Implicates, on the one hand, facing, and, on the other hand, understanding and coping with the new forms of creativity, communication, innovation, doing business, emphasizing, and, in essence, surviving, while preparing for the changes and challenges that are derived from building the “New Normal” of our society; what is more, the COVID-19 Era has the power to create and to promote a New Leadership for a New Era, that is expected to take active and coherent actions that will be capable to show a deeper and greater concern for people, for the environment, for businesses, for Planet Earth.
Published in Chapter:
A New Leadership for a New Era: Effects of Association of Socio-Demographic Variables on the Leader's Competencies
María-José Foncubierta-Rodríguez (University of Cádiz, Spain), Rafael Ravina-Ripoll (University of Cádiz, Spain), and
Cristina Raluca Gh. Popescu (University of Bucharest, Romania)
Copyright: © 2022
|Pages: 35
DOI: 10.4018/978-1-6684-5109-0.ch001
Abstract
Organizations face their work in a rapidly changing environment, where globalization, technological advances, and the generation, management, and transfer of knowledge have become fundamental processes for competitiveness. This VUCA environment forces entities to readjust continuously. This implies attracting and retaining people with adequate and sufficient skills to work in this context and committing to management models based on leadership that contributes, as never before, to giving visibility, voice, participation, and well-being to its members. In the conviction, demonstrated by recent literature, the most satisfied collaborators are the most productive. This study is of an empirical, exploratory, and transversal nature, in which, firstly, the degree of conformity with individual capacities of the new leader is tested among personnel managers in organizations in the Bay of Algeciras Arch. Secondly, it is analyzed whether these opinions are related to specific socio-demographic characteristics of the respondents.