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Editorial
-Alaya Brown
Redefining Global Education
Inaworldwhereleadershipoftenechoesfamiliarpaths,Prof.
TaimurSharifstandsapart—anacademicvisionarywhose journeyisasextraordinaryasitisimpactful.Fromthe vibrantstreetsofDhakatotheintellectualcorridorsofLondon, histrajectoryreflectsarareblendofresilience,curiosity,and purpose.Whatbeganasayoungscholar’sfascinationwith Bangladesh’ssocio-economiclandscapehasevolvedintoaglobal mission:toredefineeducationasacatalystfortransformation acrossborders.
Today,astheDeanoftheCollegeofBusinessataleading AmericanuniversityintheMiddleEast,Prof.Sharifembodiesthe veryspiritofglobalacademicleadership.Hisworktranscends geography,discipline,andtradition.Acrossmorethantwo decades,hehasshapedinstitutionsinSouthAsia,theMiddleEast, andEurope—eachtimebringingwithhimaphilosophygrounded ininclusivity,creativeproblem-solving,andmeaningful innovation.
Prof.Sharifbelievesthateducationmustlivebeyond classrooms—itmustbeexperienced.Thisprinciplehasguidedhis pioneeringeffortstomakelearningmorehands-on, technologicallyenriched,andaccessibletodiversecommunities.
Hisachievementsstandasproofofwhatvisionaryleadershipcan accomplish:fromestablishingIraq’sfirstDoctorofBusiness Administration(DBA)programtointroducingSouthAsia’sfirst AgribusinessMBA,hehascontinuallytransformedideasinto influential,future-readymodelsofeducation.
HisworkintheUnitedKingdominspirednewpedagogical approaches,whilehisleadershipintheMiddleEastcontinuesto strengthenquality,globalrelevance,andopportunityforlearners fromallwalksoflife.
WhatsetsProf.Sharifapartisnotonlythescaleofhis accomplishmentsbutthehumanitybehindthem.Hisleadership blendsstrategicclaritywithdeepempathy—remindingusthat educationisultimatelyaboutshapingpeople,notjustprofessions. Inanerathatdemandsagilethinking,cross-cultural understanding,andethicalstewardship,hisjourneyoffersa compellingblueprintforthenextgenerationofacademicleaders.
Aswelooktoward2025,Prof.TaimurSharifstandsasoneofthe mostinspirationaliconstowatch—achangemakerprovingthat wheneducationisledwithcourageandheart,ithasthepowerto shapeabetterworldforall.
CONTENTS CONTENTS
Art
Business
Business
Digital
Marketing
Sharif
FromthebustlingstreetsofDhakatotheacademic
corridorsofLondon,Prof.TaimurSharif'spath hasbeenmarkedbyvision,resilience,andan unwaveringpursuitofexcellence.Whatbeganasayoung scholar'sinterestinBangladeshhasgrownintoalifelong missiontoreimagineeducationasavehicleforchange acrosscountries.Today,asDeanoftheCollegeofBusiness ataleadingAmericanuniversityintheMiddleEast,he standsasaglobalacademicleaderwhosecareerspans continentsandcultures,combiningcreativitywithintegrity.
Overthelasttwodecades,Prof.Sharifhasledinstitutions acrossSouthAsia,theMiddleEast,andEurope,witha visionrootedininclusion,innovation,andtransformation. Hisbeliefinlearningbydoinghasshapedhiseffortsto makeeducationmoreexperientialandtechnology-driven, tailormadeforadiverserangeoflearners.From establishingIraq’sfirstDoctorofBusinessAdministration (DBA)programtolaunchingSouthAsia’sfirst AgribusinessMBA,hehasconsistentlyturnedideasinto pioneeringinitiatives.Whetherinspiringnewteaching methodsintheUnitedKingdomoradvancingeducational excellenceintheMiddleEast,Prof.Sharif’sleadership blendsstrategywithempathy,provingthattrueeducation shapesnotonlythemindbutalsotheheart.
