Mar' 21

The Effective Executive

Focus

The first paper, "Future Challenges of Sustainable Leadership and Stakeholder Management in "The Circular Economy" - Examples from the Built Environment in Europe" by Stephanie Jones and Rana Samy, is about sustainable leadership, which is seen as an increasingly popular-and essential-leadership imperative. The paper shares the fundamentals of sustainable leadership, introduces the concept of "the circular economy" and emphasizes the need to transition from the contemporary linear economy model. The paper focuses on building construction sector in the Netherlands where this transition is informed and enabled by the practice-based "learning by doing" concept. The paper elaborates on the leaders involved in this transition-especially those playing the role of stakeholder managers, architects and building material suppliers, who have been engaged in innovative projects that are pushing the boundaries of circular construction. The transition to becoming more sustainable is likely to affect all the stakeholders involved. The second paper, "Leadership Constraints: Executive Behavior When the Organization Says 'No'!" by Michael Walton, takes a cue from the military style of leadership and examines the various dynamics of corporate leadership vis-a-vis the former. The paper asserts that occupying the position of executive leader does not presume unerring wisdom and judgment and omniscience; nor does it confer unrestricted decision-making authority. The paper evaluates various scenarios as to how executives may respond when their freedom of action is constrained. The third paper, "The Six Essentials of Teamwork" by Dan Coughlin, examines six essential aspects of every great team, viz., clear goal, mutual trust, roles and responsibilities, challenging myths, emotional resilience, caring for each member of the team. The paper elaborates on these six essentials that are necessary for building and sustaining the type of teamwork that is required to succeed in today's highly competitive marketplace. The paper, "Coopetition Strategy of Nations" by Eduardo Gando Manuel, views competition as a driving force for technological innovation and productivity growth in countries, companies and other organizations that has stimulated the rise of human desires and enabled higher levels of achievement. However, the author, at the same time, attempts to highlight the significance of cooperation among the corporates, countries and individuals, towards achieving objectives of common interest. The paper addresses the coopetition (aportmanteau of competition and cooperation) strategies developed by nations in the different areas of cooperation they establish among themselves. The paper highlights three points: a theoretical approach to coopetition between nations; a theoretical-practical approach to coopetition between competing nations in the oil industry; and finally, a theoretical-practical approach to coopetition between nations in terms of intellectual property and economic development. The paper explores various dynamics of coopetition strategies between countries. The next paper, "HR Challenges in the Post-Covid-19 World" by Gandhi L, elaborates on the work challenges faced by workplaces in the post-Covid scenario. The paper lays emphasis on the role of HR as the frontline defense in managing the post-Covid situation. HR, which is carrying out the responsible task of rendering employees as needed, preserving employee morale, ensuring productivity and managing mutual motivation, is playing a vibrant role in the present times. Team spirit, partnerships and hard work are expected to be at the core of HR's functions. The paper digs deep into the challenges faced by HR in the post-Covid work scenario. In the final paper, "Productivity Implications of Repurposing and Covid-19 Impacts and Responses" by Colin Coulson-Thomas, the author assesses the new ways of working, virtual operation and alternative business and organizational models. The paper emphasizes reimagining, reinvention, repurposing and revisioning in the transition from conventional work ecosystem to the post-Covid ecosystem.



-KBS Kumar
Consulting Editor

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Article   Price (₹) Buy
Future Challenges of Sustainable Leadership and Stakeholder Management in "The Circular Economy" - Examples from the Built Environment in Europe
50
Leadership Constraints: Executive Behavior When the Organization Says 'No'!
50
The Six Essentials of Teamwork
50
Coopetition Strategy of Nations
50
HR Challenges in the Post-Covid-19 World
50
Productivity Implications of Repurposing and Covid-19 Impacts and Responses
50
       
Contents : (Mar'2021)

Future Challenges of Sustainable Leadership and Stakeholder Management in "The Circular Economy" - Examples from the Built Environment in Europe
Stephanie Jones and Rana Samy

Sustainable leadership is seen as an increasingly popular-and essential-leadership strategy-but how to achieve it? And where to start? One route is through the transition of a business from the linear economy model to that of "the circular economy". This varies by industry, by country and by the leaders involved. In the case of the building construction sector in the Netherlands (and specifically in Amsterdam), this transition is informed and enabled by the practice-based "learning by doing" concept. The leaders involved in this transition-especially those playing the role of stakeholder managers, architects and building material suppliers-have been engaged in innovative projects that are pushing the boundaries of circular construction. The transition to becoming more sustainable is likely to affect all the stakeholders involved. Businesses and employees could witness their roles evolve and shift to include new responsibilities, with the demand for new areas of expertise.


