Emotional intelligence (EI), emotional leadership (EL), emotional quotient (EQ) and emotional intelligence quotient (EIQ), is the capability of individuals to recognize their own emotions and those of others, discern between different feelings and label them appropriately, use emotional information to guide thinking and behavior, and manage and/or adjust emotions to adapt to environments or achieve one's goal(s).
Leadership is both a research area and a practical skill encompassing the ability of an individual or organization to "lead" or guide other individuals, teams, or entire organizations. Specialist literature debates various viewpoints, contrasting Eastern and Western approaches to leadership, and also United States versus European approaches. U.S. academic environments define leadership as "a process of social influence in which a person can enlist the aid and support of others in the accomplishment of a common task".
Crisis management is the process by which an organization deals with a disruptive and unexpected event that threatens to harm the organization or its stakeholders. The study of crisis management originated with large-scale industrial and environmental disasters in the 1980s. It is considered to be the most important process in public relations.
Organizational behavior (OB) or organisational behaviour is the: "study of human behavior in organizational settings, the interface between human behavior and the organization, and the organization itself". OB research can be categorized in at least three ways:
Organizational climate is a concept that has academic meaning in the fields of Organizational Behavior and I/O Psychology as well as practical meaning in the business world There is continued scholarly debate about the exact definition of organizational climate for the purposes of scientific study. The definition developed by Lawrence R. James (1943-2014) and his colleagues makes a distinction between psychological and organizational climate.
"Psychological climate is defined as the individual employee’s perception of the psychological impact of the work environment on his or her own well-being. When employees in a particular work unit agree on their perceptions of the impact of their work environment, their shared perceptions can be aggregated to describe their organizational climate ."
Professor Bill Durodié is Chair of Risk and Security in International Relations at the University of Bath, UK. He is a former head of the Department of Politics, Languages and International Studies there. His 2011 articles investigating how the World Health Organization addressed the 2009 flu pandemic, anticipated the cultural and institutional responses to COVID-19 which, he proposed, would lead to considerably more fatalities than the virus itself. His concern since, was that the episode would lead to: "suspicion, avoidance and intolerance towards others, an unwillingness to embrace life’s uncertainties, fear of future emergencies, a dystopian, anti-human outlook and narrative, and all too willing acceptance of the curtailment of civil liberties, combined with a paralysing dependence on others".
Soft skills are a combination of people skills, social skills, communication skills, character or personality traits, attitudes, career attributes, social intelligence and emotional intelligence quotients, among others, that enable people to navigate their environment, work well with others, perform well, and achieve their goals with complementing hard skills. The Collins English Dictionary defines the term "soft skills" as "desirable qualities for certain forms of employment that do not depend on acquired knowledge: they include common sense, the ability to deal with people, and a positive flexible attitude."
Organizational intelligence (OI) is the capability of an organization to comprehend and create knowledge relevant to its purpose. In other words, it is the intellectual capacity of the entire organization. With relevant organizational intelligence comes great potential value for companies and therefore organizations find study where their strengths and weaknesses lie in responding to change and complexity.
The Cynefin framework is a conceptual framework used to aid decision-making. Created in 1999 by Dave Snowden when he worked for IBM Global Services, it has been described as a "sense-making device". Cynefin is a Welsh word for habitat.
Cranfield School of Management, established in 1967, is a business school that is part of Cranfield University in Bedfordshire, United Kingdom. It was ranked among the Top 30 European Business Schools by the Financial Times in 2017. Cranfield School of Management is triple accredited by the Association of MBAs (AMBA), EQUIS and AACSB. It is particularly well known for its MSc Logistics & Supply Chain Management, MSc Finance and Management, MSc Management as well as its MBA programme. Cranfield University, the UK's only wholly postgraduate university, specialises in science, technology, engineering, and management.