RootsofResilience
Prof.Sharif'sjourneybeganinDhaka,Bangladesh'svibrant capital,wherehewasraisedinafamilythatvalued discipline,diligence,andacademicachievement.The classroomsofIdealHighSchoolandNotreDame College—twoofthenation’spremierinstitutions—laidthe foundationforhisintellectualcuriosityandsenseof purpose.HishigherstudiestookhimfromAligarhMuslim University—oneofIndia'stoptenrankeduniversities,to StockholmUniversityinSweden,andtheUniversityof SussexintheUK,culminatingintoaPhDinInternational BusinessandEconomicsfromLondonSouthBank University,UK.
"Education is not merely a profession. It is a transformative force," hereflects.Thisconviction,formedduringhis studentyears,continuestodrivehisapproachtoacademic leadershiptoday.Hisearlyinfluencesrundeeprootedinthe principlesofservantleadershipexemplifiedbyprophetic figuresinIslamictradition,whosecommitmentsto meaningfulchangeinpeople'slivesresonatestronglywith Sharif'sownleadershipphilosophy Throughthispracticeof leadingbyserving,hehashelpedempowerstafftolead withpurpose,inspiredstudentstopursueknowledgewith compassiontoemployableoutcomes,andstrengthened communitiesthrougheducationthatupliftsandunites.
BuildingBridgesAcrossContinents
Prof.Sharif'scareerspansanimpressiverosterof internationalinstitutions.Hehasservedinprogressive leadershiprolesattheInternationalIslamicUniversity–ChittagongandAmericanInternationalUniversityin Bangladesh,HaywardsHeathCollege,LondonSouthBank UniversityandBirminghamNewmanUniversityintheUK, MurdochUniversityDubaiandAlhosnUniversityinthe UAE,MuscatUniversityinOman,andrecentlyatthe UniversityofKurdistanHewlêrandtheAmerican UniversityofKurdistaninIraq.
Thisgeographicaldiversityrepresentsmorethancareer mobility,itreflectshiscommitmenttounderstandingand bridgingdifferenteducationalphilosophies.Hehas navigatedtheUK'soutcome-focusedqualityframeworks, witnessedtheGulf'srapideducationalmodernization, contributedtoIraq'spost-conflictacademicrebuilding,and appliedhisSouthAsianbackground'semphasison educationassocialresponsibility.
"Growth begins where comfort ends. Believe in your vision, act with integrity, and stay relentlessly curious. True success is not in reaching the top, it's in helping others rise with you.”
"An individual has not started living until he can rise above the narrow confines of his individualistic concerns to the broader concerns of all humanity.”
Throughpartnershipprojectswithglobal institutionsincludingAstonUniversity, CranfieldUniversity,theUniversityof Huddersfield,StanfordUniversity,and theUniversityofWisconsin-Madison, hehasbroadenedhisperspectiveon transnationaleducationand collaborativeexcellence.
"My professional journey evolved across countries and cultures, each with its own educational ethos," he explains.TheUSliberaleducation modelparticularlydeepenedhis beliefinholisticlearning,an approachthatcultivatescritical thinking,ethicalreasoning,and civicresponsibilityalongside academicexcellence.
RedefiningAcademicLeadership
Prof.Sharif'sleadershipstyledefies conventionalhierarchies.Hedescribeshis approachastransformationalwithaservantleadershipcore,drawinginspirationfromfigures likeProphetMuhammad,NelsonMandela,Martin LutherKingJr.,andRobertK.Greenleaf.Forhim, leadershipmeasuresitselfnotthroughcontrolbut throughcultivatingenvironmentswherepeoplefeel valued,heard,andinspiredtoexceedtheirown expectations.
