Islamic culture encourages and supports a rich and complete way of life, with guidance, both spiritual and secular, provided for every facet of the devotee’s life. The Qur’an and the Sunnah are the two sources for the Islamic concept of the role of the leader. The Qur’an is the holy book of the religion of Islam, and the Sunnah describes the exemplary life of Prophet Mohammad, largely understood through narration of his words and deeds – the Hadeeth. The Holy Qur’an is universally honoured by Muslims, who identify passages that are pertinent and influential to their lives. Leadership is a tenet that is highly emphasized in Islamic life and is embodied in the pillar of accountability. Indeed, the Prophet Mohammad in the Hadeeth states: ‘each of you is a guardian and is responsible for his subjects’ (Saheeh al Bukhari: 212). This form of multi-level leadership is highly encouraged in Islam. The operational principles that should be applied by Muslim leaders include the exercise of justice, fulfilment of trust, observance of righteousness, perseverance in doing what is right, and honouring promises (Beekum, 1999). The model of Islamic leadership has four dimensions: Consciousness of God, Competency, Consultation, and Consideration (The 4C model).
PURPOSE Physicians rarely receive formal training in leadership skills. Çitaku and colleagues have identified a set of leadership competencies (LCs) providing validity evidence in North American (NA) and European Union (EU) medical education institutions. We aim to apply this same survey to a sample of Latin American (LA) medical leaders from the oncology community and related areas, compare the results with those of the previous survey, and perform subgroup analyses within the LA cohort. METHODS The survey was sent to nearly 8,000 physicians of participating professional organizations. In addition to the 63 questions, we also collected data on the type of institution, country, specialty, sex, age, years of experience in oncology, and leadership position. RESULTS The 217 LA respondents placed the highest value on task management competencies (91.37% reported these as important or very important v 87.0% of NA/EU respondents; P < .0001), followed by self-management (87.45% of LA respondents v 87.55% of NA/EU respondents; P = not significant [NS]), social responsibility (86.83% of LA respondents v 87.48% of NA/EU respondents; P = NS), innovation (86.69% of LA respondents v 85.31% of NA/EU respondents; P = NS), and leading others (83.31% of LA respondents v 84.71% of NA/EU respondents; P = NS). Social responsibility, which was first in importance in the NA/EU survey, was only third in the LA survey. Subgroup analyses showed significant variations in the ratings of specific LCs within the LA population. CONCLUSION LCs valued by LA leaders somewhat differ from those valued by their NA and EU counterparts, implying that cultural aspects might influence the perception of desired LCs. We also detected variations in the responses within the LA population. Our data indicate that current physician leadership training programs should be tailored to suit specific needs and cultural aspects of each region. Further validity studies of this instrument with other samples and cultures are warranted.
The percentage of women in leadership positions is increasing and advancing towards gender parity. However, the number of female leaders is still low when compared to male leaders. We endeavored to examine by means of a literature review the impact of Emotional Intelligence (EI) on women´s leadership since we found that EI is a key factor in predicting effective leadership traits. We also found there is a social perception that women tend to be seen as more emotional and empathic than men. We review the definitions of leadership and EI and explore the link between EI, leadership and women. Several leadership scholars and psychologists argue that EI is an important foundation for leadership effectiveness. We review the literature about how men and women compare in their EI attributes. When it comes to learning EI, men and women have the same opportunities to acquire a greater EI through reflection and experience. However, we highlight the necessity for increasing the number of women in leadership positions by enhancing and supporting women’s leadership competencies. Moreover, we emphasize the importance of building EI in order to achieve effective leadership.
Globalization and digitization have brought in unprecedented changes in the leadership-organization-environment equation. Managing this equation is complex because it is not confined by clear, known boundaries. Today's leadership, in this situation, faces three major challenges: One, they confront problems that are occurring rapidly, are complex in nature, and may be unclear as not having experienced by them before. Two, they have to make quick decisions, in spite of "complexity, novelty and ambiguity" (Lord & Maher, 19901). Three, they have to take risk, keeping in mind "negative consequences of a solution with respect to other on-solving efforts and broader system goals (Mumford & Peterson, 19992). This article addresses the primary, fundamental issue of leadership competencies, which Prof. Fadil Çitaku’s Leadership Competency Model (2012) and currently published Leadership Competency Model Drenica (Çitaku and Ramadani, 2020) propose, and the Leadership Style befitting to the organizational structure that Prof. Don Zilloux, the author of The Results-Focused Organization (2011) elucidates. Additionally, in this study a large body of evidence-based literature have been reviewed to highlight the newest outcomes from the Science of Leadership regarding Leadership, Risk-Taking and Decision-Making.
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