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• 20 Aug 2024

Why Competing With Tech Giants Requires Finding Your Own Edge

In the new book Smart Rivals, Feng Zhu and Bonnie Yining Cao show business leaders how to create competitive advantages by uncovering their hidden strengths and leveraging their individual capabilities.

• 15 Aug 2024

Post-CrowdStrike, Six Questions to Test Your Company's Operational Resilience

Companies unprepared for disasters risk not only their competitive advantage but their very existence. Hise Gibson and Anita Lynch break down what a company needs to build its operational resilience, starting with its people, processes, and technology.

• 16 Jul 2024

Corporate Boards Are Failing in Their No. 1 Duty

General Electric, Wells Fargo, and Boeing all chose the wrong CEOs for the job, says Bill George, creating big problems for the companies. George outlines five common mistakes boards of directors make when selecting leaders and provides advice for picking the appropriate person for this all-important role.

• 02 Jul 2024

Five Essential Elements to Build the Capital You Need to Lead

The path to leadership can seem unclear in competitive organizations. In the book The Treasure You Seek, Archie L. Jones offers a roadmap to help aspiring leaders discover their strengths, communicate effectively, and build meaningful connections.

• 11 Jun 2024
• In Practice

The Harvard Business School Faculty Summer Reader 2024

What's on your vacation reading list? Harvard Business School faculty members plan to explore not only sober themes, such as philosophy and climate policy, but classic mysteries and hip-hop history.

• 01 May 2024
• What Do You Think?

Have You Had Enough?

James Heskett has been asking readers, “What do you think?” for 24 years on a wide variety of management topics. In this farewell column, Heskett reflects on the changing leadership landscape and thanks his readers for consistently weighing in over the years. Open for comment; 0 Comments.

• 26 Apr 2024

Deion Sanders' Prime Lessons for Leading a Team to Victory

The former star athlete known for flash uses unglamorous command-and-control methods to get results as a college football coach. Business leaders can learn 10 key lessons from the way 'Coach Prime' builds a culture of respect and discipline without micromanaging, says Hise Gibson.

• 26 Mar 2024
• Cold Call Podcast

How Do Great Leaders Overcome Adversity?

In the spring of 2021, Raymond Jefferson (MBA 2000) applied for a job in President Joseph Biden’s administration. Ten years earlier, false allegations were used to force him to resign from his prior US government position as assistant secretary of labor for veterans’ employment and training in the Department of Labor. Two employees had accused him of ethical violations in hiring and procurement decisions, including pressuring subordinates into extending contracts to his alleged personal associates. The Deputy Secretary of Labor gave Jefferson four hours to resign or be terminated. Jefferson filed a federal lawsuit against the US government to clear his name, which he pursued for eight years at the expense of his entire life savings. Why, after such a traumatic and debilitating experience, would Jefferson want to pursue a career in government again? Harvard Business School Senior Lecturer Anthony Mayo explores Jefferson’s personal and professional journey from upstate New York to West Point to the Obama administration, how he faced adversity at several junctures in his life, and how resilience and vulnerability shaped his leadership style in the case, "Raymond Jefferson: Trial by Fire."

• 24 Jan 2024

Why Boeing’s Problems with the 737 MAX Began More Than 25 Years Ago

Aggressive cost cutting and rocky leadership changes have eroded the culture at Boeing, a company once admired for its engineering rigor, says Bill George. What will it take to repair the reputational damage wrought by years of crises involving its 737 MAX?

• 02 Jan 2024

Do Boomerang CEOs Get a Bad Rap?

Several companies have brought back formerly successful CEOs in hopes of breathing new life into their organizations—with mixed results. But are we even measuring the boomerang CEOs' performance properly? asks James Heskett. Open for comment; 0 Comments.

• Research & Ideas

10 Trends to Watch in 2024

Employees may seek new approaches to balance, even as leaders consider whether to bring more teams back to offices or make hybrid work even more flexible. These are just a few trends that Harvard Business School faculty members will be following during a year when staffing, climate, and inclusion will likely remain top of mind.

• 12 Dec 2023

Can Sustainability Drive Innovation at Ferrari?

When Ferrari, the Italian luxury sports car manufacturer, committed to achieving carbon neutrality and to electrifying a large part of its car fleet, investors and employees applauded the new strategy. But among the company’s suppliers, the reaction was mixed. Many were nervous about how this shift would affect their bottom lines. Professor Raffaella Sadun and Ferrari CEO Benedetto Vigna discuss how Ferrari collaborated with suppliers to work toward achieving the company’s goal. They also explore how sustainability can be a catalyst for innovation in the case, “Ferrari: Shifting to Carbon Neutrality.” This episode was recorded live December 4, 2023 in front of a remote studio audience in the Live Online Classroom at Harvard Business School.

• 05 Dec 2023

Lessons in Decision-Making: Confident People Aren't Always Correct (Except When They Are)

A study of 70,000 decisions by Thomas Graeber and Benjamin Enke finds that self-assurance doesn't necessarily reflect skill. Shrewd decision-making often comes down to how well a person understands the limits of their knowledge. How can managers identify and elevate their best decision-makers?

• 21 Nov 2023

The Beauty Industry: Products for a Healthy Glow or a Compact for Harm?

Many cosmetics and skincare companies present an image of social consciousness and transformative potential, while profiting from insecurity and excluding broad swaths of people. Geoffrey Jones examines the unsightly reality of the beauty industry.

• 14 Nov 2023

Do We Underestimate the Importance of Generosity in Leadership?

Management experts applaud leaders who are, among other things, determined, humble, and frugal, but rarely consider whether they are generous. However, executives who share their time, talent, and ideas often give rise to legendary organizations. Does generosity merit further consideration? asks James Heskett. Open for comment; 0 Comments.

• 24 Oct 2023

From P.T. Barnum to Mary Kay: Lessons From 5 Leaders Who Changed the World

What do Steve Jobs and Sarah Breedlove have in common? Through a series of case studies, Robert Simons explores the unique qualities of visionary leaders and what today's managers can learn from their journeys.

• 06 Oct 2023

Yes, You Can Radically Change Your Organization in One Week

Skip the committees and the multi-year roadmap. With the right conditions, leaders can confront even complex organizational problems in one week. Frances Frei and Anne Morriss explain how in their book Move Fast and Fix Things.

• 26 Sep 2023

The PGA Tour and LIV Golf Merger: Competition vs. Cooperation

On June 9, 2022, the first LIV Golf event teed off outside of London. The new tour offered players larger prizes, more flexibility, and ambitions to attract new fans to the sport. Immediately following the official start of that tournament, the PGA Tour announced that all 17 PGA Tour players participating in the LIV Golf event were suspended and ineligible to compete in PGA Tour events. Tensions between the two golf entities continued to rise, as more players “defected” to LIV. Eventually LIV Golf filed an antitrust lawsuit accusing the PGA Tour of anticompetitive practices, and the Department of Justice launched an investigation. Then, in a dramatic turn of events, LIV Golf and the PGA Tour announced that they were merging. Harvard Business School assistant professor Alexander MacKay discusses the competitive, antitrust, and regulatory issues at stake and whether or not the PGA Tour took the right actions in response to LIV Golf’s entry in his case, “LIV Golf.”

• 01 Aug 2023

As Leaders, Why Do We Continue to Reward A, While Hoping for B?

Companies often encourage the bad behavior that executives publicly rebuke—usually in pursuit of short-term performance. What keeps leaders from truly aligning incentives and goals? asks James Heskett. Open for comment; 0 Comments.

• 05 Jul 2023

What Kind of Leader Are You? How Three Action Orientations Can Help You Meet the Moment

Executives who confront new challenges with old formulas often fail. The best leaders tailor their approach, recalibrating their "action orientation" to address the problem at hand, says Ryan Raffaelli. He details three action orientations and how leaders can harness them.

Leadership Styles Research Paper

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There may be nearly as many different definitions and perspectives about leadership as there are people who study and write about it. As leadership has been a subject of study during the past 40 years, a realization has emerged that a single leadership approach will not be effective in all situations. While this may seem obvious to some, it represents a breakthrough in the way that leadership has characteristically been discussed by researchers, consultants, and trainers. The need to select or develop a leadership approach to meet the needs of an organization and its environment suggests that a critical leadership skill may be the ability to understand what fits of a particular situation. This is particularly true for organizations needing to meet changing social, economic, and technological changes. Understanding the critical aspects of organizational change and having knowledge of alternative leadership models are both necessary to effectively deal with the organizational challenges of the 21st century.

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Starting from this perspective, this research paper first briefly examines major challenges facing contemporary organizations, then reviews a number of alternative ways of looking at leadership in organizations, and finally considers some specific leadership requirements presented by change and globalization, the two largest organizational challenges of this century.

Organizational Challenges

Some management researchers and authors see the 21st century in terms of conflicts between groups with competing interests. For example, some point to the growing gap between affluent and poor groups as a source of continued unrest and possible challenge for organizations. While disparities in wealth have always been present, technological changes have made differences more visible than ever, possibly fueling new levels of unrest (Starbuck, 2005). Other conflicts may exist between organizations and nations, as large for-profit and nonprofit entities extend presence and influence across national boundaries, often tying employees more tightly to the organizations than to their home country. Indeed, the revenues of Fortune 500 companies are larger than numerous national budgets. The influence of these organizations may be further augmented by continued globalization of markets and the outsourcing of work and services in other parts of the world.

The challenge of change and globalization require leadership that can

• adopt new technologies and alter business processes and employee/manager roles to make effective use of technologies;
• develop new perspectives about the nature of the business objectives and goals of the organization;
• develop perspectives about the nature of the calling of the organization and its role in society. Social responsibility is not just an “add-on.” Successful organizations must have a vision for the role and contribution to making the world a better place;
• make products and services attractive to customers in different cultures; and
• work effectively with members of different cultures as fellow employees, providers of outsourced services, or as venture partners.

Guiding change may be the ultimate test of a leader, since evidence suggests that few organizations will survive over the long term without it. However, fundamental organizational change is often resisted mightily. Thus, effective leaders in the 21st century need to be aware of alternative approaches to leadership and the implications of these models for different contexts and needs.

Alternative Leadership Models

Personal characteristics.

Systematic research concerned with leadership first focused on the search for individual characteristics that universally differentiated leaders from nonleaders. A large number of personal characteristics were investigated such as gender, height, physical energy, and appearance as well as psychological traits and motives such as authoritarianism, intelligence, need for achievement, and need for power. The dominant part of this literature was published between 1930 and 1950. This work identified several traits that were associated with measures of leader effectiveness, but the findings were seldom replicated in multiple studies. Thus it appeared that there were few, if any, universal traits associated with effective leadership.

In the early 1970s, interest in leadership traits reemerged. For example, people who are good at monitoring their own actions (called high self-monitors) are more responsive to situational cues and may alter their behaviors to meet circumstances. In contrast, low self-monitors are more likely to act consistently across all situations, making their personal characteristics more salient and visible. In addition, individual traits dispositions may be less visible and important predictors of leadership effectiveness in highly constraining “strong” situations. Individual dispositions are more likely to predict leadership in “weaker” situations. Strong situations are cases that are highly formalized and governed by well-established role expectations, norms, rules, policies, and procedures—such as the military. In these cases, there is less opportunity for individual traits to have an effect. Traits are more predictive of a leader’s behavior in select situations. Thus, an individual who is disposed toward aggressiveness is more likely to behave in an aggressive manner in situations in which others disagree with or threaten the individual. In other words, the tendency to be aggressive becomes significant only under aggression-arousing conditions. In other situations, individuals with an aggressive disposition are not likely to behave more aggressively than others.

Achievement-motivated individuals set challenging goals, assume personal responsibility for goal accomplishment, are highly persistent in the pursuit of goals, take calculated risks to achieve goals, and actively collect and use information for feedback. High-achievement motivated individuals also engage in a high degree of self-regulatory behavior. However, in management positions at middle or higher levels, managerial effectiveness often depends on the extent to which managers delegate effectively and motivate and coordinate others. High-achievement motivated managers are strongly inclined to be personally involved in performing the work of their organization and are reluctant to delegate authority and responsibility. Thus, achievement motivation has been found to be positively related to the effectiveness of leaders of small task-oriented groups and leaders of relatively small entrepreneurial firms, but negatively related to the effectiveness of middle- and high-level managers in large organizations or in political situations.