© 2021 All Rights Reserved.

Article Price : Rs.50

Leadership Constraints: Executive Behavior When the Organization Says 'No'!
Michael Walton

'Leadership' conjures up for many images of Military Officers issuing orders, commanding the troops, deploying resources and 'getting things done'. Unimpeded by doubt, challenge or debate, such idealized Super-Hero military models of leadership are reinforced in the media, on film and in popular fiction. They present however a romanticized portrayal of 'the Heroic Leader' which is somewhat different to the lived experiences of most executives in the workplace. Occupying a position of executive leadership does not presume unerring wisdom and judgment and omniscience; nor does it confer unrestricted decision-making authority. Executive behavior is 'bounded', and this paper considers how executives may respond when their freedom of action is constrained.


© 2021 All Rights Reserved.

Article Price : Rs.50

The Six Essentials of Teamwork
Dan Coughlin

This paper examines the six essential aspects of every great team: (1) Clarifying a shared meaningful goal; (2) Establishing and reinforcing trust over and over; (3) Knowing your roles and responsibilities and executing them as well as you can; (4) Challenging the myths of teams; (5) Preserving the emotional safety of other people in each moment of each gathering; and (6) Caring about each member of the team. These six essentials are necessary for building and sustaining the type of teamwork that is required to succeed in today's highly competitive marketplace.


© 2021 All Rights Reserved.

Article Price : Rs.50

Coopetition Strategy of Nations
Eduardo Gando Manuel

Competition as a driving force for technological innovation and productivity growth in countries, companies and other organizations has stimulated the rise of human desires and enabled higher levels of achievement. Nations compete with each other in the various sectors of economic activity, but they also cooperate with each other to achieve objectives of common interest. This work aims to address the coopetition strategies developed by nations in the different areas of cooperation they establish among themselves. The work is divided into three points: the first point takes a theoretical approach to coopetition between nations; the second point takes a theoretical-practical approach to coopetition between competing nations in the oil industry; and finally, the third point takes a theoretical-practical approach to co-optetition between nations in terms of intellectual property and economic development. I conclude that coopetition between nations will always be variable and will always depend on the common objectives of the nations and organizations in which they are inserted, the results of which will depend on the strategies outlined and the conduct that partner countries have together or individually to safeguard the partnership established between them.


© 2021 All Rights Reserved.

Article Price : Rs.50

HR Challenges in the Post-Covid-19 World
Gandhi L

Covid-19 has bowled a googly at people, practically disrupting all walks of life. In companies, HR teams have been at the forefront, rapidly supplying employees with the organization's response to the global pandemic. They also tried to preserve employee morale and high levels of productivity throughout the time of lockdown, while spinning out new expectations for doing work and giving ecosystem and mutual motivation. To be aligned with the modern means of operation, they must look ahead and make improvements to frameworks and systems. The development and implementation of these changes involve partnership and hard work with all the organization's stakeholders. Nevertheless, their duties are far from over, as the new standard of working pitches multiple questions that need answers. The author has attempted to present the HR challenges post-Covid-19 in this paper. This paper introduces to the topic, depicts the views of HR professionals, discusses the HR challenges post-Covid, and offers the conclusion.


© 2021 All Rights Reserved.

Article Price : Rs.50

Productivity Implications of Repurposing and Covid-19 Impacts and Responses
Colin Coulson-Thomas

Covid-19 lockdowns, local restrictions and resulting slowdowns and/or recessions have had many consequences. New ways of working, virtual operation and alternative business and organizational models have been more widely adopted and reviews of corporate purpose, policies and priorities have been undertaken. As a result of the pandemic and reimagining, reinvention, repurposing, revisioning, transition and transformation conversations, there may also be a need to discuss their consequences for the measurement of productivity and performance. There are differing national and sectoral impacts and various externalities, uncertainties and consequences of new and different ways of working and operating to consider. These can change over time. Assessments can reflect assumptions made. They should be comprehensive, balanced and allow time for new arrangements to settle. Responsible leaders should ensure that assessments of outputs, productivity and performance reflect externalities and address wider natural capital, environmental and social concerns and United Nations Sustainable Development Goals (SDGs).


© 2021 All Rights Reserved.

Article Price : Rs.50

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