Social and Behavioral Sciences Commons^™

The Role Of Leaders' Motivation, Entrepreneurial Leadership, And Organisational Agility In Social Enterprise Sustainability, Brian Karno Jan, Mira Maulida

The South East Asian Journal of Management

Research Aims: Expand the insights for social enterprises (SEs) to sustain their economic and social performance, considering the impact of leader’s motivation, entrepreneurial leadership, organisational agility, and competitive advantage.

Design/Methodology/Approach: The dataset was obtained from a survey of 102 SE strategic leaders in Indonesia, which was processed using PLS and SEM to test the hypothesis.

Research Findings: Motivation has a positive effect on entrepreneurial leadership but not on organisational agility. Entrepreneurial leadership has tridirectionally relationships with organisational agility, competitive advantage, and social firm performance. Organisational agility has bidirectional relationships with competitive advantage and economic firm performance, whereas competitive advantage only …

Lessons From Psychology For Law Practice Management, Peter G. Glenn

Dickinson Law Review (2017-Present)

No abstract provided.

Self-Actualized Leaders’ Relationships With Dynamic Teams, Joseph Walter Pieri

Theses and Dissertations

A recent study of 831 companies around the world found that employees on average tend to spend 54% of their time working within teams (Frey et al., 2013). Today, this number is estimated to be an additional four to six percent higher (Gallup, 2020). Despite the upward trend of increased reliance on team-based structures in effort to improve productivity and boost morale, research reveals approximately two-thirds of U.S. employees are not engaged in their workplace (Gallup, 2020). More than half (51%) of workers merely go through the motions of their job, barely meeting minimum position responsibilities. However, leadership is essential …