Unless constrained by a disposition to use power in a constructive manner, power-motivated managers will exercise power in an impetuously aggressive manner for self-aggrandizing purposes to the detriment of their subordinates and organizations. Accordingly, individuals who have a high concern for the moral exercise of power will use power in an altruistic and collectively oriented manner, behave ethically, and be concerned about the consequences of their actions on others. A leader who exhibits a combination of high power motivation and high regard for the moral exercise of power generates follower trust and respect. On the other hand, high-affiliation motivated managers may be reluctant to give negative feedback to subordinates even when required, or to discipline subordinates for ethical transgressions or violations of organizational policies.

To be effective, charismatic leaders must mobilize a critical mass of followers in the interest of the leader’s vision; thus they need to have high-power motivation. These leaders will almost inevitably be resisted and criticized; they need to be relatively insensitive to such criticism and, thus, must have lower affiliation motivation. Finally, to maintain their position, charismatic leaders must advocate a vision of a better future for the collective (social system or organization) and for followers. They must not exercise leadership in the interest of self-aggrandizement. According to charismatic theory, the emergence and effectiveness of charismatic leaders will be associated with leaders’ sense of social responsibility and collective interests rather than with self-interest. Thus, for successful leadership, the power motive needs to be higher than the affiliation motive. When the self-aggrandizing tendency usually associated with high-power motivation is inhibited by a high concern for morally responsible exercise of power (or social influence), individuals are predicted to engage in the exercise of power in an effective and socially desirable manner. This combination has been found to predict managerial effectiveness in formal organizations at middle and higher organizational levels, in nontechnical functions, as well as in small entrepreneurial organizations.

Leader Behaviors

The guiding assumption of the behavioral perspective on leadership was that some leader behaviors seem to work well regardless of the leader’s traits. These behaviors could be discovered by either observing leaders in action or by asking subordinates about the behavior of their immediate superiors. The behavioral leadership theories include several models, the major ones are as follows:

• The path-goal theory suggests that a leader’s success is determined by his or her ability to provide followers with direction (the path) to follow to achieve performance goals. The theory assumes that followers must be able to make relatively confident and accurate estimates of probabilities of goal accomplishment (performance) and receipt of rewards after such accomplishment. When there is uncertainty with respect to effort requirements, goals, or extrinsic rewards, or when followers or leaders are under a substantial amount of stress, the rational processes suggested by path-goal theory may not hold.
• Hersey and Blanchard (1982) suggested four leadership styles: telling, selling, participating, and delegating, each appropriate for certain kinds of situations defined by subordinates’ “maturity” levels. That is, the prescribed leadership style is contingent on follower maturity, defined as “the degree to which followers are ready and willing to tackle the task facing the group.” This is represented by a life cycle model, analogous to a parent-child relationship where the parent gradually relinquishes control as the child matures.
• Transactional and transformational leadership models cover a range of possible relationships between leaders and followers. The transactional leader-follower relationship is based on an exchange model, where the follower makes contributions in anticipation of, or in response to, rewards, support, and various accommodations from the leader. Typical transactional leadership behaviors are the clarification of task requirements and specification of contingent rewards.
• Transformational leadership involves behaviors designed to develop followers’ strong personal identification with the leader and a shared vision of the future. These results in followers’ attitudes and behaviors that go above and beyond those linked to an exchange of rewards or compliance. Transformational leaders activate the higher order needs of followers, getting subordinates to think and act for the sake of the organization, often by making these employees more aware of the importance and interdependence of their efforts. Transformational leadership behaviors include:
• intellectual stimulation (helping followers think about problems in new ways);
• inspirational motivation (communicating images of what the followers can do);
• individualized consideration (giving personalized feedback for development); and
• idealized influence (having charismatic appeal to followers).

Although transactional and transformational leadership approaches seem to be conceptually distinct, several studies have examined the question of whether subordinates can tell the difference. Some studies have found that subordinates seem to differentiate transactional and transformational behaviors on the part of their leaders, where others have found that subordinates may not distinguish between the two concepts.

• As with trait research, models of leadership behaviors seemed to make little distinction among the specific role demands of leaders, the context in which they functioned, or differences in dispositions of leaders or followers. In response to this omission, contingency theory suggests that a leader’s task versus relationship behaviors combine with “situational control” to predict leader success. Situational control is the degree to which the leader can control and influence the group process. In general, studies have found that task-motivated leaders perform best in situations of high and low control while relationship-motivated leaders perform best in moderate control situations.
• Cognitive resource theory focuses on the effects of leader intelligence and experience, and the amount of stress present in the situation. One of the most important findings from studies of this perspective is that under different stress levels, leader and follower intelligence and experience levels have different relationships with performance. That is, when subordinates report high job- or boss-related stress, bright people perform worse than dull people. When job- or boss-related stress is low, more experienced individuals perform worse than less experienced individuals. This implies that under conditions of high stress, a highly intelligent person should rely on experience, rather than intelligence, to be effective. Intelligence and experience, thus, interfere with each other. While counterintuitive, these results have been empirically supported in a number of studies.

Cognitive resource theory has also helped to answer the leadership puzzle of when it is more effective to be participative with followers, and when it is more effective to be directive. Leader intelligence cannot contribute to group performance unless the leader tells the group what to do, and the group members listen to the leader and do what they are told to do. When the leader has little control over the behavior of followers and leader-follower relationships are troublesome, neither directive nor participative leader-ship will be effective, because followers will neither listen to the leader, nor do what they are told to do. When leader intelligence is lacking in low-stress conditions or leader experience is lacking in high-stress conditions, directive leadership will be ineffective. Further, when leader-follower relationships are good and stress is low, participative leadership will work best when group members are more intelligent than their leader. That is, relationships being good, the leader will listen to the followers.

Fiedler (1996) recommends a two-step process of (a) recruiting and selecting individuals with required intellectual abilities, experience, and job-relevant knowledge, and (b) enabling leaders to work under conditions that allow them to make effective use of the cognitive resources for which they were hired. For inherently stressful tasks such as firefighting or combat performance, overlearning is recommended. For stressful jobs that require both experience and intelligence, such as directing air traffic from control towers, overlearning and stress-reduction procedures as well as training in coping with stress are recommended.

Leader-Follower Exchange

While the models just discussed tend to describe relationships of leaders with groups of followers, leader-member exchange (LMX) theory suggests that leadership can best be described in terms of the development of the dyadic relationship between a leader and a subordinate. One distinguishing feature of LMX theory is its focus on an individual leader-follower relationship, as opposed to behavior or traits of either followers or leaders. This view suggests that the quality of “mature” superior-subordinate relationships would be more predictive of positive organizational outcomes than “average” traits or behaviors of leaders. The differences in dyadic relationships of followers with the same leader suggest that there may be in-groups and out-groups of followers. LMX may be a better indication of the nature of the superior-subordinate relationship than the performance of followers relative to objectives. Contextual variables also may come into play as high levels of time pressure in a work setting seem to encourage supervisors to form uniformly high LMX relationships with the subordinates in their units. Thinking through the LMX process does help explain some phenomena that are readily observed in organizations. For example, consider the following:

• For several possible reasons, subordinates and superiors may develop high-quality LMX. The reasons could include demographic or perceived similarity, familiarity, liking, reputation of subordinates, social reciprocity, subordinates’ ability level, and/or prior performance.
• Superiors then express positive attitudes such as trust and respect toward these subordinates. Superiors also express that they expect a high level of mutual support and loyalty. These communications convey expectations of follower loyalty, commitment, mutual obligation, and possibly mutual liking and may induce a Pygmalion effect. That is, leaders grow to like selected subordinates who demonstrate loyalty, commitment, and possibly higher performance and subsequently give these followers higher performance ratings.
• These ratings in turn influence the subordinate’s reputation, become a matter of record, and may be used for future selection, development, and promotion decisions. Thus, subordinates with a history of high-performance ratings become promoted to higher level positions.

The downside of this process is possible adverse implications for the development and career advancement of subordinates who are not demographically similar, familiar, and well liked. The previous scenario describes a naturally occurring process and does not necessarily imply biased treatment of minorities, although it can describe a process by which discrimination can occur. In that respect, the LMX process may be one through which leaders must be conscientious of fair treatment in reward allocations, even though it is human nature to like some subordinates better than others.

Having discussed a range of alternative ways of considering, describing, and evaluating leadership, we now turn to consideration of the specific aspects or leadership required for the challenges of globalization and organizational change in the 21st century.

Globalization: Leadership Across Cultures

The recently published results of the Global Leadership and Organizational Behavior Effectiveness (GLOBE) study present information about how leadership may be viewed by persons from 62 different cultures. This study proceeded from the perspective that the way in which a leader’s characteristics and behaviors are interpreted is strongly influenced by a person’s cultural background. Thus, the attributes that are seen as characteristic or prototypical for leaders may also strongly vary in different cultures. It is important to realize that most of the research on leadership during the past half century was conducted in the United States, in Canada, and in Western Europe. Thus, one of the criteria that should be considered in evaluating the applicability of leadership models previously discussed is a model’s flexibility in accommodating alternative cultural perspectives.

The GLOBE study identified both universally endorsed leadership attributes, as well as the leadership features that seem to be endorsed only in selected cultures. Contributing to outstanding leadership in all cultures were several attributes reflecting integrity. Thus, a leader who is viewed as trustworthy, just, and honest is positively regarded in nearly all cultures. Also, an outstanding leader has other attributes reflecting charismatic, inspirational, and visionary leadership. A leader who embodies these universally endorsed attributes is encouraging, positive, motivational, and dynamic and builds confidence and has foresight. A universally endorsed leader is also a team builder, a good

communicator and coordinator, achieves excellence, and is decisive, intelligent, and a win-win problem solver. Leader attributes that are universally viewed as impediments to outstanding leadership include being a loner, being uncooperative, ruthless, nonexplicit, irritable, and dictatorial.

Perhaps most informative are examples collected by the GLOBE researchers as to how different leadership approaches may be enacted in different cultural settings. Some examples are as follows:

• Charisma—The term “charisma” invokes ambivalence in several countries. For instance, in Mexico, charisma is seen as a mixed blessing. Negative evaluations of charisma are also found in several other countries. For instance, some fear that people may lose their balance and perspective due to the focus on achievement created by charismatic leaders. Followers might willingly exploit themselves—with negative consequences for their health and quality of life—in the service of the organization’s mission.
• Communication—Communication of a leader’s vision is often associated with powerful rhetoric. However, there are different ways to communicate a vision. For example, a vision in China is normally expressed in a nonaggressive manner, possibly due to the influences of Confucian values (e.g., kindness, benevolence) that make people wary of leaders making pompous speeches without engaging in specific action. In India, bold, assertive leadership styles are generally preferred to quiet and nurturing styles.
• Egalitarianism—In countries such as the Netherlands and Australia, a high value is placed on egalitarianism, and this is reflected in remarks by Dutch CEOs such as “ideas need acceptance, otherwise they will not be realized” and “consensus is an important prerequisite to realize goals.” In the Netherlands, participative leadership can be seen as a component of transformational leadership. In both the Netherlands and Australia, there is a tendency to denigrate high achievers. This is sometimes referred to as the “tall poppy syndrome” (to cut down the tall poppy that absorbs the sun while depriving the shorter poppies of exposure to the sun). Australian leaders are expected to inspire high levels of performance, but must do so without giving the impression of charisma or of not being anything more than “a mate.” The leader being “one of the boys” was one of the typically Australian leadership dimensions that reflect the high value placed on egalitarianism.
• Compassion in leadership—A Mexican entrepreneur who was considered brilliant, humorous, enthusiastic, and a good speaker involved himself in the private lives of his employees because of his perceived role in meeting their personal needs and expectations of him. For example, when informed that a secretary’s husband was going into the hospital for an operation, the leader called the doctor and discussed the matter with the doctor to make sure that the operation was legitimate. A Chinese manager may have high respect for his boss because “he does real things” such as visiting an employee’s sick family member and telling the employee to stay at the hospital rather then appearing at work.

These examples provide some insight into the cultural differences that leaders in organizations involved in the global, “flat-world” economy must be ready to consider in their choice of actions.

Alternative Approaches To Leadership Of Organizational Change

The classic role of managers in an organization is to establish and enforce the use of policies, procedures, and methods that reduce uncertainty in organizational outputs and outcomes. Indeed, the bureaucratic routines adopted by organizations increase predictability, reduce uncertainty within organizations, and “get everyone on the same page.” However, the need for organizational change is often rooted in threats or uncertainties. These threats may be due to poor firm performance or trends that suggest the organization is vulnerable to loss of market share, competitive advantages, or critical resources. Some studies of change suggest that organizations may experience periods of equilibrium where patterns of behavior are stable. In periods of equilibrium, any changes made by the organization may be incremental and aimed at better aligning and maintaining the current congruence among system components. These have also been described as “first-level” changes, which do not alter organizational relationships, but are aimed at incremental improvement within the existing structure and task design.