Thisphilosophymanifestsinconcreteinstitutionalchanges. Recognizingthatexceptionalstudentoutcomesstemfrom empoweredstaff,hebuildshigh-performingacademic teamsthroughstrategicvision,inclusivedevelopment,and targetedsupport.Hehasintroducedtransparentworkload models,successionplanningframeworks,andstructured PerformanceandDevelopmentReviewprocesses.His implementationofflexibleWorkAllocationModels supportsdifferentiatedcareerpaths,whiletargetedteaching enhancements,includingfacultyexchangeswith transnationalpartnersandAdvanceHEpedagogy workshops,elevateinstitutionalcapacity
Theresultsspeakvolumes.Duringhisleadershipat BirminghamNewmanUniversity,theBusinessand Managementsubjectareaachievedahistoricmilestoneby scoring'excellent'acrossallNationalStudentSurveyscales fortwoconsecutiveyears(2020and2021),surpassing nationalaveragesacrossUKuniversities,anunprecedented accomplishmentintheinstitution'shistory
InnovationasInstitution-Building
Prof.Sharif'scoremissionblursthelinesbetweenacademia andindustry,creatingecosystemsthatpromoteinnovation, sustainability,andemployability Thisvisionhasevolved intofosteringtransnationaleducationpartnerships,
developingprofessionaldoctorateprograms,and championingdecolonized,experientiallearning.He remainsmindfulofframeworkssuchastheUKOfficefor Students'conditionB3(Continuation,Completion, Progression),ensuringthateducationalinnovationnever compromisesstudentoutcomesorqualitystandards.
Hispioneeringspirithasproducedseveralfirsts.He introducedIraq'sfirstDoctorofBusinessAdministration programandSouthAsia'sfirstAgribusinessMBAprogram incollaborationwiththeUniversityofWisconsin-Madison. IntheUAE,hepartneredwithStanfordSchoolof ManagementtoleadaHigh-PerformanceProject introducingInnovationandEntrepreneurshipmodules acrossallbachelorprograms,developingacomprehensive e-learningsitethathepresentedattheUAEPrime Minister'sOfficefollowinganofficialinvitationfromthe MinistryofEducation.
RecognitionandImpact
ThehonorsProf.Sharifhasaccumulatedaffirmboth scholarlyexcellenceandleadershipimpact.Hestandsas thefirstandonlybusinesseducatorinIraqtoreceivethe PrincipalFellowshipfromAdvanceHE(UK),adistinction thatunderscoreshissustainedleadershipinteachingand learning.
HeholdstheCharteredManagerdesignationfromthe CharteredManagementInstitute(UK)andtheChartered InstituteofManagement(Canada),alongsideCertified ManagementandBusinessEducatorstatusfromthe CharteredAssociationofBusinessSchools(UK)and CertifiedHRProfessionalqualificationfromtheAustralian HRInstitute.HealsomaintainsRecognizedTeacherStatus fromCranfieldUniversity
Hisacademiccontributionsencompassover100 publicationsingloballyindexedjournals,keynote presentationsatinternationalconferences,andexamination offortydoctoraltheses.Hehaslednumerousprogram validationsandinternationalpartnershipsacrosstheUK, SouthandEastAsia,theGulfregion,andIraq,andserves asacountryexpertfortheFoundationforInternational BusinessAccreditation(FIBAA),Germany.Forovertwo years,hehasservedasaDistinguishedProfessoratWoxsen University,India,furtherextendinghisglobalacademic engagement.
BalancingAct
Managinganinternationalacademiccareeralongside personalcommitmentsdemandswhatProf.Sharifcalls "mindful compartmentalization and purposeful integration.”
"My professional journey evolved across countries and cultures, each with its own educational ethos.”
Hepracticesbeingfullypresentwhereverhestands,while aligningpersonalvalueswithprofessionalgoals.Working acrosscontinentsandtimezonesrequiresflexibility,butit alsocreatesopportunitiestoconnectwithdiversepeople andideas.
Prof.Sharifremainsprofoundlygratefultohisspouse, whoseunwaveringsupportanddedication,especiallyin caringfortheiryoungfamily,includingachildwith disability,havemadehisdemandingacademicand leadershiprolespossible. "I view leadership not as dominance over time, but as harmony within priorities," he explains.Heinveststimeinreading,researching,and mentoringyoungscholars,activitiesthatconstantly rechargehissenseofpurpose.
Challengesinevitablyarise,academicleadershipoften involveshigh-stakesdecision-making,managing expectations,andnavigatingbothexternaluncertaintiesand potentialinternalresistance.Prof.Sharifhaslearnedtotreat challengesaslearningmomentsratherthandisruptions. Integrity,humility,andgratitudeanchorhim,especially duringtransitions.
