Preface

Organizations are part of increasingly volatile societies marked by rapid digital and technological transformations. The technological life cycle tends to be shorter now than it has been in the past and this is impacting organizational performance. In the face of this rapid evolution, the obsolescence of business technology is a short-term reality if organizations are not in tune with reality.

In this context, leadership is viewed as an important issue because the continuity of organizations and their success depends on their leaders and the behaviours they demonstrate. How a leader behaves or how they access and "use" the various leadership styles can impact all stakeholders. Leadership responsibility can enable organizations to achieve a successful future. Thus, leadership plays an important role in how workers interpret and carry out their activities. Leadership and its influence on organizations are key concepts in how organizations/companies work and how they are insighted. Leadership is a process that influences the behaviour of leaders to perform proposed tasks and achieve defined objectives.

In this sense, understanding leadership is extremely important for an organization as well as the environment around it, since organizations are inserted in a social, economic, and environmental context where actions have effects and impacts. In addition, leadership should align with the goals and objectives of organizations to facilitate the achievement of those same goals and objectives. The leadership style that a leader presents can have a considerable impact on organizations because the market in which they are located is volatile and there are too many factors that condition their survival. Leadership, when linked with the organization's strategy, can influence the organization's entire process, as it establishes a path towards better involvement and performance of the parties involved.

However, leadership has become a complex, difficult, and multi-faceted issue for organizations because it entails challenges and issues, for example, determining what is the best type of leader. Therefore, research in the area of leadership has been obscured rather than discussed. Despite the significant body of literature on the subject, leadership remains quite misunderstood in the organizational world.

Leadership has given rise to several studies and involves a wide spectrum of relevant frameworks to explain the components of leaders' behaviour; however, there is still a vast field for research in search of more conceptual transparency, intrinsic characteristics, and the impact it has on everything that surrounds it. Therefore, the importance of leadership has been widely recognized in the literature, evidenced by the notable increase in relevant publications in the past few years. As such, this book is devoted to the study of different perspectives, contexts, and new insights into leadership.

The book includes four sections and eleven chapters.

Chapter 1, "A Contemporary Approach to Learning Transfer from the Perspective of Constructivist Theory: Marathon Running as a Leadership Development Strategy for Millennial Leaders" by Elif Bilginoğlu, presents a literature review of the

research on marathon running as a leadership development strategy, especially for millennial leaders with a postmodern worldview who are searching for authentic and innovative solutions and who support divergent thinking.

Chapter 2, "Turning Bad Leaders into Good Leaders: Diminishing the Theory X Style" by Lindall Elaine Adams, Marion Williams, and Ibrahim Al Zaabi, explores e-micromanagement as a Theory X style of leadership and identifies indicators such as lack of trust and high staff turnover as the primary reasons why leaders fail to "lead" the "ship."

Chapter 3, "Humane Leadership in Islamic Approaches" by Mohd Faridh Hafez Mhd Omar presents some approaches to human leadership in an innovative context, i.e., Islamic. This leadership style has an important role in the organizations' performance and is essential for their growth and success.

Chapter 4, "Strengthening Innovative Leadership in the Turbulent Environment" by Iffah Budiningsih and Tjiptogoro Dinarjo Soehari, discusses a content analysis of several leadership types helpful for anticipating turbulent environmental changes, including leadership in the turbulent era, innovative leadership, leadership with high integrity, and leadership with high emotional intelligence (EQ ).

Chapter 5, "Optimizing Innovative Leadership and Followership" by Neil E. Grunberg, Erin S. Barry, Michael Morrow-Fox, and Maureen Metcalf, proposes an innovative framework that combines several approaches to help leaders increase self-understanding and optimize the performance of organizations. The proposed framework focuses on Leader Type, Developmental Perspective, Resilience, Situational Analysis, and Leadership Behaviors and Mindsets.

Chapter 6, "Spirituality Leadership Applications in Small and Medium Enterprises (SMEs)" by Ahmad Rafiki, Miftahuddin, and Atika Rizki, explores a new leadership style in small and medium-sized enterprises. This sector plays a central role in several countries since they are extremely important in job creation, which contributes to regions' well-being and development.

Chapter 7, "Defining Post-Pandemic Work and Organizations: The Need for Team Belongingness and Trust" by Joseph Crawford, shows how the COVID-19 pandemic has brought forth substantial unrest in the ways in which people work and organize. Thus, this chapter provides a position for the future state of work and organizing, drawing on the belongingness hypothesis, to characterize a revised method of human connection that acknowledges unique differences in online connections.

Chapter 8, "Do Organizations Need Emotionally Intelligent Leadership at the Workplace?" by Anurag Mishra, presents an empirical study, the findings of which help in understanding individual and collective behavior and its effect on the quality of work. The results suggest that a transformational style of leadership should be encouraged in an organization.

Chapter 9, "Leading in Times of Disruption: Reimagining Leadership and Repositioning Leaders" by Tessie H.H. Herbst, explores how leaders and leadership paradigms have been disrupted and why the old model of fear and control does not work.

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Chapter 10, "The Social Infrastructure of Organizational Resilience, Agency Capacity and Resilience Spirals: Starting Points for Resilient Leadership" by Holger Pfaff analyzes the social preconditions and dynamics of organizational resilience and the role of leadership in managing these conditions and dynamics. The chapter emphasizes the importance of leadership in building and maintaining

the social infrastructure of resilience and in managing resilience spirals.

growth of long-term profitability from green investments.

Finally, Chapter 11, "Green Transformational Leadership and Green Growth" by Natalia Aleksandrovna Zhuravleva and Milos Poliak, presents an empirical study to substantiate a scientific hypothesis of the impact of transformational leadership on green growth. The findings suggest that transformational leadership incorporating intersectorality is becoming a new type of management activity that ensures the

**Mário Franco**

Covilhã, Portugal

University of Beira Interior, CEFAGE-UBI Research Center, Chapter 10, "The Social Infrastructure of Organizational Resilience, Agency Capacity and Resilience Spirals: Starting Points for Resilient Leadership" by Holger Pfaff analyzes the social preconditions and dynamics of organizational resilience and the role of leadership in managing these conditions and dynamics. The chapter emphasizes the importance of leadership in building and maintaining the social infrastructure of resilience and in managing resilience spirals.

Finally, Chapter 11, "Green Transformational Leadership and Green Growth" by Natalia Aleksandrovna Zhuravleva and Milos Poliak, presents an empirical study to substantiate a scientific hypothesis of the impact of transformational leadership on green growth. The findings suggest that transformational leadership incorporating intersectorality is becoming a new type of management activity that ensures the growth of long-term profitability from green investments.

> **Mário Franco** University of Beira Interior, CEFAGE-UBI Research Center, Covilhã, Portugal

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