leadership 2

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1)Symposium
The Digital Age Leadership: A Transhumanistic
Perspective
Aleksandar Dimitrov
First published: 12 December 2018
https://doi.org/10.1002/jls.21603
Abstract
The changing nature of leadership is already a motion in progress. The digital revolution is
already a fact. The current paper attempts to define what kind of leaders to expect in the near
future in the context of the technological society. What to expect if the leader is noeme, cyborg,
just an avatar or any kind of HET (human enhancement technology) person? How virtual
leadership affects the effectiveness and what is needed for the virtual leaders or social media
opinion leaders to move the masses—is there a special ingredient? Current trends are reviewed
and extrapolated to a transhumanistic perspective. It is also argued that now the transhumanist
perspective is marginal, but (following the tendencies) may be dominant in the future. That
suggestion deserves a closer examination because it redefines the perception of the leadership as
a whole.
Early View
Online Version of Record before inclusion in an issue
2)
https://onlinelibrary.wiley.com/journal/1935262x
Coaching models for leadership development: An
integrative review
Wendy Carey
Donald J. Philippon
Greta G. Cummings
First published: 26 May 2011
https://doi.org/10.1002/jls.20204
Cited by: 23
Abstract
The purpose of this article was to describe and compare coaching models and to address their
relevance to the advancement of leadership. Coaching has become a popular strategy for
leadership development and change in complex environments. Despite increasing popularity,
little evidence describes the necessity and impact of coaching. An integrative literature review
from 1996 to 2010, retrieved through seven databases, reference tracking, and consultation with
academic networks, led to inclusion of peer‐reviewed articles on coaching models. Themes and
critical elements in the selected coaching models were analyzed. The search yielded 1,414 titles.
Four hundred twenty‐seven abstracts were screened using inclusion/exclusion criteria, and 56
papers were retrieved for full‐text screening. Ten papers were included: two coaching models
from health care settings, seven from business settings, and one from a medical education
institution. Critical components of coaching models are: coach–coachee relationship, problem
identification and goal setting, problem solving, transformational process, and mechanisms by
which the model achieves outcomes. Factors that impact positive coaching outcomes are: coach's
role and attributes, selection of coaching candidates and coach attributes, obstacles and
facilitators to the coaching process, benefits and drawbacks of external versus internal coaches,
and organizational support. The elements of coaching models identified in this review may be
used to guide future research on the effectiveness of coaching as a leadership strategy.
3) Symposium
Artificial Intelligence and the Role of Leadership
Ashley M. Smith
Mark Green
First published: 12 December 2018
https://doi.org/10.1002/jls.21605
Abstract
A future artificial intelligence (AI) leadership position will likely include a new follower, the AI
machine. The continued rise in retired‐aged individuals illustrates the need to replace a
traditional workforce with alternatives. Robots tend to be non‐functional without leaders. With
this new position, AI leaders will engage in processes that focus on leading the programmers of
the AI machine as well as influencing decisions made by AI machines post‐programming.
Communication standards should be set for both the human and machine members. It is unclear
if this new position will be referred to as leadership or management, but standards should be in
place for proper supervision of these machines. Leadership research has found that behaviors
such as charismatic influences and relationship building are important for leading humans. AI
leadership may require adjustments to current influences used for humans. Building relationships
with AI machines is expected to be altered with greater focus needed on ethical and moral
mentoring. Such a focus may utilize top‐down and bottom‐up roboethics, with decreased focus
on getting machine followers to feel part of an in‐group. The current paper provides ideas for
leading teams of AI machines and their programmers.( LATEST ISSUE >
Volume 12, Issue 2
Summer 2018)
4) Volume12, Issue1
Spring 2018
Pages 38-41
https://onlinelibrary.wiley.com/toc/1935262x/2018/12/1
5)Women and Leadership—How Do Differences Matter?
Lynne E. Devnew
Julia Storberg‐Walker
First published: 21 June 2018
https://doi.org/10.1002/jls.21562
(pik)
6) Volume12, Issue1
Spring 2018
Pages 42-48
ymposium
7)Relational Responsibility as a Motivator for Women to
Lead
Karen A. Longman
Debbie Lamm Bray
Wendy L. Liddell
Sandra L. Hough
Jolyn E. Dahlvig
First published: 21 June 2018
https://doi.org/10.1002/jls.21563
(PIKJ
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