Hebelieveseffectiveleadershipdependsoncontinuous communication,patientlistening,andconsistentfollow-up whileguidingotherscloselyandallowingroomfor recognizingthatgrowthoftenemergesfromimperfection andcreativethinking.
TheFireWithin
WhatfuelsProf.Sharif'spassion?Witnessing transformation,whenstudentsdiscovertheirpotential, teamsexceedexpectations,orpartnershipscreateboth revenuestreamsandsocialvalue.Heseeslearningasa lifelongjourneyandteachingasanactofhope.The opportunitytoconnectglobalknowledgewithlocalrealities andtobuildinginstitutionsthatprioritizecharacter alongsidecompetencedriveshimdaily.
Hispassionextendstointegratingsustainability,innovation, andethicsintobusinesseducation,preparingfutureleaders notjusttosucceed,buttoserveasresponsiblecitizens. Globalcollaborationigniteshisenthusiasm,whether workingwithpartnersacrosstheUK,theUS,Southand EastAsia,ortheMENAregiontodevelopprogramsthat bridgeculturesandeconomies.Eachinitiative,fromdual degreestoprofessionaldoctorates,reinforceshisbeliefthat education,whenguidedbyvisionandempathy,hasthe powertowidenopportunitiesfordiversepopulationsand reshapetheworldintransformativeways.
Thispassionalsoextendsbeyondacademia,reflectedinhis serviceonvariousboards,advisorycouncils,and communityorganizations—spanningeducational institutionsintheUK(e.g.,PoundHillInfantSchool), Bangladesh(e.g.,IslamiArabiUniversity),andtheUAE (e.g.,ReachBritishSchool,BangladeshEmbassySchool); tonon-governmentalandprofessionalbodiesinOman(e.g., AIESEC,SMECommitteeoftheOmanChamberof CommerceandIndustry);andcivicboardsintheUK(e.g., LocalCommunityBoard).Theseexperiencescontinually reaffirmhisbeliefthatleadershipineducationismost powerfulwhenitbridgescommunities,cultures,andcauses forthecommongood.
WisdomforEmergingLeaders
Prof.Sharifoffersclear-eyedadvicetoaspiringleaders: leadwithpurpose,notposition.Titlesmaygrantauthority, buttrustandintegrityearninfluence.HequotesProphet Muhammad:"Any man whom the Almighty has given the authority of ruling some people and he does not look after them in an honest manner, will never feel even the smell of Paradise,"remindingusthatleadershipultimately representsaresponsibilityofservice.Similarly,Abraham Lincoln'sobservationresonates: "Nearly all men can stand adversity, but if you want to test a man's character, give him power."
Becurious,beempathetic,andremainadaptable,theseare yourgreatestassetsinanunpredictableworld. "Never stop learning. The moment you believe you have arrived is the moment growth stops," hecounsels.Heencouragesleaders toembracechallengesasopportunitiesforreinventionand surroundthemselveswithpeoplewhoquestion,challenge, andcomplementtheirstrengths.Leadership,heinsists,is notaboutbeingthesmartestpersonintheroom,it'sabout buildingaroomfullofsmart,motivatedpeoplewhosharea commonpurpose.
Prof.Sharifacknowledgeshisweaknesseswith characteristichonesty.Hetendstostriveforhighstandards andbecomedeeplyattachedtostrategictasks,working relentlesslyandsometimespushinghimselfbeyondcomfort zonesuntilcompletion,oftenattheexpenseofleisure, familytime,andhealth.Whilethisdeterminationhas enabledhimtodelivercomplexinitiativeswithprofessional recognition,ithastaughthimtheimportanceofbalance.He nowviewstheseexperiencesasalearningplayground, emphasizingthatambitionmustbetemperedwithempathy foroneselfandguidedbyprinciplesofauthenticservant leadership.AsMahatmaGandhiwiselynoted,"There is more to life than increasing its speed."