Strategic organizational changes raise questions about the organization’s purpose and identity and have been described as second-level changes. These are often interventions that involve reorganization and/or major alteration of one or more selected subsystems. Third-level changes are organizationwide efforts that involve altering the beliefs, values, and interrelationships of all subsystems of the organization. Second- and third-level changes are most frequently undertaken as planned changes. In planned changes, managers seek involvement and commitment of organizational members in planning and specifying the nature of the changes. Employee “buy-in” is sought in part to mitigate resistance and reduce process losses. The underlying assumption in planned change is that organizational inertia needs to be disturbed by deliberate efforts to change aspects of an organization.

The type of change appropriate for an organization depends on both business complexity and sociotechnical uncertainty. Business complexity includes the extent of differentiation of the organization, organization size and geographical dispersion, interdependencies among functions, number of products and services offered, and diversity of technologies employed. Greater complexity increases the number of stakeholders who must be involved in a change and the range of consequences that must be anticipated. Sociotechnical uncertainty is defined as the extent to which there are clearly known ways to approach problems and established procedures and job roles. Higher levels of sociotechnical uncertainty imply that outcomes are less certain. When complexity and sociotechnical uncertainties are greater, firms may be more likely to engage in planned changes. Planned organizational changes have had the most consistent effects on organizational work settings, including coordination and control of work, reward system, social interactions, organizational culture, and technology. Planned interventions also significantly impacted individual employee behavior (including job performance, effort, open communication, collaboration, and organizational citizenship behaviors,) and organizational outcomes (including profits, market share, market position, productivity, rates of turnover, absenteeism, and grievances).

The most effective leadership approaches for change have involved behaviors directed at (a) framing change (establishing starting points for change; designing and managing the change journey for employees, and communicating guiding principles) and (b) building capacity (creating individual and organizational capacities for different job roles; communicating and creating connections among functions and the related changes). Organizations tended to adopt emergent change approaches only after completing a process of planned change. Centrally directed changes based on assumptions of linearity (the “freeze—mobilize—re-freeze” model) are least likely to succeed. Studies have also found that visible management support and commitment, realistic schedules, adequate resources, employee participation, high levels of communication, agreement on the business need for the change, and reward systems that support change all contribute to successful change implementation. The factors negatively affecting change include inconsistent actions by key managers, unrealistic expectations, lack of meaningful employee participation, poor communication, unclear purpose for change, and lack of clear responsibility for decisions.

In general, successful change seems to require greater levels of collaboration among different levels and functions within an organization. However, significant organizational changes may involve some loss by individuals within the organization. For example, employees may be asked to take on new roles that they may perceive as being less important than old roles. Change implementation may vary in its impact on different job levels and types, where employees in jobs over which the employee had more control may be more ready for organizational change and willing to participate in redesign tasks while workers who may be less engaged in their jobs may be less willing to participate in redesign activities. Productivity may drop during periods of significant organizational change because stability and routines are disrupted. Successful implementation of planned changes may require the establishment of a separate process within the organization that combines key factors for change. Other studies have directed attention to (a) willingness and ability of “change makers”—on multiple levels to take on responsibility for changes; (b) the extent of the organization’s infrastructure to facilitate change; and (c) the availability of sufficient resources to undertake the changes. Change capacity may be related to the extent that the organization has decentralized structures and communication processes in place to facilitate communication and clarification of the intentions and details of changes.

A growing realization is that the inertia within managerial cognition plays a large role in the successful design, planning, and implementation of organizational changes. For example, second- and third-level changes involve changing schema used by managers when thinking about an organization. Thus, successful design and implementation of significant planned changes requires leaders to identify the underlying assumptions they use to interpret and make sense of the organizational world. Well-developed interpretive schemes that have previously provided order and meaning to the workplace may now hinder a management team’s visualization of alternatives and limit the consideration of new approaches. Strategic changes are most often successful when substantial changes have taken place in the cognitions of top managers. Often declining organizational performance triggered these changes in cognitions, possibly because declines in performance were salient and demanded corrective actions. The cognitive “road map” including the knowledge structures, beliefs, and causal beliefs of the managerial group in the organization largely determines the way in which an organization’s external environment is interpreted. When organizations put mechanisms into place to increase information use, managers are more likely to interpret strategic issues in a positive frame. When managers attribute declining performance to internal characteristics or causes, they are more likely to initiate and undertake strategic changes.

Successful change may depend on leaders developing the capacity to live with and tolerate ambiguity. This includes remaining content with less-than-complete knowledge, resisting the impulse to react to pressures that may be associated with uncertainties encountered in planning and carrying out change (French, 2001). Effective change management requires leaders to be in touch with what is actually happening as opposed to what was planned. When managers and employees cannot tolerate the impact of un-certainties, the coping process may be to “disperse” or race into actions such as breaking problems into manageable bits so that the problems or uncertainties seem to be more bearable. In these instances, individuals and groups close off information, seeking to move in a direction that involves the practiced actions and ways of looking at organizational and operational problems.

Two psychological biases can affect leadership during organizational change. The first, prospect bias, predicts that decision makers are risk averse when performance is perceived to be good and risk seeking when performance has been poor. In other words, managers in firms with poor performance may be motivated to take greater risks than those in more healthy firms. In contrast, the threat-rigidity bias suggests that poor performance promotes risk-averse responses, because threats arouse stress and anxiety in decision makers. The threat-rigidity perspective predicts that managerial anxiety may cause decision makers to narrow their range of attention and restrict information seeking and processing. This restricts alternatives to those consistent with conservative and well-learned interpretive frames. While prospect theory predicts a proactive solution to unfavorable conditions, threat rigidity suggests the continuance of existing strategic orientations. Examples of threat-rigidity bias in leadership of change include focusing on short-term fixes while not attending sufficiently to strategic changes; increased centralization of authority within the organization; downsizing by exiting lines of business and liquidating or divesting subunits; and increasing the relative presence of top managers with legal, financial, or accounting expertise as opposed to marketing, research and development (R&D), and production backgrounds. These overarching decision biases may reflect embedded patterns of managerial cognition that can threaten stakeholder interest in organizations facing the need to change.

Other major cognitive biases may influence managers’ perceptions of the need for organizational change and the type of changes that may be effective for the organization. The possible cognitive traps include the following:

• Failure to consider possible consequences. In making complex choices, people often simplify the decision by ignoring possible outcomes or consequences that would otherwise complicate the choice. There is a tendency to reduce the set of possible consequences or outcomes to make the decision more manageable.
• Limiting the range of stakeholders. When there is a tendency to restrict the analysis of a policy’s consequences to one or two groups of visible stakeholders, decisions may be blind-sided by unanticipated consequences to an altogether different group.
• Discounting the future. The consequences that managers must face tomorrow are more compelling than those occurring next week or next year. Failing to cope with the temporal distribution of consequences exposes executives and boards to accusations that they squandered the future to exploit the present.
• Judgment of risk. What people want to hear is not what might happen, but what will happen. When leaders view the world as more certain than it is, they expose themselves and organizations to poor outcomes. In general, people underestimate the importance of chance or misperceive chance events. For example, each morning, the media presents an “explanation” in the financial pages of why the market went up or down.
• Ignoring low-probability events. If a new product has the potential for great acceptance but a possible drawback, perhaps for only a few people, there is a tendency to underestimate the risk. One common response to the assertion that executives underestimate the importance of random events is that they have learned through experience how to process information about uncertainty. However, experience may not be a good teacher because people often misremember what the original expectations were. This phenomenon, called the “hindsight bias,” insulates leaders from previous errors.
• Risk framing. Whether a glass is half full or half empty is a matter of risk framing. When the glass is described as half full, it appears more attractive than when it is described as half empty.
• Perception of causes. Managers may oversimplify assessments of why things happen or do not happen. However, even under the best of circumstances, causation is usually complex, and ambiguity about causation is often at the heart of disputes about responsibility, blame, and punishment. If executives are overconfident, they will fail to seek additional information to update their knowledge and be reluctant to learn more about a situation or problem before acting.

John Kotter, a now retired professor from Harvard Business School, has suggested that the most critical task in organizations is leadership of change. Leading changes successfully requires realizing that the process goes through a series of phases that, in total, usually require a considerable length of time. Skipping steps creates only the illusion of speed and never produces a satisfying result. Critical mistakes in any of the phases can have a devastating impact, slowing change momentum. The most common change leadership errors to be avoided are the following:

• Not establishing a great enough sense of urgency. Most successful change efforts begin when some individuals or groups look hard at a company’s competitive situation, market position, technological trends, and financial performance. They focus on the potential impact of impending events that everyone seems to be ignoring. The group finds ways to communicate this information broadly and dramatically, so that potential crises or great opportunities are clear. Without motivation, people will not help, and the effort goes nowhere. Compared with other steps in the change process, phase one can sound easy. However, sometimes leaders underestimate how hard it can be to drive people out of their comfort zones. Sometimes they grossly overestimate how successful they have already been in increasing urgency. Sometimes they lack patience: In many cases, executives become paralyzed by the downside possibilities. They worry that employees with seniority will become defensive, morale will drop, events will spin out of control, short-term business results will be jeopardized, the stock will sink, and they will be blamed for creating a crisis. Bad business results are both a blessing and a curse in this first phase. On the positive side, losing money does catch people’s attention, but it also gives less maneuvering room. With good business results, the opposite is true: Convincing people of the need for change is much harder, but you have more resources to help make changes.
• Not creating a powerful enough guiding coalition. While some change efforts start with just one or two people, the leadership coalition must grow over time for the change to be successfully implemented. It is often said that major change is impossible unless the head of the organization is an active supporter. The guiding coalition tends to operate outside the normal hierarchy. This can be awkward, but it is clearly necessary because if the existing hierarchy were working well, there would be no need for a major transformation. Companies that fail in this phase may underestimate the difficulties of producing change and thus the importance of a powerful guiding coalition. Efforts that do not have a powerful enough guiding coalition can make apparent progress for a while. Sooner or later, however, the opposition gathers itself together and stops the change.
• Lacking a vision. In every successful transformation effort the guiding coalition develops a picture of the future that is relatively easy to communicate and appeals to customers, stockholders, and employees. A vision says something that helps clarify the direction in which an organization needs to move. Eventually, a strategy for achieving that vision is also developed. Without a sensible vision, a transformation effort can easily dissolve into a list of confusing and incompatible projects that can take the organization in the wrong direction or nowhere at all. In failed transformations, you often find plenty of plans, directives, and programs but no vision. In one case, a company gave out 4-inch-thick notebooks describing its change effort. In mind-numbing detail, the books spelled out procedures, goals, methods, and deadlines. But nowhere was there a clear and compelling statement of where all this was leading. Not surprisingly, most of the employees were either confused or alienated.
• Undercommunicating. Transformation is impossible unless lots of people are willing to help, often to the point of making short-term sacrifices. Employees will not make sacrifices, even if they are unhappy with the status quo, unless they believe that useful change is possible. Without credible communication from leadership, the hearts and minds of the troops are never captured. This phase is particularly challenging if the short-term sacrifices include job losses. Gaining understanding and support is tough when downsizing is part of the vision. For this reason, successful visions usually include new growth possibilities and the commitment to treat fairly anyone who is laid off. In successful transformation efforts, leaders use all existing communication channels to broadcast the vision. They turn boring, unread company newsletters into lively articles about the vision. They take ritualistic, tedious quarterly management meetings and turn them into exciting discussions of the transformation. They throw out much of the company’s generic management education and replace it with courses that focus on business problems and the new vision. Even more important, leaders of change must learn to “walk the talk.” They consciously attempt to become a living symbol of the new corporate culture. Nothing undermines change more than behavior by important individuals that is inconsistent with their words.
• Not removing obstacles. Communication is never sufficient by itself. Leading renewal also requires the removal of obstacles. Too often, an employee understands the new vision and wants to help make it happen, but an elephant appears to be blocking the path. In many cases, the blockers are very real. However, sometimes the obstacle is the organizational structure: Narrow job categories can seriously undermine efforts to increase productivity or make it very difficult even to think about customers. Sometimes compensation or performance-appraisal systems make people choose between the new vision and their own self-interest. Perhaps worst of all are bosses who refuse to change and who make demands that are inconsistent with the overall effort. If the blocker is a person, it is important that the leader treat this person fairly and in a way that is consistent with the new vision. However, leadership action to remove obstacles is essential both to empower others and to maintain the credibility of the change effort as a whole.
• Not creating short-term wins. Real transformation takes time, and a renewal effort risks losing momentum if there are no short-term goals to meet and celebrate. Creating short-term wins is different from hoping for short-term wins. In a successful transformation, leaders actively look for ways to obtain clear performance improvements, establish goals in the yearly planning system, achieve the objectives, and reward the people involved. Commitments to produce short-term wins help keep the urgency level up and force detailed analytical thinking that can clarify or revise visions.
• Declaring victory too soon. After a period of hard work, it is tempting to declare victory with the first clear performance improvement. While celebrating a win is fine, declaring the war won can be catastrophic. Until changes sink deeply into a company’s culture, a process that can take 5 to 10 years, new approaches are fragile. A premature victory celebration can kill momentum and allow powerful forces associated with tradition to take over. Instead of declaring victory, leaders of successful efforts use the credibility afforded by short-term wins to tackle even bigger problems. They go after systems and structures that are not consistent with the transformation vision and have not been confronted before.
• Not anchoring changes in the corporation’s culture. In the final analysis, change sticks when it becomes “the way we do things around here,” when it seeps into the bloodstream of the corporate body. Until new behaviors are rooted in social norms and shared values, they are subject to degradation as soon as the pressure for change is removed. Change leaders need to consciously show people how the new approaches, behaviors, and attitudes have helped improve performance. When people are left on their own to make the connections, they sometimes create very inaccurate links. Helping people see the right connections requires communication. It is also important to make sure that the next generation of top management really does personify the new approach.

