Book Reviews: The Future of Leadership (Today's Top Leadership Thinkers Speak to Tomorrow's Leaders)

Calvin, James R.

doi:10.1177/107179190200800418

Cited by 3 publications

(4 citation statements)

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“…technicians, operators, and engineers) who are responsible for systems Allenby 2021). This transformation deemphasizes the importance of supervision and oversight and emphasizes leadership, empowerment, and sharing of knowledge (Davenport 2001, Deployable Training Division 2020, all pieces that bolster sensemaking and more adaptable governance structures. Therefore, shifting toward these principles may improve dynamic criticality via communication and coordination.…”

Section: Discussion: Infrastructure Dynamic Criticalitymentioning

confidence: 99%

“…Leadership and organizational change literature transcends specific industries and describes organizations' cultures, priorities, and structures. Organizations have experienced significant transitions in the past century, such as the shift from production orientation to knowledge-production and the associated technological revolutions (Davenport 2001, Manville and Ober 2003, Uhl-Bien et al 2007. These transitions are entangled with tensions such as supply chain disruptions by logistics or dwindling resources and changing consumer demands (e.g.…”

Section: Leadership and Organizational Changementioning

confidence: 99%

“…Similarly, managers of knowledge workers have shifted focus from task oversight toward knowing the capabilities of subordinates and building networked teams, creating more effective organizational knowledge toward shifting priorities during disturbances (Davenport 2001). Indeed, the military has also identified this need for knowledge co-production with the concept of mission command.…”

Section: Theme 3: Sensemakingmentioning

confidence: 99%

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Dynamic criticality for infrastructure prioritization in complex environments

Hoff¹,

Helmrich²,

Dirks³

et al. 2023

Environ. Res.: Infrastruct. Sustain.

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As infrastructure confront rapidly changing environments, there is an immediate need to provide the flexibility to pivot resources and how infrastructures are prioritized. Yet infrastructures are often categorized based on static criticality framings. We describe dynamic criticality as the flexibility and reprioritization of infrastructure and resources during disturbances. We find that the most important prerequisite for dynamic criticality is organizational adaptive capacity through resilience in goals, structures, sensemaking, and strategies. Dynamic capabilities are increasingly important in the Anthropocene, where accelerating conditions, uncertainty, and growing complexity are challenging infrastructures. We review sectors that deployed dynamic management approaches amidst changing disturbances: leadership and organizational change, defense, medicine, manufacturing, and disaster response. We use an inductive thematic analysis to identify key themes and competencies and analyze capabilities that describe dynamic criticality. These competencies drive adaptive capacity and open up the flexibility to pivot what is deemed critical, depending on the particulars of the hazard. We map these competencies to infrastructure systems and describe how infrastructure organizations may build adaptive capacity toward flexible priorities.

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Section: Discussion: Infrastructure Dynamic Criticalitymentioning

confidence: 99%

Section: Leadership and Organizational Changementioning

confidence: 99%

Section: Theme 3: Sensemakingmentioning

confidence: 99%

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Dynamic criticality for infrastructure prioritization in complex environments

Hoff¹,

Helmrich²,

Dirks³

et al. 2023

Environ. Res.: Infrastruct. Sustain.

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show abstract

“…It aims to establish harmony between the school community. The continual necessity for leaders to strengthen their leadership talents and skills (and all of this is in a world in transition) (Calvin, 2002). Job pressure was adversely connected to constructive self-talk, which was favorably related to successful leadership of others and creativity/originality as judged by subordinates and superiors (Rogelberg et al, 2013).…”

Section: Thinkermentioning

confidence: 99%

Future leadership capacity for VET with the various demands

2023

pegegog

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Along with the rapid development of technology. Vocational education has a role that needs to be handled properly by a leader. The goal of this research is to look at (1) the influence of leader assessment on personal development; (2) the influence of the technology revolution on personal development; (3) the influence of thinkers on personal development; (4) the influence of personal development on empowered people; (5) the influence of leader assessment on thinkers; (6) the influence of thinkers on the technology revolution; and (7) the influence of leader assessment on the technology revolution of future vocational leadership. This research uses quantitative. The research location is SMK in Indonesia. Data collection techniques using a questionnaire. The number of research respondents was 305 people. Sampling technique using stratified. The construct indicators were tested using content validation with the Aiken V Index formula. Construct validity, construct reliability, and hypothesis testing using SEM (Structural Equation Modeling). The SEM model was analyzed using AMOS 24. The findings of this study's analysis are as follows: (1) the t-value of 3.470 > 1.967 then H 0 is rejected, which means that the leader assessment has an effect on personal development in future vocational leadership; (2) the t-value of 4.627 > 1.967 then H 0 is rejected; (3) The t-value is 2.256 > 1.967 then H 0 is rejected; (4) The t-value is 12,214 > 1,967, so H 0 is rejected; (5) The t-value is 10,853 > 1,967, so H 0 is rejected; (6) The t-value of 9.993 > 1.967 then H 0 is rejected; and (7) the t-value is 10,819 > 1,967, so H 0 is rejected.

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Building an Ambidextrous Organisation

Birkinshaw

Gibson

2004

SSRN Journal

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Book Reviews: The Future of Leadership (Today's Top Leadership Thinkers Speak to Tomorrow's Leaders)

Cited by 3 publications

References 0 publications

Dynamic criticality for infrastructure prioritization in complex environments

Dynamic criticality for infrastructure prioritization in complex environments

Future leadership capacity for VET with the various demands

Building an Ambidextrous Organisation

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