LEADERSHIP IN A CONTEMPORARY SPORTS ORGANIZATION

The aim of this paper is to give an overview of characteristics, factors and organizational performance of the leadership in the narrative manner. We live in a time of rapid, increasingly dramatic, far more complex and unpredictable changes, which have a significant effect on behavior, business and management in organizations. Such processes are most commonly referred to as “hyperchange”, “hypercompetition”, and “hyperturbulence”. These processes take place in the period which is referred to the terms as “digital revolution”, “information era”, “digital economics”, “internet economics”, “net economics”, “knowledge economy/knowledge society”, “postindustrial society”, “age of discontinuity”, “time of uncertainty”, “third wave”, etc. The responses to the rapid change in the environment in which sports organizations perform their business and have wider social mission, and which are increasingly discontinuous in their character, seek from managers to be transformational leaders. This implies that leaders have the capability to create a vision, mission, policy and strategy and their implementation, achieving a much greater overall value for consumers and large transformational shifts in the short term. In the environment which is more dynamic, unpredictable, or insecure, leadership change has become a more critical aspect of leadership study. Modern leadership concepts focus on the leadership that organizations and individuals need. The idea of a shared leadership, virtual, transformational and one that is based on elements of emotional intelligence, obtains the right of citizenship and becomes the dominant field of research in the field of modern corporate governance

Political Economy of International Climate Finance: Navigating Decisions in PPCR and SREP

This working paper explores how countries can build their own 'climate finance readiness' by understanding their internal political economy and use that understanding to steer consensus-based decisions on climate finance investments. For climate finance to be effective, national leaders must build shared commitments. This involves considering the arguments, incentives and power dynamics at play to ensure priorities are more equitable and representative of a broader group of stakeholders. Doing so will also help to reduce the risk of implementation delays. This paper uses case studies from Bangladesh, Ethiopia and Nepal to explore how narratives and incentives within the political economy drive climate investment outcomes under the Pilot Programme for Climate Resilience (PPCR) and the Scaling up Renewable Energy Programme (SREP). It draws from broader analysis of the discourses around these investments, including 80 interviews with government; multilateral development banks (MDBs) and other stakeholders

The evaluation and the effectiveness of project management in transformational e-government projects

This paper forms part of an ongoing research of a PhD degree to describe, critically evaluate and examine the underlying barriers and challenges in large e-Government initiatives. The paper invites technology to be incorporated and inculcated into the art and science of project management, and be part of a passable solution as opposed to being distinct and separate from it. The tools used have to increase the novelty (art and science) of project management through human interaction, and empower the project manager and aiding his capacity in delivering the expected outcomes. Due to inadequate implementations of project management procedures and processes, many large information technology systems (ITS) projects failed. This becomes a characteristic and encompasses e-Government project initiatives, due to ambitious program changes, major innovations, large transformations, enterprise wide solutions, collaboration across organizations’ governments and private sectors, and the implementation of unprecedented (or ambitious) solutions. This research paper critically analyses and summarises a list of e-Government challenges and barriers arising from an e-Government survey administered on behalf of the World Information Technology and Services Association (WITSA) which represents the national technology associations in 70 countries. It compares these challenges to the Project Management Body of Knowledge (PMBOK), which is the North American standard in project management methodology. In addition, it highlights the weaknesses in PMBOK to address these challenges and offers a technology-enabled enhancement to the Project Initiation Phase, the area identified as being particularly weak and inadequate in addressing e-Government initiatives and requirements

Transformational Leadership and Knowledge Management: Analysing the Knowledge Management Models

The purpose of the present study is to investigate the mutual relationship between transformational leadership and knowledge management as well the potential effects of a transformational leader on his or her followers. In this paper, we review the role of transformational leadership in effective knowledge management and establish the emerging role of transformational leadership, as an ideal leadership style in building knowledge-based companies to achieve a higher degree of competitive advantage. The findings in this article are based upon previous empirical studies that illustrate the formulation of several propositions that contribute to the knowledge management processes. Our findings are based upon possible scenarios that impact transformational leadership and knowledge management using grounded theoretical research. Research limitations are twofold. One limitation is found in the prior literature indicating that past studies have posited that companies might lack the required capabilities or decide to decline from interacting with other companies (Caldwell & Ancona 1988), or even distrust sharing their knowledge (Kraut & Streeter 1995). And, second, our contribution to the literature lies in presenting a link between knowledge management and transformational leadership that incorporates the knowledge management processes that may impact the effectiveness of transformational leaders to enhance their capabilities to effectively play their roles within companies. In addition, managerial applications that may support knowledge management processes are proposed further research is necessary to finalise conclusions. The original value of this research provides an impetus of mutual interaction of knowledge management and transformational leadership

Transformational Leadership: Building an Effective Culture to Manage Organisational Knowledge

This paper reviews the current literature of management to indicate how transformational leaders contribute to organisational knowledge by building an effective culture. The paper is based on a review of leadership theories, organisational knowledge, organisational culture and the integration of concepts from the knowledge-based view of the firm. This review also indicates that to develop organisational knowledge transformational leaders act as change agents who influence organisational culture which can in turn mediate the relationship between transformational leadership and organisational knowledge