This research paper has endeavored to provide the grounding needed to understand and undertake the leadership challenges facing organizations in the 21st century. The first major organizational challenges for the foreseeable future in this century are globalization of organizational membership. Globalization of organizations may be associated with markets, production alternatives, service operations, venture partnerships, and/or strategic linkages. The forces of globalization combined with the growth and expansions of new technologies suggest that the second most significant organizational need is the capacity to undertake change. The effective leadership of change requires leaders who are aware of their own characteristics, are conscious of how followers may perceive certain behaviors, and are sensitive to the cultural differences and similarities. The discussion of alternative leadership approaches provides exposure to a range of approaches that organizational leaders should consider when strategically assessing the needs of 21st-century dynamics. The leadership implications of particular traits invite the reader to “know thyself.” Alternative behavioral models provide strategic choices. The discussion of LMX development provides a look at some of the processes by which leader-follower roles are defined and relationships are established. Finally, a review of the requirements for leading successful organizational change and the pitfalls to be avoided in this process present criteria to consider when taking on the leadership challenge in this demanding but exciting time.

Bibliography:

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• French, R. (2001). “Negative capability”: Managing the confusing uncertainties of change. Journal of Organizational Change Management, 14(5), 480-492.
• Greenleaf, R. K. (2002). Servant leadership: A journey into the nature of legitimate power and greatness (25th ed.). Mahwah, NJ: Paulist Press.
• Hersey, P., & Blanchard, K. (1982). Management of organizational behavior: Utilizing human resources. Englewood Cliffs, NJ:Prentice-Hall.
• Hofstede, G. (2001). Culture’s consequences: Comparing values, behaviors, institutions, and organizations across nations (2nd ed.). London: Sage.
• House, R. J., Hanges, P. J., Javidan, M., Dorfman, P. W., & Gupta, V. (Eds.). (2004). Culture, leadership, and organizations: The GLOBE study of 62 cultures. Thousand Oaks, CA: Sage.
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• Northouse, P. G. (2004). Leadership: Theory and practice. Thousand Oaks: Sage.
• Starbuck, W. (2005). Four great conflicts of the twenty-first century. In C. L. Cooper (Ed.), Leadership and management in the twenty-first century: Business challenges of the future (pp. 21-56). Oxford, UK: Oxford University Press.
• Vaill, P. (1989). Managing as a performing art. San Francisco: Jossey Bass.
• Yukl, G. (1998). Leadership in organizations (4th ed.). Englewood Cliffs, NJ: Prentice-Hall.

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Educational Administration, Leadership, and Research Theses

Theses and specialist projects from 2024 2024.

CONDITIONS AFFECTING ADJUNCT TEACHING PERFORMANCE: A DESCRIPTIVE STUDY , Terry Baggett

FEMALE LEADERS IN OCCUPATIONAL SAFETY AND HEALTH: PERCEIVED BARRIERS AND POTENTIAL INTERVENTIONS , Jacqueline Basham

TEACHER BACKGROUND AND UNDERREPRESENTED STUDENTS IN GIFTED EDUCATION , Kayla Berg

PERCEPTIONS OF STUDENTS IN A PUBLIC CHILD WELFARE CERTIFICATION PROGRAM FOLLOWING A MOCK TESTIMONY INTERVENTION , Monica Hines

IMPROVING PARENTAL ENGAGEMENT FOR KINDERGARTEN READINESS: AN IMPROVEMENT SCIENCE STUDY , Sarah Johnson

EXPLORING THE ROLE OF GENDER, RACE, FIRST-YEAR COLLEGE GPA AND PASSING STEM ADVANCED PLACEMENT EXAMS AND THE LIKELIHOOD OF GRADUATING WITH A STEM DEGREE: A MULTIPLE LOGISTIC REGRESSION ANALYSIS , Amar Patel

REFINING THE GOALS OF PUBLIC EDUCATION IN THE UNITED STATES: AN EXPLORATORY SINGLE-CASE EMBEDDED STUDY OF A STUDENT-CENTERED PATH-GOALS SETTING , Tuan Pham

BUILDING BRIDGES: AN IMPROVEMENT SCIENCE APPROACH TO FOSTERING CROSS-GROUP CONNECTIONS AND FRIENDSHIPS AMONG ELEMENTARY SCHOOL STUDENTS , Cody Russelburg

Theses and Specialist projects from 2023 2023

The Role of Leaders in Implementing Effective Leadership Strategies Towards the Educational Barriers of US-based Refugee Students: A Qualitative Case Study of Congolese Refugee Students , Faustin Busane

Using Improvement Science to Address Early Elementary Teacher Efficacy and Competency When Addressing Trauma-Induced Behavior , Laura Hayes

Internationalization of Higher Education: Leadership Roles and Challenges Senior International Officers Face in Their Efforts to Internationalize Regional Comprehensive Universities in the United States , Ibrahima Yaro

Theses and Specialist projects from 2022 2022

Anxiety Patterns in Gifted Adolescents from Parents' Perspectives , Felicia Moreschi

The Impact of Teacher Perception of Gifted Individuals on the Instruction of Gifted Students , Justin Moreschi

Theses and Specialist projects from 2010 2010

Characteristics of Local Dual Credit Programs That Promote Sustained Enrollment and High School Achievement , Karl William Olive

Theses and Specialist projects from 2009 2009

How Do Teachers Learn New Skills for Reading Instruction and Transfer Their Learning into the Classroom? , Patricia Ann Sharp

Theses and Specialist projects from 2008 2008

Principals and Teacher Leaders Co-Constructing Theories in Practice: Empowerment and Accountability Exchanged Through School Leadership , Janet Hurt

Theses and Specialist projects from 2007 2007

The Long-Term Effects of a Preschool Program , Kerry Holloman

Theses and Specialist projects from 2005 2005

The Residual Effect of Novice Primary Teachers on Reading Achievement Scores , Connie Mayo

Principal and Teacher Flow of Influence in High-Achieving, High Poverty Schools , Lisa Murley

Reading Achievement: The Impact of America's Choice in Kentucky's Schools , Brent VanMeter

Theses and Specialist projects from 1999 1999

A Comparison of the Transition of Special Needs Students to Regular Education Students , Anita Burnette

Theses and Specialist projects from 1998 1998

Assessment of the Academic Needs of Students Enrolled by the Bowling Green Community College & the Development of a Learning Assistance Model Which Will Maximize Their Probability of Success , Elizabeth Riggs

Theses and Specialist projects from 1996 1996

Assessing Variables Related to Participant Knowledge Retention at General Project Management Training for New Trio Personnel , Charlene Manco

Assessing the Persistence to Graduation of Students Joining Fraternities at Western Kentucky University , Charles Pride

Theses and Specialist projects from 1994 1994

A Comparison of the Tests of Adult Basic Education and the Health Occupations Basic Entrance Test in Predicting Academic Success in Practical Nursing Programs , Sally Crenshaw

Assessing the Efficacy of the Training Opportunities Program for Undiscovered Potential (TOP UP) Dropout Prevention Program at Western Kentucky University for At-Risk High School Students , Kaye Foust

Theses and Specialist projects from 1993 1993

Attendance at a University Residential Summer Camp & Students’ Subsequent Enrollment at that University , Mae Guinn

Theses and Specialist projects from 1992 1992

A Study of an Academic Enrichment Program at Western Kentucky University , Huda Melky

Effect of a Summer Camp on the Self-Concept & Wilderness Anxiety of Fifth & Sixth Grade Campers , Mazen Melky

The Relationship Between Meaning in Life & the Occurrence of Drug Abuse: An Epidemiological Retrospective Study , Thomas Nicholson

Teacher Influence in Site-Based Decision Making: A Descriptive Study , Keith Restine

Theses and Specialist projects from 1991 1991

An Analysis of Kentucky’s Principals: Perceptions and Preparedness to Assume the Role of School Based Management , Byron D. Jeffries

Theses and Specialist projects from 1990 1990

Public Relations: Its Importance in the Public School System , Lawrence Crittenden Hunter

A Comparison of the Frequencies of Selected Teaching Behaviors of Trained and Untrained Teachers , Raymonde Antonia Frances Joseph

Stress Indicators of Kentucky Elementary Principals , Helen Kirby

Site-Based Management, Knowledge Base of Kentucky Superintendents , Alan Reed

An Analysis of Attitudes of Administrators Towards Higher-Level Thinking Skills , Janet Zipprich

Theses and Specialist projects from 1989 1989

Peer Coaching & Change Implementation , Jolene Black

Premenstrual Syndrome-Related Personality & Cognitive Processing Alterations as Indicated by the Myers-Briggs Type Indicator , Linda Scariot

An Analysis of Selected Demographic Variables Concerning Kentucky School Supervisors , Margaret Sims

An Analysis of Administrative Computer Use by Secondary Principals in Kentucky , Darrell Witten

Using Collegial Leadership in a Design to Improve Instruction: The Curriculum & Instructional Leader Program , Cora Wood

Theses and Specialist projects from 1988 1988

Special Ideas , Marlene Ashby

Management Guide for Early Childhood Programs , Cathy S. Jording

A Survey of Factors Affecting Enrollment in Mathematics Teacher Education Programs , Rebecca Miller

Theses and Specialist projects from 1987 1987

Comparative Instructor Attitudes Toward College Level English and Mathematics Experiences for Gifted High School Students , Bruce Vickers

A Study of the Educational Needs of Business & Industrial Employees & a Proposed Industrial Education Degree , Palisa Williams

Theses and Specialist projects from 1985 1985

Factors Affecting Successful Use of Amplification in the Elderly Population , Joseph Etienne

The Effects of Various Kinds of Background Music on the I.Q. Scores of Ninth-Grade Students , L.C. Bud Johnston

Impact of the Educational & Life Planning Course on Undecided Students: An Evaluation Model , Diana Shores

Theses and Specialist projects from 1983 1983

An Evaluation of the Guidance & Counseling Program of the Bishop David Memorial High School , Richard Staples

Theses and Specialist projects from 1982 1982

The Development & Study of a Competency-Based Vocational Education Drafting Program , Kenneth Mussnug

Theses and Specialist projects from 1981 1981

A Model for Use in Planning an In-Service Training Program at Naval Air Technical Training Center, Lakehurst, New Jersey , Martha Gantt

The Effect of Summer Recess on the Reading Achievement of Title I Students at L.C. Curry School, Bowling Green, Kentucky , Virginia Scheider

A Survey to Assess the Awareness of the Bowling Green Community in Regard to the International Student Community at Western Kentucky University , Susan Tesseneer

A Study of the Holding Power and Follow-Up of North Bullitt High School Students (Classes of 1978, 1979 and 1980) , Robert Wagoner

Theses and Specialist projects from 1980 1980

A Study of Grade Retention & Social Promotion in the McLean County, Kentucky School District , John Settle Jr.

A Descriptive Study of the Problems Reported by Selected Students on Academic Probation at Western Kentucky University , James Somers Jr.

A Comparison of the Admission Criteria of Kentucky's Junior Colleges , Janet Walters

A Study of Factors Related to Low General Technical Scores on the Armed Services Vocational Aptitude Battery as Identified by Members of the Second Squadron, Seventeenth Cavalry, Fort Campbell, Kentucky , David Yates

Theses and Specialist projects from 1979 1979

A Comparison of Traditional Grass-Twist Backstops to One of Corrugated Cardboard Design Use on Indoor Ranges , Charles T. Crume Jr.