Based on the extensive body of available literature on management, different modes of leadership abound. David Wilkinson, for instance, described four modes of leadership in his 2006 book, The Ambiguity Advantage. Others also proposed different modes such as Jonas Altman who offered the Teacher, Learner, Mobiliser, and Giver leadership modes for the 21st century. All these illustrate varying outlooks and preferences for direction, participation, task, relations, and change orientation, which often depend on two variables: 1) the leader's personal characteristics; and, 2) the situational contingencies, which include the characteristics of the follower, the organization, task, goals, and constraints, among others.
Agile leadership is the craft of creating the right context for self-organisation. An environment where agile teams collaborate, learn from each other, get quick feedback from users and are focused on quality and continuous learning. He or she doesn’t micro-manage the people nor creates total freedom. Balancing between anarchy and strict structure is crucial in today’s markets. Developing and maintaining this right environment is often hard work. With focus on culture, ownership, mindset, feedback and long term goals.
Corporate security identifies and effectively mitigates or manages, at an early stage, any developments that may threaten the resilience and continued survival of a corporation. It is a corporate function that oversees and manages the close coordination of all functions within the company that are concerned with security, continuity and safety.
VUCA is an acronym – first used in 1987, drawing on the leadership theories of Warren Bennis and Burt Nanus – to describe or to reflect on the volatility, uncertainty, complexity and ambiguity of general conditions and situations; The U.S. Army War College introduced the concept of VUCA to describe the more volatile, uncertain, complex and ambiguous multilateral world perceived as resulting from the end of the Cold War. More frequent use and discussion of the term "VUCA" began from 2002 and derives from this acronym from military education. It has subsequently taken root in emerging ideas in strategic leadership that apply in a wide range of organizations, from for-profit corporations to education
In simple terms, risk is the possibility of something bad happening. Risk involves uncertainty about the effects/implications of an activity with respect to something that humans value, often focusing on negative, undesirable consequences. Many different definitions have been proposed. The international standard definition of risk for common understanding in different applications is “effect of uncertainty on objectives”.
A social-ecological system consists of 'a bio-geo-physical' unit and its associated social actors and institutions. Social-ecological systems are complex and adaptive and delimited by spatial or functional boundaries surrounding particular ecosystems and their context problems.
Roebuck, referencing Roebuck (2004), defines entrepreneurial leadership as "organizing a group of people to achieve a common goal using proactive entrepreneurial behavior by optimising risk, innovating to take advantage of opportunities, taking personal responsibility and managing change within a dynamic environment for the benefit of [an] organisation".
A leadership style is a leader's method of providing direction, implementing plans, and motivating people. Various authors have proposed identifying many different leadership styles as exhibited by leaders in the political, business or other fields. Studies on leadership style are conducted in the military field, expressing an approach that stresses a holistic view of leadership, including how a leader's physical presence determines how others perceive that leader. The factors of physical presence in this context include military bearing, physical fitness, confidence, and resilience. The leader's intellectual capacity helps to conceptualize solutions and to acquire knowledge to do the job. A leader's conceptual abilities apply agility, judgment, innovation, interpersonal tact, and domain knowledge. Domain knowledge encompasses tactical and technical knowledge as well as cultural and geopolitical awareness. Daniel Goleman (2000) in his article "Leadership that Gets Results" talks about six styles of leadership.
Ralph Douglas Stacey is a British organizational theorist and Professor of Management at Hertfordshire Business School, University of Hertfordshire, in the UK and one of the pioneers of enquiring into the implications of the natural sciences of complexity for understanding human organisations and their management. He is best known for his writings on the theory of organisations as complex responsive processes of relating.
Adrian Frank Furnham is a South African-born British BPS chartered occupational psychologist and chartered health psychologist. He is currently an adjunct professor at BI Norwegian Business School and professor at University College London. Throughout his career, he has lectured in the following post-secondary institutions: Pembroke College, Oxford, University of New South Wales, University of West Indies, Hong Kong University Business School, and the Henley Management College.
