexts of supervisory management; HR management; innovation and entrepreneurship; strategy; governance; and leadership studies itself. 
Revitalising leadership will appeal to diverse audiences, due to its theoretical novelty, its diversity of illustrative examples, its practice-focussed orientation and its clear, engaging style. These include leadership scholars concerned with the lack of attention being paid to context in leadership theorizing; organizational scholars wanting to learn how leadership thinking can be brought to bear on the different management functions the book explores; practitioners seeking leadership ideas that are tailored to the context they lead and follow in; and those involved in MBA or leadership development programmes who are looking to combine the personal reflection sought by such programmes with a thoughtful analysis of the context in which their leadership practice takes place.

Revitalising Leadership: Putting Theory and Practice into Context

Why Revitalise Leadership

Leading in Supervisory Management

Leading in Human Resource Management

Leading in Governance

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