The Relationship of Sex-role Classifications, Measured Vocational Interests and Expressed Vocational Interests of Selected College Women , SallyAnn McLeod Koenig

A Comparison of Role Performance & Role Expectation of Supervisors in Selected Public School Districts in Kentucky , Mae Mefford

Alienation and the Associate Degree Student within the College of Business and Public Affairs of Western Kentucky University , Leonard Schira

Theses and Specialist projects from 1978 1978

The Perceived Role of the University Residence Hall Director , Jan Akers

A Survey of the Work-Study Programs in the State Universities of Kentucky , Glen Knight

A Comparative Study of the Expenditures of the Robertson County, Tennessee, Pupil Transportation System , James Talley Sr.

Theses and Specialist projects from 1977 1977

ocial Factors & Perceived Problems as Predictions of Success in Basic Combat Training , James Georgoulakis

Theses and Specialist projects from 1975 1975

A Descriptive Study of Ninth Grade Reading Programs in Schools of the Second Education District of Kentucky , Eloyse Jean Groves

Theses and Specialist projects from 1974 1974

A Position Paper of Environmental Education for Nelson County , Geneva B. Hunt

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627 Leadership Essay Topics & Examples

Looking for leadership essay topics to write about? Being both an exciting research area and a practical skill, leadership is definitely worth exploring!

• 🔝 Top 10 Essay Topics

📃 Leadership Essay: How to Write

• 🏆 Best Essay Examples
• 👍 Interesting Essay Topics
• 🎓 Simple & Easy Essay Titles
• 📌 Controversial Title Ideas
• 🥇 Good Topics to Write

✍️ Leadership Essay Topics for College

❓ leadership essay questions.

In your leadership essay, you might want to take a look at the sphere of government or elaborate on the role of leadership in business organizations. Here we’ve gathered most catchy leadership title ideas together with leadership essay examples. There are also useful tips on writing your introduction, conclusion, and formulating a thesis statement.

🔝 Top 10 Leadership Essay Topics

• Leadership as a research area and a practical skill
• Theories of leadership
• Functional leadership theory
• Autocratic and democratic leadership styles: compare and contrast
• Task-oriented leadership style: the key features
• Measuring leadership: the main approaches
• Gender and leadership in Western countries
• The concept of leadership: myths and misunderstandings
• Emotional intelligence and leadership: the connection
• Leadership in non-human animals

While writing a leadership essay, you may struggle with the subject, structure, titles, and other components. Don’t worry – these tips will help you to write the best leadership paper!

Tip 1. Choose your subject area first. If your professor did not provide specific topics, you would need to select one on your own. In order to do this, you may focus on an area of leadership that sounds interesting to you.

For example, if you consider working in the hospitality sector in the future, write about leadership in hotels or restaurants. Alternatively, you can browse leadership essay topics online and see if that gives you any clarity.

Tip 2. Narrow down the topic. To ensure that your essay earns high marks, you should avoid choosing an area of leadership that is too broad.

A college level paper should offer enough details and depth to receive an excellent grade. For instance, instead of overviewing a bunch of leadership styles, focus on how certain styles impede or facilitate teamwork. This will give you enough to talk about while limiting the scope of your essay.

Tip 3. Don’t confuse leadership with management! This is a common mistake that students make while writing leadership essays. Although the two concepts overlap, leadership is more about beliefs and vision, whereas managerial work is focused on specific tools and techniques.

Thus, a leader may or may not be a manager. To get more familiar with the subject of leadership, research various leadership styles, such as transformational, autocratic, and servant leadership.

Tip 4. Pay attention to the structure. In a great essay, ideas are always well-organized and follow one another in a logical sequence. First, write an introduction where you present your topic and thesis.

Then, write the main body, where you explain the key concepts and the relationships between them by reviewing relevant research evidence.

Lastly, write a conclusion summarizing your key points. A good leadership essay conclusion should also show how the information can be applied in practice.

Tip 5. Seek to answer any questions that readers might have. For your essay to show excellent depth, you need to address the points that might be interesting to readers in connection with your subject area.

For example, if you are reviewing a particular leadership style, you might want to discuss in which settings it would be useful and what are some of its limitations.

To make this part easier, you could search for leadership essay questions online to clarify what kind of answers readers expect you to cover.

Tip 6. Explain the importance and relevance of your paper. Because leadership is focused on effective strategies that can be applied in real life, you need to provide examples of how your essay may be used to support future practice and research.

Can leaders use the information you provided to improve their relationships with other employees? Can the proposed strategies influence performance?

Think about the potential uses of your research, as well as any gaps that are yet to be studied. Highlighting areas for future research will show your tutor that you are genuinely interested in the subject while also helping you plan for future essays.

We hope that these leadership essay tips will make it easier for you to write an outstanding paper! Make sure to check our website for sample essays on leadership!

🏆 Best Leadership Essay Examples

• Nelson Mandela Leadership Style Mandela’s fight for democracy and fulfilment of the majority will was also seen in his efforts to reconcile Libya with the rest of the world.
• Transformational Leadership Essay This requires the transformational leader to have the right communication skills to be able to relay the vision they have to a point of winning the willingness of the followers such that they too are […]
• Google Democratic Leadership Style – Compared to Amazon Applying behavioural leadership style theories in Bezos and Schmidt’s case reveals that the Amazon CEO is an autocratic leader while the Google CEO is a democratic leader.
• Foundation of Army Leadership Essay The Army leaders therefore, need to be swift, adaptive, and multi-skilled both in the country and across the world. This ensures obedience of the Army to the authority of the President and his authority from […]
• Nigerian Poor Governance and Leadership In the paper under consideration, we will examine the concepts of the good governance and leadership, the problems concerning the implementation of these concepts in the Nigerian government; then we will investigate the history of […]
• Reed Hastings’ Leadership Style: Netflix CEO’s Strategy Since the work of a leader is crucial for the performance of the whole enterprise, it is essential to analyze the leadership style of a particular business leader through the perspective of his or her […]
• Democratic Leadership Style Self-Analysis Democratic leadership style is a participative and consensus-based approach to decision-making in which the leader encourages input from all members of the team and makes decisions that reflect the group’s best interests.
• Mahatma Gandhi’s Leadership This report is an analysis of the behaviour and leadership style of Ghandi, the transactional and transformative aspects of his leadership and the way he used the power he had to help India gain Independence.
• Teamwork and Leadership From diversity to team hierarchy, many factors influence the eventual output of the team, affecting the leader, team members’ performance, and client’s satisfaction.
• Esther’s Leadership Qualities Essay The book of Ester narrates the story of a young Jewish woman who rose to the thrones of power but also reveals the life of the Jews under the Persian reign.
• Leadership Case Study This is mainly achieved through setting a pace in serving as a role model and creation of a working environment that allows members of the organization or employees to feel honored as part of the […]
• Bill Gates’s Leadership and Impact on Organization This problem grew out of the practice that was common in Microsoft to challenge the ideas of one another, doubt them, and put them to the test.
• Comparison of Leadership and Management In leadership, the leader uses his charisma and influence to elicit the help and support of the followers to achieve goals.
• Leadership in Organization Leadership is applicable in the nurturing and development of constructive behavior patterns and organizational culture. Charismatic leadership is appropriate for the development of followers.
• Leadership: Portfolio Project I will start by conducting a comprehensive analysis of my background in order to understand the factors that might have defined my leadership qualities in one way or the other.
• My Leadership Achievements and Services to Our Community As the project coordinator, I was charged with the duty of coming up with a strategy to liaising with the target group that is the community and the members who were to carry out the […]
• Autocratic Leadership Versus Participative Theory It will also critically analyse the effectiveness of both participative and autocratic leadership styles in an organisation to determine the most appropriate style to be adopted for the success of an organisation.
• Gibb’s Reflective Cycle in Nursing Leadership To ensure all the processes run effectively in the organization, the leader must reflect on the various encounters to improve the aspect of decision-making and management.
• Comparison of Gandhi’s and Hitler’s Leadership The primary direction of Gandhi’s political and social work was the fight against the nationalist movement of the British rule of India.
• Sergey Brin: Leadership Process and Organizations in Context In order to analyse the theory of successful leadership in practice, it is possible to evaluate the performance of Sergey Brin, one of the founders of the world-famous Google company that owns huge financial assets.
• Nursing: Leadership Development Plan I utilize the nursing process and evidence-based practice to work collaboratively with the core team, including the patient, staff members, primary care provider, registered nurse care manager, and patient support technician, and expanded team, including […]
• Ursula Burns Leadership Style in Xerox Company By suggesting that color printing should be made more affordable, as well as reconsidering the company’s organizational behavior and putting a very strong emphasis on the relationships between the managers and the staff, Burns has […]
• Mercedes Company: Leadership and Management Essentials The idea behind theoretical investigation is to obtain enough background information on leadership styles, which might be applied to analysing the performance of Mercedes Benz in the light of the theory’s implications on the practice […]
• Individual Leadership Philosophy I have also developed new values that will continue to support my leadership objectives. I will also acquire new skills that have the potential to improve my leadership philosophy.
• Servant Leadership in Indian Culture and Hindu Religion The basis of this approach is the reorientation of the values of the leader, who considers the empowerment of followers as a means and goal of his activity.
• Leadership and Influence Focus on leaders’ and ignorance of followers, however, does not contribute to the development of efficient management environment because the influence and interaction stand at the core of the relationship.
• Educational Leadership and Management Team leadership is “the ability to solve every problem affecting a given group”. I have understood why every educational leader should use the best leadership styles.
• Starbuck Company Case: Howard Schultz Leadership Style Hence, he spends a lot of time with staff and guarantees that the company helps employees to grow both financially and intellectually.
• Inside Bill Gates Leadership Journey of Building Microsoft Microsoft has succeeded in setting a fast pace in the computer software industry and in creating markets in the process. The program took over the market, and it topped the charts in Microsoft products.
• Foundations of Army Leadership BLC This paper examines the foundation of Army leadership, focusing on its levels and leaders’ characteristic features.
• Participative Leadership: Strengths and Weakness The paper gives an overview of the approach, followed by the strengths and weakness of participative leadership. Organizational leadership, more so the approach of leadership is critical to the performance of an organization.
• Nursing Leadership: A Self-Assessment The second goal is to improve my risk management attitude because it is crucial for my practice as a DNP-prepared nurse and as a leader of the team where I work.
• School Leadership The multi-levelled pedagogic school leaders highly determine the mode of teaching students in schools and the effective application of the learning process.
• Developing Leadership Skills Bearing in mind the fact that the leader is tasked with marshaling the organization’s resources to accomplish some organizational goal, it can be rightfully stated that part of the role of the leader is to […]
• Leadership and Management Practice The efficacy of a decision to either lead or manage will base on the closeness of how the insight of the knowledge, expertise and talent of persons trying to pursue the goal matches with the […]
• Frederick Douglass Leadership Personality Traits Report (Assessment) The book was so humorous that he feared that he would be enslaved again for the weaknesses that he portrayed in the American lifestyle and how he was able to trick them with the attire […]
• Leadership Styles: Democratic, Autocratic and Laissez-Faire According to McNichol and Hamer, the participative approach, compared to the other styles, enhances the productivity of employees for a prolonged period of time as it encourages cooperation and increases staff morale. As a democratic […]
• Servant Leadership In the context of organizations, leading entails the leader consolidating the efforts and resources of the organization and focusing on the future by setting up a vision for the organization which it intends to achieve […]
• Personal Leadership Profile Analysis At the same time, I could also use my drive for learning to develop communication, motivation, conflict resolution, and other relevant skills that could enhance the performance of my team and the work environment in […]
• Leadership Self-Assessment Essay To a butcher, the organizational goals of increased productivity, the input of both the individual and groups in the organization remains invaluable. To this end, the strengths and weaknesses that are inherent in my style […]