AVisionforTomorrow
Inaworldshapedby disruptionanddigital transformation,Prof.Sharif identifieshumanizing progressasbothourgreatest challengeandopportunity. Heenvisionsbuildinga futurewhereeducation, innovation,andcompassion coexistharmoniously.His mantraremainssimpleyet profound: "Growth begins where comfort ends. Believe in your vision, act with integrity, and stay relentlessly curious. True success is not in reaching the top, it's in helping others rise with you."
AsNelsonMandela observed,"I never lose. I either win or learn",aphilosophythatperfectlycaptures Prof.Sharif'sapproachtosteppingbeyondcomfort, embracingchallenges,andlearningcontinuouslyas pathwaystomeaningfulimpact.
ForProf.TaimurSharif,leadershipultimatelytranscends individualachievement.AsMartinLutherKingJr. eloquentlystated, "An individual has not started living until he can rise above the narrow confines of his individualistic concerns to the broader concerns of all humanity." These principlesguidehiswork,leadershipisnotaboutchanging theworldalone,butaboutempoweringotherstochangeit withyou.
Throughnearlythreedecadesofdistinguishedservice acrosscontinents,Prof.Sharifdemonstratesthatwhen visionmeetsvulnerability,whenpurposealignswith empathy,andwhenexcellenceintertwineswithservice, educationbecomesnotjustaprofessionbuta transformativeforcecapableofreshapinglives,institutions, andsocieties.Hisjourneycontinues,poweredbyan unwaveringcommitmenttonurturingempoweredyet responsibleglobalcitizenscapableofshapingamore equitableandsustainableworld.
LEADERS DESIGNING WORKPLACES THAT INSPIRE EXCELLENCE
Thenatureofworkisundergoingatransformation,
andtheleadersofthisworldmustalsochange.The leadershipmodelofthepast,whichwasbasedon hierarchy,authority,andcontrol,isbeingreplacedbyanew onecharacterizedbyempowerment,innovation,and human-centereddesign.Andtheleaderswhohavethe greatestimpacttodayarenotthosewhocommand;rather, theyarethemakers.Theybuildcultures,create experiences,andgenerateatmosphereswherepeopleget motivatedtoshowtheirbest.
Thechangeisnotsuperficial,though.Itgoesdowntothe coreandsignifiesadeeperunderstandingthatoutstanding performanceisnotaresultofstressbutrathera consequenceofpurpose,trust,andtherightconditions. Leaderswhoseethemselvesasbuildersoftheworkplace extendfarbeyondmanagingtasks;theybecomearchitects ofopportunities.Besides,theydonotmerelysupervise offices—theyredesignthem.
BuildingCulturesThatElevatePeopleCulturehasbecome oneofthemostimportantfactorsdeterminingbusinesses’ success—itisnolongersimplytheoutcomeofotherfactors
butthestrategicasset.Buildersdevelopcultures deliberately,creatingsuchplaceswherecollaborationis eagerness,thecreativityisunfettered,andpeopleare honored.Theychangethefocusfromrulestorelationships andfromcompliancetocommitment.
Theleader-builderiswellawarethatcultureistherootof excellence.Workersexperiencepsychologicalsafetyand arethusenabledandencouragedtocomeupwith innovations.Besides,theyaremotivatedtocontributenot becausetheyareobligedbutbecausetheytakeprideintheir work.
DesigningWorkplacesWithPurpose
Leadingfiguresoftodaygraspthefactthatthework environment,besidesfunctioning,hastogivepeoplea senseofpurpose.Buildersconceiveworksettings(whether physicalorvirtual,orintermsofculture)that,amongother things,kindleasenseofpurpose.Everypolicy,practice, andprocedurearethereforareasonandaredevelopedwith aclearideainmind:Why?Who?How?
Purposethenbecomesthe mainideaaroundwhichthe workisorganized. Excellencewillfollow naturallywhenpeoplefind theirworkmeaningful.
EmpoweringThrough AutonomyandTrust
Builders,contrarytobosses whocontrolatallcosts,try togainandkeepthetrustof theiremployees.They realizethatgivingsomeone thefreedomtoactisthe mainsourceofmotivation andcreativity.Insteadof micromanaging,theyhand overthepowertoteamsby grantingownership,clarity, andthefreedomtocarry outtasks.
