American Journal of Leadership and Governance

Leadership Styles and Organizational Resilience in Times of Crisis in Sudan

2024-03-11T07:58:54+03:00

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.

Influence of Authentic Leadership on Employee Innovation and Creativity in Technology Companies in Pakistan

2024-03-08T07:25:30+03:00

Purpose: The aim of the study was to assess the influence of authentic leadership on employee innovation and creativity in technology companies in Pakistan.

Findings: The study explores the impact of authentic leadership on fostering innovation and creativity among employees within technology companies. Authentic leadership, characterized by transparency, ethical behavior, and genuine concern for employees, is found to significantly influence employee innovation and creativity. Leaders who exhibit authenticity create an environment of trust and psychological safety, encouraging employees to express new ideas and take risks without fear of retribution. Such leadership fosters a culture that values diverse perspectives and encourages experimentation, leading to increased innovation and creativity within the organization. Employees under authentic leaders feel empowered to think outside the box, collaborate effectively, and pursue novel solutions to complex problems. Consequently, technology companies benefit from enhanced adaptability, competitiveness, and long-term success as a result of nurturing authentic leadership practices within their organizational structure.

Implications to Theory, Practice and Policy: Transformational leadership theory, social learning theory and self-determination theory may be use to anchor future studies on assessing the influence of authentic leadership on employee innovation and creativity in technology companies in Pakistan. Develop and implement leadership development programs that focus on cultivating authentic leadership qualities among managers and executives in technology companies. Advocate for the inclusion of authentic leadership principles in corporate governance guidelines and regulations.

Impact of Transformational Leadership on Organizational Performance in Public Sector Agencies in Somalia

2024-03-08T07:38:33+03:00

Purpose: The aim of the study was to assess the impact of transformational leadership on organizational performance in public sector agencies in Somalia.

Findings: Several studies have investigated the impact of transformational leadership on organizational performance within public sector agencies, revealing significant insights. Transformational leadership, characterized by inspirational motivation, intellectual stimulation, individualized consideration, and idealized influence, has been found to positively influence various aspects of organizational performance. These include improved employee job satisfaction, increased employee commitment, enhanced organizational citizenship behavior, and greater organizational effectiveness. Furthermore, transformational leaders in public sector agencies tend to foster innovation and creativity among employees, leading to improved service delivery and better outcomes for stakeholders. Additionally, transformational leadership has been linked to higher levels of employee engagement and motivation, resulting in increased productivity and performance within these organizations.

Implications to Theory, Practice and Policy: Social exchange theory, agency theory and social learning theory may be use to anchor future studies on assessing the impact of transformational leadership on organizational performance in public sector agencies in Somalia. Public sector agencies should invest in leadership development programs that focus on cultivating transformational leadership competencies among managers and executives. Public sector agencies should revise hiring and promotion criteria to prioritize candidates with demonstrated transformational leadership qualities.