🎓 Simple & Easy Leadership Essay Titles

• Bill Gates’ Leadership To achieve the best out of the two, Bill Gates explored a dichotomy of both to align his characteristic leadership with the company core values.
• JC Penney & Ron Johnson: The Failed Leadership Following the failure of Ron Johnson’s vision and strategy, the new CEO, Ulman, faced the challenge of attempting to incorporate and revert to the strategy that had been in place before Ron Johnson’s tenure.
• Unilever Company’s Leadership and Corporate Governance The success of Unilever associated with the company’s commitment to leadership. First, the strategic leadership of Unilever is tied to the company’s long-term goals and objectives.
• “Reframing Organizations: Artistry, Choice and Leadership” Book According to the authors, the aim of this topic is to create awareness for managers regarding the importance of relationships between the management and employees in fostering the success of a company, employee motivation, and […]
• The Leadership and Communication Style of Angela Ahrendts She is famous for her leadership and communication style that is characterized by energy, availability, belief in teamwork and the power of intuition.
• Leadership and Management In the analysis of leadership and management approach within the non-for-profit sector, success in management and leadership revolves around complex approaches to the management of human services.
• “Organizational Culture and Leadership” by Schein, Edgar H. The book covers the subject of leadership and culture in three major sections, including the definition of organizational culture and leadership, the dimensions of culture, and leadership’s role in building culture.
• Lieutenant Colonel Hal Moore’s Leadership Hal Moore’s courage to fight on despite the odds that had afflicted his men was the major driving factor that led to the victory of his group over the Vietnamese.
• Mohammed Al Abbar: Leadership Project As a result, in order to explore the leadership style, approach, and views of Mohammad Al Abbar, it is necessary to begin with his personal, as well and professional backgrounds as the sources of his […]
• 21st Century Leadership Based on the character of these issues, researchers distinguish six major areas of the new leadership, and each one of them includes a set of practices which are considered to be contributive to the organisational […]
• Leadership: Role, Benefits, and Limitations For example, the mayoral role in a town is leadership, whereby he takes the responsibility of guiding the people to support the laid down policies for the development of the town.
• Leadership and Motivation: FedEx Corporation and UPS Inc. Introduction Leadership is the process of influencing people to contribute willingly to the goals and objectives of the organization. To solve this problem, the managers of FedEx used 360-degree feedback system to identify the causes […]
• Situational Leadership Style According to the two experts, the major responsibility of any situational leader is to become accustomed to their individual leadership style and satisfy the followers’ needs.
• GlaxoSmithKline’s Leadership Management Framework In light of this dissection, the author recommends the most effective leadership style to steer GSK to the next level and to enable it to handle previous management misjudgements. This will improve the image of […]
• Nelson Mandela: Speeches and Leadership Nelson Mandela is, undoubtedly, one of the strongest and the most inspiring political leaders of the 20th century, the embodiment of the human spirit’s limitless possibilities.
• Biblical Leadership and Ministry For the church to be more effective in fulfilling the commands in God’s word the leaders should have a spirit that is sensitive and satisfied.
• Entrepreneurial Leadership Characteristics and Types Thus, economic and social entrepreneurial leadership use the same tools in pursuit of improvements in society and the business sector. However, emotional intelligence is positively linked with mental health, excellent job performance, and contributes to […]
• Brian Chesky’s Leadership at Airbnb As the chief executive officer and co-founder of Airbnb Company, Brian Chesky has proved to the world that he is a great leader who exhibits wonderful traits.
• Leadership Theories in the Automotive Industry At the same time, the changes in the industry and the economic environment of the recent years have led to the situation where the leaders of the field lost their definitive advantage and faced a […]
• The Action-Observation Model: Leadership Discussion In the beginning, I tried to persuade some volunteers to agree with their assignments since they were helping to spread awareness of a good cause; however, as arguments started occurring, I decided that the best […]
• The Political Leadership Conception This is usually manifested through the power of attraction and seduction and manipulation of the people under the leadership authority. Competent and profound leaders should be in a position to manage the organization for which […]
• Ogilvy and Mather Worldwide Company: Charlotte Beers’ Leadership The main objective that Beers tried to achieve was to create change to enable the company to regain its leadership position in the industry.
• Mandela’s Leadership He used his power to better the lives of the public in South Africa and set an example of selfless leadership.
• Marriott International Leadership This paper aims to present the analysis of the prevalent leadership style typical of executives and directors in Marriott International; to discuss the connection between the leadership style and ethical practices; to determine possible ethical […]
• Leadership in the hospitality industry His success in business has been attributed to the manner in which he attends to details such as research and collection of information, provision of clean and high quality products and services, and the logical […]
• Pros and Cons of the Four Major Styles of Leadership The trust that the leader gives to the followers raises their morale in the task and as a result, they exhibit a spirit of teamwork and cooperation.
• Transformational and Transactional Leadership With good leadership and the associated outcome both in the ancient and present age, man has increasingly sought to find ways of identifying the best style of leadership that suits the demands of the time.
• Collaboration and Leadership in Healthcare The top management was able to make arrangements with the hospital administration and a willing dietician and we started to provide dietary consultations to each and every patient starting chemotherapy.
• Personal Leadership Development Plan I will continue with such exercises to find answers to existential questions and achieve my personal and religious goals. I identify my managers and supervisors as the best people to offer professional counsel and advice.
• Workplace Management Styles: Autocratic Leadership He may have been afraid of the fact that if he did not retain all the powers and authority, employees like Wilson would take the running of the restaurant.
• Organizational Culture & Leadership: Whirlpool Corporation At the heart of the discussion of management and leadership are the concepts of goal setting and results. Common to both managers and leaders is the focus on the results they produce, which are based […]
• Leadership Concepts in the “Coach Carter” Film Different aspects of group dynamics come out in the scene where Carter introduces himself to the team and asks members to sign a contract on terms of association and operation.
• A Revolutionary Model of Leadership When the father of Ricardo Semler left his company in the early 80s, he never imagined that his son would transform Semco to be a leading and one of the best-known companies across the globe.
• Followership and Servant Leadership in the Military The soldiers in the military are dedicated to serving and executing the commands given by their supervisors. In the military, followership and servant leadership are crucial approaches for ensuring effective performance to achieve objectives.
• Leadership Styles: Abraham Lincoln and Adolf Hitler The human qualities of a leader are in many ways more revealing regarding his or her success, the respect of the people, and the appreciation of descendants than education and professionalism.
• Corporate Governance and Corporate Social Responsibility A fundamental theme of corporate governance is the nature and extent of responsibility and accountability of specific individuals in the corporation’s hierarchy, and mechanisms that attempt to eliminate or mitigate the problems that arise due […]
• The Role of the Leader and Their Characteristics Leaders are the strategists and the decision makers of an organization; they have the role of managing, controlling and enacting policies that lead an organization to its attainment of corporate goals and objectives.
• A Leadership Development Plan’s Analysis Today, many factors make the team successful, and it is important to understand how to solve and manage problems, motivate people, and identify organizational goals.
• Howard Schultz’s Leadership Style: Strengths and Weaknesses These results are in a large part due to his leadership style which can be characterised as transformational, the strengths of which are openness to new ideas and creativity, and among the weaknesses can be […]
• “The 21 Irrefutable Laws of Leadership” by John Maxwell The law of process considers the fact that for a leader to achieve their goals, a process is clearly laid developed and followed, a step by step process is vital for success as one leads […]

📌 Controversial Leadership Title Ideas

• The Leadership of Mao Zedong For example, the Great Leap Forward policy resulted in a food crisis that led to the death of many Chinese people. Mao was assertive in the development and implementation of his policies.
• Democratic vs. Autocratic Leadership Styles Thus, one of the main advantages of the democratic model is that all individuals who are affected by a certain situation have an opportunity to outline their views and participate in decision-making.
• Ricardo Semler’s Leadership at Semco Partners The case of Ricardo Semler and Semco companies reflects typically on the transformational leadership from the traditional Brazilian company’s organisational leadership structure that involved pyramidal headship.
• Hovey and Beard Company: Leadership and Management Therefore, the behavior of painters was shaped through the reinforcement theory and the job design criteria that was provided to them earlier. Before the changes were implemented, the painters were too slow in the process […]
• Mary Kay Ash and Her Leadership Style The success of this woman, as well as her contributions to the world of business, may be explained in terms of her biography, milestones, she had to cope with, and the decisions she made during […]
• The Role of Leadership in Business and Its Advantages The skills model focuses on the affiliation between the skills and knowledge held by a leader, otherwise referred to as the specific capabilities, and the performance of the leader.
• Style of Leadership in TESCO In order to maintain the desired level of performance, the company requires a well trained and knowledgeable workforce as well as an appropriate team of leadership that is capable of developing the qualities of all […]
• Leadership Styles of Yahoo, Blackberry, and Google Using the identified characteristics of transactional and transformational leadership styles in the literature review, the paper attempts to specify the leadership styles that each of the three organizations deploys using the primary data from the […]
• Instructional Leadership The instructional leadership model emphasizes on three critical role of school principal: defining the mission of the school; administering the instructional program, and supporting a positive learning culture.
• BMW Key Strategic Issues Analysis The strong brand name and capital potential of the company is the core elements of the company’s success and popularity across the globe.
• Transformational Leadership Theory: Pros and Cons This form of leadership seeks to bring change to an organization by having to leader act as a role model who motivates and inspires the rest of the workforce.
• Angela Merkel’s Leadership Style This move shows that Merkel has the essential qualities of a transformative leader, including her ability to critically analyze a situation and motivate her followers in times of need.
• Leadership Styles, Traits in a Nursing Professionals The leadership styles that are being utilized by my group members are servant leadership, charismatic leadership and transactional leadership.
• Nursing Leadership Skills Development The elements I intend to add to my leadership capabilities will enable me effectively develop my team and serve patients under my care in a better way.
• Leadership and Diversity Discussion A transformational leader should be ready to lead initiatives that make the organization work significantly different than it was before and convince the rest of the members and leaders to adopt them.
• Napoleon: Leadership Style The extremely high level of fragmentation peculiar to Europe at that era and the absence of the single perspective on France and its growing power provided him with the time needed to create a powerful […]
• Tesla’s Strategic Plan for Leadership in Energy Sector The purpose of this report is to analyze Tesla’s strategic plan of technological leadership in the energy segment to strengthen its competitive position.
• Scholarship, Practice and Leadership However, there has been a concern that some leaders in various sectors around the world do not have the skills to assess some information that would result in excellent outcomes in their organizations.
• Elon Musk’s Leadership Style and Accomplishments His business acumen is exemplified by his massive successes that he has achieved, mainly as the CEO of Space X and Tesla Motors, as well as other businesses, including Neuralink, the Boring Company, and Open […]
• Management vs. Leadership. What Leaders Really Do? Factually, a good leader as well as a good manager should have the similar qualities as far as a good leader-manager is in demand in many modern companies.
• Leadership Theories: Mother Teresa During the assessment, the DISC inventory was used to determine the underlying eight dimensions of leadership. In addition, they embody an assertive nature that enables them to inspire followers and oversee the fulfillment of the […]
• Gender Equality in Higher Education: The Underrepresentation of Women in Educational Leadership A prime example of gender inequality is the underrepresentation of women in educational leadership, and this problem is going to be considered here in detail.
• The Concept of Laissez-Faire Leadership Style The manager does as little directing as possible and empowers employees. Employees must determine goals, make decisions, and solve problems themselves.
• Consolidated Products Managers’ Leadership Styles The leader determines the focus of the work of the entire team, interacts with personnel, affects the psychological climate and other aspects of the work environment.
• Orpheus Orchestra’s Leadership and Organizational Practices The orchestra satisfies the needs of every member. This permanent leadership encourages every member to be part of the orchestra.
• The Concept of Leadership As such, the characteristics that can be considered as essential for an effective leader consist of: Being able to create cooperation and cohesion within a team Guide the respective capabilities and strengths of employees Create […]
• Kofi Annan Leadership Traits In pursuit of idealistic leadership, Berlin articulates that leaders and organizations should be able to differentiate actions that could impede the achievement of the goals that are in the best interest of the majority.
• Critical Examination of Strategic Leadership Guided by these introductory statements, this research paper aims at exploring the concept of strategic leadership with particular interests in exploring the characteristics of strategic leadership, the contextual factors, both internal and external that has […]
• The Impact of School Governance on School Leadership The traditional school system in most states and territories took the form of the old public administration with school governance highly centralized in the Ministry of Education and the Education Department.
• Leadership and Governance The business managers should have a starting point for driving the change and should be aware of the difficulties to be encountered during change periods and devise means of overcoming the difficulties.
• Leadership Qualities in Nursing Inspirational leaders inspire their patients at the bedside, encouraging them to struggle to survive and giving them hope. Inspirational leaders realize that mentoring is critical to success in nursing, so they educate others and encourage […]
• Leadership of Jerry Yang, Co-Founder of Yahoo The creation of Yahoo is the story of the hobby and knowledge of two Yang people who wanted to make the Internet more convenient.
• King Abdullah bin Abdulaziz al-Saud’s Responsible Leadership and Ethics He was the 13th of the 45 sons of the founding father of the Kingdom of Saudi Arabia, King Abdulaziz. For instance, in order to modernise Saudi Arabia education, King Abdullah sponsored King Abdullah University […]
• Christian Leadership of John Calvin Discontented with the kind of education that Calvin was receiving from the benevolent family, Gerard recalled his son from the philosophy college and took him to pursue law at the Orleans University.
• Hatshepsut’s Leadership and Accomplishments She was the leader of the Eighteenth Dynasty of Egypt and ruled with the help of the two-year old Thutmose III.
• Thomas Hobbes and John Stuart Mill’ Views on Leadership However, the most predominant theme portrayed by Thomas Hobbes in Leviathan is that the natural state of man in leadership is war. According to Daniel, liberty is a measure of power exercised by people in […]
• Mountain West Health Plans Company’s Leadership Styles The strengths of Evelyn Gustafson’s leadership style include the ability to strike a balance between creativity and participatory skills to serve competing interests in the relatively changing economic landscape, following the rapid growth of the […]
• Leadership – Ann Fudge This speaks highly of her dedication to work and those who work with her to achieve the desired results. The sabbatical gave her a chance to reinvent herself in order to become a better leader.
• The Essence of Leadership: Warren Buffet and Oprah Winfrey To understand the concept of leadership, the report evaluates the leadership qualities that the two leaders have developed. The reason behind the conflicts rests on the fact that the organisation, for instance, has no one […]
• Management and Leadership Paper This paper evaluates McDonald’s management and leadership style, the role of managers in creating and maintaining a healthy organizational culture and recommends on how McDonald’s can create and maintain its culture.

