Transformation of entrepreneurial leadership in the 21st century: prospects for the future

The 21st century imposed many challenges on mankind, among them there is a very important problem of entrepreneurial leadership transformation. Entrepreneurship gradual modification under the pressure of factors of innovation, informatization of the environment and the need for socialization of the relations between businessmen and society has led to the need of new understanding of leadership positions. The purpose of this scientific research is to substantiate the style of entrepreneurial leadership, which will become dominant in the 21st century. Analyzing and systematizing the scientific works of many modern scholars by the methods of theoretical synthesis, analysis and synthesis, we have solved the problems of entrepreneurial leadership transformation. The use of the historical and logical method has revealed the relationship between the entrepreneurial leadership development and entrepreneurial types. The study found that the global business environment requires new leaders, whose key competences will meet the needs of society, educational space, ethical requirements, etc. Studying the similarities and differences of various leadership styles has become the basis for the allocation of a new style – the leadership of conscious influence, the main characteristics of which are given in this research. In order to achieve the goals, set by the leader-entrepreneur, it is proposed to systematize the leadership opportunities on tactical and strategic, the factors of influence on their realization in the future are generalized. By the method of scientific and theoretical prediction the portrait of an entrepreneur in a global perspective has been formed. Prospects for further research in this area are the development of a methodology for evaluating the effectiveness of business leaders' actions and systematization of ways to increase their effectiveness in the future

The impact of video gaming on managers\u27 adaptive leadership skills: do millennials have an advantage?

The aging Baby Boomer Generation, coupled with the large coming of age Millennial Generation and the need for more adaptive and flexible employees in business, is presenting companies with a challenge of how to develop individuals in leadership positions within their organizations to properly demonstrate and implement adaptive leadership attributes. This study compared data previously gathered by the participating organization from individuals composed of multiple generations currently in leadership positions attending a leadership orientation course. Data were collected using a selected instrument measuring adaptive leadership skills. The focus of this study was to determine if the Millennial Generation has gained more experience with situations playing video games and, if so, if this resulted in enhanced adaptive leadership skills. Potentially acquiring leadership, organizational, and social skills, while learning to accomplish tasks in a rapidly changing and volatile simulated environment in a video game, could have a positive impact on the Millennials’ ability to employ adaptive leadership. The learning outcomes from video game play are accomplished either as a part of the individual video game design or via Internet games for multiple players. The applicability of this study could provide direction on how to better prepare more appropriate learning solutions to develop individuals as they move into leadership roles. The resulting analysis generated data finding no significant relationship between birth generations and scores from an instrument measuring adaptive leadership, or with the amount of video game play by generation. There was a positive relationship found between birth generation and the amount of video game play

Management learning at the speed of life:Designing reflective, creative, and collaborative spaces for millenials

This paper introduces the concept of "management learning at the speed of life" as a metaphor to inspire millenials. Millenials may face three major problems in relation to management learning: lack of concentration, lack of engagement, and lack of socialization. Management learning at the speed of life addresses these potential problems through three dimensions: reflective, creative, and collaborative learning. This paper illustrates the benefits of reflective, creative, and collaborative spaces for millenials using practices from leadership and personal development courses that were offered over seven years in Canada, Turkey, and the UK. These courses incorporated the latest technology that brought the course activities up to the speed of life

Winning the Talent War, for Good: A Call to Engage, Retain, and Build the Market for Top Talent in Impact Careers

Today, there remains a striking disconnect between talented people and careers of social impact. There is little data on how and why young people choose their careers and limited understanding of what it would take to encourage a greater share to commit themselves to advancing the public interest. This makes it difficult for impact organizations, those organizations striving to achieve an explicit social mission, to effectively identify, recruit, and retain great talent -- and for service-minded young people to find opportunities to make a difference. Ensuring that the best talent is working to solve these critical social challenges is a shared responsibility. However, it is ultimately our responsibility as Millennials to create and commit to impact careers. Winning the Talent War, for Good includes a range of strategies created by and for impact practitioners and young talent alike to address this challenge. In addition to underscoring the need for top talent in this field, this Aspen Institute Impact Careers Initiative (ICI) report seeks to help practitioners better understand the drivers of career choices among top talent and undertake key strategies for engaging, retaining, and building the market for the next generation of top talent in impact careers

Extension Stakeholder Engagement: Adapting to the Twenty-First Century

Over the past 100 years, a number of societal trends have influenced how Cooperative Extension engages public audiences in its outreach and education efforts. These trends include rapid evolution in communication technology, greater specialization of Land-Grant University faculty, and diversification of funding sources. In response, Extension organizations have adapted their engagement approach, incorporated new technologies, modified their organizational structures, and even expanded the notion of public stakeholders to include funders, program nonparticipants, and others. This article explores the implications for future Extension efforts using two case studies—one which explores how a community visioning program incorporated new ways of engaging local audiences, and another which explores how an Extension business retention program used participatory action research and educational organizing approaches to strengthen participation in a research-based program