Theleadershipstylebased ontrustleadstogreater accountabilityandthus,to theunleashingofthefull potentialofemployees.Theemployeeswillbeinaposition tofeelrespectedandsupportedwhentheyknowthattheir contributionsgreatlyinfluencethesuccessofthe organization.Theoutcomeisaworkforcethatmakes decisionsindependently,communicatesopenly,and achievesathigherlevels.
RemovingBarriersInsteadofCreatingThem
Conventionalbossusuallylayersthebureaucracyup; however,abuilderstripsitdown.Builderslocatethefactors thatlowerworkers'productivity-oldsystems,ambiguous processes,unnecessaryapprovals-takethemout,andcome upwithstreamlined,supportiveframeworksinstead.
Theirleadershipstylecanbesummarizedasonethat promotesprogressratherthanhamperingit.Theyenable teamstoworkmoreefficientlyinsteadofharderthroughthe developmentofmethodsthatnotonlyincreaseproductivity butalsocreateamomentumforfuturework.
CreatingWorkplacesThatSupportWellbeing
Withoutthepresenceofburnout,excellencecanstillbe there.Builder-leadersconceiveplaceswhicharerespectful tobothresultsandwellbeing.Theyareleaderswho introduceflexibility,encouragementalhealth,andcreate goodwill.Theyknowthatbynurturingtheindividual,the wholeorganizationbecomesstronger.
Workplaceswhicharetheresultofgoodcare,bringlove, strength,andlong-periodloyalty Whenpeopleareingood spirits,theydeliverwell—andremainlonger
GuidingThroughVision,NotFear
Thebuilder’scontrolcomesfromthefutureviewrather thantheuseofpower.Theyshowtheteamsavibrant,yet realisticfutureandasktheteamstoco-createitwiththem. Leadershipbasedonvisionturnstheorganizationintoa sharedmovementratherthanasimplelistoftasks.Though fearmightresultincompliance,onlyvisionwillleadto momentum.Buildersembracetoleadwithwhatispossible, andthus,peoplebecomefollowerswithpassion.
TheLeaderasanArchitectofExcellence
Beingabuildermeansyousettheconditionsforpeople’s success.Itreferstotheleaderwhocreatesthesystems, mentalities,andplacesthatareconducivetoexcellence happeningnaturally Theseleadersrealizethatexcellencein theworkplaceisnotsomethingthatisordered—itis developed.
Convertingabossintoabuilderisnotonlyachangeof leadershipbutalsoaprofoundchangeofmindset.
Leaderswhochoosetobuildinsteadofbossaretheones thatcreateenvironmentswhereemployeesarebothproud andinspiredtoexcel.Theybuildtheculturewhere innovation,collaboration,andpurposearethewordsmost used.Inaddition,bydoingthistheynotonlyleadbutalso elevatetheorganization.
HOW MODERN EXECUTIVES
DRIVE CHANGE IN A DISRUPTED WORLD
Disruption,whichincludestechnological
acceleration,geopoliticaluncertainty,market volatility,culturalchanges,andevolving workforceexpectations,isredefiningleadershiptoday. Leadingwithaplaybookfromthepastisnothowthe modernexecutiveoperates.Instead,theyusetheirvision, adaptability,empathy,anddeepunderstandingtoshowthat changeisnotabarrierbutanopportunity
Executivesoftomorrowhavetodealwiththecomplexityof theworldwhilestillbeingabletoprovideclarity.They needtohaveastronginfluenceontheresultswhileatthe sametimeallowingforfreedom.Inadditiontothis,they shouldbethestrategicarchitectswhodesignthefutureand theculturalstewardswhoareresponsibleforthevaluesof thecompany-thus,leadingwithassuredness,curiosity,and astrongbelief,theyguidetheirorganizationsthrough change.
Visionaryleadersarenottheoneswhohavetobetold aboutchange;theyarrangeeverythingforitbeforehand. Theyforeseebeyondshort-termcyclesandlaythe groundworkthatissturdy,changeable,andaimedat generatinglong-termvalue.Havingthisfuture-oriented attitudegivesthecompanythemeanstoinnovatewitha cleargoalinmindratherthanjustreactingbecauseofthe lackoftime.
