Contemporary Leadership

The human resource in any organization has heavy responsibility of talent management starting from the stage of recruitment to employee retention. Most of the HR theories of recruitment are Gen X and Gen Y specific-mostly talking of recruitment tests, personality tests, test of reasoning and the personal interviews. The traditional ways of employee engagement have been still practiced in most of the government and public sector organizations. But Gen Z is a different breed of youth, agile and active on the digital online spaces. It is natural that in the last few years progressive companies have been applying 'gaming concepts' in hiring of Gen Z candidates. PricewaterhouseCoopers (PwC) is one of the top four sought after companies in the fields of commerce, accounting and auditing. The objective of the research is to explore the website engagement of Gen Z cohorts and the candidate engagement in talent acquisition through an experimental case evaluation of the HR of PwC Hungary. Multipoly, the recruitment tool of PwC is a big hit and occupies a niche for its own in the career page of PWC. Candidate engagement analysis on PwC website shows that the job seekers use less than 10 minutes in PWC site earlier. With Multipoly each candidate spent at least 90 minutes. The tool of the gamification for talent management used by PwC is being modeled by HR managers across industry to emulate in their own companies.

The term ‘spirituality’ is most debating concept across religions over the ages, on the lines of spirituality, a new synthesis so called as workplace spirituality aroused to debate on the differing views of religion, contemporary business and leadership styles across industries. These views of religion and leadership styles on spirituality paved a way for further acknowledgement of servant leadership propounded by Robert K. Greenleaf (1977) which primarily focuses on love, trust, honesty, interpersonal acceptance leading to followers’ job attitudes, performance, and organizational outcomes: the fundamental outcomes of ‘spirituality at workplace’. This paper throws light on the influential factors and effectiveness of servant leadership in visualizing ‘spirituality at workplace’ in a holistic perspective keeping in view of followers’ attitudes, organizational performance through self-encouraged and committed servant leaders of the organization and concluding with the benefits and path to ‘spirituality at workplace’ across the organization by encouraging spirituality through so called ‘servant leaders.’

Dealing with workplace diversity is the major challenge of global leaders. The objective of this study is to study the impact of cultural intelligence on global leadership effectiveness. In this conceptual study, we describe major advances and emerging patterns in the research domain of global leadership and impact of cultural intelligence on the effectiveness of global leaders in cross-cultural workplaces over the last several years. The finding of the study is that cultural intelligence is a prime factor in deciding the success of global leaders in cross-cultural workplaces.

Leadership is an interactive conversation that pulls people towards becoming comfortable with the language of personal responsibility and commitment. Leadership and the styles of leadership is one of the frequently discussed subjects within management discipline. Transformational Leadership (TL) style is being considered as the most effective leadership style among all the styles. The purpose of this paper is to examine the perception of faculty members towards transformational leadership of their academic leaders in the sample select universities. The data collected were analysed using descriptive and inferential statistics. The data for the study were collected both through the primary and secondary sources. The measuring items used for the study were sourced from existing validated scales and literature. Descriptive statistics was employed to know the descriptive information across various demographic variables on a total sample of 719. The various demographic variables, which were considered for the study, were gender, age, designation and experience. The results revealed that the faculty members of the sample select universities perceived the transformational leadership of their academic leaders at an above average level; presently, they are fairly satisfied with their academic leader's transformational leadership. The results also revealed that the perception of the respondent faculty members towards their HOD's transformational leadership from different universities and states is more or less the same.

Most polytechnic develop their strategy around core competencies, especially regarding how to coordinate skills required in the industry. Adaptive leadership is needed in the lectures in polytechnic. The lecturer's competencies are credited for the success or failure of polytechnic's strategy development. The three types of leaders are as follows: (1) innovator, (2) implement or and (3) pacifier. Lectures in polytechnic search new ideas and produce the improved units in the potential industry as behavior of adaptive leadership for competencies development.