Positive leadership : o navigate the future workforce by addressing anxiety and self-efficacy in Millennials and Generation Z

This study addresses the rising levels of anxiety observed among Millennials and Generation Z individuals. The research aims to improve our understanding of the factors that influence the wellbeing of these cohorts, who make up a significant proportion of the workforce. A key focus is to explore the potential of positive leadership to positively influence mental health through the lens of self-efficacy. A total of N=167 participants with an average age of 27.81 years, mostly working full time (N=62, 37.1%) or as working students (N=54, 32.2%), with the majority perceiving the quality of management and leadership as extremely important (N=84, 50.3%). The study therefore tested the difference in well-being between generations (Generation Z, Millennials and predecessors born before 1980) and the relationship between anxiety and self-efficacy, as well as the correlation between the importance of leadership quality and the PERMA-Lead traits in relation to positive self-belief in Millennials and Generation Z. The results show clear differences in the importance of leadership quality and the PERMA-Lead traits in relation to positive selfbelief in Millennials and Generation Z. The results of the study show clear differences in well-being between Millennials and Generation Z compared to previous generations, with the former showing lower levels of well-being, and confirm that anxiety is a significant predictor of lower self-efficacy in these groups, indicating the negative impact of anxiety on self-belief. Descriptive results show that positive leadership traits appear to have a consistent impact on self-belief across generations, offering potential avenues for enhancing wellbeing. The results also show a highly significant relationship between leadership quality and PERMA-Lead characteristics for Millennials and Generation Z. Overall, the findings contribute to the wider discourse on well-being in today's workforce and highlight the importance of positive leadership in reducing anxiety and increasing self-efficacy in younger generations.Este estudo aborda os níveis crescentes de ansiedade observados entre os Millennials e os indivíduos da Geração Z. A investigação visa melhorar a nossa compreensão dos factores que influenciam o bem-estar destes grupos, que constituem uma proporção significativa da força de trabalho. Um dos principais objectivos é explorar o potencial da liderança positiva para influenciar positivamente a saúde mental através da lente da autoeficácia. Um total de N=167 participantes com uma idade média de 27,81 anos, na sua maioria a trabalhar a tempo inteiro (N=62, 37,1%) ou como trabalhadores-estudantes (N=54, 32,2%), com a maioria a considerar a qualidade da gestão e da liderança como extremamente importante (N=84, 50,3%). O estudo testou, assim, a diferença de bem-estar entre gerações (Geração Z, Millennials e Predecessores nascidos antes de 1980) e a relação entre ansiedade e auto-eficácia, bem como a correlação entre a importância da qualidade da liderança e os traços PERMA-Lead em relação à auto-crença positiva nos Millennials e na Geração Z. Os resultados do estudo revelam diferenças claras no bem-estar entre os Millennials e a Geração Z em comparação com as gerações anteriores, com os primeiros a apresentarem níveis mais baixos de bem-estar, e confirmam que a ansiedade é um fator de previsão significativo de uma menor auto-eficácia nestes grupos, indicando o impacto negativo da ansiedade na autoconfiança. Os resultados descritivos mostram que os traços de liderança positivos parecem ter um impacto consistente na autoconfiança entre gerações, oferecendo potenciais vias para melhorar o bem-estar. Os resultados também mostram uma relação altamente significativa entre a qualidade da liderança e as características PERMA-Lead para os Millennials e a Geração Z. Globalmente, os resultados contribuem para o discurso mais alargado sobre o bem-estar na força de trabalho atual e realçam a importância da liderança positiva na redução da ansiedade e no aumento da auto-eficácia nas gerações mais jovens

HOW DOES TRANSFORMATIONAL LEADERSHIP BOOST OCB AMONG MILLENNIAL LECTURER? UNVEILING THE EMPOWERING ROLE OF SELF-EFFICACY

Nowadays, many lecturer positions in higher education are filled by millennials; by 2025, the number of millennial workers will reach 75%, which means three out of four workers are millennials. Millennials are also known as generation Y. Previous studies show that there are differences in the work values of millennials and previous generations, such that millennial workers may be reluctant to engage in organizational citizenship behavior (OCB). OCB refers to extra-discretionary role behaviors that enhance the organizational environment, which supports task performance. In today's complex and fast-paced organizations, extra-role behaviors have become critical to organizational success. Transformational leadership and self-efficacy have been found to be strong predictors of OCB, but the underlying mechanisms are unclear. This study aims to examine the effect of transformational leadership on the OCB of millennial lecturers, for which self-efficacy is a mediator. This research is a quantitative study, involving 357 millennial lecturers in Indonesia as research subjects. The results of this study indicate that self-efficacy partially mediates the effect of transformational leadership on the OCB of millennial lecturers. An increase in transformational leadership will increase OCB, either directly or through an increase in lecturer self-efficacy. The results of this study can be utilized by the government and university managers as review material.Keywords: OCB, Extra role behavior, Y generation, Lecturer, Higher education.