Implementingdigitaltransformationisnolongeramatterof choice—itisthebase.Futureleadersthatareatthehelmof theindustryutilizetechnologyasthemaindriverof innovation,growth,andefficiencyratherthanjustasupport department.
ThereisawiderangeoftechnologiesfromAIand automationtodataanalyticsanddigitalplatforms,which modernleadersusetobringaboutthesmartestoperations,
themostcustomer-centricexperiences,andthenewest businessmodels.Theyknowthattheonewhoisdigitally readyhasthecompetitiveadvantage.
Still,theydonotforgetthattechnologyisnotthe transformation,itisthepeople.
Thefutureworkdemandsthepresenceofemotionally intelligentleaders.Nowadays,executivesmustbetheones leadingthecultureswhichputthefollowingfirst:wellbeing,inclusion,psychologicalsafety,andcontinuous learning.Theteamsaredispersedgloballyandthe workplacesarehybridthustheneedforconnectionand communicationincreases.
Today’sleadersarekeenlisteners,trustcreators,andmost importantlytheyengagepeoplebygrantingthemfreedom, openness,andsupport.Theyengineersituationsand physical/virtualspaceswherepeoplefeelappreciated,and teamsfeelconnected-evenwhentheyarefarfromeach other
Suchapeople-centeredstrategyisthesourceofboth employeemotivationandinnovativeideas.
DrivingInnovationThroughCollaboration
Therearenolongerinnovationsthatgrowinisolation; rather,theyarebornattheinterconnectionofdiverse thinking.Futureexecutivesdevelopthecollaborationskill beyondfunctions,industries,andecosystemsborders.They collaboratewithstartups,suppliers,governments,and communitiestocreatesolutionstogether.
Thisleadershipstylethatisopentoothersdrivesthe creativepowerandthusthebreakthroughspeed.Itchanges competitionintocollaborationwhich,inturn,empowers organizationstobeattheforefrontofthemarketevolution insteadofbeingfollowers.
MakingPurposeaStrategicCatalyst
Purposehasturnedtobeoneofthemainfactorsofmodern leadership.Executivesoftodayareexpectedtomarryprofit withprinciples,growthwithresponsibility,andstrategy withsocietalimpact.
Purpose-drivenleadersprovideacrystal“why”ofthe organization'swork.Theyadoptbusinessstrategiesthat featureethicaldecision-making,sustainability,andlong-
termwell-being.
Purposeisagreatmagnetoftalent,asourceofcustomer loyalty,andaboosterofreputation.Whatismore,itisa guidinglightintheroughestoftimes—pointingto decisionsthatresultinmeaningfulandlastingvalue.
BuildingOrganizationsDesignedfortheFuture
Theexecutiveswhobringaboutthechangetothepresent arenotonlythosewhoareatthehelmof companies—rather,theyaretheonesleadingthe transformation.Theyarereformingoperatingmodels, upgradingtalentstrategies,andrethinkingvaluecreation anddelivery
Theyshapeorganizationsthatpossessthequalitiesofbeing adaptable,innovative,havingadiverseworkforce,and beingdigitallyenabled.Theyplanforsystemsthatmature alongwiththeworldratherthanopposingit.Their leadership,infact,isanongoingprocess—itcontinuesto changewiththeworld.
TheNewBlueprintforLeadership
Theskilltoleadinthefutureworldgoesfarbeyond strategicintelligence.Itrequireshumaneness, inquisitiveness,flexibility,andstrengthofcharacter.It needsleaderswhodonotresistthestorm,instead,they welcomeit;leaderswhoareinnovators;leaderswhohavea senseofpurposeandareclearintheircommunication.
Present-dayexecutivesarenotabletodrivethechange throughfuturecontrolbutratherbyshapingit.They energizethroughasharedviewofthefuture,enhance throughtheuseofempathy,andrevolutionizethrough purpose.
Inaworldthathasbeenturnedupsidedown,these executivesarestilltheoneswhocreatetheorganizations thatarenotonlycapableofsurvivingbutalsoleadingwhat comenext.
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