🥇 Good Leadership Topics to Write

• Ethical and Unethical Leadership in Healthcare
• Interdisciplinary Collaboration and Leadership Reflection
• Bedside Shift Reporting: Essentials of Nursing Leadership and Management
• Pacesetting as a Leadership Concept
• Leadership in Diabetes Management
• United Parcel Services Leadership
• Democratic Leadership Styles and Patient Outcomes
• Level 5 Leadership, Humility, and Will
• Leadership Values and Authenticity
• Personal Vision Statement in Organizational Leadership
• Advantages and Limitations of Online Leadership
• Leadership and Organisational Change
• Leadership Legacy Issues
• Leadership of the School Community
• Bernard Arnault’s Leadership
• Leadership in “12 Angry Men”
• The Importance of Strategic Leadership in the Global Business Environment
• Servant Leadership at St. Jude Children’s Hospital
• Delta Airlines Company’s Traditional and Digital Leadership
• Leadership Approaches in Healthcare
• The Leadership of Lubna Al Qasimi
• Leadership Role-Play Activity for Students
• Leadership Profile Analysis: Key Elements, Weaknesses, Strengths
• How Does Social Media Affect Leadership?
• Mohandas Karamchand Gandhi: Leadership Analysis
• Self-Awareness Importance in Effective Leadership
• Leadership of Climber Arlene Blum
• Abraham Lincoln’s Leadership Lessons
• Autocratic, Democratic, Free-Rein, Coaching Leadership
• Adaptive Leadership by Glover, Friedman, Jones
• The Impact of Leadership in Higher Education
• Leadership in “The Hunger Game” Movie
• Leadership Styles: A Critical Discussion
• General Electric’s Two-Decade Transformation: Jack Welch’s Leadership
• Poor Leadership at J.C Penney
• Leadership Styles and Effects on IT Organizations
• Nature and Effectiveness of Steve Jobs Leadership
• Leadership in the 21st Century
• Leadership in Quality Management
• Leadership Evaluation: Sir Richard Branson
• Justice and Leadership as Expressed by Plato and Ibn Khaldum
• Attitude Reflects Leadership: a Look at Leadership in your Professional Portfolio
• Diversity, Equity, Inclusion, and Belonging Leadership Program
• Machiavellian Leadership Style
• Self-Analysis on Democratic Leadership
• Leadership Philosophy and Its Importance for Life
• Carlos Slim: Leadership Styles and Personality
• Leadership vs. Management in the Nursing Context
• W. Buffett’s and F. Porsche’s Leadership Styles
• Organizational Behavior: Teamwork and Leadership
• Mentoring and Coaching Experience
• Comprehensive Leadership Approach
• General Leadership Style: Norman Schwarzkopf
• Mandela’s Leadership: Long Walk to Freedom
• Leadership Approach in “The Devil Wears Prada”
• Importance and Role of Leadership in Globalization
• Complexity Theory Models of Leadership with Other Models of Leadership
• Ineffective Leadership in a Workplace
• The Five-Star Hotels Operational Management
• Leadership Management in the Hospitality Industry
• Leadership and Motivation – Carlos Ghosn
• Astro Airlines: Burton’s Leadership Style
• Leadership for Happiness in Workplaces
• Personal Leadership Philosophy in Nursing
• Leadership in Lost TV Series
• Elon Musk: The Leadership Style
• Nursing Leadership and Its Importance
• Leadership Attributes of Duke Ellington
• Organizational Leadership and Strategic Positioning for Shangri-la Hotels
• Leadership and Organizational Psychology of Vince Lombardi
• Leadership Challenges Bedeviling Satera Team
• Leadership Skills and Leadership Development Plan
• My Leadership Challenge: Personal Opinion
• The Art of Leadership
• Leadership and Emotional Intelligence
• Genghis Khan: Style of Leadership
• Effective Leadership: What It Means
• Mary Barra’s Leadership at General Motors
• Leadership. Critical Incident in a Non-Profit
• Lao-Tzu’s and Confucius’ Ideas on Leadership
• Leadership and Collaboration for a Student
• Starbucks Coffee Company’s Leadership Interview
• Profile in Ethical Leadership: Bernard Madoff
• Explaining Leadership Positions and Responsibilities
• Tim Cook’s Leadership Transformation and Action Logics
• Transformational Leadership in Hotel Industry
• Chicago Bulls 1995-96 Championship: Team Leadership
• Thyressa Williams’ Leadership Interview
• Leadership in the “Invictus” Movie
• Leadership Development: Experiences and Theories
• Jack Welch’s Leadership Style
• The Application of Transformational Leadership in the UAE
• How Emotional Intelligence Influences Leadership
• Charismatic vs. Inspirational Leadership
• Dr. Maya Angelou and Her Leadership Abilities
• Some Theories and Theorists on Leadership
• Contingency Theory of Leadership
• Quality Management Systems
• Leadership and Management Definition
• Leadership in Multinational companies
• Mohandus Gandhi’s leadership
• A Personal Model of Leadership
• James Madison’s Leadership Qualities
• Team Leadership: Essential Features & Problems
• Strategic Leadership at The New York Yankees Team
• The Art of Communication as the Language of Leadership
• Leadership Commitment Statement on Prevention of Workplace Violence
• Constructive Criticism in Leadership
• Personal Career Experience: Leadership
• Zappos Organization’s Leadership and Objectives
• Modern Nurse’s Role: Leadership
• Leadership Styles: Democratic and Collective
• The Leadership Challenge Overview
• Developing Shared Vision: Leadership
• Radical Leadership at Semco by Ricardo Semler
• Leadership – Integration Project
• The Leadership Skills of Leigh Anne Tuohy
• Leadership and Total Quality Management
• Leadership and Influence: Action Plan
• Oprah Winfrey’s Leadership Traits and Virtues
• Youth Leadership Development
• Coaching and Mentoring in Executive Leadership
• Leadership Input to the Community Development
• Personality and Leadership Style Relationship
• Leadership: Encouraging the Heart and Generosity
• Leadership: Providing Purpose, Motivation and Inspiration
• Sheikh Mohammed leadership
• Educational Leadership in School
• Leadership Styles: Nelson Mandela and Margaret Thatcher
• Chapter 6 of Northouse’s Leadership: Theory and Practice
• Leadership: Definition and Values
• Warren Buffet’s vs. Bernard Madoff’s Leadership Styles
• How Contemporary Leadership Styles Are Relevant in Today’s Military
• Daniel Roth’s and Sam Hazen’s Personal Values in Leadership
• Transparency: The Role in Leadership
• My Involvement as a Leader, Leadership Coach, and Development Instructor
• Personal Leadership Philosophy in the Sports Industry
• Developing Leadership Skills in Nursing: A Proposal
• Authentic Leadership Style in Business
• Leadership and Personality Traits of Hovard Schultz
• Personal Leadership Profile: Communication Strategies
• The Role of Supervision and Delegate Leadership Style
• Leadership and Personal Characteristics of a Leader
• Nursing: Personality Types and Leadership Qualities
• Nursing Leadership and Personal Skills
• Emirates Airline HR Department: Leadership and Its Effect
• Leadership and Migrants in Malaysia: Hypothetical Design
• Inter-Organizational Networks and Leadership
• Rudy Giuliani’s Leadership During 9/11 Crisis
• Leadership Perspectives and Their Characteristics
• The Concept of Leadership: Machiavelli’s “The Prince”
• Personal Philosophy of Military Leadership
• How Communication Affects Leadership
• Red Bull Project’s Effective Leadership Measures
• The Life and Leadership Styles of Sir Edmund Hillary
• Manager Herbert Kelleher’s Leadership Qualities
• Leadership Influence Processes: Chief Executive Officers (CEOs) and Presidents
• Studying Leadership Behaviour: “The King’s Speech” by Tom Hooper
• Etihad Airways: Leadership Attitudes
• Creativity in Leadership
• Leadership Style and Employee Motivation: Burj Al Arab Hotel
• Leadership in Teams: Experience and Reflection
• Leadership Styles and Their Results
• Leadership Practices Assessment
• Personal Leadership Action Plan
• Leadership Definitions and Meanings
• “Leadership For Leaders” by Michael Williams
• Charlotte Beers’ Leadership at Ogilvy & Mather Agency
• Political Frame for Educational Leadership Issues
• Leadership: Johari Window and Transactional Analyses
• Elizabeth Bloomer Ford’s Leadership Development
• Ethics in School Leadership
• Women’s Features in Administrative Leadership
• The Challenges of Leadership Practice in the 21st Century
• Stephen Hawking: Visionary and Cross-Cultural Leadership
• The Nickelodeon Company: Transformative Leadership
• Classic Drucker: Articles on Management and Leadership
• Steve Jobs and Tim Cook Leadership Styles Comparison
• Jack Ma’s Business Leadership and Career
• Global Leadership Development
• Nike Company: Hannah Jones Leadership Style
• Leadership and Performance in the Workplace
• Leadership: Types, Approaches and Strategies
• Does Gender Affect Leadership?
• Organizational Behaviour and Leadership
• Entrepreneurial Leadership: Five Guys
• Leaders v. Managers: What’s the Difference?
• A Plan for Effective School Leadership
• Destructive Leadership as a Phenomenon in HR Management
• Leadership is Action and Not Position
• Relationship Between Personality and Leadership Style
• Transformational Leadership at Virgin Group
• Leadership Styles in the UK, USA, and Japan
• The Charismatic Leadership of Steve Jobs at Apple
• The Behavioral Approach of Studying Leadership
• Leadership Styles and Theories
• Relationship between Leadership and Management
• The Leadership of Amazon
• Safety Culture Development Through Effective Leadership and Management
• The Significance of Strong Leadership in Business Organization
• Jamie Oliver and Leadership in the Food Industry
• Leadership Skills: “The Prince” by Niccolo Machiavelli
• Experience with Negative Leadership
• The Role of Civic Leadership
• Lesson Plan ‘The Concept of Leadership’
• Machiavelli and Othello’s Leadership Skills
• Contemporary Issues in Management: Gender and Leadership
• Transformational Leadership and Service Quality in UAE Hospitals
• Management and Leadership in Case of General Motors Company
• Situational Leadership Theory & Path-Goal Leadership Theory
• Bill Gates’ Positive Leadership Behavior
• The Foundation of Army Leadership and Its Factors
• Holistic View of the Management and Leadership
• Adaptive Leadership in Medical Practice
• Personal Leadership Style Analysis
• Reflection on an Interview on Leadership
• Servant Leadership in the Old Testament
• Servitude in Servant Leadership and The Scriptures
• The Free-Rein Leadership Style
• Business Ethics in Leadership & Management Development
• The Nature of Leadership Power
• Organizational Culture and Leadership
• Ethical Leadership and Ethical Lens Invention
• Personality Type & Leadership Qualities
• Leadership Approaches in Prison
• Personal Experience of Ineffective Leadership
• Exemplary Leadership Practices Analysis
• The Model of Primary Leadership Skills
• Pixar Company’s Effective Leadership and Competitive Advantages
• Quotas in Improving Gender Diversity in Leadership
• Intercultural Management: Renault, General Motors, & Daimler Chrysler
• Carly Fiorina’s Leadership at Hewlett-Packard Company
• Group Formation and Leadership Challenges
• Leadership Styles of Blake Mycoskie and Martin Shkreli
• Ontology and Epistemology in Leadership Research
• Google Inc’s Mission and Structure
• Leadership, Power, Corruption in Today’s Politics
• Jeff Bezos’s Leadership and the Amazon Revolution
• Wooden on Leadership: How to Create a Winning Organization?
• Costco Company’s Business Diversity, Ethics, Leadership
• Alvis Corporation’ Leadership Information
• UAE Hospitals: Transformational Leadership and Service Quality
• Mark Zuckerberg: Leadership Style on Practice
• Strategic Leadership Types
• Participative Leadership: Strengths and Weaknesses
• School Leadership: Concepts and Evidence
• Leadership in the Retail Industry
• Schwarzkopf’ Leadership Style and Success as a Military General
• Jim Jones Leadership Traits
• The Effect of Leadership in Project Management
• The Benefits of Transformational Leadership
• Leadership: The Most Effective Leader
• Adaptive Leadership Discussion
• 1996 Mount Everest Disaster: Leadership Perspective
• Impact of Gender Difference on Leadership Styles
• Business Ethics in Multinational Corporations
• Keys to leadership in HCA
• Introduction to the Four Functions of Management
• Leadership Skills of Sheikh Mohammed bin Rashid Al Maktoum’s
• The Concept of Leadership in Organizational Success
• Leadership Qualities as a Part of a Team
• Spiritual Leadership and Citizenship Behaviors
• A Lollipop Moment in Leadership
• The Main Characteristics of Servant Leadership
• Organizational Theory: Democratic Leadership
• Leadership Under Cultural Influences
• Leadership in Healthcare Management
• Adaptive Leadership as a Style and Model
• Leadership: Self-Evaluation and Comparison
• Task Specialization and Directive Leadership in Beaufort County School District
• Mindful Leadership in Managing Critical Change
• Leadership, Family, and Community Collaboration Project
• The Crucial Role of Courageous Followers in Effective Leadership
• Leadership in Group Counselling
• Relation Between Leadership and Police Ethics
• Leadership in the Educational Sector
• How Nursing Professionals Can Benefit From Servant Leadership
• Leadership and Innovations: Article Review
• Applying Five Leadership Practices
• Transformational and Servant Leadership in Nursing
• Strategic Leadership in the United Arab Emirates
• Leadership: Theory and Practice
• The Plays “The Iliad,” “The Odyssey,” and “Agamemnon”: Understanding of Leadership
• Leadership Development Plan in Nursing
• Leadership: Character, Competencies, and Virtues
• Nursing Practice: Leadership and Cooperation
• St James Settlement’s Leadership and Management
• Servant Leadership in Fannie Lou Hamer
• Organizational Leadership and Attitude-Behavior Theory
• Leadership and Ethical Requirements
• Measurement and Leadership Effectiveness in Business
• Principles of Management and Leadership Positions
• Application of Irrefutable Laws of Leadership in the Military
• French and Raven’s Five Forms of Power: An Overview
• Leadership Style as an Important Element of the Nursing Practice
• Leadership Styles Across Generations Working in Wal-Mart Store
• Christ’s Approach to Leadership: Transformational Leadership Theory
• Morale and Leadership, Encouragement, Dedication, and Commitment Within a Band
• Elon Musk: Leadership, Financial Success, and the Future of Tesla
• Leadership in Turbulent Times: Key Takeaways
• Brand Leadership by Levi’s and Coca-Cola in Going Green
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Doctorate of Business Administration: 10 Tips for DBA Research