Transformational leadership and innovation at the Lebanese banking industry

Purpose: Transformational leadership (TL) has been recognized as one of the most important factor influencing innovation. It is argued that this style plays an essential role in developing the process, structure and climate for organizations to become innovative. This research aims to examine the impact of TL on two aspects of innovation namely product and process innovation. Design/Methodology/Approach: The quantitative and explanatory analysis was taken by using the Structural equations modeling (SEM) with AMOS 20 to examine the relationship between TL and innovation. Research data were collected through a survey method. The sample result was determined by the probability stratified sampling technique of about 310 employees at 27 banks in Lebanon. Findings: The findings confirmed the importance of TL in enhancing innovation in banking sector. The main implication of the research highlights that individualized consideration is the most important predictor of product and process innovation followed by, inspirational motivation and idealized influence, respectively, whereas, intellectual stimulation has insignificant influence on product and process innovation. Practical Implications: Findings point to how transformational style of leadership produce better outcomes for the banks by mobilizing employees to engage in innovative products and processes. Originality/Value: These findings extends the understanding of the processes through which transformational styles of leadership stimulate innovation, and also highlight the benefits gained by cultivating more transformational styles of leadership to generate more innovative outcomes.peer-reviewe

The effect of transformational leadership on innovation : evidence from Lebanese banks

Purpose: Transformational leadership (TL) has been recognized as one of the most important factor influencing innovation. It is argued that this style plays an essential role in developing the process, structure and climate for organizations to become innovative. This research aims to examine the impact of TL on two aspects of innovation namely product and process innovation. Design/Methodology/Approach: The quantitative and explanatory analysis was taken by using the Structural equations modeling (SEM) with AMOS 20 to examine the relationship between TL and innovation. Research data were collected through a survey method. The sample result was determined by the probability stratified sampling technique of about 310 employees at 27 banks in Lebanon. Findings: The findings confirmed the importance of TL in enhancing innovation in banking sector. The main implication of the research highlights that individualized consideration is the most important predictor of product and process innovation followed by, inspirational motivation and idealized influence, respectively, whereas, intellectual stimulation has insignificant influence on product and process innovation. Practical Implications Findings point to how transformational style of leadership produce better outcomes for the banks by mobilizing employees to engage in innovative products and processes. Originality/Value: These findings extends the understanding of the processes through which transformational styles of leadership stimulate innovation, and also highlight the benefits gained by cultivating more transformational styles of leadership to generate more innovative outcomes.peer-reviewe

United Nations Development Assistance Framework for Kenya

The United Nations Development Assistance Framework (2014-2018) for Kenya is an expression of the UN's commitment to support the Kenyan people in their self-articulated development aspirations. This UNDAF has been developed according to the principles of UN Delivering as One (DaO), aimed at ensuring Government ownership, demonstrated through UNDAF's full alignment to Government priorities and planning cycles, as well as internal coherence among UN agencies and programmes operating in Kenya. The UNDAF narrative includes five recommended sections: Introduction and Country Context, UNDAF Results, Resource Estimates, Implementation Arrangements, and Monitoring and Evaluation as well as a Results and Resources Annex. Developed under the leadership of the Government, the UNDAF reflects the efforts of all UN agencies working in Kenya and is shaped by the five UNDG programming principles: Human Rights-based approach, gender equality, environmental sustainability, capacity development, and results based management. The UNDAF working groups have developed a truly broad-based Results Framework, in collaboration with Civil Society, donors and other partners. The UNDAF has four Strategic Results Areas: 1) Transformational Governance encompassing Policy and Institutional Frameworks; Democratic Participation and Human Rights; Devolution and Accountability; and Evidence-based Decision-making, 2) Human Capital Development comprised of Education and Learning; Health, including Water, Sanitation and Hygiene (WASH), Environmental Preservation, Food Availability and Nutrition; Multi-sectoral HIV and AIDS Response; and Social Protection, 3) Inclusive and Sustainable Economic Growth, with Improving the Business Environment; Strengthening Productive Sectors and Trade; and Promoting Job Creation, Skills Development and Improved Working Conditions, and 4) Environmental Sustainability, Land Management and Human Security including Policy and Legal Framework Development; and Peace, Community Security and Resilience. The UNDAF Results Areas are aligned with the three Pillars (Political, Social and Economic) of the Government's Vision 2030 transformational agenda

Factors Influencing Innovative Behaviour of Teachers in Secondary Schools in the North East of Nigeria

Innovative behaviour (IB) refers to the process of developing, generating, applying or promoting new ideas by employees to increase job performance. Today, the rapid social and technological changes in our environment highlight the significance of IB of employees and especially for teachers. Thus, this paper aimed to develop a conceptual framework of factors influencing innovative behaviour of teachers in secondary schools. The research was explored through critical related literature analysis. Findings were presented in form of descriptive analysis, which shows that workplace happiness (WP), organisational climate (OC), affective commitment (AF) and transformational leadership (TFL) play a direct role in affecting innovative behaviour. The paper concludes that WP, OC, AF and TL have a positive impact in creating the essential conditions to encourage teachers to show IB in schools