Inspirational leadership is one of many different forms of leadership. The Covid-19 pandemic provides an opportunity to assess its relevance in relation to other approaches in the context of decision making during this international public health crisis. The experience suggests the relevance of inspirational leadership may vary over the course of a pandemic and according to the nature of the society and culture concerned. The requirement may be for a competent contextual and situational form of leadership that is appropriate, relevant and supportive in the circumstances, rather than one which is consciously and/or noticeably inspirational. For many medical practitioners, health professionals and emergency workers who are inwardly motivated, whether or not leadership is authentic or inspirational may be less important than whether it is contextual and regarded as effective, timely, responsible and proportionate, messages from leaders are clear and unambiguous, and their decisions are thought to be balanced and fair and to reflect evidence and scientific advice.

Leadership is a process through which an individual influences other members of the group, with a view to achieving organizational or group goals. This paper aims to address the theme of inspirational leadership, innovation and entrepreneurship. The paper is divided into three points: the first point deals with inspirational leadership; the second focuses on the relationship between inspirational leadership and innovation; and finally, the third point addresses the existing relationship between inspirational leadership and entrepreneurship. The paper concludes that the link between inspirational leadership, innovation and entrepreneurship is fundamental for organizational growth and development, because that way organizations will be better able to face the challenges of their environment, taking into account the competitive dynamics that they are subject to at national and international levels resulting from globalization.

Assessing the performance of an organization will invariably focus on the behavior of its senior executives and managers who will attract acclaim and criticism in equal measure depending how well the organization has performed. They can be deified when things go well and demonized when they do not. But are such attributions justified and fair or are they gross misjudgments of an executive's capability to perform well? The organizational contexts in which an executive works will condition what they can and cannot do and so will profoundly influence their relative success and failure. This paper proposes that any examination of an organization's performance must include both the behavior of the key individuals involved and the culture of the organization in which they work. It is not always the fault of the executive when things go badly wrong!

This paper examines personal effectiveness through traits such as consistency, thankfulness, saying sorry, pleading, and taking criticisms, intuition and emotions. Consistency allows for sustained understanding. Every business is a relationship business, and civility is an important part of a relationship. Saying please, thank you and sorry conveys civility and personal dignity. Effective criticism is never personal or judgmental. Intuition, which is much deeper than a single idea, tests an idea through an experiment, which is real-life experience. Coming to emotions they are affected by thoughts which can be turned from negative to positive. In a nutshell-work hard, stay focused and move on up.