• August 21, 2024

Table of Contents

Academic research is at a crossroads between tradition and innovation. The landscape is rapidly transforming, as technological advances shift educational structures and bring up tough questions on ethical integrity. For sure, it’s an exciting time to study a Doctorate of Business Administration and to do DBA Research.

This blog post delves into 10 tips to navigate the research portion of your DBA, offering insights into the evolving nature of research and its implications for scholars and practitioners alike.

Be Smart When Embracing Technology

In the academic universe, change is not just a constant; it’s a necessity . We’re on a journey where the old intersects with the new, where the traditional academic rigor meets the swift currents of technological innovation.

There’s been a significant leap forward in the tools available to researchers. Software like Mandalay represent a leap forward in DBA research efficiency, automating citation management and data organization. These advancements save researchers valuable time, allowing them to focus more on analysis and less on administrative tasks.

Learn to Balance Tech With Tradition

There’s a sort of struggle for balance between technology and fundamentals. Remember that while it streamlines DBA research, technology cannot replace the foundational understanding of research principles . 

A profound grasp of methodology and critical thinking remains essential. It ensures that scholars can effectively leverage new tools without compromising the integrity of their work.

Originality Triumphs Everything in DBA Research

There it is, the elephant in the room: plagiarism. With AI tools in hand, the line into plagiarism is blurrier than ever. That’s why it’s crucial for researchers to use technology responsibly , ensuring that their work maintains originality and credibility.

Technology should enhance, not replace, the foundational bedrock of scholarly inquiry. Aim for originality.

Develop Presentation Skills

Parallel to technological advancements, the art of presenting and communicating DBA research has gained significance. In today’s digital age, scholars must not only produce original research but also possess the skills to present it effectively. 

Scholars must bring fresh perspectives and critical analysis to their work. They need a deep engagement with their subject matter.

What’s more, they need dynamic presentation skills . Effective communication is key in presenting research. Scholars should strive to create engaging and clear presentations, showcasing their findings with confidence and clarity.

A well-structured presentation highlights the importance and implications of research findings. Clear communication helps to convey complex ideas effectively, making the research accessible and impactful.

As Structures Change, Learn To Adapt

Doctoral research programs are evolving to be more accommodating to working professionals, offering structured pathways that expedite the journey to a doctoral degree without sacrificing academic rigor.

For example, the shift towards Doctoral Research Projects (DRPs) indicates a broader trend in education towards more flexible and accessible learning models, tailored to the needs of today’s scholars and professionals.

Therefore, the future of DBA research education lies in its ability to be adaptable, accessible, and aligned with the evolving demands of the academic and professional world.

Exercise Your Critical Thinking Skills

Critical thinking is at its most important. When you dive into literature review, make it meaningful. It lays the groundwork for meaningful research, providing the context and framework necessary for insightful analysis and discovery.

Critical thinking and analytical skills are the backbone of DBA research , enabling scholars to evaluate findings accurately and contribute valuable insights to their field.

Value Face-to-Face Interactions for your DBA Research

Direct interactions, such as oral presentations and defenses, are crucial for assessing the authenticity and depth of DBA research They underscore the importance of personal engagement in the digital age.

Remember – no matter how much technology can help you assemble an articulate paragraph, it can’t do anything for you during an oral presentation. 

Foster Collaborative Relationships

A collaborative relationship between students and advisors is fundamental to research success, as it fosters an environment of support, guidance, and mutual respect.

Reach out to those around you. Work together, request feedback, and learn from each other. There’s a lot of room to grow, and the people around you are the best source of growth .

Uphold Ethical Standards of DBA Research

Maintaining academic rigor and ethical standards is paramount. It ensures that the integrity of scholarly work remains untarnished.

Adhere to ethical DBA research practices , including thorough and accurate citations. The credibility and reliability of academic work have high standards, and you should strive to meet them.

Look Forward to Innovation

The future of DBA research is a blend of tradition and innovation , where integrating new technologies and methodologies enhances the depth and reach of scholarly inquiry. By embracing these changes while steadfastly upholding the principles of rigorous and ethical research, the academic community can confidently navigate this evolving landscape and contribute meaningful advancements to the world of knowledge.

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Detroit's Hydrogen Future

Detroit's hydrogen future.

Driving Decarbonization with Hydrogen

Hydrogen is emerging as a critical form of vehicle electrification, poised to play a significant role in decarbonizing Detroit's transportation system and our planet. The journey in the transportation sector appears poised to begin with heavy-duty applications such as long-haul trucking, where hydrogen fuel cell electric vehicles (FCEVs) offer distinct advantages: exceptional range, impressive hauling capacity, and swift refueling times.

On August 13, 2024, the City of Detroit's Office of Mobility Innovation published a white paper on leveraging hydrogen for decarbonizing transportation, fostering partnerships, and boosting economic growth in the transportation sector. Read here for the full report.

Why Detroit?

Detroit stands uniquely positioned within the Midwest as a vital gateway to the U.S. economy and major economic regions. With over a century of automotive history and leadership, Detroit boasts the highest density of engineering talent and transportation innovation in the country. Under the leadership of Mayor Duggan, Detroit became the first city in the nation to appoint a Chief of Mobility Innovation and establish the Office of Mobility Innovation (OMI). As part of one of the DOE's Hydrogen Hub awards, the Midwest Hydrogen Hub (MachH2) team, Detroit will deploy a "Truck Stop of the Future," setting the stage for a local hydrogen-powered clean transportation future.

Detroit's Hydrogen Vision

The City of Detroit's Office of Mobility Innovation is committed to partnering with industry leaders to create a hub of hydrogen-related activities that stimulate local demand and prepare our economy for the forthcoming MachH2 investment. We are building partnerships to support workforce and talent development, local use cases, and overall demand for hydrogen as a transportation fuel, alongside fostering research, development, and innovation.

 Local Use Cases Identified in Detroit

• Long-Haul Trucking
• Regional Transit
• Warehousing and Logistics
• Ports and Rail
• Aerial Mobility
• Grid Resilience
• Other Heavy-Duty Applications

The Innovation Ecosystem

Detroit is the go-to destination for companies developing clean transportation and mobility solutions. Key examples of our thriving innovation ecosystem include:

• Michigan Central
• Newlab @ Michigan Central
• Plug and Play Detroit
• Techstars Detroit
• University of Michigan Center for Innovation
• Black Tech Saturdays
• Mobility Networking Events
• United States Patent and Trademark Regional Office

Connect with Detroit

The City of Detroit's Office of Mobility Innovation (OMI), seeks to connect and partner with companies building solutions for the hydrogen economy. Our goal is to foster hydrogen-related development and innovations that lead to enhanced solutions for clean transportation and energy.

What Your Company Can Bring:

• Technology and Innovation
• Job Creation

 What Detroit Can Offer:

• Support for Permitting
• Assistance with Site Selection
• Support for Developing Local Partnerships
• Feedback and Input on Developing Hydrogen Solutions for Government Customers
• Partnerships for Grant Opportunities
• Opportunities to Deploy and Test Innovations

Office of Mobility Innovation [email protected]

Artificial Intelligence for Enhancing Special Education for K-12: A Decade of Trends, Themes, and Global Insights (2013–2023)

• Published: 19 August 2024

Cite this article

• Yuqin Yang 4 ,
• Linbaiyu Chen 1 ,
• Wenmeng He 2 ,
• Daner Sun 3 &
• Sdenka Zobeida Salas-Pilco 1  

This paper provided a review of 210 studies on AI-enhanced special education from 2013 to 2023. Through bibliometric analysis, this review aimed to explore trends, focus areas, developments, and evolving themes of the field of AI for enhancing special education. Several noteworthy findings emerged from our analysis. The trend analysis of publications and citations revealed distinct phases, including an initial exploratory phase (2013–2016) followed by a period of rapid development (2017–2023). keyword co-occurrence networks and emergent word mapping highlight AI’s transformative potential, especially in autism spectrum disorder interventions and advancements in learning environments. Emerging trends focus on mathematics learning outcomes and educational equity, evolving through phases of understanding AI's support and integrating advanced tools like virtual reality and educational robots. Topic clustering analysis revealed categories including cognitive rehabilitation and ethical AI integration, emphasizing personalized instructional environments. Implications for research stress the need to bolster foundational skills and explore innovative teaching methods, including addressing challenges in gamified learning and integrating AI seamlessly. The review reveals a need for larger sample sizes and longitudinal studies to enhance statistical robustness and real-world relevance. In educational practices, using AI tools like apps, robots, and simulations can boost engagement and support social and academic progress. Tailored interventions for specific learning difficulties, such as dyslexia and dyscalculia, through intelligent tutoring systems, offer promise for positive learning outcomes. Policymakers are crucial in facilitating technology integration by ensuring comprehensive teacher training, increased funding for tech infrastructure, and strong leadership. Initiatives targeting underserved communities aim to promote equity and access to transformative resources. This study highlights AI’s transformative potential in special education, advocating for inclusive and personalized learning environments with ethical Al solutions to address unique challenges faced by special needs students.

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Yang, Y., Chen, L., He, W. et al. Artificial Intelligence for Enhancing Special Education for K-12: A Decade of Trends, Themes, and Global Insights (2013–2023). Int J Artif Intell Educ (2024). https://doi.org/10.1007/s40593-024-00422-0

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Accepted : 21 July 2024

Published : 19 August 2024

DOI : https://doi.org/10.1007/s40593-024-00422-0

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